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Home My WebLink AboutPreliminary 2015-17 Financial PlanFinancial Plan 2015-16 Budget 2015-17 Preliminary 2015-17 Financial Plan July 1, 2015 JAN HOWELL MARX, MAYOR JOHN ASHBAUGH, VICE MAYOR CARLYN CHRISTIANSON, COUNCIL MEMBER DAN CARPENTER, COUNCIL MEMBER DAN RIVOIRE, COUNCIL MEMBER KATIE LICHTIG, CITY MANAGER Prepared by the Department of Finance & Information Technology Wayne Padilla, Director of Finance & Information Technology Jason Stilwell, Interim Director of Information Technology and Financial Planning Vilma Warner, Finance Operations Manager Eric Geddes, Database Administrator Michelle Bulow, Administrative Assistant Preliminary 2015-16 Budget TABLE OF CONTENTS (a) PREFACE Directory of Officials and Advisory Bodies Report Production and Analysis Adopting Resolution Section A INTRODUCTION Budget Message A-1 Financial Budget Highlights A-13 Local Revenue Measure Funding Summary A-24 Budget Process Overview A-27 Goal Setting and Budget Process A-29 How to Use the Financial Plan Document A-30 Section B ABOUT THE CITY About the City B-1 Demographic and Statistical Summary B-2 Organizational Chart B-3 Mission Statement B-4 Organizational Values B-5 Section C GOALS AND OBJECTIVES Overview C-1 Council Goals Work Programs - Summary C-4 Major City Goals C-6 Other Important Council Objectives C-35 Section D BUDGET SUMMARY Overview D-1 Revenue and Expenditure Trends D-2 Summary of Key Revenue Assumptions D-3 Budget Summary Revenue Summary Total Funding Sources D-7 Revenues by Major Category and Source D-8 General Fund Revenues D-15 Enterprise and Agency Fund Revenues D-16 New or Increased Taxes and Fees D-17 Expenditure Summary Expenditure Trends by Type – All Funds D-19 Expenditure Trends by Type – General Fund D-20 Total Expenditures by Type-All Funds D-21 Operating Program Expenditures by Function D-22 Operating Program Expenditures by Type D-23 Capital Improvement Plan Expenditures D-24 Debt Service Expenditures by Function D-25 Total Expenditures by Fund D-26 General Fund Expenditures and Uses D-27 General Fund Operating Program Expenditures By Function D-28 By Type D-29 Summary of Increases by Function D-30 Departmental Summary and Overview City Administration D-33 City Attorney’s Office D-36 Community Development D-38 Finance and Information Technology D-42 Fire D-46 Human Resources D-50 Parks and Recreation D-52 Police D-56 Public Works D-60 Public Utilities D-65 Section E OPERATING PROGRAMS Overview E-1 Operating Program Expenditures by Function E-6 Authorized Regular Positions by Function E-7 Temporary Full-Time Equivalents by Function E-8 Public Safety Police Protection Administration E-10 Patrol Services E-13 Investigations E-16 Support Services E-19 Neighborhood & Crime Prevention Services E-22 Traffic Safety E-25 Fire and Environmental Safety Administration E-27 Emergency Response E-31 Hazard Prevention E-33 TABLE OF CONTENTS (b) Training Services E-36 Technical Services E-38 Disaster Preparedness E-40 Public Utilities Water Service Water Source of Supply E-42 Water Treatment E-45 Water Distribution E-47 Water Administration & Engineering E-49 Utilities Services E-53 Wastewater Service Wastewater Collection E-56 Environmental Compliance E-59 Water Reclamation Facilities E-62 Water Quality Laboratory E-65 Wastewater Administration & Engineering E-68 Whale Rock Reservoir Reservoir Operations E-71 Transportation Street & Sidewalk Maintenance E-73 Flood Control E-76 Traffic Signals and Lights E-78 Transportation Planning & Engineering E-80 Parking E-84 Municipal Transit System E-88 Leisure, Cultural and Social Services Cultural Services Cultural Activities E-91 Maintenance Services Parks & Landscape E-93 Swim Center E-96 Tree Maintenance E-98 Recreation Programs Recreation Administration E-100 Facilities E-104 Recreational Sports E-107 Youth Services E-110 Community Services E-114 Ranger Services E-117 Aquatics E-120 Social Services Human Relations E-123 Golf Course E-125 Community Development Economic Health Economic Development E-128 Natural Resources Protection Natural Resources Management E-130 Community Promotions Community Promotion E-133 Tourism Business Improvement District E-135 Downtown Business Improvement District E-137 Planning Community Development Administration E-139 Commissions & Committees E-143 Planning Development Review E-146 Long-Range Planning E-149 Construction Development Building & Safety E-153 Engineering Development Review E-157 CIP Project Engineering E-162 Housing Assistance E-165 General Government Legislative and Policy City Council E-168 City Administration E-170 City Attorney E-172 City Clerk Services E-174 Finance & Information Technology Administration E-177 Revenue Management E-179 Accounting E-182 Non-Departmental E-185 Network Services E-186 Geographic Information Services E-189 Support Services E-192 Human Resources E-193 Risk & Benefits Management E-196 Wellness Program E-199 Public Works Administration E-201 Building Maintenance E-204 Vehicle & Equipment Maintenance E-206 Insurance Internal Service Fund E-209 TABLE OF CONTENTS (c) Section F CAPITAL IMPROVEMENT PLAN (CIP) Introduction F-1 CIP Expenditure by Function F-2 Summary of CIP Expenditures by Function F-3 Summary of CIP Expenditures by Fund & Funding Sources F-4 Project Expenditures by Function F-7 Project Expenditures by Fund F-15 Project Detail by Function F-25 Section G DEBT SERVICE REQUIREMENTS Introduction G-1 Debt Service Expenditure Summary G-2 Description of Debt Obligation G-3 Annual Payments by Function G-8 Annual Payments by Source G-9 Computation of Legal Debt Margin G-11 Section H BUDGET REFERENCE MATERIAL Overview H-1 Budget and Fiscal Policies H-4 Summary of Major Policy Documents H-28 Changes in Financial Position Overview H-32 Organization of the City’s Funds H-33 Summary of Changes in Financial Position H-35 Changes in Financial Position by Fund H-37 Interfund Transactions H-68 Reimbursement Transfers H-72 Pension Obligation Cost Trends H-73 Retiree Health Care Obligations H-78 Fiscal Forecast H-80 Appropriations Limit History H-81 Major Preparation Guidelines H-82 Budget Glossary H-88 Fiscal Responsibility Resolution H-92 Awards H-94 PREFACE DIRECTORY OF OFFICIALS AND ADVISORY BODIES CITY COUNCIL Jan Howell Marx, Mayor John Ashbaugh, Vice Mayor Carlyn Christianson, Council Member Dan Carpenter, Council Member Dan Riviore, Council Member ADVISORY BODIES Administrative Review Board Architectural Review Commission Bicycle Advisory Committee Construction Board of Appeals Cultural Heritage Committee Housing Authority Human Relations Commission Investment Oversight Committee Jack House Committee Mass Transportation Committee Parks and Recreation Commission Personnel Board Planning Commission Promotional Coordinating Committee Citizen’s Revenue Enhancement Oversight Commission Tourism Business Improvement District Board Tree Committee APPOINTED OFFICIALS AND DEPARTMENT HEADS Appointed Officials Katie Lichtig City Manager Christine Dietrick City Attorney Department Heads Michael Codron Assistant City Manager Wayne Padilla Director of Finance & Information Technology Jason Stilwell Interim Director of I.T. and Financial Planning Derek Johnson Director of Community Development Garrett Olson Fire Chief Monica Irons Director of Human Resources Steve Gesell Police Chief Shelly Stanwyck Director of Parks & Recreation Daryl Grigsby Director of Public Works Carrie Mattingly Director of Public Utilities REPORT PRODUCTION AND ANALYSIS Budget Review Team Katie Lichtig, City Manager Michael Codron, Assistant City Manager Jason Stilwell, Interim Director of Financial Planning & Information Technology Monica Irons, Director of Human Resources Shelly Stanwyck, Director of Parks & Recreation Derek Johnson, Director of Community Development Joe Lamers, Budget Manager CIP Review Committee Daryl Grigsby, Director of Public Works Jason Stilwell, Interim Director of Financial Planning & Information Technology Michael Codron, Assistant City Manager Derek Johnson, Director of Community Development Carrie Mattingly, Utilities Director Shelly Stanwyck, Director of Parks & Recreation Garret Olson, Fire Chief Staff Support to the Committee Barbara Lynch, City Engineer Joe Lamers, Budget Manager (Finance & IT) Budget Analysts James David - City Attorney, Finance & IT, Human Resources Vilma Warner - Community Development, Police Kyle Rowland - Fire Melissa Ellsworth - Parks & Recreation Michelle Bulow - City Administration Cheryl Blair - Public Works Vince Canales - Parking & Transit Dan Van Beveren - Utilities Department of Finance & Information Technology Staff Wayne Padilla, Director/City Treasurer Jason Stilwell, Interim Director of Financial Planning and Information Technology Joe Lamers, Budget Manager Vilma Warner, Finance Operations Manager Vince Canales, Senior Accountant Michelle Bulow, Administrative Assistant Information Technology Support Eric Geddes, Database Administrator Department Fiscal Officers James David, Administration Kelly White, City Attorney Cori Ryan, Community Development Michelle Bulow, Finance & IT Julie Cox, Fire Nickole Sutter, Human Resources Lindsey Stephenson, Parks & Recreation Melissa Ellsworth, Police Ryan Betz, Public Works Cheryl Blair, Utilities RESOLUTION NO. (2015 SERIES) A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO APPROVING THE 2015-17 FINANCIAL PLAN AND 2015-16 BUDGET WHEREAS, in accordance with San Luis Obispo Charter Section 802, the City Manager has submitted the 2015-17 Financial Plan to the Council for its review and consideration consistent with budget policies and objectives established by the Council; and WHEREAS, the 2015-17 Financial Plan is based upon extensive public comment and direction of the Council after scheduled budget workshops and public hearings. NOW, THEREFORE, be it resolved by the Council of the City of San Luis Obispo that the 2015- 17 Financial Plan is hereby approved and that the operating, debt service and capital improvement plan budget for the fiscal year beginning July 1, 2015 and ending June 30, 2016 is hereby adopted. On motion of ___________________, seconded by _______________________, and on the following vote: AYES: NOTE: ABSENT: the foregoing Resolution was passed and adopted on June , 2015. ______________________________ Mayor Jan Marx ATTEST: Anthony Mejia, City Clerk APPROVED: Christine Dietrick, City Attorney Section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Expenditures ($16.8M) RSHUDWLQJ FDSLWDO 2SHQ6SDFH3UHVHUYDWLRQ %LF\FOH 3HGHVWULDQ ,PSURYHPHQWV 7UDIILF&RQJHVWLRQ5HOLHI 6DIHW\,PSURYHPHQWV 3XEOLF6DIHW\ 1HLJKERUKRRG6WUHHW3DYLQJ &RGH(QIRUFHPHQW )ORRG3URWHFWLRQ 3DUNV 5HFUHDWLRQ 6HQLRU3URJUDPV )DFLOLWLHV A-11 BUDGET MESSAGE $&.12:/('*(0(176 It is important to thank the residents and advisory body members and other valued community stakeholders who played a critical role in defining and prioritizing the objectives for the coming two years. Preparing the Financial Plan at the staff level was a team effort involving the time and talents of a wide variety of City employees: department heads; staff members from Administration and Finance & Information Technology; special review groups such as the CIP Review Committee and Budget Review Team; department fiscal officers; and department operating staff.The task was made even more complicated by the addition of new elements of the process (inclusion of REOC recommendations)and severalnew key staff members. Without the dedication of these City staff members, this Preliminary Financial Plan would not have been possible. I am extremely grateful for staff’s dedication, commitment, and quality work that havemade this Preliminary Financial Plan possible. Ultimately, the benefits associated with thisbudget formulation effort would not exist without the Council’s support of long-term planning and modern, comprehensive budgeting practices as well as their willingness to devote long hours to the budget review and decision-making process A-12 FINANCIAL HIGHLIGHTS OVERVIEW 7KH&LW\¶VUHYHQXHVFRQWLQXHWRPDNHDVORZDQGVWHDG\UHFRYHU\ZLWKDFOHDULQGLFDWLRQWKDW6DQ/XLV 2ELVSRLVEHQHILWWLQJIURPDFRQWLQXRXVO\LPSURYLQJHFRQRPLFFOLPDWH7KHSDWKWRILQDQFLDO VXVWDLQDELOLW\LQFOXGHVILYHWHQHWV x $OOIXQGVPHHWWKHLUDSSURYHG)XQG5HVHUYHEDODQFHDVDQH[DPSOHWKH*HQHUDO)XQGWKHUHTXLUHG XQGHVLJQDWHGUHVHUYHPLQLPXPHTXDOWRRIRSHUDWLQJFRVWVLVDFKLHYHG x )XQGEDODQFHDERYHWKHUHTXLUHGPLQLPXPVLVXVHGIRURQHWLPHQRWRQJRLQJSXUSRVHV x 7KH&LW\¶VGHIHUUHGPDLQWHQDQFHDQGXQIXQGHGOLDELOLWLHVDUHDGGUHVVHG x &RQWLQXHGLQYHVWPHQWLQWKHIXWXUHE\IXQGLQJPDLQWHQDQFHDQGLPSURYHPHQWVWR&LW\HVVHQWLDO LQIUDVWUXFWXUHIOHHWH[LVWLQJIDFLOLWLHVDQGLQIRUPDWLRQWHFKQRORJ\DQG x +RQRUDQGLPSOHPHQWSULRULW\XVHVRI0HDVXUH*WKHòSHUFHQWORFDOVDOHVWD[DSSURYHGE\YRWHUVLQ 7RWDOSURSRVHGDSSURSULDWLRQVIRUDUHPLOOLRQVXPPDUL]HGDVIROORZV *RYHUQPHQWDO )XQGV (QWHUSULVHDQG 2WKHU)XQGV7RWDO 2SHUDWLQJ3URJUDPV &,3 'HEW6HUYLFH 7RWDO What is a balanced budget? 7KH&LW\¶VILVFDOSROLFLHVGHILQHDEDODQFHGEXGJHWDVRQHZKHUH OperatingUHYHQXHVDUHHTXDOWRRUJUHDWHUWKDQoperatingH[SHQGLWXUHVLQFOXGLQJGHEWVHUYLFH (QGLQJIXQGEDODQFHRUZRUNLQJFDSLWDOLQWKHHQWHUSULVHIXQGVPHHWVPLQLPXPSROLF\OHYHOV)RUWKH JHQHUDODQGPRVWRIWKHHQWHUSULVHIXQGVWKLVOHYHOKDVEHHQHVWDEOLVKHGDWRIRSHUDWLQJH[SHQGLWXUHV1RWDOO IXQGVDUHVXEMHFWWRWKLVUHTXLUHPHQWGXHWRWKHLUIXQGLQJVRXUFHVRUWKHLULQWHQGHGXVHDVDUHSODFHPHQWSURJUDP )RUH[DPSOHWKH7UDQVLW)XQGLVH[HPSWIURPWKLVUHTXLUHPHQWEHFDXVHLWUHFHLYHVPRVWRILWVIXQGLQJIURPVWDWH DQGIHGHUDOVXEYHQWLRQDQGJUDQWVRXUFHVZKLFKGRQRWDOORZLWWRUHWDLQDGLVFUHWLRQDU\UHVHUYHVLQFHWKHVH IXQGLQJVRXUFHVUHTXLUHWKHXVHRIORFDOUHYHQXHVILUVWWRSD\IRUWKHFRVWRIWKHWUDQVLWSURJUDPV7KH)OHHWDQG ,QIRUPDWLRQ7HFKQRORJ\5HSODFHPHQW)XQGVDUHDOVRH[HPSWIURPWKLVUHTXLUHPHQWVLQFHWKH\GRQRWUHSUHVHQW RQJRLQJRSHUDWLRQVDQGVHUYHWRDFFXPXODWHWKHUHVRXUFHVQHHGHGWRPDLQWDLQWKHVWHDG\UHSODFHPHQWRIWKH&LW\¶V IOHHWDQGWHFKQRORJ\DVVHWV 7KLVGHILQLWLRQRIDEDODQFHGEXGJHWPHDQVWKDWLWLVDOORZDEOHIRUWRWDOH[SHQGLWXUHVWRH[FHHGUHYHQXHVLQDJLYHQ \HDUEXWLQWKLVVLWXDWLRQIXQGEDODQFHFDQRQO\EHXVHGWRILQDQFHFDSLWDOLPSURYHPHQWSODQSURMHFWVRURWKHU RQHWLPHQRQUHFXUULQJH[SHQGLWXUHV 2QHWLPHIXQGLQJLVSULRULWL]HGIRUXVHLQWKHEXGJHWWRDGGUHVVGHIHUUHGFDSLWDOQHHGVLQIUDVWUXFWXUHPDLQWHQDQFH DQGSUHSD\PHQWRIWKH&LW\¶VXQIXQGHGSHQVLRQDQGUHWLUHPHQWKHDOWKFDUHOLDELOLWLHV7KHPLOOLRQLQYHVWPHQW SURSRVHGLQLVFRQVLVWHQWZLWKWKH&LW\)LVFDO5HVSRQVLELOLW\3KLORVRSK\ZKLFKFDOOVIRUDEDODQFHG DSSURDFKWRSURYLGLQJLQIUDVWUXFWXUHPDLQWHQDQFHDQGVHUYLFHVWKDWSUHVHUYHDQGHQKDQFHWKHTXDOLW\RIOLIHLQRXU FRPPXQLW\DVLGHQWLILHGDQGSULRULWL]HGWKURXJKFRPPXQLW\LQSXW A-13 FINANCIAL HIGHLIGHTS FINANCIAL CONDITION SUMMARY General Fiscal Environment $VGLVFXVVHGLQWKHBudget Message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udget Compared with the Forecast On Target with Recent Forecast.7KHIRUHFDVWUHYHQXHDQGH[SHQGLWXUHSURMHFWLRQVDUHFRQVLVWHQWZLWKWKHUHVXOWV RIWKHUHFHQWILYH\HDU*HQHUDO)XQG)RUHFDVW)RUHFDVWSUHVHQWHGWRWKH&RXQFLOLQ$SULODVSDUWRIWKH 6WUDWHJLF%XGJHW'LUHFWLRQ7KHVHFKDQJHVLQFOXGHDQLQFUHDVHLQ&RVW$OORFDWLRQ3ODQUHLPEXUVHPHQWVLQWKH *HQHUDO)XQGEDVHGRQVHUYLFHVSURYLGHGWRWKH&LW\¶V(QWHUSULVH)XQGVDQGXSGDWHVWRWKH&LW\¶VUHYHQXH HVWLPDWHVEDVHGRQUHYLVHGDFWXDOGDWDDQG&RVWRI6HUYLFHIHHVIURP8WLOLWLHV7KHVHFKDQJHVZHUHWDNHQLQWR FRQVLGHUDWLRQLQWKH3UHOLPLQDU\)LQDQFLDO3ODQ REVENUE HIGHLIGHTS General Fund 6RXUFHVXVHGLQSUHSDULQJ*HQHUDO)XQGUHYHQXHSURMHFWLRQVLQFOXGH $QDO\VLVRINH\UHYHQXHWUHQGVIRUWKHSDVWILIWHHQ\HDUVFRPSDUHGZLWKFKDQJHVLQWKHFRQVXPHUSULFHLQGH[ SRSXODWLRQJURZWKDQGRWKHUGHPRJUDSKLFIDFWRUVDVZHOODVOHJLVODWLYHDQGRWKHUVWUXFWXUDOFKDQJHV (FRQRPLFWUHQGVDVUHSRUWHGLQWKHQDWLRQDOPHGLD )RUHFDVWGDWDIRUWKH6WDWHSUHSDUHGE\YDULRXVHFRQRPLVWVLQFOXGLQJWKH&HQWUDO&RDVW(FRQRPLF)RUHFDVW DQGDVWXG\SUHSDUHGE\%HDFRQ(FRQRPLFVZKLFKIRFXVHGRQORFDOHFRQRPLFFKDQJHVUHODWHGWRWKH&LW\¶V SDVWDQGFXUUHQWUHYHQXHDQGGHYHORSPHQWWUHQGV (FRQRPLFDQGILVFDOWUHQGVSURYLGHGE\WKH6WDWH/HJLVODWLYH$QDO\VWDQGWKH6WDWH'HSDUWPHQWRI)LQDQFH 5HYHQXHHVWLPDWLQJPDWHULDOVSUHSDUHGE\WKH&RXQW\7D[$VVHVVRUWKH6WDWH&RQWUROOHU¶V2IILFHWKH/HDJXH RI&DOLIRUQLD&LWLHVDQGWKH&LW\¶VVDOHVWD[DGYLVRU 8OWLPDWHO\KRZHYHUWKHUHYHQXHSURMHFWLRQVUHIOHFWVWDII¶VEHVWMXGJPHQWDERXWKRZWKHORFDOHFRQRP\ ZLOOSHUIRUPRYHUWKHQH[WWZR\HDUVDQGKRZLWZLOODIIHFWWKH&LW\¶VNH\UHYHQXHV Key General Fund Revenues 'HWDLOHGGHVFULSWLRQVDQGUHYHQXHDVVXPSWLRQVIRUWKH&LW\¶VWRSWHQUHYHQXHVZKLFKDFFRXQWIRUDSSUR[LPDWHO\ RIWRWDO*HQHUDO)XQGUHYHQXHVDUHSURYLGHGLQSection D: Budget Summary RIWKH)LQDQFLDO3ODQ 7KHIROORZLQJLVDQRYHUYLHZRIDVVXPSWLRQVIRUWKHWRSWKUHH*HQHUDO)XQGUHYHQXHVZKLFKDFFRXQWIRUDERXW RIWRWDO*HQHUDO)XQGVRXUFHV A-14 FINANCIAL HIGHLIGHTS Sales Tax.&RQVLVWLQJRIWKH%UDGOH\%XUQV 3URSRVLWLRQDQG0HDVXUH*VDOHVWD[HV WKLVLVWKH&LW\¶VQXPEHURQH*HQHUDO)XQG UHYHQXHDFFRXQWLQJIRURIWKH*HQHUDO )XQG¶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easure GòSHUFHQWVDOHVWD[ LVSURMHFWHGWRIROORZWKHVDPHWUHQGV GHVFULEHGDERYHEXWZLWKRXWWKHLPSDFWVRIWKH WULSOHIOLS6WDIISURMHFWVMeasure GUHYHQXHV ZLOOJHQHUDWHPLOOLRQLQXS IURPDQGPLOOLRQLQ Property Tax.8QGHU3URSRVLWLRQDVVHVVHG YDOXHLQFUHDVHVDUHJHQHUDOO\OLPLWHGWR DQQXDOO\$VVHVVHGYDOXHVFDQEHLQFUHDVHGWR PDUNHWYDOXHIRULPSURYHPHQWVRUXSRQ FKDQJHRIRZQHUVKLS'XULQJ SURSHUW\WD[UHYHQXHLVVKRZLQJJURZWKRI FRPSDUHGWR7KH \HDUUHIOHFWVDFKDQJHLQWKHPHWKRGRI FDOFXODWLQJWKH3URSHUW\7D[$GPLQLVWUDWLRQ )HHZKLFKZDVGHGXFWHGIURPWKHWD[HV DOORFDWHGWRWKHFLW\E\WKHFRXQW\/RRNLQJ IRUZDUGSURSHUW\WD[UHYHQXHLQ UHIOHFWVDJURZWKUDWHRIEDVHGRQ 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/RQJ5DQJH6SHFLDO3URMHFWVDQG3ROLF\0DQDJHUFRQYHUWHGIURPDWHPSRUDU\WRUHJXODU HPSOR\HH 7UDQVSRUWDWLRQ3ODQQHU(QJLQHHULQ3XEOLF:RUNV7UDQVSRUWDWLRQFRQYHUWHGIURP WHPSRUDU\WRUHJXODUHPSOR\HHV &DSLWDO3URMHFW(QJLQHHUFRQYHUWHGIURPDWHPSRUDU\WRUHJXODUHPSOR\HH 5HFUHDWLRQ&RRUGLQDWRU±*ROI6HQLRUVDVDUHVXOWRIUHRUJDQL]DWLRQ Enterprise and Agency Funds7KHUHDUH)7(UHJXODUSRVLWLRQFKDQJHVLQWKHHQWHUSULVHDQGDJHQF\IXQGV 7KLVLQFOXGHVD 1(: :DWHU4XDOLW\/DERUDWRU\$QDO\VW &RQWURO6\VWHPVWDIILQJDGGLWLRQRI&RQWURO6\VWHPV$GPLQLVWUDWRUDQG&RQWURO 6\VWHPV7HFKQLFLDQ 8WLOLWLHV'HSDUWPHQWUHRUJDQL]DWLRQDGGLQJ8WLOLWLHV(QJLQHHU+HDOWKDQG6DIHW\ (QJLQHHUDQG$GPLQLVWUDWLYH$VVLVWDQW (;,67,1*&219(57(' 7UDQVSRUWDWLRQ$VVLVWDQWLQ7UDQVLW $VVLVWDQW3DUNLQJ6HUYLFHV0DQDJHU CIP HIGHLIGHTS Project Evaluation 7RDVVLVWWKH&LW\0DQDJHULQGHYHORSLQJWKHUHFRPPHQGHG&DSLWDO,PSURYHPHQW3ODQ&,3IRUWKH&,3 5HYLHZ&RPPLWWHHHYDOXDWHGDOOGHSDUWPHQWDOUHTXHVWV,QSUHSDULQJWKH&,3UHFRPPHQGDWLRQVWKLVUHYLHZWHDP 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Total$22,280,267$104,730,000 CIP Expenditures by Fund2015-162016-17 Local Revenue Measure Fund7,072,8505,113,100 General Purpose CIP1,053,0006,816,000 IT Replacement Fund334,706329,512 Fleet Replacement Fund 521,8001,694,400 Major Facility Replacement Fund145,750234,600 CDBG Fund105,000105,000 Transportation Impact Fees298,000300,000 Airport Area Impact Fees50,000 Public Art 36,40039,900 Infrastructure Investment Capital250,000 Open Space Protection Fund600,0002,000,000 Law Enforcment Grant69,000 Enterprise and Agency Funds11,812,76188,028,488 Total$22,280,267$104,730,000 7KHIROORZLQJVXPPDUL]HVPDMRU&,3SURMHFWVIRU Plans, Studies and Design 6WDIIZLOOFRPSOHWHDQXPEHURILPSRUWDQWVWXGLHVDQGGHVLJQHIIRUWVGXULQJWKDWZLOOVHWWKHFRXUVHIRU WKHFRQVWUXFWLRQSRUWLRQRIRXU&,3LQWKHIROORZLQJ\HDUV7KHVHLQFOXGH 3ROLFH)DFLOLW\6LWH$VVHVVPHQWIRUVWXG\ 3DUNLQJ6WUXFWXUHV$VVHVVPHQWDQG5HKDELOLWDWLRQ6WXG\IRUVWXG\ 3UDGR5RDG%ULGJH 5RDG:LGHQLQJIRUGHVLJQ 6DQWD)H5RDG5HDOLJQPHQWDQG%ULGJH5HKDELOLWDWLRQIRUVWXG\ 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Services 5HVWURRPUHSODFHPHQWDQGUHPRGHOLQJ 3DUNPDMRUPDLQWHQDQFHDQGUHSDLUV 2SHQVSDFHPDLQWHQDQFH Community Development 2SHQVSDFHDFTXLVLWLRQPLOOLRQ Debt Financed Projects 7KHUHDUHVHYHUDOGHEWILQDQFHGSURMHFWVSODQQHGLQWKH)LQDQFLDO3ODQ,IWKHVHILQDQFLQJSURSRVDOVDUH DFFHSWDEOHWRWKH&LW\&RXQFLOVWDIIZLOOUHWXUQZLWKILQDOWHUPVDQGFRQGLWLRQVUHODWHGWRWKHSURSRVHGILQDQFLQJ WUDQVDFWLRQVEHIRUHDQ\GRFXPHQWVDUHVLJQHG,QRUGHUWRDFKLHYHWKHJUHDWHVWDPRXQWRIHFRQRP\VWDIIZLOOORRN WRFRPELQHWKHLWHPVVKRZQEHORZLQWRDVLQJOHGHEWLVVXHZKHQHYHUSRVVLEOH Fleet Replacements: x 3XUSRVH3XUFKDVHUHSODFHPHQW)LUH(QJLQHDQGUHSODFHPHQWVWUHHWVZHHSHU x 0DWXULW\ILUHHQJLQHDQGIRUVZHHSHU x 2ULJLQDO$PRXQW x ,QWHUHVWUDWHHVWLPDWHG x )XQGLQJ6RXUFH*HQHUDO)XQG A-22 FINANCIAL HIGHLIGHTS Wastewater Enterprise Fund: x 3XUSRVH8SJUDGHWKH:DWHU5HVRXUFH5HFRYHU\)DFLOLW\ x 0DWXULW\ x 2ULJLQDO$PRXQW x ,QWHUHVW5DWHHVWLPDWHG x )XQGLQJ6RXUFH6HZHUIHHV Carryover Projects from 2013-15 $ORQJZLWKWKHSURMHFWVSUHVHQWHGLQWKH)LQDQFLDO3ODQVHYHUDOPDMRUSURMHFWVSUHYLRXVO\IXQGHGLQSULRU )LQDQFLDO3ODQVZLOOEHDFFRPSOLVKHGGXULQJWKHQH[WWZR\HDUV /RV2VRV9DOOH\5RDG,QWHUFKDQJH 6LQVKHLPHU3RRO5HSODVWHULQJ &LW\ZD\ILQGLQJVLJQDJH 0LVVLRQ3OD]D0DVWHU3ODQ 5DLOURDG6DIHW\7UDLO±7DIWWR3KLOOLSV$YH &LW\+DOOUHPRGHO 7HOHPHWU\V\VWHPXSJUDGHIRU8WLOLWLHV A-23 LOCAL REVENUE MEASURE FUNDING SUMMARY 2015-162016-17 2015-16 2016-17 /DJXQD/DNH'UHGJLQJDQG6HGLPHQW0DQDJHPHQW /DJXQD/DNH3DUN 1DWXUDO5HVHUYH$'$$FFHVVLEOH 7UDLO 2SHQ6SDFH$FTXLVLWLRQ 2SHQ6SDFH0DLQWHQDQFH 5DQJHU3URJUDP3LFNXS7UXFNLQ 1DWXUDO5HVRXUFHV2SHQ6SDFH:LOGILUH)XHO 5HGXFWLRQ 5DQJHU6HUYLFHV5DQJHU6WDIILQJ)7( Subtotal 2,135,120 %LF\FOH)DFLOLW\,PSURYHPHQWV %LF\FOH7UDQVSRUWDWLRQ3ODQ,PSOHPHQWDWLRQ %LNH%ULGJHDW3KLOOLSV/DQH %RE-RQHV7UDLO2FWDJRQ%DUQ&RQQHFWLRQ 'RZQWRZQ5HQHZDO 3HGHVWULDQDQG%LF\FOH3DWKZD\0DLQWHQDQFH 5HSODFHPHQWRI/LJKWHG&URVVZDONRQ+LJXHUD6WUHHW 6DIH5RXWHWR6FKRRO,PSURYHPHQWV3DFKHFRDQG %LVKRS3HDN 6LGHZDONDQG7UHH5HSODFHPHQWV 6LGHZDON5DPS&RQVWUXFWLRQ 7UDIILF%LF\FOH 3HGHVWULDQ0DUNLQJ5HSODFHPHQW 7UDQVSRUWDWLRQ3ODQQLQJDQG(QJLQHHULQJ(QJLQHHUV %LNH&RRUGLQDWRU)7( Subtotal 1,769,247 0RQWHUH\ 2VRV7UDIILF6LJQDO6DIHW\8SJUDGH 1HLJKERUKRRG7UDIILF,PSURYHPHQWV 3DUNLQJ6WUXFWXUHV$VVHVVPHQWDQG5HKDELOLWDWLRQ6WXG\ 6LJQDOVDQG/LJKWLQJ0DLQWHQDQFH/LIW7UXFN 6RXWK 3DUNHU7UDIILF6DIHW\3URMHFW0HGLDQ 7UDIILF2SHUDWLRQ,PSURYHPHQW3URMHFWV 7UDIILF6DIHW\,PSURYHPHQW3URMHFWV 7UDQVSRUWDWLRQ5DGDU7UDLOHU 6LJQDODQG/LJKW0DLQWHQDQFH7HFKQLFLDQ)7( Subtotal 684,326 7KHIROORZLQJXVHVRIORFDOVDOHVWD[UHYHQXHDUHFRQVLVWHQWZLWK&RXQFLOJRDOVDQGREMHFWLYHVWKHVSHQGLQJSULRULWLHVRIYRWHU DSSURYHG/RFDO5HYHQXH0HDVXUH*DQGWKHUHFRPPHQGDWLRQVRIWKH&LWL]HQV 5HYHQXH(QKDQFHPHQW2YHUVLJKW&RPPLVVLRQ 5(2& Open Space Preservation Operating Programs CIP General Fund 2-yr Total Item Bicycle and Pedestrian Improvements Traffic Congestion Relief / Safety Improvements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ubtotal 3,286,596 &DSLWDO(QJLQHHULQJ3LFNXS7UXFN 6WUHHW5HFRQVWUXFWLRQ 5HVXUIDFLQJ 6WUHHWV0DLQWHQDQFH$VSKDOW*ULQGHU 7UDLOHU0RXQW 6WUHHWV0DLQWHQDQFH%DFNKRH 6WUHHWV0DLQWHQDQFH7UXFNV &,33URMHFW(QJLQHHULQJ,QVSHFWRU)7( 6WUHHWVDQG6LGHZDON0DLQWHQDQFH0DLQWHQDQFH :RUNHU)7( Subtotal 3,906,209 0LVVLRQ3OD]D5DLOLQJ8SJUDGH %XLOGLQJDQG6DIHW\&RGH(QIRUFHPHQW2IILFHU 1HLJKERUKRRG6HUYLFHV6SHFLDOLVWV)7( Subtotal 563,824 General Fund 2-yr Total Public Safety Neighborhood Street Paving Code Enforcement Item Operating Programs CIP A-25 LOCAL REVENUE MEASURE FUNDING SUMMARY 2015-162016-17 2015-16 2016-17 %URDG6WUHHW%DQN5HLQIRUFHPHQW )ORRG&RQWURO3LFNXS7UXFN 0DUVK6WUHHW%ULGJH5HSODFHPHQW 6WRUP'UDLQ6\VWHP5HSODFHPHQW 7RUR6WUHHW%DQN6WDELOL]DWLRQ &UHHNDQG)ORRG3URWHFWLRQ&ROOHFWLRQ2SHUDWRUV 6WRUPZDWHU0DQDJHPHQW3ODQ)7( Subtotal 3,149,972 *ROI&RXUVH3LFNXS7UXFN 2O\PSLF3RRO5HSODVWHULQJ 3DUN0DMRU0DLQWHQDQFH 5HSDLUV 5HVWURRP5HSODFHPHQWDQG5HPRGHOLQJ 3DUNVDQG/DQGVFDSH0DLQWHQDQFH0DLQWHQDQFH :RUNHU)7( Subtotal 1,260,815 Total 2,254,548 2,315,611 7,072,850 5,113,100 16,756,109 Local Sales Tax RevenuesAmount 5HYHQXH 5HYHQXH 3URMHFWHG)XQG%DODQFH Total 16,862,600 3URJUDP$OORFDWLRQV 8QGHVLJQDWHG0HDVXUH*IXQGV Item Operating Programs CIP General Fund 2-yr Total Parks and Recreation/Senior Programs and Facilities Flood Protection A-26 INTRODUCTION %8'*(7352&(6629(59,(: 7KH&LW\RI6DQ/XLV2ELVSRKDVUHFHLYHGQDWLRQDOUHFRJQLWLRQIRULWVXVHRIDWZR\HDUEXGJHWSURFHVVWKDW 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/LQNLQJLPSRUWDQWREMHFWLYHVZLWKQHFHVVDU\UHVRXUFHVUHTXLUHVDSURFHVVWKDWLGHQWLILHVNH\JRDOVDWWKHYHU\ EHJLQQLQJRIEXGJHWSUHSDUDWLRQ6HWWLQJJRDOVDQGSULRULWLHVVKRXOGGULYHWKHEXGJHWSURFHVVQRWIROORZLW)RU WKLVUHDVRQWKH&LW\EHJLQVHDFKWZR\HDU)LQDQFLDO3ODQSURFHVVZLWKLQGHSWKJRDOVVHWWLQJZRUNVKRSVZKHUHWKH &RXQFLOLQYLWHVFDQGLGDWHJRDOVIURPFRPPXQLW\JURXSV&RXQFLODGYLVRU\ERGLHVDQGLQWHUHVWHGLQGLYLGXDOV UHYLHZVWKH&LW\¶V*HQHUDO)XQGILVFDORXWORRNIRUWKHQH[WILYH\HDUVDQGWKHVWDWXVRISULRUJRDOVSUHVHQWVWKHLU LQGLYLGXDOJRDOVWRIHOORZ&RXQFLOPHPEHUVDQGWKHQVHWDQGSULRULWL]HPDMRUJRDOVDQGZRUNSURJUDPVIRUWKH QH[WWZR\HDUV&LW\VWDIIWKHQSUHSDUHVGUDIWZRUNSODQVZKLFKDUHFRQVLGHUHGDW6WUDWHJLF%XGJHW'LUHFWLRQ7KHQ VWDIISUHVHQWVWKH3UHOLPLQDU\)LQDQFLDO3ODQEDVHGRQWKH&RXQFLO¶VSROLF\JXLGDQFH Financial Plan Policies )RUPDOO\DUWLFXODWHGEXGJHWDQGILVFDOSROLFLHVSURYLGHWKHIRXQGDWLRQIRUSUHSDULQJDQGLPSOHPHQWLQJWKH )LQDQFLDO3ODQZKLOHDVVXULQJWKH&LW\¶VORQJWHUPILVFDOKHDOWK,QFOXGHGLQWKH)LQDQFLDO3ODQLWVHOIWKHVH SROLFLHVFRYHUDEURDGUDQJHRIDUHDVVXFKDVXVHUIHHFRVWUHFRYHU\JRDOVHQWHUSULVHIXQGUDWHVLQYHVWPHQWV FDSLWDOLPSURYHPHQWPDQDJHPHQWGHEWPDQDJHPHQWFDSLWDOILQDQFLQJIXQGEDODQFHDQGUHVHUYHVKXPDQ UHVRXUFHVPDQDJHPHQWDQGSURGXFWLYLW\ Preparation and Review Process 8QGHUWKH&LW\&KDUWHUWKH&LW\0DQDJHULVUHVSRQVLEOHIRUSUHSDULQJWKHEXGJHWDQGVXEPLWWLQJLWWRWKH&RXQFLO IRUDSSURYDO$OWKRXJKVSHFLILFVWHSVZLOOYDU\IURP\HDUWR\HDUWKHIROORZLQJLVDQRYHUYLHZRIWKHJHQHUDO DSSURDFKXVHGXQGHUWKH&LW\¶VWZR\HDUEXGJHWSURFHVV First Year. $VQRWHGDERYHWKH)LQDQFLDO3ODQSURFHVVEHJLQVZLWK&RXQFLOJRDOVVHWWLQJWRGHWHUPLQHPDMRU REMHFWLYHVIRUWKHQH[WWZR\HDUV7KHUHVXOWVRI&RXQFLOJRDOVHWWLQJDUHLQFRUSRUDWHGLQWRWKHEXGJHWLQVWUXFWLRQV LVVXHGWRWKHRSHUDWLQJGHSDUWPHQWVWKDWDUHUHVSRQVLEOHIRUVXEPLWWLQJLQLWLDOEXGJHWSURSRVDOV$IWHUWKHVH SURSRVDOVDUHFRPSUHKHQVLYHO\UHYLHZHGWKH&LW\&RXQFLOFRQVLGHUV0DMRU&LW\*RDOZRUNSURJUDPVDQG A-27 INTRODUCTION %8'*(7352&(6629(59,(: SURSRVHGVLJQLILFDQWRSHUDWLQJSURJUDPFKDQJHVDQGFDSLWDOLPSURYHPHQWSURMHFWVDQGDGHWDLOHGILQDQFLDO 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$VVHWIRUWKLQWKH&LW\&KDUWHUWKH&RXQFLOPD\DPHQGRUVXSSOHPHQWWKHEXGJHWDWDQ\WLPHDIWHULWVDGRSWLRQE\ PDMRULW\YRWHRIWKH&RXQFLOPHPEHUV7KH&LW\0DQDJHUKDVWKHDXWKRULW\WRPDNHDGPLQLVWUDWLYHDGMXVWPHQWVWR WKHEXGJHWDVORQJDVWKRVHFKDQJHVZLOOQRWKDYHDVLJQLILFDQWSROLF\LPSDFWQRUDIIHFWEXGJHWHG\HDUHQGIXQG EDODQFH A-28 *RDO6HWWLQJDQGWKH%XGJHW3URFHVV 2015-17 Financial Plan 0DMRU&LW\*RDO:RUN3URJUDPV 6WUDWHJLF%XGJHW'LUHFWLRQApril 21 3UHOLPLQDU\%XGJHWMay 26 %XGJHW:RUNVKRSVJune 9, 11, 16 $GRSWHG%XGJHWJune 23, 2015 Goal-Setting Input Advisory Bodies Community Surveys Community Forum January 13, 2014 Letters from Individuals Current 2-Year Goals ** Letters from Community Groups FiscalForecast * Council Goal-Setting Workshop January 24, 2015 Long-Term Plans, Goals & Policies * *December 16, 2014 “Budget Foundation Workshop” Staff Budget Preparation **November 13, 2014 “Setting the Stage” Workshop A-29 INTRODUCTION +2:7286(7+(),1$1&,$/3/$1'2&80(17 OVERVIEW 7KH)LQDQFLDO3ODQUHIOHFWVWKH&LW\ 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,QDFKLHYLQJLWVSXUSRVHRILGHQWLI\LQJWKHPRVWLPSRUWDQWWKLQJVIRUWKH&LW\WRDFFRPSOLVKRYHUWKHQH[WWZR \HDUVDQGDOORFDWLQJWKHUHVRXUFHVQHFHVVDU\WRGRVRWKH)LQDQFLDO3ODQVHUYHVIRXUUROHV A-30 INTRODUCTION +2:7286(7+(),1$1&,$/3/$1'2&80(17 Policy Document.6HWVIRUWKJRDOVDQGREMHFWLYHVWREHDFFRPSOLVKHGDQGWKHIXQGDPHQWDOILVFDOSULQFLSOHV XSRQZKLFKWKHEXGJHWLVSUHSDUHG Fiscal Plan.,GHQWLILHVDQGDSSURSULDWHVWKHUHVRXUFHVQHFHVVDU\WRDFFRPSOLVKREMHFWLYHVDQGGHOLYHU VHUYLFHVDQGHQVXUHVWKDWWKH&LW\ VILVFDOKHDOWKLVPDLQWDLQHG OperationsGuide.'HVFULEHVWKHEDVLFRUJDQL]DWLRQDOXQLWVDQGDFWLYLWLHVRIWKH&LW\ Communications Tool.3URYLGHVWKHSXEOLFZLWKDEOXHSULQWRIKRZSXEOLFUHVRXUFHVDUHEHLQJXVHGDQG KRZWKHVHDOORFDWLRQVZHUHPDGH ,QPHHWLQJWKHVHUROHVWKH)LQDQFLDO3ODQLVRUJDQL]HGLQWRWKHIROORZLQJQLQHVHFWLRQV(DFKRIWKHVHVHFWLRQVLV LQWURGXFHGE\DQRYHUYLHZWKDWFRPSUHKHQVLYHO\GHVFULEHVLWVSXUSRVHIRUPDWDQGFRQWHQW Section A Introduction 7KLVVHFWLRQLQFOXGHVWKH%XGJHW0HVVDJHIURPWKH&LW\0DQDJHUILQDQFLDOKLJKOLJKWVD0HDVXUH*IXQGLQJ VXPPDU\WKHEXGJHWSURFHVVRYHUYLHZWKHEXGJHWSURFHVVVFKHPDWLFDQGLQIRUPDWLRQRQKRZWRXVHWKHEXGJHW GRFXPHQW Section B About the City 7KLVVHFWLRQSURYLGHVLQIRUPDWLRQDERXWWKH&LW\RI6DQ/XLV2ELVSRLQFOXGLQJGHPRJUDSKLF VWDWLVWLFDO VXPPDULHVDQRUJDQL]DWLRQDOFKDUWDQGWKH&LW\¶V0LVVLRQ6WDWHPHQWDQG2UJDQL]DWLRQDO9DOXHV Section C Goals & Objectives 7KLVVHFWLRQSURYLGHVLQIRUPDWLRQRQWKH&LW\&RXQFLO¶V0DMRU&LW\*RDOVDQG2WKHU,PSRUWDQW2EMHFWLYHV LQFOXGLQJWKHLUUHODWHGZRUNSURJUDPV,WDOVRSURYLGHVDVWDWXVUHSRUWRISULRU0DMRU&LW\*RDOV Section D Budget Summary 7KLVVHFWLRQLQFOXGHVUHYHQXHDQGH[SHQGLWXUHVXPPDULHVNH\UHYHQXHDVVXPSWLRQVQHZWD[DQGIHHLQIRUPDWLRQ DQGSURYLGHVDQRYHUYLHZRI&LW\'HSDUWPHQWV Section E Operating Programs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ection F Capital Improvement Plan 7KLVVHFWLRQVXPPDUL]HVWKH&LW\ V&DSLWDO,PSURYHPHQW3ODQ&,3WKDWLQFOXGHVDOORIWKH&LW\ VFRQVWUXFWLRQ SURMHFWVDQGHTXLSPHQWSXUFKDVHVWKDWFRVWRUPRUH'HWDLOHGLQIRUPDWLRQDERXWWKHSURSRVHGSURMHFWVLV DYDLODEOHLQWKH&DSLWDO3ODQGRFXPHQW Section G Debt Service 7KLVVHFWLRQVXPPDUL]HVWKH&LW\ VGHEWREOLJDWLRQVDWWKHEHJLQQLQJRIWKH)LQDQFLDO3ODQSHULRG Section H Reference Materials ,QFOXGHVWKHEXGJHWDQGILVFDOSROLFLHVDVXPPDU\RIPDMRUSROLF\GRFXPHQWVFKDQJHVLQWKH&LW\¶VILQDQFLDO SRVLWLRQLQWHUIXQGWUDQVDFWLRQVSHQVLRQREOLJDWLRQFRVWWUHQGVUHWLUHHKHDOWKFDUHREOLJDWLRQVDSSURSULDWLRQV OLPLWKLVWRU\EXGJHWSUHSDUDWLRQJXLGHOLQHVDQGD%XGJHW*ORVVDU\RIWHUPVWKDWPD\EHXQLTXHWRORFDO JRYHUQPHQW OnlineMaterials 7KH6LJQLILFDQW2SHUDWLQJ3URJUDP$SSHQGL[SURYLGHVGHVFULSWLRQVIRU6LJQLILFDQW2SHUDWLQJ3URJUDP&KDQJHV ZLWKLQHDFKRSHUDWLQJSURJUDPQDUUDWLYHDQGOLQNVWRDGGLWLRQDORQOLQHUHVRXUFHV1RVHSDUDWHDSSHQGL[LVEHLQJ SULQWHGDOWKRXJKWKLVZDVPDWHULDOZDVSURYLGHGDVSDUWRIWKH$SULO6WUDWHJLF%XGJHW'LUHFWLRQ&RXQFLO $JHQGDSDFNHW A-32 Section B ABOUT THE CITY ABOUT THE CITY ho We Are and How We Got Started The City of San Luis Obispo serves as the commercial, governmental,and cultural hub of San Luis Obispo County. One of California’s oldest communities, it began with the founding of Mission San Luis Obispo de Tolosa in 1772 by Father Junípero Serra as the fifth mission in the California chain of 21 missions.The mission was named after Saint Louis, a 13th century Bishop of Toulouse, France.The City was first incorporated in 1856 as a General Law City, and became a Charter City in 1876. here We’re Located With a population of 45,802, the City is located eight miles from the Pacific Ocean and is midway between San Francisco and Los Angeles at the junction of Highway 101 and scenic Highway 1. San Luis Obispo is the County Seat, and a number of federal and state regional offices and facilities are located here, including Cal Poly State University, Cuesta Community College, Regional Water Quality Board and Caltrans District offices. The City’s ideal weather and natural beauty provide numerous opportunities for outdoor recreation at nearby City and State parks, lakes, beaches and wilderness areas. reat Place to Live, Work,and Visit While San Luis Obispo grew relatively slowly during most of the 19th century, the coming of Southern Pacific Railroad in 1894 opened up the area to the rest of California. The City’s distance from major metropolitan areas to the north (San Francisco Bay Area) and south (Los Angeles) have allowed itto retain its historic and scenic qualities, which contribute to the superb quality of life residents enjoy, and attract visitors from many other areas. In fact, in 2010, the City was dubbed the “Happiest City in North America” by National Geographic Author Dan Buettner. owntown Another key feature contributing to the City’s great quality of life is itsdelightful downtown. The heart of downtown is Mission Plaza. With its wonderful creek side setting and beautifully restored mission (that continues to serve as a parish church to this day), Mission Plaza is the community’s cultural and social center. This historic plaza is complemented by a bustling downtown offering great shopping, outdoor and indoor dining, night life, and its famous Thursday Night Farmers’ Market, where you canbuy locally grown fresh produce and enjoy an outdoor BBQ. This unique blend of history, culture, commerce and entertainment make San Luis Obispo’s downtown one of the most attractive, interesting and economically vibrant downtowns in America. overnment The City operates under the Council-Mayor-City Manager form of government. Council members are elected at-large and serve overlapping, four-year terms. The Mayor is also elected at-large but for a two-year term, and serves as an equal member of the Council. The Council appoints the City Manager and City Attorney. All other department heads are appointed by the City Manager. San Luis Obispo is a full-service city that provides police, fire, water, sewer, streets, transit, parking, planning, building, engineering, and parks & recreation services to the community. W W G D G B-1 ABOUT THE CITY DEMOGRAPHIC AND STATISTICAL SUMMARY LOCATION Central Coast of California, 235 miles south of San Francisco and 200 miles north of Los Angeles INCORPORATEDFORM OF GOVERNMENT February 19, 1856 Council - Mayor - City Manager Chartered May 1, 1876 POPULATION (JANUARY 1, 2015)PHYSICAL SIZE 45,802 13.2 Square Miles Public Safety2013-142014-152015-16 Fire Sworn personnel444444 Number of fire stations444 Police sworn personnel596060 Public Utilities Water services Sources of supply (acre feet) Whale Rock Reservoir capacity (City share accouting for siltation through 2013)21,451 Salinas Reservoir capacity (accounting for siltation through 2013)23,942 Groundwater (approximately 2% City supply/year)91 Recycled water 186 Nacimiento Reservoir 3,380 Estimated miles of main line 178 Customer accounts 14,899 Wastewater services Treatment plant capacity (million gallons per day)5.1 Average daily plant flows (million gallons per day)3.0 Estimated miles of sewer line 139 Streets and Flood Protection Street miles maintained 134 Traffic signals operated & maintained74 Street lights operated & maintained2,342 Estimated creekbed miles under City jurisdiction34 SERVICES PROVIDED BY OTHER AGENCIES Public elementary and secondary schools..............................San Luis Coastal Unified School District Cuesta Community College....................................................San Luis Obispo Community College District Animal regulation...................................................................San Luis Obispo County Property tax collection & administration................................San Luis Obispo County Solid waste collection and disposal .......................................Private companies under franchise B-2 ORGANIZATION OF THE CITY OF SAN LUIS OBISPO CITIZENS PatrolFire, Medical & Haz MatEngineering WaterLong Range Planning Traffic SafetyEmergency ResponseTransportationSewerDevelopment Review InvestigationsHazard PreventionCreek & Flood ProtectionUtilities ResourceBuilding & Safety Neighborhood ServicesFire InspectionsMaintenance Services:ConservationCDBG Administration Support ServicesDisaster PlanningStreets, Parks, Fleet, BldgsWhale Rock ReservoirHousing Recreation ProgramsRecruitmentBudgetNatural Resources Ranger ServicesLabor RelationsAccounting & Revenue Economic Development Park PlanningFair EmploymentInformation TechnologyCultural Activities Golf CourseRisk ManagementGIS ManagementCity Clerk Services Public ArtHuman RelationsSupport ServicesGeneral Administration Appointed by the City Council Dept Appointed by the City Manager Human Resources Parks & Recreation Administration Finance & Information Tech Utilities Community Development MAYOR AND CITY COUNCIL Public Works ADVISORY BODIES CITY ATTORNEY CITY MANAGER FirePolice B-3 MISSION STATEMENT SAN LUIS OBISPO STYLE Quality With Vision WHO ARE WE? People Serving People A team that puts high value on each citizen it serves. Providers of programs that meet the basic service needs of each citizen. Enhancers of the quality of life for the community as a whole. WHAT DO WE STAND FOR? Quality in all Endeavors – Pride in Results Service to the community – the best –at all times. Respect –for each other and for those we serve. Value –ensuring delivery of service with value for cost. Community involvement – the opportunity to participate in attaining the goals of the City. WHERE ARE WE GOING? Into the Future with a Design Planning and managing for levels of service consistent with the needs of the citizens. Offering skills development and organizational direction for employees in order to improve the delivery of municipal services. Developing sources of funding and establishing a sound financial management program which will result in fiscal independence and flexibility in the delivery of City Services. Providing the residents of the City with accurate and timely information on issues which affect them, and encouraging the full utilization of City services. Promoting the City as a regional trade, recreational, and tourist center and improving the quality of life for residents and visitors. B-4 ORGANIZATIONAL VALUES We, as an organization, embrace opportunities to improve our services and the quality and effectiveness of our relationships with the community and our teams. The following values guide and inspire our efforts. Shared Vision, Mission and Goals We have a sense of common purpose and direction pursued with passion and translated into concrete actions. Service We are dedicated to the best use of resources to fulfill identified community goals and needs. Leadership and Support We recognize that the ability to lead can be found at all levels and that to create an environment to succeed requires leading by example. Communication We foster open and clear discussion that encourages the willingness to speak up and to listen, within a framework of respect and understanding. Team Players We encourage effective working relationships within and between departments and the public to address issues and achieve valuable results. Honesty, Respect and Trust We honor commitments, acknowledge legitimate differences of opinion and accept decisions reached with integrity. Initiative and Accountability We take personal responsibility to do what needs to be done and report the results in a straightforward manner. Innovation and Flexibility We are open to change and willing to try new ways to fulfill the organization’s vision, mission, and goals more effectively. Employee Development and Recognition We encourage and support each employee to improve relevant job skills and celebrate personal and team accomplishments. Stewardship and Ethics We promote public trust by using City resources wisely, and through consistent fulfillment of these values. B-5 Section C GOALS & OBJECTIVES GOALS AND OBJECTIVES OVERVIEW Council Goals for 2015-17 Major City Goals x Open Space Preservation x Multi-Modal Transportation x Housing Other Important Council Objectives x Neighborhood Wellness x Laguna Lake Restoration x Fiscal Sustainability and Responsibility x Downtown The overall goal of the City's Financial Plan is to link goal and objectiveswith the resources required to meet established goals and objectives.This section of the Financial Plan outlines the MajorCity goals,as defined by the City Council, to be accomplishedduring 2015-17. This section of the Financial Plan describes the Major City Goals and Other Important Council Objectives for 2015-17 GOAL SETTING PROCESS The Financial Plan process approved by the Council achieves the following objectives: 1.It identifies the most important, highest priority things to be accomplishedfor the community. 2.It establishesa reasonable timeframe and organizational responsibility for achieving them. 3.It allocatesthe resources necessary to achieve the identified objectives. The City begins its two-year budget process with Council goal- settingwhichfollows an extensive effort that engages City’s advisory bodies and the community at large in this process through forums, workshops, and on- and offline surveys. It also takes into consideration a number of analytical reports such as the General Fund Five-Year Fiscal Forecast andcomprehensive updates on the status of long-term plans and policies, current Major City Goals, and capital projects. While the specifics of the process vary from plan to plan, the City has used this basic approach for more thantwentyyears. Goal-Setting Process for 2015-17 To accomplish the goals setting process for 2015-17, the Council held four workshops: -December 16, 2014 Budget Foundation -January 13, 2015 Community Forum -January 24, 2015 Council Goal-Setting -April 21, 2015 Strategic Budget Direction Considering the public input and information gained, the Council reached agreement on threegoals and four objectives organized into the following two priority groupings at its January 24th goal-setting workshop: Major City Goal represent the most important, highest priority goals for the City to accomplish over the next two years, and as such, resources should be included in the 2015-17 Financial Plan. Other Important Council Objectives.Goals in this category are also important for the City to accomplish, and resources should be made available in the 2015-17 Financial Plan if at all possible. As approved by the Council, detailed work programs have been prepared for the Major City Goals and summary work programs were prepared for Other Important Council Objectives. C-1 GOALS AND OBJECTIVES OVERVIEW Goal Work Programs Overview. The work programs for Major City Goals and Other Important Council Objectives for 2015-17 present action plans for the next two years that link goals with resources and timeframes. Goal-Setting Drives the Budget Process.The goals set by the Council drive the budget preparation process. However, before staff can build the Preliminary Financial Plan around Council goals, it is essential that there isa clear understanding of what the Council hopes to achieve with each goal over the next two years. For this reason, following thegoal-setting workshop, staff prepared detailed work programs for achieving Major City Goalsand Objectives in order to: 1.Clearly define and scope the adopted goal. 2.Ensure that there is a clear understanding of the means selected to pursue the goal. 3.Convert the general goal into specific action steps so progresscan be measured. This is especially important in the case of objectives where fully achieving the goal is likely to extend well beyond the two-year Financial Plan period. However, progress and success in accomplishing the goalcan be measured by clearly defining the specific actions plannedover the next two years. The work programs were presented to the Council on April21, 2015.After public input, in-depth review and Council discussion, the Council provided guidance pertaining to the Open Space Preservation and Multimodal Transportation Major City Goals.Recommended suggestions areincluded in those work programs for further Council consideration Work Program Content.The work programs areorganized by functional area: Public Safety, Transportation, Leisure, Cultural & Social Services, Community Development, and General Government.Each work program provides the following information: 1.Objective. 2.Discussion of workscope summary, existing situation and related work accomplished in the past. 3.Constraints and limitations. 4.Stakeholders and partnerships. 5.Action plan detailing specific tasks and schedule for the next two years. 6.Key assumptions in preparing the work program. 7.Responsible department. 8.Financial and staff resources required to achieve the goal. 9.GeneralFund revenue potential, if any. 10.Outcome—final work product at the end of the next two years. Integration into the Financial Plan The Council has adopted three Major City Goals and four Other Important Objectives for inclusion in the 2015-17 Financial Plan. These goals consider threethings: C-2 GOALS AND OBJECTIVES OVERVIEW 1.Priorities expressed by residents and other community members during the goal-setting process. 2.Pro-active and responsible responseto the economic climate. 3.Focus on preserving core services and maintaining the City’s infrastructure. Other Program Objectives Along with goals set by the Council, the Financial Plan also includes objectives proposed by staff for improving the delivery of City services. These are different from Council-initiated goals in two important ways: 1.Council goals are generally focused on objectives that can only be successfully achieved through Council leadership, support and commitment; program objectives proposed by staff are typically more internally focused on improving day-to-day operations, and can usually be achieved through staff leadership, support and commitment. 2.Achieving Council goals has a higher resource priority. Each of the 74operating programs presented in the Financial Plan clearly identifies Major City Goals, Other Important Objectives, and other program objectives. Status Reports on Progress in Achieving Goals and Objectives Recurring reports are provided at regular intervals to provide the City Council with the progress that has been made toward goal attainment. During the first year of each Financial Plan, areportisprepared in September to reflect the status of goals and objectives established as part of the previous Financial Plan. The first update on the status of goals and objectives for the current Financial Plan is presented in February to coincide with the mid-year budget update. Subsequent updates are provided the following September and February. C-3 GOALS AND OBJECTIVES COUNCIL GOAL WORK PROGRAMS –COST AND FUNDING SUMMARY For 2015-17 the Council has three Major City Goalsand fourOther Important Objectives as follows: MAJOR CITY GOALS Open Space Preservations.Protect and maintain open space. Multi-modal Transportation.Prioritize implementation of the Bicycle Transportation Plan and improve and maintain bicycle, pedestrian, and transit facilities. Housing.Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. OTHER IMPORTANTCOUNCIL OBJECTIVES Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. Laguna Lake Restoration. Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. Fiscal Sustainability and Responsibility.Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. Downtown.Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. C-4 GOALS AND OBJECTIVES COUNCIL GOAL WORK PROGRAMS –COST AND FUNDING SUMMARY COST AND FUNDING SOURCES SUMMARY The following summarizes additional operating program and capital improvement plan (CIP) costs to achieve the work programs for Major City Goals and Other Important Council Objectives and proposed funding sources. Some of these costs are funded with Measure G resources. Cost Summary by Goal and Objective 2015-162016-172015-162016-17 Major City Goals Open Space Preservation73,68677,2981,337,5002,885,000 Multi-modal Transportation598,732657,9823,671,1508,591,833 Housing355,151287,899250,000 Subtotal1,027,5691,023,1795,258,65011,476,833 Other Important Council Objectives Neighborhood Wellness306,164459,312869,8332,388,333 Laguna Lake Restoration450,000250,000 Fiscal Sustainability32,00030,000 Downtown185,37858,40048,334134,334 Subtotal523,542547,7121,368,1672,772,667 Total1,551,1111,570,8916,626,81714,249,500 Cost Summary By Funding Source 2015-162016-172015-162016-17 General Fund968,8111,097,1914,797,8174,788,500 Community Development Block Grant Fund105,000105,000 Zone 9 Tax275,000150,000 Affordable Housing Fund75,00030,000 Parking Fund69,50075,900 Sewer Fund 240,000 Transit Fund367,800367,800 Transportation Impact Fee Fund70,000298,000300,000 AASP Impact Fees50,000 Grants945,0008,666,000 Developer Contribution156,000 Total1,551,1111,570,8916,626,81714,249,500 Operating ProgramsCapital Improvement Plan Operating ProgramsCapital Improvement Plan C-5 MAJOR CITY GOALS OPEN SPACE PRESERVATION OBJECTIVE Protectand maintain open space. DISCUSSION Existing Situation and Work Completed To Date The City of SanLuis Obispo formalizeditsopenspace program in 1994 withthe adoption of an updated GeneralPlanLandUseElement and OpenSpaceElement. In 1995, the allocation of open space acquisition funding first occurred. TheCity’s first Ranger was hired in 1995 and the first Natural Resources Manager was hired in early 1996. The City’s Conservation and OpenSpaceElementwas adoptedin 2006. Otherkey policy and regulatory documents include the ConservationGuidelines for Open Space Lands of the City of SanLuis Obispo (2002), adopted property-specificConservation Plans,aswellasvarioussectionsofSanLuis Obispo Municipal Code.The City’sopen space program ismanaged by an “Open Space Team” comprised of City Administration Natural ResourcesProgramstaff and Parks andRecreationRanger Service staff. At present, the CityofSanLuisObispo owns approximately 3,500 acresofopenspacelands comprised of 12major properties heldin open space,naturalreserve, or ecologicalreserve status. City staff also oversees approximately 3,500 acres of landprotected under openspaceorconservationeasements. As of 2015 the City has an establishedtrail network of over 52 miles. City staff undertakes open space maintenance, patrol, site stewardship, and environmental education through various programs and partnerships. Open Space Preservation in San Luis Obispo Now in its 20th year of operation, the City’s open space program has accomplished a proud land conservation legacy and established world-class outdoor passive recreation opportunities. Over the years, the program has necessarily had a major focus on land acquisition and trail building in order to establish the fundamental building blocks of a functional open space system. As the program is now mature it has become of paramount importance for the City to shift towards a more balanced program that also provides an appropriate level of maintenance and day-to-day operating standards; key open space infrastructure enhancement to ensure both user safety and neighborhood compatibility; restoration of degraded or hazardous areas; and, focused interpretive and educational opportunities. 2014 Comprehensive Survey of City Open Space In 2014, the Natural Resources Program partnered with Cal Poly’s City and Regional Planning Department to conduct a comprehensive study and survey pertaining to City open space. This project entailed a facilities assessment of trailheads at every open space property, a survey that was completed by over 400 respondents (99% confidence interval with +/- 6% margin of error), and deployed an EcoCounterTM device to count open space users accessing various City open space properties over thecourse of six months. With these open space survey results in-hand, together with the Open Space Team’s anecdotal day-to-day observations in the field, staff can now suggest a data-driven and experienced approach to the goal of open space protection and maintenance. Major findings of the open space study include: 1.Conditions Could Be Improved. Photosof trailhead facilities and conditions revealeddated, worn out, and uncoordinated signs, gates, and fences, as well as a proliferation of trash and pet waste. 2.User Demographics.Survey respondents revealedthat open space users tend to be white, relatively affluent, well-educated, and are mostly City or County residents. 3.Most Popular Open Spaces.Johnson Ranch Open Space, Bishop Peak Natural Reserve, Cerro San Luis Obispo Natural Reserve and the Irish Hills Natural Reserve are the most popular open spaces, receive the C-6 MAJOR CITY GOALS OPEN SPACE PRESERVATION most use, and are regionally significant. Other open space locations such as Reservoir Canyon Natural Reserve, South Hills Natural Reserve, Terrace Hill Open Space, and Islay Hill Open Space are much less frequented and tend to be more oriented to local neighborhood use. 4.Daily Use. The four major open space properties receivedanaverage of 300-500 users per day during the survey period, but also experiencedspikes of 1,000 users per day or more during busy holiday weekends with favorable weather conditions. Although the survey period did not span an entire year, extrapolation of the data collected suggests that these open space properties may each potentially receive approximately 100,000 to 150,000 users per year. 5.Users Preferences.Open space users indicate that they would like to see improved trailhead signs and wayfinding opportunities. Theyalso desiresomething toameliorate the proliferation of trash and pet waste. At the same time, there is also a segment of open space survey respondents that indicate that they would like to see City open space maintained in as natural and pristine a state as possible without the incursion of human-introduced elements. Work Program and Strategy – How To Continue to Protect and Maintain City Open Space The City’s Open Space Preservation goal can be achieved by applying a two part strategy to the protection and maintenance of the City’s Open Space. In order to achieve significant advancements within the 2015-17 Financial Plan period staff recommends undertaking key work efforts that will first set the stage for ongoing priorities and initiatives to protect the City’s open space in a sustainable manner by planning for the future, followed by implementing projects identified in those plans. Key planning efforts to address the future of the City’s preservation of its Open Space include the following: 1.Roundtable and Long Term Vision.Staff will establish and undertake the Natural Resources Manager’s Roundtable: The 20th Anniversary Proceedings of the San Luis Obispo Greenbelt resulting in the preparation of a long-term vision plan, Saving Special Places III: Towards a Sustainable Greenbelt, with a focus on long-term strategic open space acquisition priorities, maintenance and enhancement projectpriorities, future staffing and equipment, and funding strategies. 2.Open Space Maintenance Plan.Staff will draft and seek Council’s approval ofa comprehensive maintenance plan for the City’s open space that details “nuts & bolts” maintenance practices and protocols, outlines standard open space facility design specifications, identifies standard trail head amenities, integrates existing Conservation and Open Space Plan projects (as identified in each adopted conservation plan), identifies ongoing annual maintenance and stewardship costs by property, and includes recommendations for staffing and equipment needs to address continued acquisitions of open space by the City. Key implementation efforts to address the City’s ongoing preservation of open space will include the following: 1.Complete Land Acquisitions. Pursue voluntary land conservation opportunities in the Cuesta Canyon area of the City’s Greenbelt by working cooperatively with the property owners to acquire and protect portions of The Miossi Brothers La Cuesta Ranch and the Ahearn Family Ranch. 2.Implement of theOpen Space Maintenance Plan. With implementation of the Open Space Maintenance Plan, staff will both catch up on deferred maintenance and begin to address new maintenance projects. This effort will focus on enhancement to existing trailheads, maintenance and construction of approved and sustainable trails for passive recreation purposes only, removal of illicit materials and trails, improved user and natural resource safety, land restoration and stewardship via mitigation projects and monitoring, education of users via patrols, and management of the wildland-urban interfaceareas. C-7 MAJOR CITY GOALS OPEN SPACE PRESERVATION Proposed Action Plan Tasks The proposed action plan for the Open Space Preservation Major City Goal entails the following categories: 1.Real Property Acquisition and Conservation Planning 2.Open Space Improvements, Maintenance, User Safety, and Patrol 3.Land Restoration, Stewardship, Monitoring, and Education 4.Wildland-Urban Interface Fuel Reduction WORK PROGRAM CONSTRAINTSANDLIMITATIONS Constraints and limitations associated with the Open Space Preservation Major City Goal vary by the two main focus areas - acquisition and maintenance. For the land acquisition focus, ongoing discussions and negotiations with the property owners focused on accomplishing mutually agreeable goals and objectives for both the City and the property owners will be a key ingredient to success with these endeavors.Achieving land acquisitions of this size and magnitude will also depend on the City leveraging General Fund dollars by obtaining necessary grant funding from other agencies and organizations. If negotiations and funding are successful, final acquisition also depends on the City’s satisfactory due diligence inspections of the property interests. With respect to the focus on open space maintenance,a plan must be drafted, reviewed and revised by all stakeholders and considered by Council before certain projects can proceed. The success of maintenance efforts is also dependent upon stablestaffing resources and financial resources over time. The City has traditionally relied on volunteer efforts for many maintenance activities, especially trail construction and repair, and implementation of maintenance objectives will continue to require outstanding volunteerism from within the community. STAKEHOLDERSAND PARTNERSHIPS Open Space Preservation is a topic of considerable interest and concern for a wide array of stakeholders.Among those affected by successful open space protection and maintenance activities are: In order to successfully carry out the Open Space Preservation Major City Goal, the Open Space Teamwill continue to work through partnerships to achieve mutual objectives, including, but not limited to, the following: The Land Conservancy of San Luis ObispoCounty Environmental Center of San Luis Obispo (ECOSLO) CaliforniaConservation Corps / Americorps CaliforniaNative PlantSocietyCentral Coast Concerned Mountain Bikers Central Coast Grown Cal PolyGrowing Grounds Farm & Nursery Volunteers ResidentsNeighborsProperty owners Passive recreation usersLocal businessesAcademia Regional partners, agencies, and non-governmental organizations Native plant communitiesand wildlife Future generations C-8 MAJOR CITY GOALS OPEN SPACE PRESERVATION ACTION PLAN Task Date Real Property Acquisition and Conservation Planning: 1.Pursuevoluntaryland conservation opportunities in the Cuesta Canyon area of the City’s Greenbelt by working cooperatively with the property owners to acquire and protect portions of The Miossi Brothers La Cuesta Ranch and the Ahearn Family Ranch. An opportunity also exists to expand the Irish Hills Natural Reserveby collaborating with non-profit land trust partners. Ongoing 2.Facilitate open space dedications anticipated as components of land use entitlements to protect the Chevron Tank Farm open space and portions of the South HillsandRighetti Hill. 3.Undertakeand completethe Natural Resources Manager’s Roundtable: The 20th Anniversary Proceedings of the San Luis Obispo Greenbelt and pursue any follow up items that arise from this process. 4.Prepare a long-term vision plan,Saving Special PlacesIII: Towards a Sustainable Greenbelt, pertaining to long-term strategic open space acquisition priorities, maintenance and enhancement projects, staffing and equipment, and funding strategies in order to provide for the long-term protection andstewardship of natural resource conservation values and passive recreational amenities appurtenant to City open space properties in existence now and that are planned in the future. 5.Update Conservation Guidelines for Open Space Lands within the City of San Luis Obispo to address minor inconsistencies with other policy documents 6.Ongoing annual monitoring of all City-owned open space properties, open space easements, and conservation easements. Ongoing January2017 July 2017 July 2017 Ongoing Open Space Enhancements, Maintenance, User Safety and Patrol 1.Present to the City Councila Maintenance Plan for the City’s Open Spacefor adoption. 2.Consistent with adopted conservation and open space plans, complete Trailhead Enhancements at signature open space properties including installation of trash cans, mutt mitt stations, trail head signage, informational kiosks, trailwayfinding signage, and where possible improved parking for carsandbikes, as well as improved public transportation access. 3.Complete priority projects previously identified in conservation and open space plans including: 4.Bishop Peak emergency vehicle access and trailhead improvements; 5.Johnson Ranch trailhead parking and safety improvements; 6.Reservoir Canyon trailhead parking enhancements, trail signs, and new loop trail; 7.Cerro San Luis trail re-routing and erosion control, and completion of the “M” trail; 8.Terrace Hill sign and kiosk improvements, trail closure/erosion control, and new fencing. Dec 2015 June 2017 June 2017 June 2017 June 2017 June 2017 June 2017 June 2017 C-9 MAJOR CITY GOALS OPEN SPACE PRESERVATION 9.Continue to construct additional trails at Froom Ranch consistent with the approved Irish Hills Conservation Plan completing BLM license area, expanding existing network, and working on a new and improve access point to the trail network. 10.Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan (see Other Important Council Objective ) 11.Continue to address daily maintenance project needs in the City’s Open Space to address wear and tear, natural events, vandalism and other activities which create repair needsin the open space. 12.Complete prioritized deferred maintenance projects identified in Open Space Maintenance Plan 13.Continue patrol of the City’s open space areas and creek corridors 14.Continue to coordinate 70 trail work days (4,000 hours) a year utilizing volunteersincluding continuing the partnershipwith the Central Coast Concerned Mountain Bikers on various open space improvements and maintenance 15.Continue Ranger Led Hikes in the City’s open space on a monthly basis and upon request. 16.Continue Ranger Service environmental education program and Junior Ranger Camp to increase open space knowledge and user safety. Increase educational efforts to Cal Poly and Cuesta students with particular focus on safety, appropriate use of open space, appropriate time for use, and all City open space trail opportunities. 17.Increase staffing resources in the Ranger Service Program to provide increased open space improvements, maintenance, and patrol 18.Include QR codes for donation links in signage, Develop a marketing and promotion plan for donations to the Community Foundation City of San Luis Obispo Open Space Fund for Maintenance. Land Restoration, Stewardship, Monitoring, and Education: 1.Ongoing community outreach and education in partnership with ECOSLO through the SLO Stewards newsletter 2.Improve creek and flood protection within the City’s natural waterways through Zone 9 projects and coordination and oversight of the Stormwater Management Program 3.Ongoing monitoring, remedial action,and enhancement, as needed, of existing mitigation sites 4.Ongoing invasive species treatment and control 5.Complete wetland meadow and riparian planting / invasive species control at Calle Joaquin Agricultural Reserve using awarded Environmental Enhancement and Mitigation Programgrant funds 6.Complete project design and specifications for the Fox Hollow reservoir rainwater storage project to enhance summer stream flow in San Luis Obispo Creek. June2017 Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing June 2017 August 2015 June 2017 Quarterly October 2015 and 2016 Ongoing Ongoing January 2016 June 2017 C-10 MAJOR CITY GOALS OPEN SPACE PRESERVATION Wildland-Urban Interface Fuel Reduction: 1.Irish Hills NaturalReserve eucalyptus thinning, mowing, oak grove understory management 2.Bowden Ranch Open Space eucalyptus thinning 3.Terrace Hill Open Space mowing and /or grazing 4.Islay Hill Open Space grazing 5.Cerro San Luis Natural Reserve/ Lemon Grove eucalyptus thinning and grazing 6.Johnson Ranch Open Space grazing 7.Bishop Peak Natural Reserve grazing, Felsman Loop Fuel Break maintenance, removal of dead pines near Highland Drive Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing RESPONSIBLE DEPARTMENT The City’s Open Space Team is comprised of Administration, The Natural Resources Program, Parks and Recreation, Ranger Service, and the Fire Department. The Natural Resources Program in City Administration will serve as the lead responsible department. Itis expected that Parks and Recreation will also take a lead role, especially with respect to open space maintenance functions. The Fire Department will coordinate the grant applications and oversight for the Wildland-UrbanInterface Fuel Reduction Program. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Two separate Capital Improvement Plan (CIP) projects, as well as one SOPC, have been prepared in order to facilitate the Action Plan for the Open Space Preservation Major City Goal in 2015-17. Both open space acquisition and maintenance are supported by project-specific CIPs. Staff suggests using one time monies from Measure Y reserves to address these capital improvement projectswhich are predominately one time in nature. An additional Ranger maintenance worker position requested via a SOPC is necessary to implement the level of maintenance efforts anticipatedto achieve this goal and preserve the City’s open space in the future. Staff is therefore requesting an addition to the City’s fleet of one full-sized pickup truck for the Parks and Recreation Department Ranger Service program. The Ranger Service program has two existing pickup trucks shared by five Ranger staff members covering over 7,000 acres of open space and over 35 City parks, facilities including the SLO Swim Center, Damon-Garcia Sports Fields, Laguna Lake Golf Course, and all School District sites in the City which are also patrolled by the Rangers. The current Ranger Service fleet has proven inadequate as staff continually has limited space to transport necessary equipment, employees and volunteers, and frequently utilize personal vehicles to complete daily work tasks and projects.Open Space Preservation will continue to rely upon existing staff resources within the departments listed above and are expected to be sufficient to oversee and coordinate these various work efforts with the additional Ranger. Achieving the Open Space Preservation goal will require the award of grant funds. C-11 MAJOR CITY GOALS OPEN SPACE PRESERVATION Cost Summary 2015-162016-172015-162016-17 Open Space Protection: Land Acquisition1,000,0002,600,000 Open Space Protection: Maintenance285,000285,000 Ranger Service Staffing 73,68677,298 Fleet Expansion Ranger Service 52,500 Total$73,686$77,2981,337,5002,885,000 Operating ProgramsCapital Improvement Plan Funding Sources 2015-162016-172015-162016-17 Grants - Open Space Acquisition600,0002,000,000 General Fund - Open Space Acquistion CIP prior allocation 150,000350,000 General Fund - Open Space Acquisition CIP 2015-17250,000250,000 General Fund - Open Space Maintenance CIP 2015-17285,000285,000 General Fund - Fleet Expansion Ranger Service 2015-1652,500 General Fund - Ranger Service SOPC73,68677,298 Total$73,686$77,298$1,337,500$2,885,000 Operating ProgramsCapital Improvement Plan GENERAL FUND REVENUE POTENTIAL There is no direct general fund revenue originating from enterprise or fee income associated with open space. The City does anticipate receiving grant funds in order to complete the land acquisition projects. A successful open space program is considered to be fiscally positive due to enhanced property values, user expenditures, and cost avoidance associated with natural hazards and climate change. OUTCOME—FINAL WORK PRODUCT Additional real property interests acquired for conservation and open spacepurposes to serve all stakeholders, while the entire open space inventory is managed, maintained, and enhanced in accordance with City policy and best practices for conservation land stewardship, user safety, and fire safety. C-12 MAJOR CITY GOALS MULTIMODAL TRANSPORTATION OBJECTIVE Prioritize implementation of the Bicycle Transportation Plan and improve & maintain bicycle, pedestrian, & transit facilities. DISCUSSION Multimodal mobility enhances acity’s vitality as it helps define a sense of place and community. Health and safety, culture andenvironment, aesthetics, economic vitality,and access all are essential pieces of a well created and vibrant town. Transportation and mobility tie these elements together and enableaccess for all. Active Transportation Promoting Active Transportation has long been a priority with the City of San Luis Obispo. Active Transportation, as defined by the Partnership of Active Transportation, “is a means of getting around that is powered by human energy, primarily walking and bicycling.” Active Transportation is essential to a Multi-modal system, as it provides alternatives to the automobile. At the January 2015 Community Forum, citizens reaffirmed their interest in Multi-modal and Active Transportation. In addition, the City has recently updated itsLand Use and Circulation Elements (LUCE),whichinclude some of the most aggressive mode split objectives and policies in the nation.Prior to that adoption, the City alsoupdated its Bicycle Transportation Plan (BTP). This document proposes an integrated bicycle network within the City’s fabric that would be equal to the automobile’s road infrastructure.The two-year Major Council Goal on Multimodal Transportation proposes to begin this major transition of our city, and prepare a foundation for implementation of the General Plan vision. Work Program and Strategy – Implementing the Vision This MCGbuilds off of these past accomplishments and begins the 20-year implementation of the new plans.The major council goal proposes an initial 2-year work planconsistent with the level of funding for new initiatives anticipatedin 2015-17. Future Financial Plans will address additional projects and services considered in the LUCE and the BTP. Motor Vehicles 66% Transit 8% Bicycles 10.9% Walking, Car Pools Other 20% Motor Vehicles 50% Transit 12% Bicycles 20% Walking, Car Pools Other 18% Figure 1 -Prior CE Vs. New CEModal Spilt Objectives C-13 MAJOR CITY GOALS MULTIMODAL TRANSPORTATION Private development will be required to construct the majority of new multimodal infrastructureas projects are approved through the entitlement process and move forward through construction and occupancy. Itiscritical that the initial years of LUCE and BTP implementation focus heavily on establishing the design standards, review policies, and update of fee programs to ensure that the appropriate requirements are established to ensure that new development moves forward in a manner that is consistent with the City’s new multimodal vision. WORK PROGRAM CONSTRAINTS AND LIMITATIONS There are a few important assumptions that were made in the development of this work program, including: 1.The City will rely heavily on new development to implement new facilities. Examples: Chevron, San Luis Ranch, OASP and MASP for bikeways, roadway and transit improvements. 2.There will be limited City Transportation Impact Fee (TIF) revenue available due to current reimbursement commitment for LOVR Interchange. Some new specific plan fees will be forthcoming but are restricted in use to the specific plan areas where theyoriginate. 3.On February 24, 2015, the California legislature approved a $.06 cut in the Gasoline Excise Tax which will go into effect on July. It is estimated that this would reduce statewide transportation funding, which funds local streets & roads, state highways, and mass transportation, by up to $1.1 billion in 2015-16. With these significant reductions there will be limited grant funding available for new projects. Therefore, while staff will continue to aggressively pursue grant funding opportunities, no new grant funding in the next two years can reasonably be assumed. 4.Cooperation and coordination with other agencies including: RTA, SLOCOG, Caltrans, Cal Poly, Area Agency on Agingand the County will be essential for implementing the projects and programs identified in the MCG and Circulation Element. Some of the constraints and limitations of the proposed work program include: 1.A significant proportionof transportation staffing resources for delivering existing regular ongoing functions is currently classified as temporary. These temporary staffing resources should be converted to regular classifications to better align with the City’s commitment to implement these plans. 2.In order to accommodate new initiatives additional transportation resources will be necessary.If additional resources are not approved, implementation of the BTP & CE over the next two years will need to be scaled back and deferred. 3.Peaks in the number of development review applications will require transportation staff resources that will compete for resources needed forimplementation of this work plan. Flexibility in the use of development review fees for contract services will be necessary to accommodate these high peak demands. 4.Transportation projects in general can be controversial and heavily scrutinized. It’sdifficult to fully anticipate the level of controversy and/or oppositiona particular project will have. Some projects may require a higher level of consensus building than anticipated which canresult in significant delays. STAKEHOLDERS Due to the broad nature of this goal stakeholder involvement will need to be equally broad. City residents remain the primary stakeholders. Generally,outreach will also be targeted toother government agencies associated with projectsandprograms,in addition to interested parties, advocacy groups, and neighborhoods in the vicinity of projects. Otherstakeholders include San Luis Obispo Council of Governments, Caltrans, bike advocacy groups, C-14 MAJOR CITY GOALS MULTIMODAL TRANSPORTATION citizen groups, neighborhood groups, and environmental and business associations. The involvement of each stakeholderwill vary by project and service. ACTION PLAN As previously mentioned,over the next several years private development will construct the vast majority of new multimodal infrastructure. That assumption is consistentwith both the LUCE and the BTP. The following action plan is structured to secure high priority physical improvements, new development standards and fee programs which ensure that implementation of these plans inboth the short and long term. Tasks Date CONSTRUCTION PROJECTS See Associated CIP Requests for Details 1.Continue Transportation Safety & Operations Programs 2.Continue Bicycle Facilities Improvement Activities 3.Complete 2015-17’ BTP Implementation CIP 4.Complete environmental review and design of Prado Rd. Bridge at San Luis Creek Widening & Grade Separated Bike/Pedestrian crossing. 5.Develop Safe Routes to School & BTP implementation plan for the Foothill: Pacheco / Bishop Peak Elementary School Area. 6.Complete environmental review and design of Bob Jones Trail Octagon Connection. 7.Complete environmental review and design of Bob Jones Trail Prefumo Creek Connection. 8.Complete Higuera Lighted Crosswalk Replacement. 9.Complete Highland & ChorroBike Improvements. 10.Complete 2015-17Pedestrian & Bicycle Pathway Maintenance. 11.Complete 2015-17Downtown Tree & Sidewalk Replacements. 12.Complete 2015-17Mission Plaza Railing Upgrades. 13.Complete 2015-17Street Reconstruction & Resurfacing. 14.Complete 2015-17Sidewalk Ramp Construction. 15.Begin Construction on Marsh Street Bridge Replacement. 16.Begin project development work on Prado Rd. Broad to Higuera Class I Path. 17.Begin project development work on Phillips Lane Bike Bridge. Ongoing Ongoing June 2017 June 2017 June 2017 June 2016 June 2017 June 2017 April 2016 June 2017 June 2017 June 2017 Ongoing June 2017 June 2016 August 2015 August 2015 C-15 MAJOR CITY GOALS MULTIMODAL TRANSPORTATION RESPONSIBLE DEPARTMENT The Public Works Department will primarily be responsible for implementing this major council goal. The Community Development Department will be a close partner in the study and adoption of new impact fee programs and developing & implementing new development standards. The Police, Fire, and Parks & Recreation Departments will also be key support departments. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL The SOPC for LUCE Implementation includes a request for resources to design and cost infrastructure, to complete traffic modeling and nexus study,and to integrate the resulting information through a public discussion process into updated facilities financing and impact fee programs. This effort is at the core of the financial discussion regarding implementing multi-modal transportation. SERVICES& PLANNING See Associated CIP & SOPC Requests for Details 18.Develop a detailed BTP prioritization and implementation plan 19.Conduct AB1600 Study &Update Infrastructure Fee Program a.Develop RFP & Work Program (February 2016) b.Consultant Selection & Work Effort (April 2016) c.Public Outreach & Hearings (September2016) d.Final Adoption (December 2016) 20.Update Multimodal Development Standards, Policies, &Programs a.Update Zoning Code & Subdivision Regulations (June 2017) b.Update Transportation Impact Study Guidelines(July 2015) c.Develop Access Mgmt. Policy / Program(October 2015) 21.Continue Bicycle Education Activities & Develop and expand active transportation Education & Advocacy Programs. 22.Implement new Transit Marketing Plan 23.Complete Short Range Transit Plan with RTA August 2015 July 2016 Ongoing Ongoing June 2016 C-16 MAJOR CITY GOALS MULTIMODAL TRANSPORTATION 2015-162016-172015-162016-17 Transportation Planner/Engr. SOPCOn Going$0$0 Dev. Services Staffing & CDD Reorg. SOPC*On Going$26,732$29,982 Bicycle Transportation Plan Implementation SOPCOn Going$104,200$110,200 Transit Marketing & Advertising Augemntation SOPCOn Going$60,000$60,000 Transportation (Transit) Program Assistant SOPC*On Going$57,800$57,800 Short Range Transit Plan SOPCOne Time$250,000$250,000 LUCE Implementation and Fee Update SOPC* (General Fund)One Time$30,000$150,000 LUCE Implementation and Fee Update SOPC* (TIFF)$70,000 Sidewalk Repairs & Tree Replacement CIP*One Time$33,333$33,333 Neighborhood Traffic Management CIPOn Going$20,000$20,000 Traffic Safety Improvements CIPOn Going$25,000$25,000 Higuera Lighted Crosswalk Replacement CIPOne Time$0$43,500 Mission Plaza Railing Upgrades CIPOne Time$15,000$15,000 Pedestrian & Bicycle Pathway Maintenance CIPOn Going$100,000$60,000 Street Reconstruction & Resurfacing CIP*On Going$1,566,817$0 Bicycle Facility Improvements CIPOne Time$100,000$100,000 Bob Jones Octagon Barn Bike Path CIP ($345k Unsecured Grants)One Time$345,000$0 Bob Jones Octagon Barn Bike Path CIP ($50k General Fund)$50,000 RRST - Bike Bridge at Phillips Lane CIP ($1.0m Unsecured Grants)One Time$250,000$1,250,000 Safe Routes to School CIPOne Time$45,000$0 Santa Fe Realignment and Bridge Rehab CIP ($50k AASP)One Time$50,000$0 South & Parker Traffic Safety Improvements CIPOne Time$30,000$0 Marsh Street Bridge Replacement CIP ($5.7m Secured Grants)One Time$0$6,640,000 Sidewalk Ramp Construction CIP($210k Secured Grants)One Time$150,000$105,000 Prado Rd. Bridge Widening CIP ($300k TIFF)One Time$0$300,000 Traffic Operations CIPOn Going$30,000$0 Transportation Monitoring CIP ($48k TIFF)On Going$60,000$0 Traffic, Bicycle & Pedestrian Markings Replacement (CIP)One Time$20,000$0 Bob Jones Prefumo Creek Bike Path CIP($156k Secured Private)One Time$156,000$0 BTP Implementation CIP(1)One Time$400,000$0 Monterey & Osos Safety Project CIPOne Time$225,000$0 Total $598,732$657,982$3,671,150$8,591,833 General Fund Ongoing Sub-Total 26,73229,9821,801,817105,000 General Fund One-Time Sub-Total 30,000150,0001,799,3338,486,833 *A portion of the CIP supports this work program Operating Programs Capital Improvement Plan Note on funding: Some major capital projectsrely on unsecured grant funding. If no grant funding can be obtained, these projects cannot move forward. Funding Sources 2015-162016-172015-162016-17 General Fund 144,432272,6822,717,1501,280,833 Parking Fund16,50017,500 Transit Fund367,800367,800 Transportation Impact Fee Fund70,000298,000300,000 Grants 450,0006,771,000 Sewer Fund 240,000 Developer Contribution156,000 AASP Fee 50,000 Total$598,732$657,982$3,671,150$8,591,833 Operating ProgramsCapital Improvement Plan C-17 MAJOR CITY GOALS MULTIMODAL TRANSPORTATION OUTCOME—FINAL WORK PRODUCT By the end of this two-year cycle the City’s new multimodal standards and fee programs will be implemented so that when private development projects move forward with the construction of new facilities, the new facilities are consistent with the City’s long range plans, such as the General Plan and Bicycle Transportation Plan. In addition, theoutcome will be the construction of new facilities, such as the Bob Jones Prefumo Creek Bike Path, and maintenance of existing facilities, such as the replacement of lighted crosswalks, that will further the City’s multi-modal transportation objectives. OUTCOME—ALTERNATIVE FROM STRATEGIC BUDGET DIRECTION On April 21st the Council requested potential modifications to the projects within this line item. The project alternative section of the Bicycle Transportation Plan Implementation CIP project write-up provides project alternatives. The total dollar figure remains unchanged for both the original request and the potential modification. Follow-up Council decisions as part of the budget adoption hearings will determine actual project array. C-18 MAJOR CITY GOALS HOUSING OBJECTIVE Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. DISCUSSION Proposed Scope of Work The proposed work program includes three keyobjectives; 1) Continue to implement ongoing Housing Element programs, 2) Support affordable housing and homeless services provision, and 3) Implement new key Housing Element programs. The proposedwork program is based on thebackground information and analysis included in Appendix A and will build on ongoing efforts to include monitoring of the Inclusionary Housing stockfor compliance with affordable housing program requirements; implementingthe City’s Building Equity and Growth in Neighborhoods (BEGIN) first-time homebuyer program; inventoryingCity-owned property suitable for partnerships in housing projects; collaboratingwith Cal Polyon theirMaster Plan update process to address the link between enrollment and the expansion of campus housingthat advances neighborhood wellness goals; updating the City’s affordable housing documents consistent with industry standard best practicesand state law; working with non-profit and for-profit development groups to facilitate construction of affordable housing; leveraging the City’s affordable housing funds and proactively looking for new ways to use these funds to increase affordable housing production; continuing support for the development of a new homeless services center; apply for grants; and updating the City’s infrastructurefinancing and impact fee program. General Plan Housing and Land UseElements The proposed work program includes implementation of the following key Housing Element and related Land Use Elementprograms: HE 2.16 – Affordability. Evaluate and consider including a workforce level of affordability to increase housing options for those making between 121-160% of the Area Median Income. HE 6.12, 6.13 & 6.27& LUE 4.0.28 – Housing Production. Continue to develop incentives to encourage additional housing in the Downtown Core (C-D Zone), including alternatives to calculating residential density, to encourage the development of smaller efficiency units. HE 6.30 – Housing Production. Evaluate and consider adopting Subdivision and Zoning Regulation changes to support small lot subdivision, ownership bungalow court development. Eliminate the one acre minimum lot area for PD overlay zoning, and other incentives to conventional subdivision design. HE 6.31 – Housing Production. Consider scaling development impact fees for residential development based on size, number of bedrooms, and room counts. HE 8.13 – Special Housing Needs. Continue to support, jointly with other agencies, housing programs, such as Housing First and Rapid Rehousing, for the homeless. HE9.12& LUE 3.5.7.1 – Sustainable Housing, Site, and Neighborhood Design.Consider incentivizing dwelling units to a minimum size of 150 square feet, consistent with the California Building Code, by reduced impact fees and property development standards. HE 10.5 – Local Preference.Work with Cal Poly to address the link between enrollment and the expansion of campus housing to reduce pressure on the City’s housing supply. C-19 MAJOR CITY GOALS HOUSING Subsidized Housing There are several affordable housing programs in the City that provide subsidized housing. Subsidized housing is government sponsored economic assistance aimed towards alleviating housing costs and expenses for qualifying households. Forms of subsidies can include direct housing subsidies, non-profit housing, public housing and rent supplements. Subsidized housing accounts for approximately 5% of the City’s housing stock. Appendix A includes charts that indicate the number of affordable housing units in the City by income level and program. The proposed work program includes increased coordination and representation of City interest in discussions with the County, non-profit organizations and developers to increase the production of subsidized housing. Inclusionary Housing The City Inclusionary HousingProgram has generated over 227deed restricted or otherwise secured affordable dwellings, and approximately $8Million in affordable housing funds. The Affordable Housing Fund (AHF) has provided approximately $6Millionin direct assistance and leveraged other grant and tax credit financing to various affordable housing projectsthroughout the City.Appendix A includes additional background information and a graphic that indicates the City’s Inclusionary Housing units by affordability level and tenure. The periodic monitoring of Inclusionary Housing is essential to an effective program. This effort is very time consuming and includes the preparation ofsurveys, property research,outreach and meetings, and corrective actions forthose properties found to be out of compliance. In 2012, this effort took approximately six months to complete.This is an important component as auditing ensures that affordable housing projects meet all of the requirements and that the public investment of these projects is lasting and meeting its intended purpose.The proposed work program includes monitoring of the Inclusionary Housing stock, ongoing support to implement the Inclusionary Housing programand continued administration of the AHFto increase housing opportunities and leverage other funds to create affordable housing. Affordable Housing Funding Sources and Incentives The City uses a combination of regulatory and financial incentives to facilitate affordable housing development. These include development review fee waivers, grants and loans, density bonuses, permit streamlining, flexible property development standards and other incentives. Appendix A includes a graphic that shows the income ranges for each housing affordability category along with an overview of available funding sources and incentives. The proposed work program includes the development of additionalincentivesfor workforce housing, small efficiency units and mixed-use development in the DowntownCoreto support and encourage the development of a variety of housing types and affordability levels. Community Development Block Grant Program Grant funding for the City’s Community Development Block Grant (CDBG) program is awarded by the U.S. Department of Housing and Urban Development (HUD) and provides annual funding for eligible affordable housing projects and support for the homeless shelter. Over the past five years the Program has provided over $1,250,000towards affordable housing and approximately $500,000 towards homeless services. The proposed work program includes continuing to prioritize the use ofCDBG funds for these purposes. Grants-In-Aid Program The City’s Grants-In-Aid (GIA) program provides financial support to non-profit organizations that promote the economic and social well-being of the City’s citizens. In fiscal year 2014-2015 the City allocated $133,900 to the GIA program. The total funding requested during the application process was $267,055, which amounts to approximately 100% more than available funding. During the 2013-15 Financial Plan GIA funding levels increased incrementally based on Consumer Price Index (CPI). Staff recommends continuing this practice inthe 2015-17 Financial Plan to provide added resources to meet Council’s priorities. C-20 MAJOR CITY GOALS HOUSING San Luis Obispo County Housing Trust Fund The San Luis Obispo County Housing Trust Fund (HTF)is a Community Development Financial Institution (CDFI) that provides financing, technical assistance and advocacy to increase the supply of affordable housing in the City. Since 2005, the HTF has provided over$2.3 millionfor affordable housing projects inthe City, contributing to the creation or preservation of 112 affordable dwelling units.The Affordable Housing Fund (AHF)has been used to help support the operating costs of the HTF over the past 11 years, for a total of $300,000.The proposed work program includes continued use of the AHFto support the HTF’s operating expenses to provide below-market financing and technical assistance to affordable housing developers. Affordable Housing Advocacy The City’s Housing Programs Manager (HPM) implements the Housing Element, which contains policies and programs that support housing and service agencies whose mission it is to develop and provide housing for the community. The HPM promotes collaborative efforts and opportunities to address housing needs of the community and is a Board member of the Workforce Housing Coalition, San Luis Obispo County Housing Trust Fund commission member and Cityliaison to the HSOC and Friends of Prado Day Center. The HPMprovides leadership in implementing the 10-Year Plan by working with CAPSLO and other housing and service providers including considering ways to encourage transitional housing and “housing first” options. The City should continue to expand partnerships with the County, other cities, non-profit entitiesand developersto provide housing that meet the needs of the community as outlined in the Housing Element. The proposed work program includes continuing and increasing these efforts. Homeless Services Center On January 20, 2015, Council approved a grantawardof $250,000 to CAPSLO for the design and construction of the new Homeless Services Center at 40 Prado Road.The grant specifies that no more than $50,000 may be used for designand engineering expenses. The remaining $200,000 is to be used for direct construction costs and will be available only after certification that CAPSLO has raised $250,000 from other sources. In addition, both the City and County have awarded CAPSLO CDBG funds fordesignand engineeringcosts in the amount of $125,000 and $100,000, respectively, for a total of $225,000. CAPSLO is developing construction documents for City review with the goal to have a building permit by August 1, 2015. Construction is anticipated to begin in fall 2015.The proposed work program includes ongoing support for the development of the HSC and development of a funding agreement with CAPSLO for facility operations. Maxine Lewis Memorial Shelter Maxine Lewis provides nightly year-round services for up to 50 people. CAPSLO manages the shelter and partners with faith-based organizations to provide nightly overflow services for up to an additional 40 people on a rotating monthly basis. In fiscal year 2013-14, daily overnight stays at the shelter were 29,440and daily breakfast and dinner meals served were 64,887. CAPSLO estimates these numbers willbe similar for fiscal year 2015-16. In fiscal year 2014-2015 the City provided a total of $120,767($74,767 from CDBG and $46,000 from General Fund) and the County provided a total of $169,899 ($74,898 from CDBG, $44,307from Emergency Shelter Grants (ESG) and $50,694from General Fund) in funding support to the shelter). CAPSLO has requested $127,081in funding support from theCity in fiscal year 2015-16. CDBG funding for the shelter is anticipated to be $69,916 for 2015-16 and $66,420for 2016-17 (maximum allocation allowed). Due to on-going CDBG grant funding reductions, staff recommends increasing General Fund support based on the Consumer Price Index (CPI) for Maxine Lewis by $1,000 for 2015-16 and an additional $1,000 for 2016-17. Countywide 50Now Program In 2013, the County’s Homeless Services Oversight Council (HSOC) voted to make Housing First its top priority for 2014,and voted to join the 100,000 Homes Campaign. This program uses the Housing First approach to assist C-21 MAJOR CITY GOALS HOUSING the most vulnerable, chronically homeless persons who are at risk of dying on the streets. In response to HSOC’s action, HASLO offered to make available 50 Housing Choice Vouchers to house the most vulnerable homeless persons. On August 26, 2014, the County BOS awarded a $1.86 million contract over a three year period to Transitions Mental Health Association(TMHA), in conjunction with partnership agencies,to implement the 50Now program. TMHA has placed 17 individuals in housing as of December 31, 2014, with the majority being placed in the City. All individuals are participating in independent living support skill groups as well as meeting with their assigned case manager on a weekly basis. TMHA has exceeded the first milestone for success in the 50Now contract with the County. The individuals in the program are being provided housing and supportive services, including food resources, medical treatment, mental health support and assistance with entitlement benefits. The proposed work program includes continued support, jointly with other agencies, for housing programs,such Housing First and Rapid Rehousing, for the homeless. Support for needed infrastructure within the City’s fair share (LUCE Implementation) With completion of the LUCE and the focus on residential development and multi-modal circulation, the City is well-positioned to consider its infrastructure needs, impact fees, and distribution of responsibility for infrastructure to support residential development. The SOPC for LUCE Implementation includes a request for resources to design and cost infrastructure, to complete traffic modeling and nexus study, to conduct an affordable housing nexus study, and to integrate the resulting information through a public discussion process into updated facilities financing and impact fee programs. This effort is at the core of the financial discussion regarding housing objectives for workforce, affordable, supportive and transitional housing options. WORK PROGRAM CONSTRAINTS AND LIMITATIONS 1.Declining federal and state funds for affordable housing and more competitive grants require the City to be creative in its efforts to find funding sources. 2.Allocation of resources to address housing issues given other competing priorities. 3.The City does not own, manage or build affordable housing itself and therefore must rely on non-profits and for-profit developers to come forward with proposals. 4.The City’s limited ability to control the decisions and funding of outside agencies and housing providers. The provision of housing and implementation of the Housing Element requires a variety of City Departments, outside agencies and housing providers to commit to, andaccomplish, their related work programs. 5.Required land use entitlements for housing projects (use permit, architectural review, environmental review, etc.). 6.Vast number and divergent objectives of stakeholders or decision makers including the County, housing agencies, non-profit organizations, business and property owners, residents and neighborhood groups (see “Stakeholders” below). STAKEHOLDERS 1.Residents 2.Homeless individuals and families 3.Homeless advocates 4.Business/Property Owners 5.Chamber of Commerce 6.Economic Vitality Corporation (EVC) 7.Social service agencies C-22 MAJOR CITY GOALS HOUSING 8.Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO) 9.Workforce Housing Coalition (WHC) 10.San Luis Obispo County Housing Trust Fund (HTF) 11.Affordable housing and market rate developers 12.Inclusionary Housing owners and renters 13.People’s Self Help Housing Corporation 14.Non-profit organizations 15.Habitat for Humanity 16.Transitions Mental Health Association 17.Women’s Shelter Program of SLO County 18.AIDS Support Network 19.Tri-Counties Housing Corporation 20.Housing Authority of San Luis Obispo (HASLO) 21.Homeless Services Oversight Council (HSOC) 22.City Departments (Administration, City Attorney, Finance, Fire, Police, Public Works, Parks and Recreation) 23.County Departments ACTION PLAN Task Date Objective: Implement the Housing Element New 1.Monitor the City’s Inclusionary Housing stock for compliance with affordable housing agreements and standards. Ongoing 2.Continue to implement Housing Element programs and housing production goals. 3.Continue the City’s participation with the Workforce Housing Coalition, San Luis Obispo County Housing Trust Fund and HSOC to identify, evaluate, and implement strategies to increase the production of housing. 4.Increase coordination and representation of City interests in discussions with the County, non-profit organizations and developers to increase the production of housing. City staff will continue to coordinate and support the City’s advocacy efforts consistent with the adopted legislative platform, Major City Goal, and Housing Element. 5.Continue, and increase where feasible, financial support for Housing Programs. 6.Continue to implement the Inclusionary Housing Program. Objective: Facilitate workforce andaffordablehousing options New 7.Implement the City’s BEGIN first-time homebuyer program by providing down payment assistance loans to qualifying households. 8.Update the City’s long-term affordable housing agreement, deed and note templates consistent with industry standard best practices. 6/17 Ongoing Ongoing Ongoing Ongoing Ongoing 6/17 6/16 C-23 MAJOR CITY GOALS HOUSING Task Date 9.Work with Cal Poly to address the link between enrollment and the expansion of campus housing to reduce pressure on the City’s housing supply (HE Program 10.5). 10.Work with the Housing Authority to develop affordable housing in the Margarita Area Specific Plan. 11.Inventory City owned properties suitable for housing and present a proposal to Council on possible opportunities to pursue, if any. 12.Council consideration of City owned properties and direction as to whether to partner with an affordable housing developer. 13.Develop a workforce level of affordability, including incentives, to increase housing options for those making between 121-160% of the Area Median Income (HE Program 2.16). 14.Consider scaling development impact fees for residential development based on size, number of bedrooms and room counts (HE Program 6.31). 15.Consider incentivizing dwelling units to a minimum size of 150 square feet, consistent with the California Building Code, by reduced impact fees and property development standards (HE Program 9.12 &LUCE 3.5.7.1). 16.Evaluate and consider adopting subdivision and ordinance changes to support small lot subdivisions and ownership bungalow court development (HE Program 6.30). 17.Eliminate or adjust the one acre minimum lot area for PD overlay zoning (HE Program 6.30). 18.Continue to develop incentives to encourage additional housing in the Downtown Core (C- D Zone), including alternatives to calculating residential density, to encourage the development of smaller efficiency units (HE Programs 6.12, 6.13 & 6.27 &LUCE 4.0.28). 19.Support employer/employee and employer/developer financing programs and partnerships to increase housing opportunities specifically targeted towards the local workforce. Ongoing 20.Continue to prioritize the use of CDBG funds for affordable housing and homeless services. 21.Continue touse the AHF to support the HTF’s operating expenses to provide below- market financing and technical assistance to affordable housing developers. 22.Work with developers to include affordable housing units in projects and to complete housing projects in process. 23.Continue to look for new opportunities to use Affordable Housing Fund and grant monies Ongoing Ongoing 6/16 10/16 6/17 12/16 6/17 8/16 6/17 6/17 Ongoing Ongoing Ongoing Ongoing Ongoing C-24 MAJOR CITY GOALS HOUSING Task Date to leverage other funds for affordable housing projects. 24.Continue to research and apply for Federal, State and private foundation housing loans and grants. Objective: Facilitate supportive and transitional housing options New 25.Provide expedited building permit application review for the HSC. 26.Provide timely building inspections and ongoing support throughout the HSC’s construction process. 27.Develop a funding agreement between the City and CAPSLO for the HSC that outlines funding amounts, services and expectations for ongoing facility operations. 28.Continue to support, jointly with other agencies, housing programs, such Housing First and Rapid Rehousing, for the homeless (HE Program 8.13). Objective: Support for needed infrastructure within the City’s fair share(LUCE Implementation) New 29.Fund and use the Infrastructure Investment Fund to facilitate housing projects that are in alignment with the General Plan and City goals. 30.Develop a Request for Proposals for the Infrastructure Fee Update work plan. 31.Select a consultant for the Infrastructure/Impact Fee Update 32.Complete the work effort for the Infrastructure Fee Update (costs, nexus,financing options, right-sizing). 33.Conduct public outreach for Infrastructure Fee Update. 34.Advisory body and Council consideration of infrastructure options. 35.Council adoption of Public Facilities Fee Program. Ongoing 8/15 Ongoing 3/17 Ongoing Ongoing 2/16 3/16 4/16 - 7/16 8/16 – 9/16 10/16/-11/16 12/16 KEY WORK PROGRAM ASSUMPTIONS 1.The City will commit sufficient staff and resources to complete the work plan. 2.The City cannot solve all housing issues in the Community, due to resource constraints and inability to control housing and financing market factors. C-25 MAJOR CITY GOALS HOUSING RESPONSIBLE DEPARTMENT The Community Development Department will take the lead on this Major City Goal with assistance from Administration, City Attorney, Finance, Fire, Police, Public Works, Utilities and Parks and Recreation. The City’s Administration, Public Works, Finance and Utilities Departmentswill assist with the infrastructure component of the goal. The City Attorney’s office will assist with new ordinance language for consistency with State law and review affordable housing loans, contracts and agreements. The Housing Programs Manager (HPM) is tasked with Housing Element implementation and facilitating provision of affordable housing. The HPM represents the City on the San Luis Obispo County Housing Trust Fund Commission, Workforce Housing Coalition and Friends of Prado Day Center Board, while a City Council member serves on the Homeless Services Oversight Council (HSOC) to implement the 10-Year Plan. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Accomplishing this goal will require leadership commitment and ensuring appropriate staff and financial resources are available towork on and fund these efforts. The City’sHousing Programs are fully subscribed and there is no more capacity to take on efforts outlined in the work planwithout adding 1.2 Full Time Equivalent (FTE) staff in additional resources(see Staff Resourceanalysisin Appendix A).These additional resources include one fulltimetemporary planning technician,10% of the Project Manager’s timefor homeless services and 10% of the Business Manager’s time for Housing Programs administration. These staff resources are pending 2015-17 Financial Plan Development Services staffing and Contract Services SOPC approval. Cost Summary 2015-162016-172015-162016-17 Grants-In-Aid (Housing Bdgt)1,6003,000 AH Agreement Consultant Support 10,000 SLO County HTF30,00030,000 Maxine Lewis Memorial Shelter (Housing Bdgt)1,0001,000 Development Srvcs Staffing & CDD Reorg (ptn SOPC)*102,551103,899 LUCE Implementation and Fee Update (portion of SOPC)*210,000 Zoning Regulations Update (LUCE SOPC phase 2)*150,000 Infrastructure Investment CIP250,000 Total$355,151$287,899$250,000$0 *A portion of the SOPC supports this work program Operating ProgramsCapital Improvement Plan Funding Sources 2015-162016-172015-162016-17 General Fund280,151257,899 Affordable Housing Fund75,00030,000 Infrastructure Investment Fund250,000 Total$355,151$287,899$250,000$0 Operating ProgramsCapital Improvement Plan GENERAL FUND REVENUE POTENTIAL This is not a revenue-generating work plan. However, a portion of the Housing Programs cost will continue to be offset by CDBG and the AHF. Staff will continue to seek grant opportunities and partnerships to offset work plan costs to the General Fund. C-26 MAJOR CITY GOALS HOUSING OUTCOME—FINAL WORK PRODUCT The Action Plan outlined above will increase the amount of housing and affordable units available to the community enabling more citizens who work in the community to live in the community and meet General Plan goals for residential development. C-27 MAJOR CITY GOALS HOUSING YearCityCountyState 202045,969278,40644,135,923 203047,622301,02049,240,891 204049,487326,53954,226,115 Annual Growth Rate 0.40%0.79%1.1% APPENDIX A This appendix includes background informationand analysis that is the basis for the proposed Major City Goal work program for Housing. It includes an overview of theCity’s demographics, employment trends, household income, housing inventory, housing affordability, Regional Housing Needs Allocation, residential development capacity, subsidized housing, affordable housing funding sources and incentives, staff resources analysis, Inclusionary Housing, Safe Parking and Prado Warming Station. Demographics To understand the City’s housing needs, a demographic profile of the community is essential. As part of the Housing Element, social, economic and housing characteristics wereanalyzed to determine how these factors affect housing needs, costs and availability. The City is the largest of the seven cities in the County, as having approximately 17 percent of the County residents. The graphics show the City’s population growth from 2000-2013 and population projections over the next 25 years. The City’s largest population segment is in the 18-24 year old category due to the proximity of the two colleges, Cal Poly and Cuesta. This demographic affects our housing market in profound ways, including housing supply and demand, typeand tenure, and affordability. However, planned expansion of student and faculty housing at Cal Poly will likely reduce pressure on the rental housing market and help stabilize rental costs in the near term. In the longer term, President Armstrong’s announcement to increase Cal Poly enrollment by 4,000 to 5,000 students in the futurewill require ongoing collaboration with Cal Poly to address impacts to the City through the Master Plan process. Other demographic changes include a smaller household size. The County has also experienced this trendtoward smaller household sizes. What this means is that while additional houses have been constructed, fewer people are living in each housing unit leading to a smaller population growth and greater housing demand than might otherwise be anticipated. This trend is expected to continue, but eventually stabilize. Employment Trends The City’s work force in not immune from State and National economic forces. Due to the recent economic recession, the unemployment rate in the City reached 11 percent in 2010. Since this time, the City has seen a steady decrease in annual unemployment rates with unemployment falling to sixpercent in 2014. The City’s economy is relatively stable due to the large number of public sector employers, and private sector employers that receive government funds, including the C-28 MAJOR CITY GOALS HOUSING County of San Luis Obispo, California Polytechnic State University, Cuesta College, California State Department of Forestry, California Department of Transportation, California Army National Guard, San Luis Coastal Unified School District and the City of San Luis Obispo. Large private sector employers include P.G.&E., CalPoly Foundation, Sierra Vista Regional Medical Center and French Hospital. Household Income Household type, demographics, and employment trends all impact household income. The City’s median household income is approximately 75 percent of the County’s. The City’s household median income is impacted by the large student population and the larger share of the regions service sector employees. Housing Inventory In 2013, the State Department of Finance estimated the City’s housing stock at 20,697 units. The graphics below show the City’s housing stock by type and bedroom count. Type Bedroom Housing Affordability Standard metrics indicate that housing is affordable if a household can secure the appropriate size living quarters for approximately 30 percent of the household income. Many people who live in the City overpay for housing, and many who work here cannot afford to live here. This issue has become more problematic from 2002 to 2014asthe income required to buy housing outpaced median family income increases, effectively widening the affordability gap. While this trend began to slightly reverseor stabilize from 2007 to 2010with the economic recession and subsequent drop in housing prices, prices have since stabilized and incrementally rebounded. Median rents have not changed substantially despite market C-29 MAJOR CITY GOALS HOUSING conditions. As a result, the median income renter was spending 48 percent of their income on housing. The mid 2000’s saw extremely low vacancy rates which impacted rental prices. Since 2005, the City has seen a steady increase in vacancy rates with a rate of 5.5 percent in 2010. While vacancy rates are higher than in the recent past, they are still in a range of what is generally considered a low vacancy rate. A balanced vacancy rate for an area is typically around five percent. Vacancy rates lower than five percent favor landlords while rates higher than five percent can signal landlords are having trouble finding tenants. Regional Housing Needs Allocation The Regional Housing Needs Allocation (RHNA) produced by the State Department of Housing and Community Development (HCD) identifies the projected housing needs in the region as part of the periodic updating of local housing elements of the General Plan. The San Luis Obispo Council of Governments (SLOCOG) is responsible for working with the state-mandated RHNA and distributing the allocation between the cities and the unincorporated County areas. For the current housing element cycle, the City was assigned 1,144 units (28% of 4,090 for the County as a whole) for the current planning period. The City is not required to construct housing, but to demonstrate that it can accommodate this requirement through a variety of programs as well as having appropriate land use and zoning capacity. The City currently has the land use and zoning capacity to accommodate this allocation without the need to rezone property. The graphics below shows the RHNA distribution for each jurisdiction on the left, and the City’s RHNA by income category on the right for new housing construction for January 1, 2014 through June 30, 2019. Residential Development Capacity As part of the Housing Element update process, the City documented its residential land capacity to show how our assigned RHNA can be met. This analysis shows that under the 1994 General Plan in place, the City had approximately 754 acres of vacant, underutilized or deterioratedproperty that couldaccommodate approximately 3,721 dwelling units. A substantial portion of this residential development capacity is located in the Margarita and Orcutt Area Specific Plans. The Land Use Element adopted in December 2014 increases the capacity for new dwelling units to a total of 4,904 units.The City’s residential capacity exceeds the 1,144 unit RHNA, and therefore, a property rezoning program was not required with the Housing Element update. Total = 1,144 C-30 MAJOR CITY GOALS HOUSING Subsidized Housing Subsidized housing accounts for approximately 5% of the City’s housing stock. The chartsbelow indicatethe number of affordable housing units in the City by income level on the left and program on the right. Affordable Housing Funding Sources and Incentives The graphic below shows the income ranges for each housing affordability category along with an overview of available funding sources and incentives. C-31 MAJOR CITY GOALS HOUSING Staff Resource Analysis HOUSING PROGRAMS FTE1 (Ongoing Work Load) FTE1 (MCG Work Plan)2 FTE1 (FY 2015-17 Projected Work Load) Housing Programs Manager (1 FTE) 1 CDBG program administration 0.15 -0.02 0.13 2 Housing Element implementation 0.15 0.10 0.25 3 Inclusionary Housing program 0.15 -0.02 0.13 4 AHF management & award program 0.02 0.02 5 Grant research & applications 0.03 0.01 0.04 6 Homebuyer & rental services 0.10 0.10 7 Development Review project referrals 0.05 0.05 8 Homeless Services & 10-Year Plan 0.15 -0.10 0.05 9 WHC, HTF, HSOC & FPDC meetings & Support 0.05 0.05 10 Advisory Body & Council meetings & support 0.07 -0.02 0.05 11 Regional Coordination 0.02 0.02 12 Department training & meetings 0.05 0.05 13 HRC liaison 0.03 0.03 14 BEGIN First-Time Homebuyer program 0.01 0.01 0.02 15 Update of long-term affordability agreements 0.01 0.01 Subtotal 1.00 0.00 1.00 Full Time Temporary Planning Technician (1 FTE) 4 16 CDBG program administration 0.05 0.05 17 Inclusionary Housing program 0.20 0.20 0.40 18 Housing Element implementation 0.19 0.18 0.37 19 AHF management & award program 0.02 0.02 20 BEGIN First-Time Homebuyer program 0.01 0.03 0.04 21 Advisory Body & Council meetings & support 0.04 0.04 22 Grant research & applications 0.02 0.05 0.07 23 Homeless Services & 10-Year Plan 0.01 0.01 Subtotal 0.50 0.50 1.00 Project Manager (.1 FTE) 3,4 24 Homeless Services & 10-Year Plan 0.10 0.10 Subtotal 0.10 0.10 Administration Support (.1 FTE) 4,5 25 Inclusionary, CDBG, AHF, GIA, BEGIN Support 0.10 0.10 Subtotal 0.10 0.10 Total Subscribed 1.50 0.70 2.20 Actual Staff Resources 1 0.20 1.20 Temporary Staff 0.5 0.5 1.00 Available for New Projects 0.00 0.00 0.00 1 Full Time Equivalent (FTE) = 1,703 productive staff hours annually. 2 Includes additional and expanded work tasks in the MCG work plan (underlined items). 3 10% of Project Manager time allocated to homeless services and 10-Year Plan. 4 Pending 2015-17 Financial Plan SOPC approval. 5 10% of Business Manager time allocated to Housing Programs administration C-32 MAJOR CITY GOALS HOUSING Inclusionary Housing Adopted in 1999, the Inclusionary Housing Program implementedtwo core housing programs of the General Plan –that of providing affordable housing for extremely-low, very-low, low and moderate income households, and establishing a housing trustfund. The Program requires that most new development projects help meet affordable housing needs by: 1) building affordable dwellings as part of a development project, 2) dedicating real property, improved or not, for development of affordable housing by the City’s Housing Authority or by a non-profit housing provider, 3) paying an in-lieu fee which is used to fund affordable housing throughout the City, or 4) Use a combination of the above methods, to the approval of the City Council. To qualify as affordable, dwellings must have guarantees that they remain affordable for a specified time period. The City has two different approaches to maintaining affordability: 1) the property owner agrees to maintain the designated dwelling unit as affordable for at least 30 years;or 2) the property owner agrees to participate in a shared equity purchase program. Since adoption, the Program has generated over 227enforceable-restricted affordable dwellings, and approximately $8 Million in affordable housing funds. The Affordable Housing Fund (AHF) has provided approximately $6Millionin direct assistance and leveraged other grant and tax credit financing to various affordable housing projectsthroughout the City.The graphic above shows the City’s Inclusionary Housing units by affordability level and tenure. The Land Use Element adopted in December 2014 doubled the potential for creating by policy the number of enforceable restricted dwelling units. Safe Parking On March 20, 2012, the City Council authorized CAPSLO to operate a safe parking pilot program for up to five vehicles on a portion of the property located at 43 Prado Road adjacent to the PradoDay Center. The program provides homeless persons with vehicles a safe place to temporarily park with the goal ofeventually transitioning them into permanent housing. On October 22, 2014, the Planning Commission approved a use permit to allow for a permanent program and increased the vehicle allowance from five spaces to seven. The cost to operate the safe parkingprogram in fiscal year 2013-14 was $24,118. Both the City and County contributed $10,000 each to support operation of the program with CAPSLO absorbing the remaining costs. A significant portion of this cost is associated with case management, which is a requirement of the program. The Housing Programs operating budget includes ongoing funding support for the safe parking program in the amount of $10,000 for 2015-16 and $10,000 for 2016-17. Warming Station In 2010, the City amended the use permit for thePrado Day Center to be used at night for a warming station during the winter months. The warming station was active for the first time in the winter of 2010 and allowed those living outdoors during inclement weather to stay at the center with access to sleeping bags, food and the center’s amenities. The warming station is activated based on Red Cross’ forecast of weather emergencies. It keeps the center open after regular hours and is operated with one Prado staff member and volunteers attending the peopleseeking shelter. The warming station servesan average of 200individuals monthly during the winter months. Total = 227 C-33 MAJOR CITY GOALS HOUSING Funding for the warming station is not included in the operations budget for the Prado Day Center. There is no fixed budget to run the station andCAPSLO does not have funding to support this function. The warming station was open 11days in fiscal year 2013-14 at a cost of $9,613. This was the least number of days the warming station was activated and resulted in the lowest annual operating cost. As a result, operating costs were fully covered by the County ($7,500) and donations ($2,113). Although the City budgeted $5,000 towards the warming station in fiscal year 2013-14, these funds were not utilized. The Housing Programs operating budget includes ongoing funding support for the warming station in the amount of $5,000 for 2015-16 and $5,000 for 2016-17. C-34 OTHER IMPORTANT COUNCIL OBJECTIVES NEIGHBORHOOD WELLNESS OBJECTIVE Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. OUTCOME—FINAL WORK PRODUCT Improve quality of life for residents in the neighborhoods through infrastructure improvements, code enforcement and collaboration. ACTION PLAN Work with residentsand educational institutions and students The FY 2013-15 Major City Goal identified an effort to enlist students to “adopt a neighborhood.” This effort would task students living in residential neighborhoods to help maintain neighborhood wellness by regularly monitoring the neighborhood for trash (and picking it up)actively seeking out residents to establish relationships and build mutual respect and provide positive contributions to neighborhood wellness.The bi-monthly neighborhood wellness meeting takes place to engage residents and share information and content of those meetings will be carefully selected to encourage dialogue and problem identification and solving. The Police and Fire Departments participate inorientation and ongoingprograms (such as the annual Housing FairatCal Poly) to increase awareness about neighborhood wellness, healthy decision making regarding drugs and alcohol, reducing fire hazards including our zero-tolerance for couch burning, and reducing overcrowding by talking with students and parents about safe living and relevant fire code issues. Public safety Monthly meetings between SLO Fire and the University Police Departmentto discuss public safety impacts of upcoming on-campus eventswill continue and SLOPDwill continue to support the efforts of the Cal Poly and Cuesta Dean of Students Offices who are addressing off-campus behaviors through their respectiveCodes of Conduct. Acommunication plan, as a recommendation of the Neighborhood Wellness/Community Civility Effort, will be established to enable the City, community and university/community college partners to maximize outreach efforts and make neighborhood wellness messaging consistent.Neighborhood Officer and code enforcement “Walk and Talks” will take place consistently in the neighborhoods to educateand encourage voluntary compliance. The Police Department will also seek out social media monitoring software to assist with the detection of information on potential large social gatherings for prevention purposes.Neighborhood Outreach shall do focused promotion of the SLO Solutions program to inform residents of the existing resource and encourage those experiencing challenges to seek conflict resolution coaching or mediation.This will be done using existing resources. Collaborative Solutions Utilize Neighborhood Wellness/Community Civility Effort recommendations to address neighborhood challenges as well as further develop existing partnerships with Cal Poly, Cuesta and engage residentsto strengthen neighborhoods.Recommendations include the SLOPD/UPD MOU, collaborative communication planning, and establishing a sustainability plan to ensure the recommendations are carried forward for long term positive impact. C-35 OTHER IMPORTANT COUNCIL OBJECTIVES NEIGHBORHOOD WELLNESS This task will also explore the neighborhood match grant program to provide small grants to volunteers who wish to undertake a neighborhood project. This task will also include the implementation of key initiatives in collaboration with Cuesta and Cal Poly that are recommended by the Neighborhood Wellness/Community Civility Effort. Code Compliance Neighborhood wellness is a continuing Council priority and the Community Development Department is the lead for ensuring property code compliance is accomplished. This includes existing efforts to achieve pro-active neighborhood wellness and zoning code compliance as well as new efforts to implement a Rental Housing Inspection Program. Administrative OrderProcess Review current administrative order process, confirm that it complies with the current state of the law governing such processes, and consideran implementation process and training. Maintenance Regular infrastructure maintenance for street paving, sidewalks, and drainage facilities will continue in neighborhoods. Street surfacing work for neighborhoods will occur in the second year of the Capital Improvement Plan, with Arterial repairs occurring during the first year. Task Date 1.Neighborhood Wellness/Community Civility Effort RecommendationsOngoing 2.Neighborhood MatchGrant Program initiationOctober 2015 3.Establish and Implement Collaborative Communication Plan 4.Begin Implementation of key measures from Community Civility Committee Dec 2015 July 2015 5.“Adopt a Block”Pilot Program–SCLC 6.ConsiderAdministrative Order process 7.Public Safety MOU – Cal Poly University Police and SLOPD 8.Code Compliance Performance Measures March 2016 December 2015 September 2015 Ongoing 9.Hire staff to implement rental housing inspection (contingent on program adoption)Feb 2016 10.Begin inspections -prioritize properties with code enforcement violationsSpring 2016 11.On-going inspections and follow up for rental housing violationsOngoing after April 2016 12.Neighborhood pro-active enforcementOngoing 13.Continue Sidewalk Repairs Ongoing 14.Continue Stormdrain Cleaning, Silt Removal & Stormdrain ReplacementsOngoing 15.Complete Neighborhood Street Repair & SealingOctober 2016 C-36 OTHER IMPORTANT COUNCIL OBJECTIVES NEIGHBORHOOD WELLNESS RESPONSIBLE DEPARTMENT The Police Department will be the lead on this objective with close assistance from the Community Development Department. Support will also be given from the City Attorney, Administration, Public Works, Fire, and Utilities. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIVE Cost Summary 2015-16 2016-17 2015-162016-17 Rental Housing Inspection SOPC**301,164449,312 Neighborhood Match program SOPC5,00010,000 Sidewalk & Tree Replacement CIP*33,33333,333 Stormdrain Replacements CIP561,500574,300 Silt Removal CIP 275,000150,000 Neighborhood Street Repairs CIP*1,630,700 $306,164$459,312$869,833$2,388,333 *The funding for this project is shared across multiple goals **Contingent on program adoption Funding Sources 2015-162016-172015-162016-17 General Fund (Year 1 costs)160,01410,000594,833 General Fund (Year 2 costs designated reserve)169,2382,238,333 Program revenue146,150280,074 Zone 9 Tax 275,000150,000 Total$306,164$459,312$869,833$2,388,333 Operating ProgramsCapital Improvement Plan C-37 OTHER IMPORTANT COUNCIL OBJECTIVES LAGUNA LAKE RESTORATION OBJECTIVE Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. BACKGROUND The 344-acreLaguna Lake Natural Reserve is a place of exceptional beauty, blending a rich ecosystem with spectacular views and recreational opportunities. The City has adopted the Laguna Lake Natural Reserve Conservation Plan (“LLNRCP”) to guide future management of the Reserve by offering a framework for conservation, restoration, recovery, and scenic recreational use. Laguna Lake isprimarilya naturallyoccurring lake, although it has also been substantially altered and manipulated resulting in sedimentation rates into the lake that have been significantover time. Recent bathymetric surveys indicate dramatic changes in lake depth and morphology resulting in decreased water quality and aquatic habitat functions, as well as diminished aesthetic and recreational values associated with the lake. Accordingly, one of the primary recommendations of the LLNRCP is to implement dredging and sediment managementstrategies: “The option of dredging portions of the lake is also accommodated by the framework laid out in this plan, when coupled with erosion and sedimentation strategies… in order to make such a project both more feasible from a regulatory standpoint and more sustainable over the long-term” (p. 5). OUTCOME—FINAL WORK PRODUCT The work products for the Laguna Lake Restoration project during the 2015-17 Financial Plan period will address the key beginning steps contemplated by the LLNRCP.The Implementation sectionof the LLNRCP (p. 34) describes four main project componentsfor years 1-3. An additional task pursuant to the Fiscal Statement section of the LLNRCP (p.34-35) is a detailed evaluation, feasibility tests, and the initiation of a Community Facilities District or similar financing mechanism(s). Given that the 2015-17 Financial Plan period is two years and that the initial implementation phase of the LLNRCP is three years, it is expected that the first two components (trail signs and accessiblepaths) will be completedwithin the Financial Plan period, while alsobeginning to set aside funding for project implementation. The second two components (sediment basins and begin dredging) will have all of the necessary conditions precedent to beginning the physical stages of these projects completedso that they are “shovel ready” at the beginning of year three during the 2017-19 Financial Plan period. The preliminary tasks to be completed during the upcoming two-year period include updated soil samples and water quality studies,project design andengineering, project specifications, disposal site land tenure, regulatory agency permits, and an updated project-specific environmental document. Following the 2015-17 Financial Plan period, a second phase that initiates the physical dredging project and installation of sediment basins, as well asan additional, final phase,are anticipated in subsequent CIP cycles. Theseprojects will complete the Laguna Lake Restoration project over a total of 10 years. LLNRCP Implementation Components (3 years)Final Work Product at End of Financial Plan (2 years) 1.Install new, updated signage at trailheads and along trails Completed 2.Install accessible pathsCompleted 3.Install sediment basins “Shovel Ready” 4.Begin a dredging project “Shovel Ready” 5.Initiate financing mechanism(s)“Shovel Ready” C-38 OTHER IMPORTANT COUNCIL OBJECTIVES LAGUNA LAKE RESTORATION ACTION PLAN Install new, updated signage at trailheads and along trails Date 1.Complete site-specific design 2.Complete requisition signs and attendantmaterials 3.Installationof updated signs at trailheads and along trails June 2016 Sept 2016 Dec 2016 Install accessible paths Date 1.Complete Site-specific design and project specifications 2.Issue Request for Proposals (RFP) and Contractor selection 3.Installationof accessible path along lake front Dec 2016 Feb 2017 June 2017 Install sediment basins Date 1.Issue Request for Proposals (RFP) for Design / Engineering consultant 2.Complete Site-specific designs and project specifications 3.CompleteProject permitting and environmental document July 2015 March 2016 June 2017 C-39 OTHER IMPORTANT COUNCIL OBJECTIVES LAGUNA LAKE RESTORATION Begin a dredging project Date 1.Issue Request for Proposals (RFP) for Design / Engineering consultant 2.Site-specific designs and project specificationscompleted 3.Soilsamples and water quality tests 4.Evaluate disposal site options and secure land tenure agreements, if necessary 5.Final project design selection with City Council 6.Project permitting and environmental document completed July 2015 March 2016 March 2016 May 2016 June 2016 June 2017 Evaluate Project Financing Options and Mechanisms Date 1.Issue Request for Proposals (RFP) for economic / municipal finance and public opinion research consultant(s) 2.Evaluate financing options and feasibility 3.Conduct study session with City Councilon financing options and feasibility 4.Conduct focused public workshops and community outreach 5.Final selection of preferred financing option(s) byCity Council and resolution of intention as appropriateand legally required. 6.Public Hearing with City Council to create financing mechanism and adopt resolution of formationas appropriate and legally required. 7.Conduct registered voter electionconsolidated with general election, if needed. 8.Ifstep 7 is successful, proceed with any and all action necessaryto fund sediment basin and dredging project implementation in 2017-19. July 2015 January 2016 Feb 2016 April2016 May2016 July 2016 Nov 2016 Feb2017 C-40 OTHER IMPORTANT COUNCIL OBJECTIVES LAGUNA LAKE RESTORATION RESPONSIBLE DEPARTMENT The Natural Resources Program in City Administration will serve as the lead responsible departmentwith the support fromPublic Works, Parks and Recreation, Finance and IT, and the City Attorney’s Office. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIVE Three separate Capital Improvement Plan (CIP) projects have been prepared in order to facilitate the Action Plan for the Laguna Lake Restoration objective in 2015-17. The trailhead signs for Laguna Lake Natural Reserve are supported by a portion of the Open Space Enhancement and Maintenance CIP, while the ADA paths and Dredging and Sediment Management components are both supported by project-specific CIPs. Overall, the Laguna Lake Restoration objective in 2015-17 is largely consultant driven, and existing staff resources within the departments listed above are expected to be sufficient to oversee and coordinate these various work efforts. Cost Summary 2015-16 2016-17 2015-162016-17 Open Space Enhancement and Maintenance CIP* Laguna Lake ADA Paths CIP 250,000 Laguna Lake Dredging and Sediment Mgt CIP450,000 Total$0$0$450,000$250,000 Operating ProgramsCapital Improvement Plan Funding Sources 2015-162016-172015-162016-17 General Fund - Open Space Enhancement & Maint. CIP 2015-17* General Fund - Laguna Lake ADA Paths CIP 2015-17 250,000 General Fund - Laguna Lake Dredging & Sediment Mgt CIP 2015-17450,000 Total $0$0$450,000$250,000 *A $10,000 portion of the CIP found in the Open Space Preservation Major City Goal also supports this work program Operating ProgramsCapital Improvement Plan C-41 OTHER IMPORTANT COUNCIL OBJECTIVES FISCAL SUSTAINABILITY AND RESPONSIBILITY OBJECTIVE Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. BACKGROUND The City has a history of being fiscally responsible and the activities described in this work plan build on the progress made as part of implementing the 2013-15 Major City Goal to “Sustain essential services, infrastructure, and fiscal health.” In particular, during the 2013-15 period, the City was able to (1) maintain resident satisfaction throughthe ongoing provision of essential services, as evidenced through the results of the Citizen Satisfaction Survey; (2) secure a diverse revenue stream through the approval of an eight-year extension to the City’s half-cent local sales tax (Measure G); (3)implementcontingency planning that has resulted in the availability of an additional $1.7 million in available one-time funding following the approval of Measure G; (4) pay down $1.4 millionof the City’s unfunded liabilities related to insurance, (5) develop an analysis of opportunities to control pension costs and additional unfunded liabilities, includingdeferred maintenance and retrospectiveinsurance costs; and (6) implemented a compensation study, consistent with the Compensation Philosophy, to inform future contract negotiations with City labor groups. One of the most important accomplishments of the 2013-15 work program was the adoption of a new Fiscal Responsibility Philosophy. On July 1, 2014,the City Council adopted Resolution 10546(2014), which commits the Citytoa core set of actions as part of an overall Fiscal Responsibility Philosophy. These action items include: 1.Informed decision making 2.Shared responsibility 3.Increased transparency 4.Aligned investments 5.Diversified and aligned revenue sources 6.Addressing long-term unfunded liabilities 7.Continued efficiency and effectiveness The City will continue its investment in aging infrastructure through the 2015-17 Financial Plan as an important way to address unfunded liabilities. The proposedCapital Improvement Plan invests approximately $9million in 2015-16 and $15million in 2016-17 in existing infrastructure. Departments will continue implementation of efficiencies in their operations, which have historically resulted in operational savings at the end of each fiscal year. This provides opportunities to maintain an appropriate reserve and invest all or a portion of the General Fund reserve that exceeds the 20% minimum in the City’s highest priorities. In addition, anextensive evaluation ofalternativefunding models to that provided by the California Joint Powers Insurance Authority (CJPIA) for the City’s Liability and Workers’ Compensation programs was completed in 2014.This analysis indicated that the City has excellent “first dollar”coverage under the CJPIA and the costs were competitive based on the quotes receivedfor similar coverage.However, Liability and Workers’ Compensation costs continue to be significant for the City and cost increases are unpredictable, thus warranting continued evaluation. The following work program identifies the outcomes expected from implementation of the Fiscal Responsibility Philosophy over the next two year period, and the action plan to achieve those outcomes. C-42 OTHER IMPORTANT COUNCIL OBJECTIVES FISCAL SUSTAINABILITY AND RESPONSIBILITY OUTCOME—FINAL WORK PRODUCT Increased transparency and reporting of the City’s fiscal activities and short and long term costs to facilitate management of the City’s fiscal condition. The final work product would include: x Increased use of performance management and reporting, including new public dashboards o Refinement and increased use of performance management and reporting, including new public dashboards to provide the public with access to important information about the City’s performance and progress towards achieving stated goals; x Long term unfunded liabilities o Development and implementation of a budget policy related to accelerated payment of unfunded liabilities; o Analysis of insurance costs to establish a goal that contains or reduces liability and workers compensation costs through education and focus on prevention of claims; o Pursuit of Council’s adopted labor relations objectives that address fiscal responsibility, including shared responsibility through continued progress in the area of long-term systemic pension cost containment and balanced cost sharing; o Reinvestment in the City’s Capital Improvement Plan to address deferred maintenance. x Diversified and Aligned Revenue Sources ACTION PLAN Increased use of performance management and reporting, including new public dashboards Date 1.Establish aperformance management and reporting team to identify a set of performance criteria for public reporting based on information the public wants to know and available information already being maintained and reported internally. July 2015 2.Gather public opinion to establish a baseline for City performance and to determine what information the public is interested in seeing in a new set of online dashboards. May 2016 3.Implement a system for ongoing tracking, management, and reporting of performance and service metrics. 4.Work with the Citizen’s Revenue Enhancement Oversight Commission to accomplish enhanced reporting on the use of Measure G revenue. January 2017 Ongoing 5.Continue to implement and track operational efficiencies including alternative service delivery, best management practices, and cost containment measures thatpreserve the effectiveness of City services and operations. 6.Identify and include updated performancemeasures in the 2017-2019 Financial Plan. May 2017 June 2017 Long term unfunded liabilities Date 1.Addressing the City’s long term costs: Develop a budget policy for incorporation in the 2015-17 Financial Plan that reflects policy direction regarding the use of one-time resources. 2.Identify and work with a risk management expertto conduct an audit of liability and workers’ compensation claims history and cost trends to ensure appropriate risk management and cost effectivecoverage. Explore options within CJPIA to control costs as well as other programs offered by other providers, if applicable. June 2015 December 2015 C-43 OTHER IMPORTANT COUNCIL OBJECTIVES FISCAL SUSTAINABILITY AND RESPONSIBILITY 3.Establish objectivesto contain or reduce liability and/or workers compensation claims and work withdepartmentsto achieve reductions. December 2015 4.Propose and implement payment to a long-term cost item from year-end fund balanceat mid- yearas based on policy adopted by the City Council in the 2015-17 Financial Plan. June 2016/ June 2017 5.Review progress regarding liability and/or workers compensation claim reductionFebruary 2017 6.Continue investment in infrastructure maintenanceOngoing 7.Continue developing,implementingand reporting onoperational efficienciesOngoing Diversified and Aligned Revenue Sources Date 1.Complete a comprehensive analysis of City costs and fees every five years August2015 2.Adjust existing fees per Council policyand in accordance with User Cost RecoveryGoalsAnnually 3.Review and adjust enterprise fees and rate structures as required to ensure they remain appropriate and equitable 4.Monitor receipts of local revenues (such as business licenses, utility user taxes, franchise fees) and initiate effective collection strategies to ensure that revenues and taxes are paid by those who are obligated to pay them. 5.Implement a business license compliance program using outside consultants to identify unlicensed businesses within the community. Ongoing Ongoing May 2016 RESPONSIBLE DEPARTMENT Finance and Information Technology will take the lead on this objective with support from Public Works, Human Resources,Administrationand Utilities. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIVE Financial and staffing resources are anticipated to be required for all threeaspects of this work plan. First, as projected in the Financial Forecastand based onCouncil direction of February 17, 2015 and anticipated Council direction, year end fund balance of $2.4million above minimum reserve levels are projected to be allocated to prepayment of the City’s unfunded liabilitiesand deferred maintenance. The 2015-17 Financial Plan allocates $12,020,000 from the General Fund to pay down a portion of the City’s CalPERS unfunded pension liability. Second, staff resources will be used to (1) establish a performance management and reporting team, (2) gather public opinion to determine what performance information is most important for the public to know, and (3) to work with the REOC to accomplish enhanced Measure G reporting. This staff work will be completed by a cross- departmental team led by the Assistant City Manager, Special Projects Manager, and Principal Administrative Analyst. Overall, staff lead for this objective will be Finance and Information Technology with Public Works, Human Resources, Administration and Utilities serving as supporting departments. Existing staff resources of the C-44 OTHER IMPORTANT COUNCIL OBJECTIVES FISCAL SUSTAINABILITY AND RESPONSIBILITY supporting departments will be utilizedfor 1) Providing updated financial estimates of the City’s underfunded deferred maintenance program. 2) Providing user business need perspectives on performance management.3) Serving as some level of core component for the performance management review team, 4) Establishing the adequacy of Enterprise Fund fees, 5) Assisting with and guiding the outreach regarding the business license compliance program. 6) Work to containor reduce risk management costs and assist in ensuring cost effective coverage. Cost Summary Line Item DescriptionAccount No.2015-162016-17 Contract Services32,00030,000 Request for Business License Compliance Services SOPC25120-722732,00030,000 Total Operating Costs32,00030,000 Funding Sources 2015-162016-172015-162016-17 General Fund32,00030,000 Total$32,000$30,000$0$0 *Actual business license revenues are expected to increase by $100,000 per year in total. Operating ProgramsCapital Improvement Plan C-45 OTHER IMPORTANT COUNCIL OBJECTIVES DOWNTOWN OBJECTIVE Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. BACKGROUND The Downtown is a unique focal point and vibrant commercial center for the community. The area hosts numerous events in the plaza and through the weekly Farmer’s Market. Starting with the 2009-11 Financial Plan the City Council supported renewed efforts to improve the appearance and condition of the downtown area through investment in sidewalk and tree replacements, conversion of overhead street lighting to pedestrian level lighting, replacement of street furniture, support for the Downtown Association efforts to provide tree lighting and electrical power for street events, increased restroom availability, and increasedpolice presence. The City continues to provide higher levels of care to the downtown through sidewalk scrubbing, manual trash pickup and graffiti removal, newsrack monitoring, and more frequent street sweeping. OUTCOME—FINAL WORK PRODUCT Complete an updated vision for the Downtown and Mission Plaza, and maintain and improve safety and infrastructure to continue to improve downtown vibrancy. ACTION PLAN This other important objective for the downtown includes three key elements: vision, safety, and maintenance. Work completed in this action plan will update the City’s vision for the Downtown and Mission Plaza, and provide some safety and maintenance enhancements. The Action Plan continues servicestraditionally provided for maintenance, as well as the expanded police services implementedas part of the 2013-15 Financial Plan. Vision Visioning for the Downtown is impacted byseveral efforts: on-going discussions related to the current capital improvement projectfor Mission Plaza assessment and infrastructure prioritization; progress on the Downtown Pedestrian Plan, and finally,updates tothe Downtown Concept Plan. These three prioritieswill need to be closely coordinated toleverage resources and ensure community outreach and visioning process outcomes are integrated into the final work products. The LUCE Implementation SOPC contains the budget request support for updating the Downtown Concept Plan in FY 2015-16. Safety The Police Department continues to provide a police presence in the downtown area with the use of a daytime downtown bicycle officer. This officer has enhanced connectivity with the downtown merchants, citizens, and tourists in acting as a vital educational and enforcement resource. The Department has collaborated with the Downtown Association in participating in safety training and awareness. Their efforts includethe Donation Station “Make Change Count” program that provides citizens with an opportunity to donate funds toward local social service efforts. In addition to providing a benefit to direct service providers, this program also discourages the giving of funds to panhandlers who commonly engage in adverse behaviors that negativelyimpact the downtown core. The Department also initiated focused and directed enforcement efforts in order to target criminal behavior to include plain clothes surveillance, alcohol stings and foot patrols. The Police Department’s CAT(Community Action Team) Program continues to servethe downtown by contacting frequent offenders and working with mental health professionals, social service providers and the courts to provide focused case management and alternatives to simply enforcement. The Police Department is C-46 OTHER IMPORTANT COUNCIL OBJECTIVES DOWNTOWN pursuing the further use of cameras in the downtown for improved public safety. With these additional cameras the Police Department could have instant access to view problems in the downtown and also have the ability to record criminal incidents for prosecution of offenders. Infrastructure & Maintenance The Capital Improvement Plan and Public Works operating programs will continue infrastructure replacements and maintenance in the downtown, including sidewalk repair and ongoing cleaning. Community Development will continue with the Newsrack Program that was successfully implemented during the last budget cycle. The department will work with the Downtown Association and their Ambassador’s ona collaborative enforcement effort for the inspection, reporting, notification, and follow-up related to any permit violations including rack maintenance and aesthetic standards. Task Date 1.Vision& Economic Vitality 1.1 Develop RFP for Downtown Concept Plan updatein coordination with the update of the City’s zoning ordinance. Aug 2015 1.2Interviewand select consultantsSept 2015 1.3Complete community visioning, interviews, charrette(s), review of Mission Plaza Assessment project Oct-Dec 2015 1.4 Present draft concepts and study findings to City committees and commissions for inputMar -May 2016 1.5Present draft concepts and study findings to Council review and approvalJune 2016 1.6Present final Concept Plan and final Mission Plaza Study to CouncilJuly 2016 1.7 Coordinate with the Downtown Association to develop abuildinginventory and occupancy reporting methodology Ongoing 1.8 Collaboratewith the Downtown to develop options for downtown residential parkingOctober 2017 1.9Complete Design for Downtown Renewal (Construction proposed for 2017-18)June 2017 1.10 Facilitate completion of Chinatown and Garden Street Terraces private developmentsOngoing 2.Safety 2.1 Provide onepolice officer for the downtownand additional personnel as availableOngoing 2.2 Provide Community Action Team (CAT) to combine enforcement, intervention & educationOngoing 2.3 Coordinate with outreach groups for the homelessOngoing 2.4 Coordinate with other law enforcement agenciesOngoing 2.5 Expand use of safety camerasJune 2016 3. Infrastructure & Maintenance 3.1 Complete Sidewalk Repairs & Tree Replacements –Yr 1June 2016 C-47 OTHER IMPORTANT COUNCIL OBJECTIVES DOWNTOWN Task Date 3.2 Complete Sidewalk Repairs & Tree Replacements –Yr 2June 2017 3.3 Replace Higuera Lighted CrosswalkJune 2017 3.4 Upgrade Mission Plaza Railing–Yr.1June 2016 3.5 Upgrade Mission Plaza Railing–Yr.2June 2017 3.6 Start Construction of Marsh Street BridgeJune 2016 3.7 Complete Design for Mission Plaza Restroom–(Construction proposed for 2017-18)June 2017 3.8 Implement Parking Program organizational changeJanuary 2016 3.9Initiate Environmental Study for the Palm / Nipomo Parking StructureJanuary 2017 3.10 Develop and implement annual report outlined in the Public Works Strategic plan, to report annually on Downtown Support June 2016 3.11 Continue Downtown Street SweepingOngoing 3.12 Continue Downtown Sidewalk & Bubblegum Alley Steam CleaningOngoing 3.13 Continue Downtown Trash Pickup & Graffiti RemovalOngoing 3.14Continue Newsrack Enforcement & Permitting ProgramOngoing RESPONSIBLE DEPARTMENT The Public Works Department will be the lead department in accomplishing this goal. Key support departments include the Community Development Department and PoliceDepartment. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIVE The Police Department intends to deploy both daytime downtown police officers providedadequate staffing levels are reached in the Patrol Division. At a minimum, the Police Department will continue to assign one officer downtown with the objective of adding the second at the earliest opportunity. The Police Department will also direct available resources to this area to conduct surveillance, enhance enforcement, and increase foot patrols to continue our connectivity to this important area in our community. The Department will continue to leverage technologies such as the public safety camera system to deter and react to criminal behavior. The Department will also continue to work with the Downtown Association and other stakeholders to address issues, provide educational opportunities and embark on other forms of outreach focusing on the reduction of crime and enhancing the feeling of safety for citizens. C-48 OTHER IMPORTANT COUNCIL OBJECTIVES DOWNTOWN Cost Summary 2015-16 2016-17 2015-162016-17 Downtown Renewal 6,000 Assistant Parking Services Manager (SOPC)*53,00058,400 Downtown Concept Plan (LUCE SOPC)* 100,000 Video Cameras (SOPC)32,378 Lighted Crosswalk Replacement** Sidewalk Repairs & Tree Replacements**33,33433,334 Mission Plaza Railing Upgrade**15,00015,000 Mission Plaza Restroom Replacement80,000 Marsh Bridge Replacement**0 Total$185,378$58,400$48,334$134,334 *A portion of the SOPC supports this work program ** The funding for this CIP is shared across multiple goals Operating ProgramsCapital Improvement Plan Funding Sources 2015-162016-172015-162016-17 General Fund 132,37848,334134,334 Parking Fund53,00058,400 Total$185,378$58,400$48,334$134,334 Operating ProgramsCapital Improvement Plan C-49 Section D BUDGET SUMMARY BUDGET SUMMARY OVERVIEW This section of the Financial Plan provides detailed information regarding the revenues and expenditures of the city. Here the reader will find detailed information on prior year as well as current and forecast revenues and expenditures. The material presented is broken out in the sections listed below. Revenue Summary Summary of Key Revenue Assumptions Total Funding Sources Revenues by Major Category & Source General Fund Revenues Enterprise & Agency Fund Revenues New or Increased Taxes & Fees Summary & Discussion of Revenue Enhancements Expenditure Summary Expenditure Trends by Type Total expenditures by Type Operating Program Expenditure Summary Capital Improvement Plan Expenditure Summary Debt Service Expenditure Summary Total Expenditures by Fund Expenditure Trends by Type: General Fund Expenditure Trends by Type: Enterprise Funds Summary of SOPCs Department Summary City Administration City Attorney’s Office Community Development Finance & Information Technology Fire Human Resources Parks & Recreation Police Public Works Public Utilities D-1 BUDGET SUMMARY REVENUE AND EXPENDITURE TRENDS - LAST FIVE COMPLETED YEARS 2009-102010-112011-122012-132013-14 ACTUALACTUALACTUALACTUALACTUAL REVENUES Taxes Sales and use16,234,30017,986,20019,834,80021,063,70022,571,740 Property 8,579,3008,441,1008,367,1009,176,6008,960,010 Property in lieu of VLF3,565,1003,551,1003,492,4003,533,2003,645,646 Utility users4,862,4004,592,3004,584,1004,916,1005,345,342 Transient occupancy4,496,1004,844,2005,222,0005,572,4006,063,232 Franchise fees2,396,7002,352,1002,462,3002,552,3002,636,599 Business tax certificates1,830,1001,797,8001,837,5002,055,3002,142,971 Real property transfer129,000133,700144,000256,300287,560 Total Taxes42,093,00043,698,50045,944,20049,125,90051,653,100 Fines and Forfeitures201,700171,400174,300159,700150,200 Investment and Property Revenues1,239,500742,500770,200237,100560,792 Subventions and Grants4,972,0004,982,1003,977,8004,603,1006,009,171 Service Charges5,865,7009,209,3008,693,1008,106,60011,233,869 Other Revenues398,000270,500299,300545,800203,723 Total Revenues54,769,90059,074,30059,858,90062,778,20069,810,855 EXPENDITURES Operating Programs Public Safety24,203,80023,506,10023,953,30023,973,40024,120,011 Transportation3,019,7002,901,9002,865,1002,798,2002,882,241 Leisure, Cultural & Social Services6,279,9006,268,7006,704,2006,790,3007,155,619 Community Development 6,690,2007,053,5006,986,2007,777,4008,389,957 General Government7,253,5006,824,8008,175,1008,723,3009,342,735 Total Operating Programs47,447,10046,555,00048,683,90050,062,60051,890,563 Capital Outlay17,100,60010,607,30011,410,8006,582,1007,839,098 Debt Service2,908,7003,023,2002,705,0002,735,7003,511,561 Total Expenditures67,456,40060,185,50062,799,70059,380,40063,241,222 Operating Transfers In (Out)(301,500)(227,200)115,100 Proceeds from (uses of) Debt Proceeds1,044,000(372,100)850,775 Other Sources (Uses)393,90030,200(11,500) Total Other Sources (Uses)(301,500)1,210,700(341,900)103,600850,775 Excess of Revenues & Sources Over (Under) Expenditures & Uses(12,988,000)99,500(3,282,700)3,501,4007,420,408 Fund Balance, Beginning of Year34,142,20031,417,90031,517,40028,234,70034,290,100 Rounding Correction (746) General Fund11,114,10012,911,80013,686,30018,937,70020,317,111 Special Revenue Funds1,044,100604,000 594,100590,800692,689 Capital Outlay Funds16,974,00015,715,90011,936,40012,718,40018,617,337 Debt Service Fund2,285,7002,285,7002,017,9002,043,2002,082,625 Total - All Governmental Funds $31,417,900$31,517,400$28,234,700$34,290,100$41,709,762 Includes all governmental fund types Fund Balance, End of Year OTHER SOURCES (USES) D-2 BUDGET SUMMARY SUMMARY OF KEY REVENUE ASSUMPTIONS GENERAL FUND One of the key analytical tools used to inform the 2015-17 Financial Plan process is the comprehensive five year financial forecast for the General Fund. This forecast considers key revenue and expenditure projection factors such as population, increases in the consumer price index (CPI) and other growth factors that have been tracked for the past fifteen years providing a historical basis for the five year financial forecast, which was initially presented to the Council in December 2014 and updated in April 2015. Overall, major revenues contained in the Preliminary Financial Plan are expected to increase by amounts similar to those reflected in the revised five-year financial forecast. Sources used in developing the revised projections include economic trends as reported in the national media, sales tax data provided by the City's sales tax advisor, The Central Coast Economic Forecast and City of San Luis Obispo revenue forecast prepared by Beacon Economics, assessed value trends developed by the San Luis Obispo County Tax Assessor, the State Legislative Analyst and the State Department of Finance; and certain materials prepared by the League of California Cities and the State Controller's Office. Ultimately, however, the 2015-17 revenue projections reflect staff's best judgment about the performance of the local economy over the next year and potential federal, state and other local agency budget actions and how these will affect the City's General Fund revenues. The following provides a brief description of the City's top ten General Fund revenues along with an overview of the assumptions used in preparing 2015-16 revenue projections. These "top ten" revenues account for over 96% of total General Fund revenues. Sales Tax (Includes Measure G)The City receives an "effective" rate of 1% from all taxable retail sales No growth in 2014-15 occurring in its limits: 0.75% is the local tax rate, which was reduced by Grows by 10.1% in 2015-16 the State from 1% on July 1, 2004, with the 0.25% used by the State to No Change in 2016-17 repay its Economic Recovery Bonds. However, this 0.25% takeaway 2015-16 revenue $24,800,000 is "backfilled" by the State under a complicated scheme known as the 2016-17 revenue $24,802,000 "triple flip" which ends July 2015, although this date could change. Starting % of total sources 38%with monthly advances in March 2016 (representing sales activity starting January 2016) and thereafter, sales tax allocations will revert back to the original 1% amount. Due to the increase in monthly cash flow, many agencies are likely to experience a one-time bump in recorded accrued revenues for the 2015-16 fiscal year when compared to the 2014-15 fiscal year. Measure G Revenues. In November 2014, City voters approved a 1/2 percent local sales tax increase. The same assumptions for sales tax growth were applied to this transaction tax in preparing revenue estimates for 2015-16 but Measure G has a slightly broader tax base. Property Tax Under Proposition 13 adopted in June of 1978, property taxes for Grows by 3.3% in 2014-15 general purposes may not exceed 1% of market value. Property tax Grows by 5% in 2015-16 assessment, collection and apportionment are performed by the County. Grows by 4.0 % in 2014-15 The City receives approximately 14% of the levy within its limits. 2015-16 revenue $9,726,000 Assessment increases to reflect current market value are allowed when 2016-17 revenue $10,106,000 property ownership changes or when improvements are made; % of total sources 15%otherwise, increases in assessed value are limited to 2% annually. Top Ten General Fund Revenues D-3 BUDGET SUMMARY SUMMARY OF KEY REVENUE ASSUMPTIONS Transient Occupancy Tax Transient occupancy taxes (TOT) are levied on all individuals occupying Grows by 7.5% in 2014-15 their dwelling for 30 days or less. This is generally most applicable to Grows by 5% in 2015-16 room rentals at motels and hotels, although it is also applicable to other Grows by 4.7% in 2016-17 types of short term rentals. The TOT rate is 10% of the room rental 2015-16 revenue $6,844,000 rate. Although the tax is collected for the City by the operators, it is a 2016-17 revenue $7,170,000 tax on the occupant, not the hotel or motel. % of total sources 10% Utility Users Tax The City levies a 5% tax on all residences and businesses using the No growth in 2014-15 following utilities: telephone, electricity, natural gas, water and cable Grows by 3% in 2015-16 television. Government agencies are exempt. Although the tax is Grows by 3% in 2016-17 collected for the City by the utility companies, it is a tax on the user, not 2015-16 revenue $5,506,000 the utility. 2016-17 revenue $5,671,000 % of total sources 8% Development Review Fees Development review fees recover costs for planning, building & safety, 2015-16 revenue $3,811,000 engineering and fire plan check services. Cost recovery for these services 2016-17 revenue $4,189,000 is generally set at 100% of total costs. Development activities and revenues % of total sources 6%have increased significantly in recent years. In 2013-14 Development Review Fee revenues increased by 62% over the prior year, and in 2014-15 the fiscal year saw an additional 12% growth. These fees support the added resources needed by the Community Development Department to maintain its performance obligations during this period of increased development activity. Property Tax in Lieu of VLF Until 1998-99, the State levied vehicle license fees (VLF) in the amount Underlying base grows like property tax of 2% of the market value of the motor vehicle in lieu of local property 2015-16 revenue $4,042,000 taxes. The State then allocated 81.25% of these revenues equally 2016-17 revenue $4,199,000 between cities and counties, apportioned based on population. The % of total sources 6%State subsequently reduced this rate by 65%, but made up the difference for several years to local agencies through the State General Fund. However, in responding to its budget crisis, the State cutback on this backfill As part of a subsequent long-term solution, the State adopted a complicated swap of the "VLF Backfill," for a comparable increase in property revenues. Growth is tied to the growth in assessed property tax values. Franchise Fees Franchise fees are levied by the City on a variety of utilities at various Declines by 42% in 2014-15 rates. The State sets franchise fees for utilities regulated by them (most Increases by 0.7% in 2015-16 notably gas and electricity) at 2% of gross revenues. Cable franchise fees Increases by 1.1% in 2016-17 have experienced decline which is anticipated to continue. 2015-16 revenue $1,540,364 2016-17 revenue $1,557,383 % of total sources 2% Starting in 2014-15, the City no longer assesses a franchise fee on the water and sewer enterprise funds. City utilities pay the costs of service tied to utility fund impacts on the City as calculated each year. D-4 BUDGET SUMMARY SUMMARY OF KEY REVENUE ASSUMPTIONS Business Tax Certificates Anyone conducting business in the City is subject to a municipal Grows by 2% in 2014-15 business tax. The tax basis and rate are the same for all businesses: $50 Grows by 7% in 2015-16 per $100,000 of gross receipts (or one-twentieth of one percent). The Grows by 2.3% in 2016-17 tax is not regulatory, and is only imposed for the purpose of raising 2015-16 revenue $2,339,000 general purpose revenues. 2016-17 revenue $2,395,000 % of total sources 4% Parks & Recreation Fees Fees are charged for a wide variety of recreation activities including 2015-16 revenue $1,646,000 adult and youth athletics, classes, special events, facility rentals, aquatics, 2016-17 revenue $1,646,000 teen and senior services, and before and after school programs. % of total sources 3%Specific cost recovery goals are set for each activity based on a general policy framework that cost recovery should be relatively high for adult-oriented programs, and relatively low for youth and senior programs. Overall, recreation fees recover about 40% of total costs. Other Fees & Charges Fees and service charges are also assessed for a wide range of public safety, 2015-16 revenue $1,738,000 transportation and general government services. We anticipate that we will 2016-17 revenue $1,750,000 experience modest growth in these fees over time. % of total sources 3% SPECIAL REVENUE FUNDS The City maintains the following special revenue funds: Downtown Business Improvement District Fund, Community Development Block Grant (CDBG) Fund, Gas Tax Fund, Transportation Development Act (TDA) Fund (to account for the 2% required allocation of TDA funds for bicycle planning), Law Enforcement Grants Fund, Tourism Business Improvement District, Public Art Fund. The following summarizes revenue assumptions for the two largest ongoing funds: Gas Tax and CDBG. Gasoline Tax Subventions The State allocates a portion of gas tax revenues to cities under four 2015-16 revenue $965,000 distinct funding categories on a population basis totaling about $28.00 2016-17 revenue $965,000 per capita. Gas tax revenues are restricted by the State for street purposes only (see Section B, Policies and Objectives - Revenue Distribution, for the City's policy regarding the use of gas tax revenues). In March 2010 the State began swapping Proposition 42 revenues with allocations from the gas tax. The 2015-16 gas tax projection reflects a $335,000 reduction from 2014-15. The California State Board of Equalization approved a $.06 per gallon reduction in the variable gas tax rate, bringing the total state gas tax rate down to $.30 cents per gallon, effective July 1, 2015. CDBG CDBG funds are allocated by the federal government to eligible local Based on Estimated Allocation agencies for housing and community development purposes. Within 2015-16 revenue $405,500 general program guidelines to assure that federal program goals are 2016-17 revenue $365,000 being met, San Luis Obispo County allocates funds to the city each year. These revenues are subject to adjustment both in the total amount and in the amount allocable for administrative costs by the federal government in the future. D-5 BUDGET SUMMARY SUMMARY OF KEY REVENUE ASSUMPTIONS ENTERPRISE FUNDS The City maintains four enterprise funds, which account for about 40% of the City's fiscal operations: water, sewer, parking and transit. Comprehensive rate reviews and revenue requirement projections for the next five years are presented to the Council annually. The following is a brief overview of enterprise fund revenue issues and the rate changes for 2015-17. Water Fund Consistent with the multi-year rate setting strategy previously approved 2015-16 revenue $19,228,050 by the Council to improve the City’s water distribution and treatment 2016-17 revenue $19,297,108 systems, the base fee is proposed to increase from $5.28 to $7.63 in July 2015 and to $9.98 in July 2016. The volume charges will not increase. Sewer Fund The Sewer Fund also uses a multi-year rate-setting strategy. In order to 2015-16 revenue $16,856,345 continue supporting an adequate capital improvement plan and meet high 2016-17 revenue $17,246,200 wastewater treatment standards, the Council will consider a rate increase of 4.6% in July 2015 and 3% in July 2016. Parking Fund 2015-16 revenue $8,105,000 2016-17 revenue $4,612,700 Transit Fund 2015-16 revenue $3,622,110 2016-17 revenue $3,734,463 A service fare rate increases is currently projected for 2015-17. Revenues from Transit Development Act and State Transportation Act sources are projected to decrease in 2015-16 based on estimates from San Luis Obispo County. The update to the Short Range Transit Plan (March 2016) will make final recommendations for fare modifications and service changes for the 2015-17 period. Parking revenue in 2015-16 reflects anticipated in-lieu fee collections of $3.7 million from new development, which is a $2.9 million increase over 2014-15. Fine and fee revenue increases are proposed in the 2015-17 Financial Plan under the Fund's policy of updating rates every three years. Fee revenue adjustments will be necessary in FY 2015-16 and again in FY 2020-21 to cover future construction, debt and operating costs of the parking program. D-6 BUDGET SUMMARY TOTAL FUNDING SOURCES - ALL FUNDS COMBINED ActualBudget 2013-142014-152015-16 % change 2016-17 % change Taxes & Franchise Fees51,653,10051,420,44154,980,2907%56,087,5532% Service Charges Governmental Funds11,233,869 10,214,7889,038,776-12%9,628,3057% Enterprise Funds40,820,44240,426,34844,022,5919%40,991,857-7% Trust and Agency Revenues 985,9731,029,1001,736,38869%1,760,0671% From Other Governments8,467,81126,323,5346,419,537 -76%13,830,096115% Use of Money & Property927,547567,400496,500-12%511,7003% Other Revenues1,284,0451,026,9101,113,7008%969,099-13% Total Current Sources115,372,787131,008,521117,807,782 -10%123,778,677 5% Proceeds from Debt Financings8,099,7758,839,1550-100%75,166,600 Fund Balance/Other Sources (Uses)55,99935,332,1074,928,945-86%12,660,446157% TOTAL$123,528,561$175,179,783$122,736,727 -30%$211,605,723 72% 2015-16 Funding Sources: $122.7 million 2015-17 Financial Plan Taxes & Franchise Fees 45% Enterprise Fund Service Charges 36% Other Service Charges 7% From Other Governments 5% Trust and Agency Revenues 1% Other Sources 5% D-7 REVENUES BY MAJOR CATEGORY AND SOURCE SUMMARY BY FUND ActualOriginalBudget 2013-142013-152014-152015-162016-17 GOVERNMENTAL FUNDS General Fund60,922,10059,138,30060,857,98856,003,937-8%57,336,0372% Local Revenue Measure Fund7,183,0547,482,5464% Special Revenue Funds4,357,8903,714,4373,701,9593,280,398-11%3,383,0573% Capital Project Funds4,530,86418,102,80019,625,0281,781,700-91%8,924,700401% Total Governmental Funds69,810,85480,955,53784,184,97568,249,089 -19%77,126,340 13% ENTERPRISE & AGENCY FUNDS Water Fund19,892,11418,884,70819,140,40019,228,0500%19,297,1080% Sewer Fund17,323,06916,157,00016,645,30016,856,3451%17,246,2002% Parking Fund4,122,8604,076,8004,929,4008,105,00064%4,612,700-43% Transit Fund3,235,7144,397,3005,077,5463,622,110-29%3,734,4633% Boysen Ranch2,2051,8001,8001,8001,800 Whale Rock Reservoir Fund985,9731,029,1001,029,1001,736,38869%1,760,0671% Total Enterprise Funds45,561,93544,546,70846,823,54649,549,693 6%46,652,338 -6% TOTAL$115,372,789$125,502,245$131,008,521$117,798,782 -10%$123,778,678 5% 2015-17 Financial Plan % Change % Change D-8 REVENUES BY MAJOR CATEGORY AND SOURCE BUDGET SUMMARY ActualOriginalBudget 2013-14Budget2014-152015-162016-17 GENERAL FUND Tax & Franchise Revenues Sales & use tax General15,405,80015,276,80015,163,20117,247,00414%16,940,901-2% Local Sales Tax6,774,4006,775,0006,976,050 Public safety (Proposition 172)391,600350,400411,000419,6312%428,4432% Property tax8,960,0008,933,6009,263,3339,726,5005%10,105,8334% Property tax in lieu of VLF3,645,7003,721,6003,849,3414,041,8085%4,199,4394% Transient occupancy tax6,063,2006,289,8006,517,9746,843,8735%7,169,7725% Utility users tax5,345,3005,500,0005,345,3435,505,7033%5,670,8743% Franchise fees2,636,6002,540,2001,529,6841,540,3641%1,557,3831% Business tax certificates2,143,0002,184,5002,184,5152,338,7537%2,395,0902% Real property transfer tax287,600180,000180,000183,6002%187,2722% Total Tax & Franchise Revenues51,653,20051,751,90051,420,44147,847,236 -7%48,655,007 2% Fines & Forfeitures Vehicle code fines112,600120,000120,000120,000120,000 Other fines & forfeitures37,60036,00036,00036,00036,000 Total Fines & Forfeitures150,200156,000156,000156,000156,000 Investment and Property Revenues Investment earnings175,10020,300170,300120,300-29%120,300 Rents & concessions197,600161,400161,400161,400161,400 Total Investment & Property372,700181,700331,700281,700 -15%281,700 Subventions & Grants Motor vehicle in-lieu- Homeowners & other in-lieu taxes74,00074,00074,00074,00074,000 Other in-lieu taxes22,20022,00022,00022,00022,000 SB 90 reimbursements12,10067,259 Police training (POST)36,80040,00040,00040,00040,000 Mutual aid reimbursements456,300245,979 COPS grant AB3229100,000100,000100,000100,000100,000 OTS Grant40,000 Zone 9 reimbursements37,00085,000165,00085,000-48%85,000 Other state & federal grants460,1006,00090,6202,000-98%2,000 Total Subventions & Grants1,238,500327,000804,858323,000 -60%323,000 Service Charges Police Services Accident reports3,4003,0003,0003,0003,000 Collision investigation10,50012,0008,00010,00025%10,000 Alarm permits and false alarm fees129,70080,00080,00080,00080,000 DUI cost recovery26,40015,00025,00020,000-20%20,000 Tow release fee14,50012,00012,00012,00012,000 Booking fee recovery Tobacco permit fees21,10020,00020,00020,00020,000 Administrative citations137,100100,000125,000115,000-8%115,000 2015-17 Financial Plan % Change % Change D-9 REVENUES BY MAJOR CATEGORY AND SOURCE ActualOriginalBudget 2013-14Budget2014-152015-162016-17 GENERAL FUND Parking citations82,80080,00080,00080,00080,000 Other police services162,200103,000109,300110,3001%110,300 Total Police Services587,700425,000462,300450,300 -3%450,300 Fire Services Cal Poly fire services270,700270,700270,684273,3911%276,1251% Medical emergency recovery168,800170,000172,209172,5000%173,0000% Fire safety/haz mat permits128,500130,000130,000130,000130,000 Multi-dwelling unit inspections193,700194,000194,000194,000194,000 CUPA fees51,400100,000100,00097,000-3%97,000 Other fire services35,70025,0009,1628,000-13%8,000 Total Fire Services848,800889,700876,055874,891 0%878,125 0% Development Review Planning & zoning fees656,100317,200317,228250,610-21%275,67110% Building Permits1,131,000975,0001,600,0001,290,242-19%1,419,87010% Construction plan check & inspection 907,900676,500676,484534,422-21%587,86510% Infrastructure plan check & inspection 580,600374,900600,000474,000-21%521,40010% Encroachment permits163,300160,700160,700126,953-21%139,64810% Fire plan check & inspections308,800305,000350,000276,500-21%304,15010% Waterways management plan fees Credit Card Fees (24,374)(26,815)10% Other Development Fees(8,900)587,0001,019,906882,557-13%966,81110% Rental Inspection Fees146,150280,074 Total Development Review3,738,8003,396,3004,724,3183,957,060 -16%4,468,674 13% Parks & Recreation Adult athletic fees124,200122,400122,400122,400122,400 Youth athletic fees30,10033,70033,70033,70033,700 Skate park fees 2,0002,000 Instruction fees95,70083,90091,00091,00091,000 Special event fees110,40092,70092,70092,70092,700 Rental & use fees216,700161,500162,406161,500-1%161,500 Children services618,600511,600600,000600,000600,000 Teens & seniors6,3005001,5001,5001,500 Aquatics201,200256,700246,700246,700246,700 Golf336,700291,700291,700291,700291,700 Other recreation revenues(7,000)(7,000)(7,000)3,0003,000 Total Parks & Recreation1,732,9001,547,7001,635,1061,646,200 1%1,646,200 General Government Business license407,600371,000371,000380,0502%389,5312% Sales of publications2,6002,5002,5002,5002,500 Other service charges35,5009,50014,50030,000107%30,000 Total General Government445,700383,000388,000412,5506%422,031 2% Total Service Charges 7,353,9006,641,7008,085,7797,341,001-12%7,865,3307% Other Revenues Insurance refunds48,70020,00020,00020,00020,000 Other revenues104,90060,00039,21035,000-11%35,000 Total Other Revenues 153,60080,00059,21055,00055,000 Total General Fund $60,922,100$59,138,300$60,857,988$56,003,937$57,336,037 2015-17 Financial Plan % Change % Change D-10 REVENUES BY MAJOR CATEGORY AND SOURCE ActualOriginalBudget 2013-14Budget2014-152015-162016-17 LOCAL REVENUE MEASURE FUND Local Sales Tax6,775,0007,133,0547,432,5464% Investment & Property Revenues50,00050,000 Total Local Revenue Measure Fund $7,183,054$7,482,546 SPECIAL REVENUE FUNDS Downtown Business Improvement District Fund Investment & Property Revenues Service Charges218,267214,000214,000205,000-4%214,0004% Other Revenues150 Total Downtown BID Fund218,417214,000214,000205,000-4%214,0004% Tourism Business Improvement District Fund Investment & Property Revenues9,0401,1001,1001,1001,100 Other Revenues Service Charges1,217,7811,257,9601,303,5801,368,7755%1,433,9755% Total Tourism BID Fund1,226,8211,259,0601,304,6801,369,8755%1,435,0755% Community Development Block Grant Fund Investment & Property Revenues351 Subventions & Grants1,012,873760,567645,440 405,515 -37%364,964 -10% Other Revenues18,950 1,032,174760,567645,440405,515-37%364,964-10% Gas Tax Fund Subventions & Grants 1,460,2901,141,7001,141,700965,000-15%965,000 Transportation Development Act Fund Subventions & Grants 49,16954,80054,80041,100-25%41,100 Law Enforcement Grant Fund Investment & Property Revenues2,167100100 Subventions & Grants256,149260,110260,110251,808-3%320,81827% Service Charges2,6162,0002,000 Total Law Enforcement Grant Fund260,932262,210262,210251,808-4%320,81827% Public Art Contributions Fund Investment & Property Revenues3,1472,1002,1002,1002,100 Service Charges20,00077,02940,000-48%40,000 Other Revenues106,940 Total Public Art Contributions Fund110,08722,10079,12942,100-47%42,100 Total Special Revenue Funds$4,357,890$3,714,437$3,701,959$3,280,398-11%$3,383,0573% 2015-17 Financial Plan % Change % Change D-11 REVENUES BY MAJOR CATEGORY AND SOURCE ActualOriginalBudget 2013-14Budget2014-152015-162016-17 CAPITAL PROJECT FUNDS General Purpose CIP Subventions & Grants State of California TSHA/USHA246,654554,894 Safe routes to school grant SLTPP/STP grant16,289,400660,0006,816,000933% STP/SHA - RRTC338,59316,825,000 Other state grants153,448155,520 Federal Government Highway & bridge rehabilitation & replacement (HBRR)140,024225,149 Transportation enhancement (TEA) Other federal grants600,000708,800 Service Charges Zone 9 reimbursements60,903234,391 Other Revenues Contributions Other Revenue34,157156,000 Total General Purpose CIP1,573,77916,289,40018,703,754816,000-96%6,816,000735% Parkland Development Fund Investment & Property Revenues9,5003,0003,0003,0003,000 Subventions & Grants Service Charges Park in-lieu fees94,235116,000 Dwelling unit charge3,30010,200 Other Revenues Total Parkland Development Fund107,0353,000129,2003,000-98%3,000 Transportation Impact Fee Fund Investment & Property Revenues28,35210,00010,0003,000-70%1,000-67% Subventions & Grants282,2071,234,000221,379 Service Charges Impact Fees1,002,592177,200177,20075,000-58%75,000 Other Revenues22,000 Total Transportation Impact Fee Fun 1,313,1511,421,200430,57978,000-82%76,000-3% Fleet Replacement Fund Investment & Property Revenues19,0746,0006,0006,0006,000 Other Revenues Sale of surplus property59,12310,00010,00010,00010,000 Total Fleet Replacement Fund78,19716,00016,00016,00016,000 2015-17 Financial Plan % Change % Change D-12 REVENUES BY MAJOR CATEGORY AND SOURCE ActualOriginalBudget 2013-14Budget2014-152015-162016-17 CAPITAL PROJECT FUNDS Open Space Protection Fund Investment & Property Revenues4,5601,5001,500 Subventions & Grants50,205350,00058,595600,000924%2,000,000233% Service Charges20,981 Total Open Space Protection Fund75,746351,50060,095600,000 898%2,000,000 233% Airport Area Impact Fee Fund Investment & Property Revenues6,6761,0001,0001,0001,000 Service Charges255,011 Total Airport Area Impact Fee Fund261,6871,0001,0001,0001,000 Affordable Housing Fund Investment & Property Revenues59,72617,00017,0008,000-53%8,000 Subventions & Grants100,95534,700 Service Charges911,262229,000 Total Affordable Housing Fund1,071,94317,000280,7008,000-97%8,000 Los Osos Valley Road Sub-Area Fee Fund Investment & Property Revenues8,9391,7001,7001,7001,700 Service Charges3,097 Total LOVR Sub-Area Fee Fund12,0361,7001,7001,7001,700 Information Technology Replacement Fund Investment & Property Revenues4,2521,5001,5001,5001,500 Subventions and Grants 255,000 Service Charges27,947 Total IT Replacement Fund 32,1991,5001,500256,5001,500 Major Facility Replacement Fund Investment & Property Revenues5,091500500500500 Service Charges Total IT Replacement Fund 5,091500500500500 Infrastructure Investment Fund Investment & Property Revenues 1,0001,000 Total Infrastructure Invest. Fund 1,0001,000 Total Capital Project Funds$4,530,864$18,102,800$19,625,028$1,781,700-91%$8,924,700401% TOTAL-GOVERNMENTAL FUNDS$69,810,854$80,955,537$84,184,975$68,249,089 -19%$77,126,34013% 2015-17 Financial Plan % Change % Change D-13 REVENUES BY MAJOR CATEGORY AND SOURCE ActualOriginalBudget 2013-14Budget2014-152015-162016-17 ENTERPRISE & AGENCY FUNDS Water Fund Investment & Property Revenues136,20550,00050,00050,00050,000 Impact Fees819,4771,870,0001,300,000-30%800,000-38% Service Charges18,645,97318,802,60817,189,40017,846,3504%18,414,7083% Other Revenues 290,45932,10031,00031,7002%32,4002% Total Water Fund19,892,11418,884,70819,140,40019,228,0500%19,297,1080% Sewer Fund Investment & Property Revenues98,08797,60097,60050,000-49%50,000 Impact Fees341,902158,300850,000350,000-59%250,000-29% Service Charges16,799,28715,894,30015,661,30016,419,1455%16,908,1003% Other Revenues83,7936,80036,40037,2002%38,1002% Total Sewer Fund17,323,06916,157,00016,645,30016,856,3451%17,246,2002% Parking Fund Fines & Forfeitures585,783708,300708,300663,200-6%673,0001% Investment & Property Revenues124,13021,00035,00028,300-19%45,500 Service Charges3,402,4833,347,5003,967,7006,932,90075%3,411,200-51% Lease Revenue218,300480,500120%482,9000% Other Revenues10,464100100100 Total Parking Fund4,122,8604,076,8004,929,4008,105,00064%4,612,700-43% Transit Fund Investment & Property Revenues6,1295,800 5,8005,8005,800 Subventions & Grants2,458,6413,718,0004,398,1982,918,114-34%2,999,2143% Service Charges664,069669,500669,548693,5964%724,8495% Other Revenues 106,8754,0004,0004,60015%4,600 Total Transit Fund3,235,7144,397,3005,077,5463,622,110-29%3,734,4633% Boyson Ranch Conservation Fund Investment & Property Revenues2,2051,8001,8001,8001,800 Subventions & Grants Service Charges Total Boyson Ranch Fund2,2051,8001,8001,8001,800 Whale Rock Commission Investment & Property Revenues7,1671,0001,0001,0001,000 Service Charges976,0831,026,7001,026,7001,733,88869%1,757,5671% Other Revenues 2,7231,4001,4001,5007%1,500 Total Whale Rock Commission Fund985,9731,029,1001,029,1001,736,38869%1,760,0671% Total Enterprise & Agency Funds$45,561,935$44,546,708$46,823,546$49,549,6936%$46,652,338-6% TOTAL - ALL FUNDS $115,372,789$125,502,245$131,008,521$117,798,782-10%$123,778,6785% 2015-17 Financial Plan % Change % Change D-14 BUDGET SUMMARY GENERAL FUND REVENUES ActualBudget 2013-142014-152015-16 % change 2016-17 % change Taxes Sales & Use Taxes General Sales Tax15,405,800 15,163,20117,247,00414%16,940,901-2% Local Revenue Measure Sales Tax6,774,4006,976,0507,133,0542%7,432,5460% Public Safety (Proposition 172) Sales Tax391,600411,000419,6312%428,4432% Property Tax8,960,0009,263,3339,726,5005%10,105,8334% Property Tax In-Lieu of VLF3,645,7003,849,3414,041,8085%4,199,4394% Transient Occupancy Tax (TOT)6,063,2006,517,9746,843,8735%7,169,7725% Utility Users Tax 5,345,3005,345,3435,505,7033%5,670,8743% Other Taxes5,067,2003,894,1994,062,7174%4,139,7452% Total Taxes51,653,20051,420,44154,980,290 7%56,087,553 2% Fines & Forfeitures150,200156,000156,0000%156,0000% Use of Money & Property372,700331,700331,7000%331,7000% From Other Governments Vehicle License Fees (VLF)0 Other Intergovernmental Revenues1,238,500804,858323,000-60%323,0000% Service Charges7,353,9008,085,7797,341,001-9%7,865,3307% Other Revenues153,60059,21055,000-7%55,0000% TOTAL$60,922,100$60,857,988$63,186,991 4%$64,818,583 3% 2015-16 General Fund Revenues: $63.2 Million 2015-17 Financial Plan General Sales Tax 27% Local Revenue Measure Sales Tax 11% Property Tax 15% TOT 11% Other Taxes 7% Utility Users Tax 9% Prop tax in lieu of VLF 6% Service Charges 12% All Other Revenues 1% D-15 ENTERPRISE, AGENCY & INTERNAL SERVICE FUND REVENUES ActualBudget 2013-142014-152015-16 % change 2016-17 % change Service Charges38,432,79237,487,90041,891,99312%39,458,838-6% From Other Governments2,458,6404,398,1982,918,100-34%2,999,2003% Trust and Agency Revenues 985,9731,029,1001,736,40069%1,760,1001% Fines & Forfeitures585,783708,300663,200-6%673,0001% Investments and Property Revenues366,755190,200135,900-29%153,10013% Impact Fees1,161,3792,720,0001,650,000-39%1,050,000-36% Lease Revenue218,300480,500120%482,9000% Other Revenues1,570,61171,54873,6003%75,2002% TOTAL$45,561,933$46,823,546$49,549,693 6%$46,652,338 -6% 2015-16 Enterprise & Agency Fund Revenues: $49.5 Million BUDGET SUMMARY 2013-15 Financial Plan Service Charges 85% From Other Governments 6% Trust and Agency Revenues 4% Fines & Forfeitures 1% Investments and Property Revenues 0% Impact Fees 3% Lease Revenue 1% Other Revenues 0% D-16 BUDGET SUMMARY NEW OR INCREASED TAXES AND FEES The following summarizes the role that new or increased taxes or fees will play in the 2015-17 Financial Plan, organized into four categories: 1.New or increased taxes 2.New or increased General Fund fees for operations 3.New or increased fees Enterprise Fund fees for operations 4.New or increased development impact fees TAXES No New or Increased Ratesin 2015-17.Tax and franchise fee revenues account for about 86% of total General Fund revenues. There are no new or increased tax or franchise fee rates in the 2015-17 Financial Plan.It should be noted that in 2014-15, the City implemented a Cost of Service Fee that charges the Water and Sewer Enterprise Funds for their access to the City’s right of way and for the reasonable cost of public safety services. Because this new fee structure replaced the former Franchise Fee that was previously charged to these funds based on a percentage of total revenues, total Franchise Fees will be lower after 2013-14. GENERAL FUND FEES Fees for a wide range of services, including use of City facilities, recreation programs, public safety services and development review, account for about 13% of General Fund revenues. Modest CPI Adjustments to Existing Fees. Consistent with the City’s adopted cost recovery policies as set forth in Section H of the Financial Plan (Budget and Fiscal Policies), cost of living adjustments are scheduled for 2015-17 based on changes in the U.S. Consumer Price Index, All Urban Consumers (CPI-U). This will result in modest increases of about 2.0% annually in 2015-17 for most of the City’s service feesand charges. ENTERPRISE FUND FEES Comprehensive rate reviews and revenue requirement projections for the next five years will be presented to the Council on June 16, 2015 for each of the City’s fourenterprise funds. The following is a brief overview of enterprise fund revenue issues and rate requirements reflected in the 2015-17 Financial Plan: Water Fund Consistent with the multi-year rate setting strategy previously approved by the Council to improve the City’s water distribution and treatment systems as well as fund participation in the Nacimiento water project, the Council will consider an increase to only the base (or minimum) charge portion of the rate. The base fee is proposed to increase from $5.28 to $7.63 in July 2015 and increase from $7.63 to $9.98 in July 2016. The volume charges will not increase. Additionally, a drought surcharge is proposed to offset the additional loss in revenue associated with the Governor’s Executive Order mandating statewide water use reductions. Overall the projected revenues from these rate changes are less than prior projections for 2015-17. D-17 BUDGET SUMMARY NEW OR INCREASED TAXES AND FEES Sewer Fund In order to continue supporting an adequate capital improvement plan and meet high wastewater treatment standards and mandates, the Council will consider rate increases of 4.6% in July 2015 and 3% in July 2016. The 2015-16 increase is slightly higher than projected to offset reduced wastewater generation due to indoor water conservation. The increase for 2016-17 is on target with prior projections. Parking Fund Parking fine and fee increasesare proposed in the 2015-17 Financial Planin accordance with the City Council’s expectation thatrates would be reviewed and adjusted every three years. Parking rates and fines and forfeiture adjustments will be necessary in FY 2015-16 and again in FY 2020-21 to fund anticipated expenses, capital projects, and debt service obligations. Transit Fund Service fare rate increases arecurrently projected for 2015-17. The update to the Short Range Transit Plan (March 2016) will make final recommendations for fare modifications and service changes for the 2015-17 period. DEVELOPMENT IMPACT FEES In accordance with General Plan policies, new development is responsible for paying for its fair share of the facilities needed to serve it. Development impact fees are one of the City’s key tools for implementing this policy. The City currently has three types of community-wide impact fees: water, wastewater and transportation. In addition, the City has adopted “sub-area” fees in some cases covering specific water, wastewater, transportation and park needs in the Airport, Margarita, Orcutt and Los Osos Valley Road areas. Like the City’s General Fund operating fees, it is the City’s policy to prepare a comprehensive analysis of each impact fee at least once every five years, with CPI increases in the interim to keep fees current. A comprehensive update of all development impact fees is planned during the 2015-17 Financial Plan period. No New Impact Fees in the 2015-17 Budget There are no new community-wide development impact fees in the 2015-17 Financial Plan. Modest CPI Adjustments to Existing Fees As noted above, it is the City’s policy to make cost of living adjustments annually in development impact fees to keep them current between comprehensive updates. Like the City’s General Fund operating fees, this is likely to result in modest increases of about 2% annually in the City’s development impact fees in 2015-17. D-18 EXPENDITURE TRENDS BY TYPE: ALL FUNDS COMBINED ActualBudget 2013-142014-15 2015-16 % change 2016-17 % change OPERATING PROGRAMS Staffing Salaries and Wages Regular Salaries$28,449,245 $30,564,715$32,036,9745%$32,673,2922% Temporary Salaries2,427,4502,561,7992,240,747-13%2,208,068-1% Overtime3,239,9552,572,512 2,311,468-10%2,243,900-3% Benefits Retirement9,003,3719,995,31311,264,89813%12,245,7399% Group Health & Other Insurance3,750,7844,635,9337,388,61759%7,807,4546% Retiree Health Care509,059586,800618,8685%1,182,98391% Medicare478,638510,749514,5881%520,1131% Unemployment Insurance31,75530,60031,4653%32,2492% Total Staffing47,890,25751,458,42156,407,625 10%58,913,798 4% Contract Services 19,611,68622,624,20922,025,593 -3%20,678,860 -6% Other Operating Costs Communications & Utilities3,657,7123,885,2424,102,4996%4,256,5824% Rents & Leases2,926,7253,322,8803,939,06119%4,498,78014% Insurance5,116,8966,313,920 6,023,754-5%5,866,245-3% Other Operating Expenditures205,408698,931182,603-74%184,2011% Total Other Operating Costs11,906,74114,220,97314,247,917 0%14,805,808 4% Minor Capital257,351238,455159,800 -33%83,400 -48% TOTAL OPERATING PROGRAMS 79,666,035 88,542,058 92,840,935 5%94,481,866 2% CAPITAL IMPROVEMENT PLAN 15,911,15576,664,90822,280,267 -71%104,730,000 370% DEBT SERVICE 8,151,5929,972,8177,615,525 -24%12,393,857 63% TOTAL EXPENDITURES 103,728,782 175,179,783 122,736,727 -30%211,605,723 72% 2015-17 Financial Plan BUDGET SUMMARY D-19 BUDGET SUMMARY EXPENDITURE TRENDS BY TYPE: GENERAL FUND ActualBudget 2013-142014-15 2015-16 % change 2016-17 % change OPERATING PROGRAMS Staffing Salaries and Wages Regular Salaries$23,246,025 $25,035,716$26,076,5504%$26,622,3472% Temporary Salaries2,023,4742,163,0991,875,094-13%1,842,415-2% Overtime3,018,1822,298,7012,115,868-8%2,048,900-3% Benefits Retirement7,637,9328,496,4239,492,07312%10,339,3909% Group Health and Other Insurance 2,981,5083,728,3095,536,22748%5,936,2277% Retiree Health Care405,593465,300482,3394%931,99893% Medicare393,913422,316431,5292%435,8241% Unemployment Insurance31,63430,60031,3653%32,1492% Total Staffing39,738,26142,640,46446,041,045 8%48,189,250 5% Contract Services 5,725,2907,329,2075,811,055 -21%5,512,263 -5% Other Operating Costs Communications & Utilities2,034,9982,143,8422,248,5025%2,308,1223% Rents & Leases197,104177,400179,1001%180,7001% Insurance2,831,3673,322,8803,939,06119%4,498,78014% Other Operating Expenditures3,167,4093,400,1533,696,6799%3,488,195-6% Total Other Operating Costs8,230,8789,044,27510,063,342 11%10,475,797 4% Minor Capital195,473164,85599,800 -39%40,800 -59% Total Operating Programs 53,889,902 59,178,801 62,015,242 5%64,218,110 4% Reimbursed Expenditures (3,897,500)(3,451,204)(4,008,992)16%(3,933,992)-2% TOTAL OPERATING PROGRAM 49,992,402 55,727,597 58,006,250 4%60,284,118 4% CAPITAL IMPROVEMENT PLAN 7,583,6454,923,2888,751,43378%6,019,600-31% SUBSIDY TO CDGB FUND*52,493 DEBT SERVICE*3,550,9645,403,1173,014,674-44%3,047,9821% TOTAL GENERAL FUND EXPENDITURES61,179,504 66,054,002 69,772,357 6%69,351,700 -1% * Based on operating transfers from the General Fund for this purpose. 2015-17 Financial Plan D-20 BUDGET SUMMARY TOTAL EXPENDITURES BY TYPE - ALL FUNDS COMBINED ActualBudget 2013-142014-152015-16 % change 2016-17 % change Operating Programs*79,666,03588,542,05892,840,9355%94,481,8662% Capital Improvement Plan 15,911,15576,664,90822,280,267-71%104,730,000370% Debt Service8,151,5929,972,8177,615,525-24%12,393,85763% TOTAL$103,728,782$175,179,783$122,736,727 -30%$211,605,723 72% *Operating Programs is net of reimbursement transfers 2015-17 Financial Plan 2015-16 Expenditures By Type: $ 122.7 Million Operating Programs* 76% Capital Improvement Plan 18% Debt Service 6% D-21 BUDGET SUMMARY OPERATING PROGRAM EXPENDITURES BY FUNCTION - ALL FUNDS ActualBudget 2013-142014-152015-16 % change 2016-17 % change Public Safety24,120,01125,029,54825,609,8052%26,232,4092% Public Utilities19,181,10021,654,78121,813,9321%22,259,1762% Transportation7,579,1948,710,5679,257,7596%9,294,4290% Leisure, Cultural & Social Services7,155,6197,553,300 7,700,5182%7,899,4943% Community Development8,389,95710,332,17210,118,371-2%10,414,7213% General Government13,240,155 15,261,68918,340,55020%18,381,6370% TOTAL$79,666,036$88,542,057$92,840,935 5%$94,481,866 2% 2015-16 Operating Budget: $92.8 Million 2015-17 Financial Plan Public Safety 28% Public Utilities 23% Transportation 10% Leisure, Cultural & Social Services 8% Community Development 11% General Government 20% D-22 BUDGET SUMMARY OPERATING PROGRAM EXPENDITURES BY TYPE ActualBudget 2013-142014-152015-16 % change 2016-17 % change Staffing47,890,25751,458,42156,407,62510%58,913,7984% Contract Services19,611,68622,624,20922,025,593-3%20,678,860-6% Other Operating Expenditures 11,906,74114,220,97314,247,9170%14,805,8084% Minor Capital 257,351238,455159,800-33%83,400-48% TOTAL$79,666,035$88,542,058$92,840,935 5%$94,481,866 2% 2015-16 Operating Budget: $92.8 Million 2015-17 Financial Plan Staffing 61% Contract Services 24% Other Operating Expenditures 15% D-23 BUDGET SUMMARY CAPITAL IMPROVEMENT PLAN EXPENDITURES BY FUNCTION ActualBudget 2013-142014-15*2015-16 % change 2016-17 % change Public Safety289,9772,701,4951,728,2001,356,600-22% Public Utilities8,072,057 24,879,60511,228,14787,608,657680% Transportation5,508,776 37,441,2385,400,76411,768,031118% Leisure, Cultural & Social Services801,9494,562,8321,875,5001,085,400-42% Community Development1,093,1971,891,2691,811,2502,304,00027% General Government145,1995,188,470236,406607,312157% TOTAL$15,911,155$76,664,909$22,280,267 -71%$104,730,000 370% *2014-15 values include unspent appropriations from prior the prior year that have been carried over. 2015-16 Capital Improvement Plan: $22.3 Million 2015-17 Financial Plan Public Safety 8% Public Utilities 50% Transportation 24% Leisure, Cultural & Social Services 8% Community Development 8% General Government 1% D-24 BUDGET SUMMARY DEBT SERVICE EXPENDITURES BY FUNCTION ActualBudget 2013-142014-152015-16 % change 2016-17 % change Public Safety1,271,2671,254,9341,555,71824%1,580,5732% Public Utilities3,165,4123,600,6003,630,0341%8,376,486131% Transportation1,545,2641,290,7051,463,34513%1,476,8711% Leisure, Cultural & Social Services648,753618,630653,9516%648,052-1% General Government1,520,8963,207,948312,477-90%311,8750% TOTAL$8,151,592$9,972,817$7,615,525 -24%$12,393,857 63% 2015-16 Debt Service: $7.6 Million 2015-17 Financial Plan Public Safety 20% Public Utilities 48% Transportation 19% Leisure, Cultural & Social Services 9% General Government 4% D-25 BUDGET SUMMARY TOTAL EXPENDITURES BY FUND - ALL FUNDS ActualBudget 2013-142014-152015-16 % change 2016-17 % change Governmental Funds General Fund49,992,40255,932,13565,079,10116%65,397,2190% Other Funds13,248,81953,321,9138,665,639-84%16,922,53995% Total Governmental Funds63,241,221109,254,04873,744,740 -33%82,319,758 12% Enterprise / Agency / Internal Service Fund Water Fund17,217,21223,029,72820,154,915-12%25,530,17727% Sewer Fund14,764,60830,548,28018,230,453-40%94,589,131419% Parking Fund4,301,3215,597,6004,206,712-25%3,961,573-6% Transit Fund3,235,7135,077,6623,961,586-22%3,887,497-2% Insurance Benefit Fund-1,124,000-100% Whale Rock Reservoir Fund968,7071,664,9651,306,821-22%1,310,0870% Boysen Ranch Conservation Fund-7,5007,5000%7,5000% Total Enterprise & Agency Funds40,487,56165,925,73548,991,987 -26%129,285,965 164% TOTAL$103,728,782$175,179,783$122,736,727 -30%$211,605,723 72% 2015-16 Expenditures By Fund: $122.7 Million 2015-17 Financial Plan General Fund 53% Other Funds 7% Enterprise / Agency / Internal Service Fund 40% D-26 BUDGET SUMMARY GENERAL FUND EXPENDITURES AND USES ActualBudget 2013-142014-152015-16 % change 2016-17 % change Operating Programs49,992,402 55,932,13558,006,2514%60,284,1194% Capital Improvement Plan *7,583,6454,923,2888,751,43378%6,019,600-31% Debt Service3,550,9645,403,1173,014,674-44%3,047,9821% Other Uses (Sources) Operating Subsidies to Other Funds: Community Development Block Grant Fund52,49374,611147,48798%153,9694% Operating Transfers From Other Funds(1,636,815)(2,746,672)(2,318,155)-16%(2,371,404)2% Unfunded Liability Prepayment280,0002,124,000659% Parking Fund69,7380-100%0 TOTAL$59,542,689$63,936,217$69,725,690 9%$67,134,266 -4% 2015-16 General Fund Expenditures and Uses: $69.7 Million * Includes transfers to General Purpose CIP, Major Facility Replacement, Fleet Replacement, Open Space & IT Replacement funds and Measure G spending 2015-17 Financial Plan Operating Programs 83% Capital Improvement Plan 13% Debt Service 4% D-27 BUDGET SUMMARY GENERAL FUND OPERATING PROGRAM EXPENDITURES BY FUNCTION ActualBudget 2013-142014-152015-16 % change 2016-17 % change Public Safety23,863,50024,769,43825,357,9972%25,980,5912% Transportation2,882,2413,489,5853,633,8084%3,583,495-1% Leisure, Cultural & Social Services7,155,6197,553,300 7,700,5202%7,899,4953% Community Development6,748,3078,316,8318,106,368-3%8,372,8933% General Government9,342,735 11,802,98113,207,55812%14,447,6459% TOTAL$49,992,402$55,932,135$58,006,251 4%$60,284,119 4% 2015-16 General Fund Operating: $58.0 Million 2015-17 Financial Plan Public Safety 44% Transportation 6% Leisure, Cultural & Social Services 13% Community Development 14% General Government 23% D-28 BUDGET SUMMARY GENERAL FUND OPERATING PROGRAM EXPENDITURES BY TYPE ActualBudget 2013-142014-152015-16 % change 2016-17 % change Staffing39,738,26142,640,45946,041,0448%48,189,2495% Contract Services5,725,2907,533,7535,811,055-23%5,512,263-5% Other Operating Expenditures8,230,8789,044,27610,063,34411%10,475,7994% Minor Capital 195,473164,85599,800-39%40,800-59% Reimbursed Expenditures(3,897,500)(3,451,208)(4,008,992)16%(3,933,992)-2% From Other Funds TOTAL$49,992,402$55,932,135$58,006,251 4%$60,284,119 4% 2015-16 General Fund Operating: $58 Million 2015-17 Financial Plan Staffing 74% Contract Services 10% Other Operating Expenditures 16% D-29 SIGNIFICANT OPERATING PROGRAM CHANGES SUMMARY OF INCREASES BY FUNCTION 2015-162016-17 Public Safety Police Administration Animal Control Services Contract11,610$20,871$ Police Patrol Services Public Safety Video Cameras32,378$ Police Support Services Communications Technician96,228$101,712$ Fire Emergency Response Emergency Responders Personal Protective Equipment110,464$ Fire Apparatus & Public Works Vehicle & Equipment Maintenance Services 26,000$26,000$ Fire Hazard Prevention Development Services Staffing, Contract Services & CDD Reorganization 154,351$149,593$ Fire Training Services Rescue Training for Fire Emergency Responders59,776$ Fire Technical Services Slurry Seal at Fire Station 122,000$ Public Utilities Utilities Administration Administration and Engineering Contract Services $ 75,000 $ 15,000 Staffing Due to Department Reorganization $ 273,400 $ 273,900 Water Distribution Control Systems Staffing $ 105,100 $ 106,200 Wastewater Collection Wastewater Collection Minor Capital $ 37,400 $ 20,000 Control Systems Staffing $ 118,750 $ 117,900 Water Quality Laboratory National Pollutant Discharge Elimination Permit-Analysis $ 17,000 $ 17,000 Water Quality Laboratory Analyst $ 77,157 $ 81,227 Whale Rock Control Systems Staffing $ 11,850 $ 11,700 D-30 SIGNIFICANT OPERATING PROGRAM CHANGES SUMMARY OF INCREASES BY FUNCTION 2015-162016-17 Transportation Creek & Flood Control Wastewater Collection Minor Capital9,000$-$ Transportation Planning/ Engineering Development Services Staffing, Contract Services & CDD Reorganization 77,826$80,597$ LUCE Implementation and Fee Update200,000$50,000$ Transportation Planner/Engineer Position: Contract to Regular Conversion $ - $ - Bicycle Transportation Plan Implementation $ 68,900 $ 73,100 Parking Parking Services Staffing-Administrative Hearing Officer $ - $ - Assistant Parking Services Manager $ 53,000 $ 58,400 Transit Transit Marketing & Advertising Augmentation $ 60,000 $ 60,000 Short Range Transit Plan Service Change $ 500,000 $ 500,000 Transportation Program Assistant $ 57,800 $ 62,300 Leisure, Cultural, and Social Services Ranger Services Ranger Service Staffing73,686$77,298$ Laguna Lake Golf Course Parks & Recreation Reorganization to Enhance Golf & Senior Programs -$-$ Community Development Community Development-Various Development Services Staffing Reorganization191,731$1,030,372$ Long Range Planning LUCE Implementation and Fee Update210,000$-$ Neighborhood Match Grants5,000$10,000$ Building & Safety Rental Housing Inspection Program301,164$449,312$ CIP Project Engineering Capital Improvement Program Engineer-$-$ Project Management Software Ongoing Support27,000$25,200$ D-31 SIGNIFICANT OPERATING PROGRAM CHANGES SUMMARY OF INCREASES BY FUNCTION 2015-162016-17 General Government Administration/Records Laserfiche Document Management Software Support14,200$14,200$ City Attorney Development Services Staffing, Contract Services & CDD Reorganization 50,000$275,000$ Revenue Management Business License Compliance Services32,000$30,000$ Human Resources Development Services Staffing, Contract Services & CDD Reorganization 3,842$-$ Risk Management Increase in Liability Insurance294,163$556,942$ Increase in Workers Compensation Contribution388,016$690,956$ Vehicle & Equipment Maintenance Fire Apparatus & Public Works Vehicle & Equipment Maintenance Services 20,000$20,000$ TOTAL 3,865,792$ 5,004,780$ D-32 ADMINISTRATION DEPARTMENTDESCRIPTION The City’s Administration Department is responsible for providing information and recommendations to the City Council, implementing Council policies and programs as well as managing the day-to-day operations of the City. The department is responsible for coordinating the City’s economic development efforts including the City’s Tourism program; assuring the identification and protection of open space, natural and biological resources in and around the City; and the City Clerk program. In addition, the department is involved in a wide variety of special projects such as serving as liaison to the Downtown Association and, along with Cal Poly University, Cuesta College, local school districts and the Foundation for the Performing Arts, management of the Performing Arts Center. FUNCTIONAL AREAS General Government, Community Development, Leisure, Cultural, and Social Services PROGRAMS City Council City Administration Natural Resources Economic Development Administration and Records (City Clerk) Cultural Activities Community Promotions (including Tourism Business Improvement District) MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES Open Space Acquisition and Maintenance (Lead with Parks and Recreation) Laguna Lake Conservation Plan Implementation (Lead) Housing (Support) Neighborhood Wellness (Support) Fiscal Sustainability and Responsibility (Support) Downtown (Support) STAFFING SUMMARY 2015-17 Financial Plan 2013-14 2014-152015-16 Change 2016-17 Change Total Administration Positions11.0011.0012.00 9%12.00 0% TOTAL CITY POSITIONS356.70 361.40 386.40 7%387.40 0% D-33 ADMINISTRATION 2015-16 Staffing (Full-time Equivalent)Ŷ Citywide Ŷ Department OPERATING BUDGET The City’s Administration department carries the operating budget for seven programs. The combined budget for 2015-16 amounts to $4.1 million and represents 4% of the City’s overall budget. ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing1,489,7531,645,6001,798,7719%1,891,6145% Contract Services2,114,4042,252,1192,100,547-7%2,206,3535% Other Operating Expenditures121,427164,846208,72027%207,520-1% Minor Capital---- Total Administration3,725,5844,062,5654,108,038 1%4,305,487 5% Total City Operating Programs86,756,47288,380,58792,840,932 3%94,481,864 3% 2015-16 Operating Budget Ŷ Citywide Ŷ Department 3% 97% 4% 96% D-34 ADMINISTRATION DEPARTMENT POSITIONS ADMINISTRATION11.0011.0012.0012.00 City Administration City Manager1.001.001.001.00 Assistant City Manager1.001.001.001.00 Principal Administrative Analyst1.001.001.001.00 Total City Administration3.003.003.003.00 Natural Resources Protection Natural Resources Manager1.001.001.001.00 City Biologist1.001.001.001.00 Total Natural Resources Protection2.002.002.002.00 Economic Development Economic Development Manager1.001.001.001.00 Total Economic Development1.001.001.001.00 Community Promotions Tourism Manager0.200.250.250.25 Total Community Promotions0.200.250.250.25 Tourism Business Improvement District (TBID) Tourism Manager0.800.750.750.75 Total TBID0.800.750.750.75 City Clerk City Clerk1.001.001.001.00 Deputy City Clerk1.001.002.002.00 Administrative Assistant2.002.002.002.00 Total City Clerk4.004.005.005.00 D-35 CITY ATTORNEY DEPARTMENTDESCRIPTION The legal services program is a support function that assists the City Council, all City departments and City advisory bodies to accomplish Major City Goals, other important Council objectives, and core operational functions in accordance with the law. The legal services function also includes representation of the City in litigation and/or litigation management, as well as independent enforcement of the Municipal Code. This program includes: Council, Commission and cross departmental legal review and advice to ensure general compliance with all applicable laws and to minimize liability exposure; defending or managing the defense of claims and litigation against the City and initiating civil actions on behalf of the City; enforcing and prosecuting violations of the Municipal Code, including both criminal violations and civil/administrative enforcement; and coordinating the City’s review of and response to proposed county, state, and federal legislation. FUNCTIONAL AREAS General Government PROGRAMS Legal Services MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES Open Space Preservation (Support) Housing (Support) Neighborhood Wellness (Support) STAFFING SUMMARY 2015-17 Financial Plan 2013-14 2014-152015-16 Change 2016-17 Change Total City Attorney Positions3.003.003.00 0%3.00 0% TOTAL CITY POSITIONS356.70 361.40 386.40 7%387.40 0% 2015-16 Staffing (Full-time Equivalent)Ŷ Citywide Ŷ Department 1% 99% D-36 CITY ATTORNEY OPERATING BUDGET 2013-142014-152015-16 % Change 2016-17 % Change Staffing525,927518,400520,3460%550,9476% Contract Services67,582104,61587,225-17%37,225-57% Other Operating Expenditures12,34115,70019,67025%18,590-5% Minor Capital---- Total City Attorney605,851638,715627,241 -2%606,762 -3% Total City Operating Programs86,756,47288,380,58792,840,932 5%94,481,864 2% 2015-16 Operating Budget Ŷ Citywide Ŷ Department DEPARTMENT POSITIONS CITY ATTORNEY3.003.003.003.00 Legal Services City Attorney1.001.001.001.00 Assistant City Attorney1.001.001.001.00 Legal Assistant/Paralegal1.001.001.001.00 Total Legal Services3.003.003.003.00 1% 99% D-37 COMMUNITY DEVELOPMENT DEPARTMENTDESCRIPTION The City of San Luis Obispo Community Development Department provides service and role in shaping the future of urban development in San Luis Obispo. The Planning, Building and Engineering Development Review divisions develop guiding policies in the City's General Plan, and review new construction through zoning, building permits, subdivision regulations, code enforcement and community design guidelines. The Community Development Department serves San Luis Obispo residents directly at the public counter, and indirectly by guiding the City's urban form from concept to construction. The divisions within the department include Long Range Planning, Development Review, Building and Safety and Engineering Development Review. FUNCTIONAL AREAS Community Development PROGRAMS Administration Commissions & Committees Planning Development Review Long Range Planning Building & Safety Engineering Development Review Housing Tourism Business Improvement District (TBID) MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES Housing (Lead) Multi-Modal Transportation (Support) Neighborhood Wellness (Support) Fiscal Sustainability and Responsibility (Support) Downtown (Support) STAFFING SUMMARY 2015-17 Financial Plan 2013-14 2014-152015-16 Change 2016-17 Change Total Community Development Positions25.5028.0036.00 29%37.00 3% TOTAL CITY POSITIONS356.70 361.40 386.40 7%387.40 0% D-38 COMMUNITY DEVELOPMENT 2015-16 Staffing (Full-time Equivalent)Ŷ Citywide Ŷ Department OPERATING BUDGET The Community Development Department collects development review fees to recover costs for planning, building & safety, engineering and fire plan check services. Cost recovery for these services is generally set at 100% of total costs. In order to rapidly increasing development fees and their impact on development review operations, in June of 2014 the City Council approved a policy whereby 75% of projected revenues in excess of the current development review fee budget forecast may be dedicated for the purpose of accomplishing the timely processing of development permit applications to ensure that there are adequate resources to process applications following the payment of fees. ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing2,712,3573,718,5904,465,99420%4,788,5417% Contract Services1,363,8082,337,3711,204,287-48%1,083,557-10% Other Operating Expenditures93,17983,20087,9056%95,9059% Minor Capital--50,0000%--100% Total (Multiple Items)4,169,3446,139,1615,808,186 -5%5,968,003 3% Total City Operating Programs86,756,47288,380,58792,840,932 5%94,481,864 2% 2015-16 Operating Budget Ŷ Citywide Ŷ Department 9% 91% 6% 94% D-39 COMMUNITY DEVELOPMENT DEPARTMENT POSITIONS COMMUNITY DEVELOPMENT22.5028.0036.0037.00 Community Development Administration Director of Community Development1.001.001.001.00 Supervising Administrative Assistant1.001.000.000.00 Business Manager0.000.001.001.00 Administrative Assistant1.502.002.002.00 Receptionist / Cashier0.000.001.001.00 Total Community Development Administration3.504.005.005.00 Planning Development Review Deputy Director1.001.001.001.00 Assistant Planner1.001.001.001.00 Senior Planner1.001.001.001.00 Associate Planner1.001.002.002.00 Total Planning Development Review4.004.005.005.00 Long-Range Planning Deputy Director1.001.001.001.00 Senior Planner1.001.001.001.00 Associate Planner1.001.001.001.00 Housing Programs Manager1.001.001.001.00 Projects Manager0.000.001.001.00 Total Long-Range Planning4.004.005.005.00 Building & Safety Chief Building Official1.001.001.001.00 Building & Safety Supervisor1.001.001.001.00 Permit Coordinator1.001.001.001.00 Building Inspector2.003.003.003.00 Plans Examiner1.002.002.002.00 Code Enforcement Officer2.002.003.004.00 Neighborhood Services Specialist2.002.002.002.00 Permit Technician 1.001.001.001.00 Code Enforcement Supervisor0.000.001.001.00 Administrative Assistant0.000.001.001.00 Total Building & Safety11.0013.0016.0017.00 Engineering Development Review* Supervising Civil Engineer0.001.001.001.00 Senior Civil Engineer0.001.002.002.00 Permit Technician0.001.001.001.00 Engineering Technician0.000.001.001.00 Total Engineering Development Review0.003.005.005.00 * Engineering Dev Review program management moved from Public Works to Community Development in 2014-15 D-40 COMMUNITY DEVELOPMENT SERVICE CHARGES BUDGET ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Planning & Zoning Fees598,752317,228250,610-21%275,67110% Development Review525,535950,000775,010-18%850,55010% Developer Agreements14,264--- Credit Card Fees(27,419)-(24,374)(26,815)10% Building Permits1,131,0311,600,0001,290,242-19%1,419,87010% Code Enforcement Fees4,24269,90655,147-21%60,66110% Plan Check1,488,5801,276,4841,008,422-21%1,109,26510% Encroachment163,346160,700126,953-21%139,64810% Rental Inspection Fees--146,150280,07492% Transportation Surcharge--52,40055,6006% Total Department3,898,3314,374,3183,680,560 -16%4,164,524 13% Total City Operating Programs7,832,9548,085,7797,194,851 -11%7,585,256 5% 2015-16 Service Charges Ŷ Citywide Ŷ Department 34%66% D-41 FINANCE & INFORMATIONTECHNOLOGY DEPARTMENTDESCRIPTION The Department of Finance and Information Technology is responsible for managing the City’s financial and information technology operations in accordance with established policies and plans. This includes: preparation of the City’s budget, payroll and financial reports; administration of the City’s treasury and revenue operations; management of the City’s information technology resources; and administration of indirect City-wide costs not easily charged to operating programs or projects. Key department goals include: implementing effective financial planning, reporting and accounting systems to help the operating departments achieve their objectives and ensure the City’s long-term fiscal health; protecting the City’s resources from unauthorized use; managing information technology resources to improve organizational productivity, customer service and public access to City information; and providing responsive, ongoing support, maintenance and training for office automation equipment and software applications. FUNCTIONAL AREAS General Government PROGRAMS Finance Administration Revenue Management Accounting Network Services Geographic Information Services Support Services MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES Fiscal Sustainability and Responsibility (Lead) Housing (Support) Laguna Lake Restoration (Support) STAFFING SUMMARY 2015-17 Financial Plan 2013-14 2014-152015-16 Change 2016-17 Total Finance & Information Technology Positions19.5021.5021.50 0%21.50 TOTAL CITY POSITIONS356.70 361.40 386.40 7%387.40 D-42 FINANCE & INFORMATIONTECHNOLOGY 2015-16 Staffing (Full-time Equivalent)Ŷ Citywide Ŷ Department OPERATING BUDGET ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing2,331,7713,046,0284,518,95148%4,974,91010% Contract Services1,232,2921,564,3831,497,740-4%1,443,919-4% Other Operating Expenditures972,9941,092,2082,188,079-3%1,091,9403% Minor Capital117,13233,14821,400-35%21,4000% Total Finance & Info Technology4,654,1905,735,7668,226,170 30%7,532,169 6% Total City Operating Programs86,756,47288,380,58792,840,932 5%94,481,864 2% 2015-16 Operating Budget Ŷ Citywide Ŷ Department 5% 95% 8% 92% D-43 FINANCE & INFORMATIONTECHNOLOGY DEPARTMENT POSITIONS FINANCE & INFORMATION TECHNOLOGY22.5021.5021.5021.50 Finance & Information Technology Administration Director of Finance & Information Technology1.001.001.001.00 Budget Manager1.001.001.001.00 Administrative Assistant1.001.001.001.00 Total Finance & Information Technology Administration 3.003.003.003.00 Accounting Finance Operations Manager*0.500.500.500.50 Senior Accountant0.500.501.001.00 Accountant1.001.001.001.00 Supervising Accounting Assistant1.001.000.000.00 Accounting Assistant3.002.002.002.00 Total Accounting6.005.004.504.50 Revenue Management Finance Operations Manager*0.500.500.500.50 Senior Accountant0.500.500.000.00 Accountant1.001.000.000.00 Supervising Accounting Assistant0.000.001.001.00 Accounting Assistant2.002.003.003.00 Total Revenue Management4.004.004.504.50 Network Services Information Technology Manager**0.500.500.500.50 Network Administrator3.003.003.003.00 Network Services Supervisor1.001.001.001.00 Database Administrator1.001.001.001.00 Information Technology Assistant1.001.001.001.00 Total Network Services6.506.506.506.50 Geographic Information Services (GIS) Information Technology Manager**0.500.500.500.50 GIS Supervisor1.001.001.001.00 GIS Specialist1.501.501.501.50 Total Geographic Information Services3.003.003.003.00 *Position is allocated 50% to Revenue Management and 50% to Accounting. **Position is allocated 50% to Information Technology and 50% to Geographic Information Services. D-44 FINANCE & INFORMATIONTECHNOLOGY SERVICE CHARGES BUDGET ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Business License418,293371,000380,0502%389,5312% Sales of Publications2,6212,5002,5000%2,500 Other Service Charges10,65715,00030,000100%30,000 Total Department431,571388,500412,550 6%422,031 2% Total City Operating Programs7,832,9548,085,7797,194,851 -11%7,585,256 5% 2015-16 Service Charges Ŷ Citywide Ŷ Department 5% 95% D-45 FIRE & ENVIRONMENTALSAFETY DEPARTMENTDESCRIPTION The San Luis Obispo Fire Department protects the lives and property of the residents, businesses, and visitors of the City from the adverse effects of medical emergencies, fires, and other dangers caused by man or nature. In addition to providing compassionate emergency response, the Fire Department embraces a prevention and education strategy that includes fire and life safety inspections, plan review services, fire/arson investigation, fire safety and prevention public education, and disaster preparedness classes. The Fire Department also administers a hazardous materials business plan program in cooperation with San Luis Obispo County. The Fire Department has automatic and mutual aid agreements with surrounding departments, California Emergency Management Agency and Los Padres National Forest. FUNCTIONAL AREAS Public Safety PROGRAMS Fire Administration Emergency Response Hazard Prevention Training Technical Services Disaster Preparedness MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES Open Space Preservation (Support) Housing (Support) Neighborhood Wellness (Support) Downtown (Support) STAFFING SUMMARY 2015-17 Financial Plan 2013-14 2 014-152015-16 Change 2016-17 Change Total Fire & Environmental Safety Positions53.0053.0054.00 2%54.00 0% TOTAL CITY POSITIONS356.70 361.40 386.40 7%387.40 0% 2015-16 Staffing (Full-time Equivalent)Ŷ Citywide Ŷ Department 12% 88% D-46 FIRE & ENVIRONMENTALSAFETY OPERATING BUDGET Fees are collected to recover costs for the following Fire Department services: 1) fire and life safety inspections of residential, commercial, governmental, educational and industrial sites, 2) building plans reviews and inspections for compliance with fire safety codes for development projects, 3) safety and environmental quality inspections of all facilities, storage, use or handling of hazardous materials, 4) plan checks and inspections for underground storage tank installation and removals. Cost recovery for these services is generally set at 100% of the total cost, except the fire and life safety residential inspection fees which are 50% of the total cost. Agreements with California Polytechnic State University, San Luis Ambulance Services, CaliforniaEmergency Management Agency and Los Padres National Forest provide revenue to the General Fund for Fire Department Emergency Response services. ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing8,987,7419,450,5619,575,1911%9,856,1013% Contract Services232,274306,730224,065-27%196,240-12% Other Operating Expenditures409,365418,196629,19750%450,770-28% Minor Capital18,630--- Total Fire & Environ Safety9,648,01010,175,48810,428,453 2%10,503,111 1% Total City Operating Programs86,756,47288,380,58792,840,932 5%94,481,864 2% 2015-16 Operating Budget Ŷ Citywide Ŷ Department 10% 90% D-47 FIRE & ENVIRONMENTALSAFETY DEPARTMENT POSITIONS FIRE53.0053.0054.0054.00 Fire Administration Fire Chief1.001.001.001.00 Deputy Fire Chief1.001.001.001.00 Administrative Analyst1.001.001.001.00 Administrative Assistant1.001.001.001.00 Total Fire Administration4.004.004.004.00 Emergency Response Battalion Chief3.003.003.003.00 Fire Captain12.0012.0012.0012.00 Fire Engineer15.0015.0015.0015.00 Firefighter12.0012.0012.0012.00 Fire Vehicle Mechanic1.001.001.001.00 Mechanic Helper1.001.001.001.00 Total Emergency Response 44.0044.0044.0044.00 Hazard Prevention Fire Marshal1.001.001.001.00 Hazardous Materials Coordinator1.001.001.001.00 Fire Inspector2.002.003.003.00 Administrative Assistant1.001.001.001.00 Total Hazard Prevention5.005.006.006.00 D-48 FIRE & ENVIRONMENTALSAFETY SERVICE CHARGES BUDGET ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Cal Poly Fire Services270,684270,684273,3911%276,1251% Medical ER Recovery168,833172,209172,500173,000 Multi-Unit Inspection Fees193,721194,000194,000194,000 Other Fire Revenues29,9795,6625,500-3%5,500 Permit Fees134,250133,000132,500132,500 CUPA Fees97,41110,00097,000870%97,000 CUPA Administrative Enforcement(46,000)--- Haz Mat Recovery-500-- Fire Plan Check & Inspection308,756350,000276,500-21%304,15010% Total Department1,157,6341,136,0551,151,391 1%1,182,275 3% Total City Operating Programs7,832,9548,085,7797,194,851 -11%7,585,256 5% 2015-16 Service Charges Ŷ Citywide Ŷ Department 14% 86% D-49 HUMAN RESOURCES DEPARTMENTDESCRIPTION The San Luis Obispo Human Resources Department provides support to all City departments through four programs: Human Resources Administration, Risk and Benefits Management, Wellness Program, and Human Relations. The services provided under the Human Resources Administration program include coordination of recruitment and selection processes; employee classification; labor relations and negotiations; performance management; employee training; and employee benefit administration. Services provided that fall under the Risk and Benefits Management program include liability and property claims administration; workers compensation; safety improvement; and insurance review. The services provided under the Wellness program include the Employee Assistance Program, fitness testing and education. The Human Relations program provides funding for low income water and sewer customer subsidy. FUNCTIONAL AREA General Government Leisure, Cultural & Social Services PROGRAMS Human Resources Administration Risk and Benefits Management Wellness Human Relations MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES Fiscal Sustainability and Responsibility (Support) STAFFING SUMMARY 2015-17 Financial Plan 2013-14 2 014-152015-16 Change 2016-17 Change Total Human Resources Positions5.005.005.00 0%5.00 0% TOTAL CITY POSITIONS356.70 361.40 386.40 7%387.40 0% 2015-16 Staffing (Full-time Equivalent)Ŷ Citywide Ŷ Department 1% 99% D-50 HUMAN RESOURCES OPERATING BUDGET ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing567,107596,300605,2972%628,1564% Contract Services392,795637,313418,100-34%421,1001% Other Operating Expenditures2,868,3163,361,7803,998,06119%4,553,18014% Minor Capital---- Total Human Resources3,828,2174,595,3935,021,458 9%5,602,436 12% Total City Operating Programs86,756,47288,380,58792,840,932 5%94,481,864 2% 2015-16 Operating Budget Ŷ Citywide Ŷ Department DEPARTMENT POSITIONS HUMAN RESOURCES5.005.005.005.00 Human Resources Administration Director of Human Resources1.001.001.001.00 Human Resources Analyst1.001.001.001.00 HR Administrative Assistant II*0.700.700.700.70 Human Resources Specialist1.001.001.001.00 Total Human Resources Administration3.703.703.703.70 Risk Management Human Resources Manager1.001.001.001.00 HR Administrative Assistant II*0.300.300.300.30 Total Risk Management1.301.301.301.30 *Position is allocated 70% to Administration and 30% to Risk Management. 5% 95% D-51 PARKS & RECREATION DEPARTMENTDESCRIPTION Inspiring happiness by creating community through people, parks, programs and open space. The City of San Luis Obispo Parks and Recreation Department is committed to providing quality parks, open space, recreation, cultural, and educational services, essential to the enhancement and promotion of personal well-being and a sense of community in the City of San Luis Obispo. Pursuant to the Parks and Recreation Element, the City of San Luis Obispo Parks and Recreation Department, as a customer-driven service, is responsive to the needs of the public and the ever-growing demand for programs that promote wellness and human development through leisure, cultural and social pursuits. FUNCTIONAL AREAS Leisure, Cultural & Social Services PROGRAMS Administration Facilities Recreational Sports Youth Services Community Services & Events Ranger Service Aquatics Golf Course MAJOR CITY GOALS OTHER IMPORTANT OBJECTIVES Open Space Preservation (Co-Lead) Housing (Support) Multi-Modal Transportation (Support) Laguna Lake Restoration (Support) Downtown (Support) STAFFING SUMMARY 2015-17 Financial Plan 2013-14 2014-152015-16 Change 2016-17 Change Total Parks & Recreation Positions17.0017.0018.00 6%18.00 0% TOTAL CITY POSITIONS356.70 361.40 386.40 7%387.40 0% D-52 PARKS & RECREATION 2015-16 Staffing (Full-time Equivalent)Ŷ Citywide Ŷ Department OPERATING BUDGET The City of San Luis Obispo Parks and Recreation Department’s total operating budget, was approximately $3,682,667 millionin FY 2014-15, and is comprised of eight program areas including: Administration, Facilities, Recreational Sports, Youth Services, Community Services and Events, Ranger Service, Aquatics and Golf Course. Fees are collected to recover some costs for athletics, contract classes, special events, facility rentals, youth services, aquatics and other contributions. Per the City’s Budget and Fiscal Policies, cost recovery for activities directed to adults should be relatively high (60-100%), while cost recovery for activities directed at youth and seniors should be relatively low (0-30%). ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing2,682,1042,909,7002,984,2713%3,076,2853% Contract Services223,458264,025218,850-17%218,8500% Other Operating Expenditures455,522481,642485,4621%487,2380% Minor Capital14,15227,30015,000-45%15,0000% Total Parks & Recreation3,375,2353,682,6673,703,583 1%3,797,373 3% Total City Operating Programs86,756,47288,380,58792,840,932 5%94,481,864 2% 2015-16 Operating Budget Ŷ Citywide Ŷ Department 4% 96% 4% 96% D-53 PARKS & RECREATION DEPARTMENT POSITIONS PARKS & RECREATION17.0017.0018.0018.00 Parks & Recreation Administration Parks & Recreation Director1.001.001.001.00 Recreation Manager2.002.001.001.00 Administrative Analyst1.001.001.001.00 Supervising Administrative Assistant1.001.001.001.00 Administrative Assistant1.001.001.001.00 Total Parks & Recreation Administration 6.006.005.005.00 Aquatics Recreation Coordinator1.001.001.001.00 Total Aquatics1.001.001.001.00 Youth Services Recreation Supervisor1.001.001.001.00 Recreation Coordinator1.001.001.001.00 Total Youth Services2.002.002.002.00 Facilities Recreation Supervisor1.001.001.001.00 Total Facilities1.001.001.001.00 Community Services Recreation Supervisor1.001.001.001.00 Total Community Services1.001.001.001.00 Recreational Sports Recreation Supervisor1.001.001.001.00 Total Recreational Sports1.001.001.001.00 Ranger Services Recreation Supervisor1.001.001.001.00 Maintenance Worker1.001.002.002.00 Total Ranger Services2.002.003.003.00 Golf Course Golf Course Supervisor1.001.000.000.00 Maintenance Worker2.002.002.002.00 Golf Maintenance Crew Coordinator0.000.001.001.00 Recreation Coordinator0.000.001.001.00 Total Golf Course3.003.004.004.00 D-54 PARKS & RECREATION SERVICE CHARGES BUDGET ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Adult Athletics124,158122,400122,400122,400 Youth Athletics30,05533,70033,70033,700 Skatepark--2,0002,000 Instruction Fees95,70891,00091,00091,000 Community Special Events34,2722,0002,0002,000 City Sponsored Special Events76,14272,70072,70072,700 Library Rental14,43715,50015,50015,500 Indoor Rental54,90646,45346,000-1%46,000 Outdoor Rental147,368100,453100,000100,000 Youth Services618,599600,000600,000600,000 Teens6,3041,5001,5001,500 Daily Use Fees78,22397,00097,00097,000 Swim Instruction50,24660,00060,00060,000 Pass Sales230--- Monthly Lap5,17210,00010,00010,000 Scrip Sales18,44623,00023,00023,000 Therapy Pool Rental8,5638,7008,7008,700 Other Pool Revenue40,34448,00048,00048,000 Other Recreation Revenues6213,0003,0003,000 Driving Range Fees10,19710,20010,20010,200 Golf Green Fees263,580230,000230,000230,000 Golf Lesson Fees1,7952,0002,0002,000 Merchandise Sales Taxable16,18314,00014,00014,000 Golf Rental Fees9,9449,2009,2009,200 Golf Cart Rentals34,12225,10025,10025,100 Golf Course Sales & Use Tax9161,2001,2001,200 Total Department1,740,5311,627,1061,628,200 0%1,628,200 Total City Operating Programs7,832,9548,085,7797,194,851 -11%7,585,256 5% 2015-16 Service Charges Ŷ Citywide Ŷ Department 18% 82% D-55 POLICE PROTECTION DEPARTMENTDESCRIPTION The mission of the Police Department is to maintain a safe city by working in partnership with the community to protect life and property, prevent and reduce crime, and improve the quality of life in our neighborhoods while preserving the rights of all through a commitment to service, pride, and integrity. The San Luis Obispo Police Department consists of two operating bureaus; Operations and Administration. The Operations Bureau consists of patrol services, traffic safety, neighborhood services, and the department’s special enforcement team. The Administrative Services Bureau includes administrative services, investigative division, communications, and records units. FUNCTIONAL AREAS Public Safety PROGRAMS Police Administration Patrol Services Investigative Services Support Services Neighborhood & Crime Prevention Services Traffic Safety MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES Neighborhood Wellness (Co-Lead) Housing (Support) Multi-Modal Transportation (Support) Downtown (Support) STAFFING SUMMARY 2015-17 Financial Plan 2013-14 2 014-152015-16 Change 2016-17 Change Total Police Protection Positions85.5085.5086.50 1%86.50 0% TOTAL CITY POSITIONS356.70 361.40 386.40 7%387.40 0% 2015-16 Staffing (Full-time Equivalent)Ŷ Citywide Ŷ Department 18% 82% D-56 POLICE PROTECTION OPERATING BUDGET The Police Department total operating budget is $4.1 million in FY 2015-16. The Police Department assesses fees for various services and/or violations; fees are based on cost recovery guidelines, and include the following: accident reports, alarm permits, false alarm fees, DUI cost recovery, permits, property release, vehicle tow release, second response (noise), tobacco permits, administrative citations, and parking citations. ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing13,491,20613,694,66714,167,8243%14,725,5974% Contract Services479,194473,819435,410-9%446,0712% Other Operating Expenditures378,021447,197573,71822%553,230-4% Minor Capital3,39476,9034,400-1648%4,4000% Total Police Protection14,351,81514,692,58615,181,352 3%15,729,298 3% Total City Operating Programs86,756,47288,380,58792,840,932 5%94,481,864 2% 2015-16 Operating Budget Ŷ Citywide Ŷ Department 14% 86% D-57 POLICE PROTECTION DEPARTMENT POSITIONS POLICE85.5085.5086.5086.50 Police Administration Police Chief1.001.001.001.00 Police Captain1.001.001.001.00 Police Sergeant1.001.001.001.00 Senior Administrative Analyst1.001.001.001.00 Administrative Assistant1.501.501.501.50 Total Police Administration5.505.505.505.50 Police Support Services Communications & Records Manager1.001.001.001.00 Communications Supervisor2.002.002.002.00 Communications Technician 10.0010.0011.0011.00 Records Supervisor1.001.001.001.00 Records Clerk5.005.005.005.00 Total Police Support Services19.0019.0020.0020.00 Neighborhood & Crime Prevention Services Neighborhood Services Manager1.001.001.001.00 Total Neighborhood & Crime Prevention Services1.001.001.001.00 Patrol Services Captain1.001.001.001.00 Police Lieutenant 2.002.002.002.00 Police Sergeant 5.005.005.005.00 Police Officer32.0032.0032.0032.00 Field Service Technician1.001.001.001.00 Total Patrol Services41.0041.0041.0041.00 Traffic Safety* Police Sergeant1.001.001.001.00 Police Officer 4.004.004.004.00 Total Traffic Safety5.005.005.005.00 * Includes one grant funded position Investigative Services Police Lieutenant 1.001.001.001.00 Police Sergeant 1.001.001.001.00 Police Officer 10.0010.0010.0010.00 Evidence Technician1.001.001.001.00 Property & Evidence Clerk1.001.001.001.00 Total Investigative Services14.0014.0014.0014.00 D-58 POLICE PROTECTION SERVICE CHARGES BUDGET ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Accident Reports3,3953,0003,0003,000 Collision Investigation10,4908,00010,00020%10,000 Alarm Permits & Fees129,65580,00080,00080,000 DUI Recovery26,35325,00020,000-25%20,000 Witness Fees1,6501,5001,5001,500 Police Department Permits5,0246,0007,00014%7,000 Property Release Fee1,3641,0001,0001,000 Vehicle Tow Release Fee14,48612,00012,00012,000 Second Response Fees1,3191,0001,0001,000 Impound Fees-2,0002,0002,000 Tobacco Permits21,13620,00020,00020,000 Administrative Citations137,126125,000115,000-9%115,000 Property Owner Administrative Citations47,56240,00040,00040,000 Parking Citation-PD Issued82,80080,00080,00080,000 Other Services106,24457,80057,80057,800 Credit Card Fees(1,003)--- Total Department Service Charges587,601462,300450,300 -3%450,300 Total City Service Charges7,832,9548,085,7797,194,851 10%7,585,256 5% 2015-16 Service Charges Ŷ Citywide Ŷ Department 6% 94% D-59 PUBLIC WORKS DEPARTMENTDESCRIPTION The City of San Luis Obispo Public Works Department provides two primary services; providing safe mobility options for residents, businesses and visitors; and, maintaining the public’s infrastructure and assets. Both of these functions are accomplished by delivering services and programs, maintaining and operating public facilities, designing and constructing capital projects, and inspecting and reviewing the public components of private development. Safe mobility options are provided through transportation planning, traffic circulation, traffic safety, parking services, street maintenance, transit services, sidewalks, and bike facilities. Maintenance of public infrastructure includes parks, trees, streets, City buildings, the City fleet, storm drains, and other public structures. The Department accomplishes its two primary functions through the organizational structure of a City Engineer and Division responsible for Capital Projects, Streets, Parks, Trees, Bridges and Storm Drains, and a Transportation Deputy Director and Division responsible for Transportation, Transit, Parking, and City Fleet. Both those critical functions are supported and directed by Public Works Administration. FUNCTIONAL AREAS General Government Leisure, Cultural & Social Services Community Development Transportation PROGRAMS Public Works Administration Parks & Landscape Maintenance Swim Center Trees Maintenance Building Maintenance Street & Sidewalk Maintenance Flood Control (Stormwater) Traffic Signals & Lights Vehicle & Equipment Services (Fleet) CIP Engineering Transportation Planning & Engineering Parking Services Transit Operations Services MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES Multi-Modal Transportation (Lead) Downtown (Lead) Open Space Preservation (Support) Housing (Support) Neighborhood Wellness (Support) Fiscal Sustainability and Responsibility (Support) D-60 PUBLIC WORKS STAFFING SUMMARY 2015-17 Financial Plan 2013-14 2 014-152015-16 Change 2016-17 Change Total Public Works Positions78.1078.1084.10 8%84.10 0% TOTAL CITY POSITIONS356.70 361.40 386.40 7%387.40 0% 2015-16 Staffing (Full-time Equivalent)Ŷ Citywide Ŷ Department OPERATING BUDGET The Public Works Department total operating budget is approximately $17.9 milliondollars. The Public Works Department provides collection of encroachment permit fees, infrastructure and plan check/inspections fees, parking citations, parking meter and parking structure revenues, and SLO transit bus fares. ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing8,511,4878,736,8009,415,6728%9,683,2613% Contract Services4,006,4674,491,8974,596,8452%4,551,707-1% Other Operating Expenditures3,554,7423,747,2643,901,0014%3,943,0821% Minor Capital42,16427,5049,000-67%--100% Total Public Works16,114,86117,003,46517,922,519 5%18,178,050 1% Total City Operating Programs86,756,47288,380,58792,840,932 5%94,481,864 2% 2015-16 Operating Budget Ŷ Citywide Ŷ Department 18% 82% 16% 84% D-61 PUBLIC WORKS DEPARTMENT POSITIONS PUBLIC WORKS81.3078.3084.3084.30 Public Works: Transportation Programs31.8031.8036.8036.80 Transportation Planning & Engineering Active Transportation Manager1.001.001.001.00 Transportation Operations Manager1.001.001.001.00 Transportation Planner/Engineer1.001.004.004.00 Total Transportation Planning & Engineering3.003.006.006.00 Street & Sidewalk Maintenance Street Maintenance Supervisor1.001.001.001.00 Streets Crew Coordinator1.001.001.001.00 Streets Equipment Operator7.657.657.657.65 Total Street & Sidewalk Maintenance9.659.659.659.65 Signal & Light Maintenance Signal & Street Light Technician2.002.002.002.00 Total Signal & Light Maintenance2.002.002.002.00 Creek & Flood Protection Environmental Compliance Inspector1.001.001.001.00 Streets Equipment Operator2.002.001.001.00 Sweeper Operator0.000.001.001.00 GIS Specialist0.250.250.250.25 Wastewater Collection Supervisor0.250.250.250.25 Utilities Services Manager0.200.200.200.20 Wastewater Collection System Operator2.002.002.002.00 Environmental Programs Manager0.200.200.200.20 Laboratory Analyst0.250.250.250.25 Total Creek & Flood Protection6.156.156.156.15 Parking Parking Manager1.001.001.001.00 Assistant Parking Services Manager 0.000.001.001.00 Parking Coordinator1.001.001.001.00 Parking Enforcement Officer3.003.003.003.00 Parking Meter Repair Worker1.001.001.001.00 Supervising Administrative Assistant1.001.001.001.00 Administrative Assistant2.002.002.002.00 Total Parking9.009.0010.0010.00 D-62 PUBLIC WORKS Transit Transit Manager1.001.001.001.00 Transportation Assistant1.001.002.002.00 Total Transit2.002.003.003.00 Public Works: Leisure, Cultural & Social Services Progra 17.0017.0017.0017.00 Parks & Landscape Maintenance Parks Maintenance Supervisor1.001.001.001.00 Parks Crew Coordinator1.001.001.001.00 Maintenance Worker10.0010.0010.0010.00 Total Parks & Landscape Maintenance12.0012.0012.0012.00 Swim Center Maintenance Facilities Specialist1.001.001.001.00 Total Swim Center Maintenance1.001.001.001.00 Tree Maintenance Urban Forester Supervisor/Arborist1.001.001.001.00 Urban Forester3.003.003.003.00 Total Tree Maintenance4.004.004.004.00 Public Works: Community Development Programs17.0014.0015.0015.00 Engineering Development Review** Supervising Civil Engineer1.000.000.000.00 Senior Civil Engineer1.000.000.000.00 Permit Technician1.000.000.000.00 Total Engineering Development Review3.000.000.000.00 ** Program moved to Community Development Department beginning in 2014-15 budget CIP Project Engineering Construction Engineering Manager1.001.001.001.00 Supervising Civil Engineer1.001.001.001.00 Senior Civil Engineer2.002.002.002.00 Engineer2.002.003.003.00 Engineering Technician2.002.002.002.00 Engineering Inspector5.005.005.005.00 Administrative Assistant1.001.001.001.00 Total CIP Project Engineering14.0014.0015.0015.00 D-63 PUBLIC WORKS Public Works: General Government Programs15.5015.5015.5015.50 Public Works Administration Director of Public Works1.001.001.001.00 Deputy Director/City Engineer1.001.001.001.00 Deputy Director/Public Works1.001.001.001.00 Supervising Administrative Assistant1.001.001.001.00 Administrative Assistant1.001.001.001.00 Administrative Analyst1.001.001.001.00 Total Public Works Administration6.006.006.006.00 Building Maintenance Facilities Maintenance Supervisor1.001.001.001.00 Facilities Maintenance Technician4.004.004.004.00 Total Building Maintenance5.005.005.005.00 Fleet Maintenance Fleet Maintenance Supervisor1.001.001.001.00 Heavy Equipment Mechanic3.003.003.003.00 Administrative Assistant0.500.500.500.50 Total Fleet Maintenance4.504.504.504.50 * Position moved from Fire to Public Works in 2012-13, back to Fire in 2013-14. D-64 UTILITIES DEPARTMENTDESCRIPTION The City of San Luis Obispo Utilities Department provides essential services that support the community’s health, well-being, and quality of life each and every day. Through its efforts, water for the community is safely transported, prepared, distributed, used, collected, treated and beneficially reused 365 days a year, 24 hours-a-day. These efforts are accomplished by people in the department’s water and wastewater divisions. Long range planning for water resources and infrastructure needs, environmental stewardship and business management required to provide these vital services are critical functions of the Utilities Department. Being efficient stewards of the community’s resources and its environment is a core value of the department and near to each and every employee that serves it. FUNCTIONAL AREAS Public Utilities PROGRAMS Source of Supply Utilities Services Water Treatment Water Distribution Water Administration - Engineering Wastewater Collection Environmental Compliance Water Resource Recovery Water Quality Laboratory Wastewater Administration - Engineering Reservoir Operations Major City Goals AND OTHER IMPORTANT COUNCIL OBJECTIVES Neighborhood Wellness (support) STAFFING SUMMARY 2015-17 Financial Plan 2013-14 2 014-152015-16 Change 2016-17 Change Total Utilities Positions59.1059.3066.30 12%66.30 0% TOTAL CITY POSITIONS356.70 361.40 386.40 7%387.40 0% D-65 UTILITIES 2015-16 Staffing (Full-time Equivalent)Ŷ Citywide Ŷ Department OPERATING BUDGET Water and wastewater services are operated as enterprise funds. Operations and capital improvements are funded by rate payers receiving the services on a not-for-profit basis. Water and wastewater rates are established in alignment with City Council policy. Rates are consistently evaluated in order to most effectively provide services and meet long-range community needs related to these services. In addition to monthly water and wastewater service revenues, the Utilities Department collects water/wastewater account-related fees, development impact fees, and industrial user fees. The Utilities Department 2015-16 operating expenditure budget is $21.8 million, 24% of the Citywide operating expenditure budget. ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing6,587,2866,988,8008,461,74521%8,766,9764% Contract Services9,545,72510,701,4709,902,087-7%9,935,2480% Other Operating Expenditures2,986,2113,890,9113,390,100-13%3,514,3524% Minor Capital61,87973,60060,000-18%42,600-29% Total Utilities19,181,10021,654,78121,813,932 1%22,259,176 2% Total City Operating Programs86,756,47288,380,58792,840,932 5%94,481,864 2% 2015-16 Operating Budget Ŷ Citywide Ŷ Department 15% 85% 19% 81% D-66 UTILITIES DEPARTMENT POSITIONS UTILITIES61.7061.9066.1066.10 Utilities: Water Service Programs28.7528.7530.5030.50 Water Administration & Engineering Utilities Director0.400.400.400.40 Deputy Director/Water0.900.900.900.90 Utilities Business Manager0.400.400.400.40 Utilities Projects Manager0.400.400.500.50 Utilities Engineer0.000.000.500.50 Health & Safety Engineer0.000.000.400.40 Administrative Analyst0.400.400.400.40 Supervising Administrative Assistant0.400.400.400.40 Administrative Assistant0.300.300.400.40 Total Water Administration & Engineering3.203.204.304.30 Water Source of Supply Water Reclamation Facility Supervisor0.100.100.100.10 Water Reclamation Facility Operator0.500.500.500.50 Maintenance Technician0.100.100.100.10 Total Water Source of Supply0.700.700.700.70 Water Treatment Treatment Plant Supervisor1.001.001.001.00 Treatment Plant Chief Operator1.001.001.001.00 Treatment Plant Operator7.007.007.007.00 Treatment Plant Maintenance Technician1.001.001.001.00 Laboratory Manager0.100.100.100.10 Laboratory Analyst0.950.950.950.95 Total Water Treatment11.0511.0511.0511.05 Water Distribution Distribution Supervisor1.001.001.001.00 Underground Utility Locator1.001.001.001.00 Water Distribution System Operator7.007.009.009.00 Control Systems Administrator0.000.000.400.40 Control Systems Technician0.000.000.400.40 Total Water Distribution9.009.0011.8011.80 Water Utilities Services Utilities Services Manager0.000.000.550.55 Utilities Services Technician0.000.002.102.10 Water Customer Service Personnel2.002.000.000.00 Total Water Customer Service2.002.002.652.65 Utilities Conservation Utilities Conservation Manager*0.800.800.000.00 Utilities Conservation Technician*2.002.000.000.00 Total Utilities Conservation2.802.800.000.00 *Positions moved to Water and Sewer Customer Service D-67 UTILITIES Utilities: Wastewater Service Programs29.3529.5531.7031.70 Wastewater Administration & Engineering Utilities Director0.500.500.500.50 Deputy Director/Wastewater1.001.001.001.00 Utilities Business Manager0.500.500.500.50 Utilities Projects Manager0.600.600.500.50 Utilities Engineer0.000.000.500.50 Health & Safety Engineer0.000.000.500.50 Administrative Analyst0.500.500.500.50 Supervising Administrative Assistant0.500.500.500.50 Administrative Assistant0.400.400.500.50 Total Wastewater Administration & Engineering4.004.005.005.00 Wastewater Collection Wastewater Collection Supervisor0.750.750.750.75 Wastewater Collection Operator6.006.006.006.00 Control Systems Administrator0.000.000.500.50 Control Systems Technician0.000.000.500.50 Total Wastewater Collection6.756.757.757.75 Sewer Utilities Services Utilities Services Manager0.000.000.250.25 Utilities Services Technician0.000.000.900.90 Water Customer Service Personnel2.002.000.000.00 Total Sewer Customer Service2.002.001.151.15 Environmental Compliance Environmental Programs Manager0.800.800.800.80 Environmental Compliance Inspector1.001.001.001.00 Total Wastewater Pretreatment1.801.801.801.80 Water Reclamation Facility Wastewater Reclamation Plant Supervisor0.900.900.900.90 Water Reclamation Chief Operator1.001.001.001.00 Water Reclamation Operator6.506.506.506.50 Chief Maintenance Technician1.001.001.001.00 Maintenance Technician2.902.902.902.90 Total Water Reclamation Facility12.3012.3012.3012.30 Water Quality Laboratory Laboratory Manager0.800.900.900.90 Laboratory Analyst1.701.802.802.80 Total Water Quality Laboratory2.502.703.703.70 D-68 UTILITIES Utilities: Whale Rock Reservoir3.603.603.903.90 Whale Rock Administration & Engineering Utilities Director0.100.100.100.10 Deputy Director/Water0.100.100.100.10 Utilities Business Manager0.100.100.100.10 Health & Safety Engineer0.000.000.100.10 Control Systems Administrator0.000.000.100.10 Control Systems Technician0.000.000.100.10 Administrative Analyst0.100.100.100.10 Supervising Administrative Assistant0.100.100.100.10 Administrative Assistant0.100.100.100.10 Total Whale Rock Administration & Engineering0.600.600.900.90 Reservoir Operations Water Supply Supervisor1.001.001.001.00 Water Supply Operator2.002.002.002.00 Total Reservoir Operations3.003.003.003.00 D-69 Section E OPERATING PROGRAMS OPERATING PROGRAMS OVERVIEW—PURPOSE AND ORGANIZATION PURPOSE The operating programs set forth in this section of the Financial Plan form the City's basic organizational units, provide for the delivery of essential services and allow the City to accomplish the following: Establish policies and goals that define the nature and level of services to be provided. Identify activities performed in delivering program services. Set objectives for improving the delivery of services. Appropriate the resources required to perform activities and accomplish objectives. ORGANIZATION The City's operating expenditures are organized into the following hierarchical categories: Function Operation Program Activity Function The highest level of summarization used in the City's Financial Plan, functions represent a grouping of related operations and programs that may cross organizational (departmental) boundaries aimed at accomplishing a broad goal or delivering a major service. The six functions in the Financial Plan are: Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community Development General Government Operation An operation is a grouping of related programs within a functional area such as Police Protection within Public Safety or Water Service within Public Utilities. Program Programs are the basic organizational units of the Financial Plan establishing policies, goals and objectives that define the nature and level of services to be provided. E-1 OPERATING PROGRAMS OVERVIEW—PURPOSE AND ORGANIZATION Activity Activities are the specific and distinguishable services performed by one or more organizational component of a government to accomplish the objectives and goals a function for which the government is responsible. Sample Relationship: Public Utilities The following is an example of the hierarchical relationship between functions, operations, programs and activities: FUNCTION Public Utilities OPERATION Water Service PROGRAM Water Treatment ACTIVITY Laboratory Analysis E-2 OPERATING PROGRAMS OVERVIEW—SUMMARY OF FUNCTIONS AND OPERATIONS Responsible Department Funding Source Public Safety Police Protection Police General Fund Fire & Environmental Safety Fire General Fund Public Utilities Water Service Utilities Water Fund Wastewater Service Utilities Sewer Fund Whale Rock Reservoir Utilities Whale Rock Fund Transportation Transportation Planning & Engineering Public Works General Fund Streets, Sidewalks, Signals & Street Lights Public Works General Fund Creek & Flood Protection Public Works General Fund Parking Public Works Parking Fund Municipal Transit System Public Works Transit Fund Leisure, Cultural & Social Services Parks & Recreation Recreation Programs Parks & Recreation General Fund Golf Course Parks & Recreation General Fund Maintenance Programs Public Works General Fund Cultural Services Administration General Fund Social Services (Human Relations) Human Resources General Fund Community Development Development Review & Long Range Planning Community Development General Fund Housing Community Development CDBG Fund Construction Regulation Building & Safety Community Development General Fund Engineering Community Development General Fund Natural Resources Protection Administration General Fund Economic Health Economic Development Administration General Fund Community Promotion Administration General Fund Tourism Business Improvement District Administration T-BID Fund Downtown Business Improvement District Administration D-BID Fund General Government Legislation & Policy Council & Advisory Bodies General Fund General Administration City Administration Administration General Fund Public Works Administration Public Works General Fund Legal Services City Attorney General Fund City Clerk Services Administration General Fund Organizational Support Services Human Resources Administration Human Resources General Fund Risk Management Human Resources General Fund Accounting & Revenue Management Finance & Information Technology General Fund Network Services Finance & Information Technology General Fund Geographic Information Services Finance & Information Technology General Fund Building & Fleet Maintenance Public Works General Fund E-3 OPERATING PROGRAMS EXPENDITURE SUMMARIES—OVERVIEW The following information is provided for each operating program: PROGRAM TITLE This section presents the function, program name, operation, department responsible for program administration and the primary funding source at the top of the page. PROGRAM DESCRIPTION This section describes program purpose, goals and activities. PROGRAM COSTS Provides four years of historical and projected expenditure information (2013-14 through 2016-17) organized into four categories: Staffing. All costs associated with City staffing, including salaries for all regular, temporary and contract employees as well as related costs for benefits and overtime. Contract Services. All expenditures related to contract services. Other Operating Expenditures. Purchases of supplies, tools, utilities, insurance and similar operating expenditures. Minor Capital. Capital acquisitions or projects with a life in excess of one year and costs between $5,000 and $25,000. Capital acquisitions or projects with a cost in excess of $25,000 are included in the Capital Improvement Plan (CIP) section of the Financial Plan. STAFFING SUMMARY This section provides a four-year summary of authorized regular positions allocated to this program (2013-14 through 2016-17) along with full-time equivalents (FTE's) for temporary staffing. Unless there are compelling reasons to do otherwise, regular positions are assigned to programs based on where employees spend 50% or more of their time. SIGNIFICANT PROGRAM CHANGES Summarizes significant program changes in the Financial Plan such as: Major service curtailments or expansions. Any increases or decreases in regular positions. Significant one-time costs. Major changes in the method of delivering services. Changes in operation that will significantly affect other departments or customer service. E-4 OPERATING PROGRAMS EXPENDITURE SUMMARIES—OVERVIEW Changes that affect current policies. Reductions needed to balance the budget. A summary of the Significant Operating Program Change includes the summary of change, its fiscal impact, and the service level impact. Detailed supporting documentation is linked from this summary. 2015-17 PROGRAM OBJECTIVES This section identifies major program objectives for the next two years to improve service delivery including Major City Goals and Other Important Council Objectives. WORKLOAD MEASURES Provides four years of historical and projected workload measures (2013-14 through 2016-17) in order to provide the Council and public with an overview of the program's workscope and effectiveness. E-5 BUDGET SUMMARY OPERATING PROGRAM EXPENDITURES BY FUNCTION - ALL FUNDS ActualBudget 2013-142014-152015-16 % change 2016-17 % change Public Safety24,120,01125,029,54825,609,8052%26,232,4092% Public Utilities19,181,10021,654,78121,813,9321%22,259,1762% Transportation7,579,1948,710,5679,257,7596%9,294,4290% Leisure, Cultural & Social Services7,155,6197,553,300 7,700,5182%7,899,4943% Community Development8,389,95710,332,17210,118,371-2%10,414,7213% General Government13,240,155 15,261,68918,340,55020%18,381,6370% TOTAL$79,666,036$88,542,057$92,840,935 5%$94,481,866 2% 2015-16 Operating Budget: $92.8 Million 2015-17 Financial Plan Public Safety 28% Public Utilities 23% Transportation 10% Leisure, Cultural & Social Services 8% Community Development 11% General Government 20% E-6 OPERATING PROGRAMS AUTHORIZED REGULAR POSITIONS BY FUNCTION 2013-142014-152015-162016-17 PUBLIC SAFETY Police Protection85.5085.5086.5086.50 Fire & Environmental Safety53.0053.0054.0054.00 Total Public Safety138.50138.50140.50140.50 PUBLIC UTILITIES Water Service28.7528.7530.5030.50 Wastewater Service29.3529.5531.7031.70 Whale Rock Reservoir3.603.603.903.90 Total Public Utilities61.7061.9066.1066.10 TRANSPORTATION Transportation Planning & Engineering3.003.006.006.00 Street & Sidewalk Maintenance9.659.659.659.65 Signal & Light Maintenance2.002.002.002.00 Creek & Flood Protection6.156.156.156.15 Parking9.009.0010.0010.00 Transit2.002.003.003.00 Total Transportation31.8031.8036.8036.80 LEISURE, CULTURAL & SOCIAL SERVICES Recreation Programs14.0014.0014.0014.00 Maintenance Services (Parks, Swim & Trees)17.0017.0017.0017.00 Golf Course Operations & Maintenance3.003.004.004.00 Total Leisure, Cultural & Social Services34.0034.0035.0035.00 COMMUNITY DEVELOPMENT Planning * 11.5012.0015.0015.00 Natural Resourcs Management2.002.002.002.00 Economic Development1.001.001.001.00 Community Promotions0.200.250.250.25 Tourism Business Improvement District0.800.750.750.75 Building & Safety11.0013.0016.0017.00 Engineering Development Review3.003.005.005.00 CIP Project Engineering14.0014.0015.0015.00 Total Community Development43.5046.0055.0056.00 * Includes 0.5 position requested at 2014-15 Supplement for Development Services SOPC GENERAL GOVERNMENT City Administration3.003.003.003.00 Public Works Administration6.006.006.006.00 Legal Services3.003.003.003.00 City Clerk Services4.004.005.005.00 Human Resources Programs5.005.005.005.00 Finance & Information Technology22.5021.5021.5021.50 Building Maintenance5.005.005.005.00 Vehicle & Equipment Maintenance4.504.504.504.50 Total General Government53.0052.0053.0053.00 TOTAL REGULAR POSITIONS362.50364.20386.40387.40 2015-17 Financial Plan E-7 OPERATING PROGRAMS TEMPORARY FULL-TIME EQUIVALENTS (FTE'S) BY FUNCTION 2013-142014-152015-162016-17 PUBLIC SAFETY Police Protection3.203.202.702.70 Fire & Environmental Safety0.750.751.001.00 Total Public Safety3.953.953.703.70 PUBLIC UTILITIES Water Service0.000.000.000.00 Wastewater Service0.800.800.800.80 Whale Rock Reservoir0.000.000.000.00 Total Public Utilities0.800.800.800.80 TRANSPORTATION Transportation Planning & Engineering 3.703.700.250.25 Street & Sidewalk Maintenance1.101.101.101.10 Creek & Flood Protection0.300.300.300.30 Parking12.0012.0012.0012.00 Transit0.500.500.250.25 Total Transportation17.6017.6013.9013.90 LEISURE, CULTURAL & SOCIAL SERVICES Recreation Programs39.8039.8041.0541.05 Maintenance Services (Parks, Swim & Trees)4.204.204.204.20 Golf Course Operations & Maintenance3.203.201.801.80 Total Leisure, Cultural & Social Services47.2047.2047.0547.05 COMMUNITY DEVELOPMENT Planning3.253.254.004.00 Building & Safety1.251.251.001.00 Engineering Development Review1.251.251.001.00 CIP Project Engineering0.700.700.700.70 Total Community Development6.456.456.706.70 GENERAL GOVERNMENT Public Works Administration1.001.001.001.00 City Clerk Services0.100.100.350.35 Accounting0.090.090.070.07 Revenue Management 0.080.080.070.07 Network Services0.310.311.200.30 Total General Government1.581.582.691.79 TOTAL TEMPORARY FTE'S77.5877.5874.8473.94 2015-17 Financial Plan E-8 BUDGET SUMMARY AUTHORIZED REGULAR STAFFING BY FUNCTION ActualBudget 2013-142014-15 2015-16 % change 2016-17 % change Public Safety138.50138.50140.501%140.500% Public Utilities61.7061.9066.107%66.100% Transportation31.8031.8036.8016%36.800% Leisure, Cultural & Social Services34.0034.0035.003%35.000% Community Development43.5046.0055.0020%56.002% General Government53.0052.0053.002%53.000% TOTAL362.50364.20386.40 6%387.40 0% 2015-17 Financial Plan 2015-16 Authorized Positions: 384.47 Public Safety 36% Public Utilities 17% Transportation 10% Leisure, Cultural & Social Services 9% Community Development 14% General Government 14% E-9 Operating Programs PUBLIC SAFETY PUBLIC SAFETY PROGRAM: Police Administration OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM DESCRIPTION The police administration program plans, directs, and evaluates all police services, including overall department leadership provided by the Chief of Police. Police administration provides business and fiscal management; personnel hiring and training; risk management; claims/lawsuit coordination; contract service administration; equipment purchase and maintenance; and computer application support for public safety information systems, including computer aided dispatch (CAD) and records management applications. This program is also responsible for preparing and implementing policies and procedures, ensuring appropriate training and performance standards are maintained and ensuring compliance with mandates. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing862,633942,800992,1405%1,028,8074% Contract Services250,064239,944256,4107%265,6714% Other Operating Expenditures246,113287,697292,8402%300,7403% Minor Capital-24,503--100%- Total Police Administration1,358,8101,494,9441,541,390 3%1,595,218 3% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Assistant1.501.501.501.50 Police Captain1.001.001.001.00 Police Chief1.001.001.001.00 Police Sergeant1.001.001.001.00 Senior Administrative Analyst1.001.001.001.00 Total Regular FTE5.505.505.505.50 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 6% 94% 4% 96% E-10 PUBLIC SAFETY PROGRAM: Police Administration OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM ACTIVITIES This program includes the following activities: x Leadership and Professional Standards. Maintaining positive and effective community relations; coordinating inter-department and agency affairs; implementing mandated activities; managing special projects; developing policies and procedures and reviewing them for compliance; conducting internal affairs investigations; x Contract administration. Administering animal control, false alarm, facility, information technology, equipment, towing, Bomb Task Force and other contracts. x Business/fiscal administration. Developing and monitoring budgets; coordinating audits; paying invoices; administering departmental collection activities; preparing financial reports, and evaluating and forecasting fiscal trends. x Public safety information system management. Administering, supporting, and maintaining public safety system applications. x Grant research and management. Researching, submitting applications, and reporting on law enforcement grants and special funding programs. x Personnel & training. Recruiting, selecting and testing personnel, developing and managing in-service training, mandated training and intermediate and advanced training activities; maintaining personnel training records, facilities and equipment; maintaining personnel files. x Cost recovery activities. Processing permit and license applications; processing driving-under-the- influence (DUI) cost recovery billings; fee reviews and collection. x Legal liaison. Processing, investigating and coordinating claims against the department or its employees and coordinating with City Attorney’s office on lawsuits involving the department. x Janitorial Services. Oversee contracted janitorial work at police facilities; coordinating maintenance and repair work. SIGNIFICANT OPERATING PROGRAM CHANGES ANIMAL CONTROL SERVICES CONTRACT Summary Of Change: Contract increase for Animal Control Services with the County of San Luis Obispo. Fiscal Impact:On-going costs of $11,610 in FY 2015-16 and estimated $20,871 in FY 2016-17. Service Level Impact:The City contracts withthe County of San Luis Obispo Animal Services Division to provide animal care and control functions to the City of San Luis Obispo. Costs associated with services provided by the County have increased. PROGRAM OBJECTIVES Program Objectives E-11 PUBLIC SAFETY PROGRAM: Police Administration OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund x Complete the annual report of Police department activities and statistics. x Provide oversight for the department’s 2015-2020 strategic plan to implement both short term and long term planning needs and define strategies for success. x Initiate and oversee technology related projects to include the purchase and installation of new Mobile Data Computers, In-Car video systems and Body Worn Cameras. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Training Hours Completed4,8004,8004,8004,800 E-12 PUBLIC SAFETY PROGRAM:Patrol OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM DESCRIPTION The Police Patrol Services program utilizes uniformed officers to respond to emergencies and calls for service; conduct preliminary investigations of criminal activity; enforce state and City laws and statutes; apprehend criminals; enforce traffic laws; conduct routine traffic collision investigations; control disturbances; manage unusual incidents; implement crime prevention strategies; and provide other public safety related services as directed. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing7,063,7597,022,4327,148,8082%7,457,8324% Contract Services59,70938,36514,300-63%14,3000% Other Operating Expenditures97,75499,500116,77817%86,000-26% Minor Capital---- Total Patrol7,221,2217,160,2977,279,886 2%7,558,132 4% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Captain1.001.001.001.00 Field Service Technician1.001.001.001.00 Police Officer32.0032.0032.0032.00 Police Lieutenant 2.002.002.002.00 Police Sergeant 5.005.005.005.00 Total Regular FTE41.0041.0041.0041.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 28%72%29%71% E-13 PUBLIC SAFETY PROGRAM:Patrol OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM ACTIVITIES This program includes the following activities: x General patrol. Driving or walking assigned sectors; conducting pro-active patrols to discover criminal activity in progress or prevent its occurrence; responding to calls-for-service, apprehending criminals; enforcing traffic laws. x Directed patrol. Providing targeted vehicle and foot patrol to respond to known criminal patterns or locations of frequent occurrences. x Community Action Team. This team is focused on repeat offenders that drive patrol calls for service. The officers have made connections with many outside agencies to connect offenders with resources. They work closely with the courts, metal health, homeless services and other entities to find solutions. x Special events. Planning and coordinating special events and major deployments with event organizers, other City departments; community organizations, schools, and other law enforcement organizations. x Neighborhood enhancement. Directed educational and enforcement activities focused specifically on quality-of-life issues in neighborhoods; making presentations and attending meetings in coordination with the Office of Neighborhood Services to groups including neighborhood associations, university sports teams, Greek organizations, and others. x Traffic enforcement. Conducting proactive traffic enforcement byissuing warnings and citations for violations and conducting collision investigations. x Downtown Team. Providing a dedicated program of education, enforcement and crime prevention in the downtown core in collaboration with the Downtown Association, Chamberof Commerce, and owners and staff of downtown bars, restaurants and businesses; providing patrol in the downtown core and neighboring areas on bicycle; addressing daytime issues downtown including aggressive panhandling and related crimes. x Special Weapons and Tactics (SWAT). Participating in the Regional SWAT Team, comprised of specially trained and equipped officers to respond to high risk situations that require expertise and resources beyond patrol officers. SIGNIFICANT OPERATING PROGRAM CHANGES PUBLIC SAFETY VIDEO CAMERAS Summary of Change: Purchase four additional video cameras to further enhance safety in the downtown. Fiscal Impact: One time cost of $32,378 in FY 2015-16. Service Level Impact: Purchasing four additional video cameras to be placed around the downtown will enable the Police Department to improve service levels to the community. E-14 PUBLIC SAFETY PROGRAM:Patrol OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM OBJECTIVES Major City Goals x Multi-Modal Transportation (Supporting Department) –Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. x Housing (Supporting Department)–Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. Other Important Objectives x Neighborhood Wellness (Lead Department)–Improve neighborhood wellness, work with residents, Cuesta and Cal Poly, increase public safety, code compliance, and collaborative solutions. x Downtown (Supporting Department)–Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. Other Program Objectives x Continue to develop and implement proactive policing strategies focusing on neighborhood safety and quality of life. x Plan and schedule for major deployments including St. Patrick’s Day, Back-to-School, Halloween, and others. x Increase enforcement of traffic laws focused on violations that tend to increase collisions. x Continue efforts with the current Neighborhood Officer Program; partnering officers and the community to more effectively collaborate and resolve issues surrounding their neighborhoods. x Continue to deploy the Community Action Team to address adverse behavior in the downtown. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Police Calls for Service29,22635,31135,66436,021 Felony Offenses*710565571576 Total Arrests3,8203,3613,4003,450 *Number of felony offenses that suspects were arrested for. Arrestees may have had multiple felony charges. E-15 PUBLIC SAFETY PROGRAM:Investigations OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM DESCRIPTION The investigative services program provides investigation of a variety of criminal activity, including homicides, assault, robberies, burglaries, narcotic trafficking, major frauds, and child and elder abuse. Program staff also interview and monitor convicted sex and arson offenders; coordinate and deliver enforcement, intervention and education services to the high school, and junior high; provide forensic investigative services and evidence collection and analysis; and process and dispose of evidence and property. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing2,394,9512,540,4442,635,6684%2,732,1584% Contract Services2,5614,6004,6000%4,6000% Other Operating Expenditures11,24926,50026,5000%26,5000% Minor Capital---- Total Investigations2,408,7612,571,5442,666,768 4%2,763,258 4% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Evidence Technician1.001.001.001.00 Property Evidence Clerk1.001.001.001.00 Police Lieutenant 1.001.001.001.00 Police Sergeant 1.001.001.001.00 Police Officer 10.0010.0010.0010.00 Total Regular FTE14.0014.0014.0014.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 10% 90% 10% 90% E-16 PUBLIC SAFETY PROGRAM:Investigations OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM ACTIVITIES This program includes the following activities: x Investigations. Investigating complex crimes, identifying suspects, and submitting cases to the District Attorney for prosecution; investigating initial reports of suspected child abuse; coordinating missing persons investigations; interview and track convicted sex offenders. x Juvenile Services. Providing enforcement, intervention and educational services to the high school, and the middle school in the City; investigate criminal and chronic truancy cases involving juveniles, including major graffiti investigations; participate in school-based Threat Assessment conferences with school staff; plan and help train school staff for emergency situations at the schools. x Special Narcotics Unit. Participating inthe countywide Narcotics Unit to investigate major narcotic trafficking cases and to leverage significant resources dedicated to this task force involving other law enforcement agencies. x Special Enforcement Team (SET). Conducting specialized enforcement activities directed at known violators or designed to address crime trends, such as street drug sales, burglary cases, and gang activities; augmenting patrol and investigation units as needed for major crimes, special events, and peak activity periods; conducting alcohol and tobacco compliance operations. x Evidence and Property. Collecting, analyzing, monitoring, storing, auditing, and disposing of evidence and property. x Public Outreach. Provide public outreach to a variety of citizen groups, business entities and other organizations to enhance awareness of crime trends, educate and reduce victimization. PROGRAM OBJECTIVES Other Program Objectives x Provide comprehensive and updated training to all Investigators including advancements in technology crimes and complex criminal investigations. x Continue to participate in the First Responders Group, Terrorism Liaison work group, Crime Stoppers and the SARP Board and the Women’s Safety Committee to identify and improve sexual assault prevention and investigation efforts. x Conduct pro-active and aggressive investigations in crime trends which victimize City residents and business. x Continue to provide crime awareness and public training opportunities to reduce victimization within our community. E-17 PUBLIC SAFETY PROGRAM:Investigations OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Sex Offender Compliance Checks192387393400 Property/Evidence booked6,6826,6006,7326,867 Cases assigned for investigation190194197201 Elder/dependent adult mandated reports35343535 Child abuse mandated reports199200202204 E-18 PUBLIC SAFETY PROGRAM: Support Services OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM DESCRIPTION The Support Services program is divided into two divisions: Communications and Records. Management of this program includes conducting Department of Justice (DOJ) audits, custodian of criminal records, and compliance with State and Federal regulations such as Uniformed Crime Reporting (UCR) and California Public Records Act. This program provides project management for various technology projects, particularly thoserelated to the communications and records functions. Support Services personnel are responsible for receiving, processing and dispatching emergency and non-emergency calls for service; providing emergency medical dispatching, public outreach, processingpolice reports and citations; tracking and reporting crime statistics; and maintaining confidential information. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing2,146,9782,199,5002,312,7635%2,392,5253% Contract Services81,44699,857102,2002%103,6001% Other Operating Expenditures3,1298,6006,000-30%6,0000% Minor Capital-48,000--100%- Total Support Services2,231,5532,355,9572,420,963 3%2,502,125 3% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Communications & Records Manager1.001.001.001.00 Communications Supervisor2.002.002.002.00 Records Clerk5.005.005.005.00 Records Supervisor1.001.001.001.00 Communications Technician 10.0010.0011.0011.00 Total Regular FTE19.0019.0020.0020.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES This program includes the following activities: 9% 91% 14% 86% E-19 PUBLIC SAFETY PROGRAM: Support Services OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund x Records and Citations. Processing, maintaining, updating and purging police citations and reports pursuant to State and Federal mandates and City records retention policies; sealing juvenile and adult records, processing restraining orders pursuant to court order; entering disturbance advisement cards, field interview cards, and pawn slips; querying, entering, modifying, and clearing all California Law Enforcement Telecommunications System (CLETS) entries regulated by DOJ. x Statistics and Information Requests. Researching records and providing requested information to the Courts, law enforcement personnel and the public as required by the CPRA; testifying to both written and audio recordings, as custodian of records, when subpoenaed by the courts; conducting data base background checks requested by authorized agencies; tracking and reporting crime statistics to DOJ as required and providing statistical data to other entities as needed. x Public Contact. Provide first point of contact for citizens both in person and via telephone; assisting with citation sign offs, impounded and towed vehicle releases, and general inquiries; assisting with registering mandated offenders and maintaining registrant files; processing Taxi, Massage, and mobile food vendor permits and collecting fees charged for services.; assist on site at DUI check points by tracking statistics and assisting officers. x Processing emergency phone calls and requests for service. Answering 9-1-1 calls regarding police, fire and medical emergencies; providing pre-arrival medical instructions to callers involved in medical emergencies; processing calls for public safety services and crime reporting; operating computerized dispatch systems, including communication with other public safety agencies; answering after hour emergency phone calls for City services such as sewer, water, streets, buildings, and parks and recreation, and dispatching service requests accordingly. x Dispatching Police and Fire Response. Prioritizing calls for service and dispatching public safety emergency vehicles and personnel to calls for service; requesting ambulance response from county via computerized dispatch system. x Public Outreach. Public education and training regarding safety, injury prevention, and utilizing emergency services including, 9-1-1 education for elementary students, high school criminal justice class, elder adult education; providing tactical dispatcher/scribe services for the Regional SWAT Team, and participating at the annual City bike rodeo. x Monitor Security Systems. Monitoring security cameras for City facilities including the Police Department, holding cells, Fire Department, Sinsheimer Pool, City Hall, Council Chambers, and other City cameras; monitoring and responding to in-house alarm and GPS tracking systems. E-20 PUBLIC SAFETY PROGRAM: Support Services OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund SIGNIFICANT OPERATING PROGRAM CHANGES COMMUNICATIONS TECHNICIAN Summary of Change: Hire an additional Communications Technician position to provide adequate staffing levels in the Emergency Communications Center. Fiscal Impact: On-going costs of $96,228 in FY 2015-16 and $101,712 in 2016-17. Service Level Impact: Hiring an additional Communications Technician is essential to meeting industry standards related to Emergency Communication Center staffing levels. The position will enhance service tothe community, address current staff mental and physical fatigue, and enable the center to establish a minimum staffing level of three dispatchers at all times. PROGRAM OBJECTIVES Other Program Objectives x Purchase and implement a new audio recording system that will be next generation (NG) 9-1-1 compliant for capturing text to 9-1-1. Consolidate the channels into one server and streamline the storage process. x Establish an effective succession planning process for Communication Technicians. x Implement and oversee the new half time Police Operations Support Specialist position transitioning the registrant, permitting, and some data entry duties to this new position. x Train and transition to the new addressing scheme to prepare for new technologies using this format. Manually convert all historic addresses with apartments and sub addressing. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Calls for service Police/Fire/Business34,65935,00635,35635,709 Incident Numbers Issued29,27729,57029,86530,164 Police Reports Processed8,6648,7518,8388,926 Citations Processed5,2805,3335,3865,440 Phone calls in the Communications Center98,57799,563100,558101,563 E-21 PUBLIC SAFETY PROGRAM:Neighborhood Services OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM DESCRIPTION The Neighborhood Services Program is responsible for coordinating services and outreach to the residential neighborhoods in the City, through the efforts of the Neighborhood Outreach Manager and Neighborhood Services Team, which is comprised of representatives from various City departments. The Program coordinates response to violations of the City noise ordinance, along with related follow-up, data collection, and the issuance of warning notices and administrative citations to property owners. The duties of the Neighborhood Outreach Manager include disseminating crime prevention information; presenting neighborhood education programs on Cuesta and Cal Poly campuses; coordinating and providing staff support to various committees and neighborhood groups; receiving and acting on concerns expressed by neighborhood residents about issues affecting the quality of life in the neighborhoods; processing citation appeals for noise and neighborhood parking violations; and preparing the Neighborhood Services Team newsletter. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing174,877178,300182,2372%189,6044% Contract Services42,08745,80046,5002%46,5000% Other Operating Expenditures5,7259,20010,40013%10,4000% Minor Capital---- Total Neighborhood Services222,690233,300239,137 3%246,504 3% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Neighborhood Services Manager1.001.001.001.00 Total Regular FTE1.001.001.001.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 1% 99% 1% 99% E-22 PUBLIC SAFETY PROGRAM:Neighborhood Services OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM ACTIVITIES This program includes the following activities: x S.N.A.P. (Student Neighborhood Assistance Program)Providing first response to noise ordinance violations within the City, patrolling and enforcing neighborhood parking districts, graffiti abatement, tagging abandoned vehicles for towing; enforcing Neighborhood Enhancement ordinances and following up on related activities. SNAP employees are part-time temporary employees who are Cal Poly and/or Cuesta College students. x Crime Prevention. Coordinating and preparing the media crime prevention program including print and Internet components; attend meetings, support initiatives and work with local university, college, neighborhood, and business groups involved in neighborhood and City quality of life issues; assist Neighborhood Officer’s with neighborhood meetings and assist residents with the establishment of Neighborhood Watch. x Neighborhood Services Team. Coordinating team comprised of City staff from various departments who work collaboratively with residents and community based groups in an effort to promote communication, support of the City’s General Plan, and foster neighborhood enhancement and well-being; publish quarterly Neighborhood Services Team newsletter. x Noise Ordinance Enforcement.Tracking trends relatedto noise complaints and violations and help develop strategies to reduce violations; collaborating with uniformed patrol staff to address repeat offenders; processing violation notices and administrative citations issued to residential property owners; Community Civility Effort involvement working specifically on quality of life challenges in the neighborhoods relating to noise, parking and behaviors. x SLO Solutions.Overseeing contract and supporting efforts of the SLO Solutions program, which provides free conflict resolution and mediation services to City residents, focusing on disputes involving neighbors, roommates, and tenant/landlords. SLO Solutions is jointly funded by Cal Poly, Cuesta College and the City. x Department Volunteer Coordination. Program development and oversight. Recruiting volunteers from the community, assisting with backgrounds checks and placement, tracking volunteer hours and providing necessary support. PROGRAM OBJECTIVES Other Important Objectives x Neighborhood Wellness (Lead Department)–Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. Other Program Objectives x Implement recommendations made by Civility Working Group including the development of a Communication Committee. x Implement National Night Out for the Police Department. E-23 PUBLIC SAFETY PROGRAM:Neighborhood Services OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Noise Complaints Received by Dispatch2,1632,1542,1752,197 Noise Party Complaints Only1,7481,7901,8001,800 SNAP Average Response Times to Noise Complaints0000 SNAP Parking Citations Issued2,0611,9501,9691,989 E-24 PUBLIC SAFETY PROGRAM:Traffic Safety OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund PROGRAM DESCRIPTION The traffic safety program provides enforcement of traffic laws, collision investigations, education programs and coordination of special events. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing710,296899,484754,4001%782,8534% Contract Services9,94211,30011,4001%11,4000% Other Operating Expenditures6,74824,20011,200-29%13,59021% Minor Capital3,3944,4004,4000%4,4000% Total Traffic Safety730,380939,384781,400 0%812,243 4% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% *Includes funding for OTS grant STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Police Sergeant1.001.001.001.00 Police Officer 4.004.004.004.00 Total Regular FTE5.005.005.005.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES This program includes the following activities: x General Traffic Enforcement. General enforcement of traffic laws, including DUI enforcement through special patrols and DUI check-points. x Directed Traffic Enforcement. Focused enforcement in areas with hightraffic concentration and/or a history of collisions; special enforcement in response to citizen complaints of violations in neighborhood areas; enforcement of school zones during peak hours when children are being dropped off and picked up. x Collision Investigation. Investigation of traffic collisions and reconstructing collisions involving death or serious injury. 3% 97% 4% 96% E-25 PUBLIC SAFETY PROGRAM:Traffic Safety OPERATION: Police Protection DEPARTMENT: Police Protection FUND: General Fund x DUI Enforcement. Dedicate personnel to reducing the occurrence of alcohol involved traffic incidents in our city. Proactively enforce DUI laws and provide training to officers. Deter DUI driver’s through education, and actively engage in proactive traffic enforcement focusing on the top three collision factors in our City. x Special Event Coordination. Working with staff from Parks and Recreation and other City departments to plan and staff special events in the City. x Education. Provide education regarding traffic and bicycle safety to members of the community. PROGRAM OBJECTIVES Major City Goal x Multi-Modal Transportation (Support Department) – Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. Other Program Objectives x Continue conducting special enforcement operations in the City’s most hazardous intersections and roadways to reduce collisions in those locations. x Conduct specialized enforcement focused on reducing collisions involving bicycles and pedestrians. x Continue enforcement efforts of DUI violations. x Conduct programs designed to increase traffic safety in the neighborhoods. x Continue to partner with the Parks and Recreation Department, the Public Works Department, the San Luis Obispo County Bicycle Coalition, and numerous bike shops in the area to host an annual “Bike Rodeo”. The Rodeo includes a “Safety Town” to teachsafety and basic skills to smaller children and a supervised road ride on surface streets to give the older children supervised experience with safe cycling on the road. x Continue to annually apply for and maintain the Office of Traffic Safety (OTS) Grants. x Continue to actively participate in traffic safety programs such as Click it or Ticket, Child Safety Seat Week, Safe Routes to School, Every 15 Minutes, Bicycle Rodeos, MADD and school traffic safety presentations. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Citations Issued4,0454,3004,3504,400 Traffic Collisions753720710700 DUI Arrests406425450475 DUI Involved Collisions56605449 Pedestrian Collisions36252219 E-26 PUBLIC SAFETY PROGRAM: Fire Administration OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund PROGRAM DESCRIPTION Fire Administration provides strategic leadership to the organization. The Fire Administration Program plans, directs and evaluates all Fire Department programs andtheir activities. Program goals are to achieve: 1) responsive, effective and efficient fire department programs and 2) well-planned, long-term sustainability focus for fire department facilities, equipment and organization, including personnel. This program has five major activities that are explained below. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing645,742669,825697,3584%723,9234% Contract Services24,52798,68428,815-71%25,715-11% Other Operating Expenditures104,238107,300118,67011%119,1700% Minor Capital18,630--- Total Fire Administration793,137875,809844,843 -4%868,808 3% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Analyst1.001.001.001.00 Administrative Assistant1.001.001.001.00 Deputy Fire Chief1.001.001.001.00 Fire Chief1.001.001.001.00 Total Regular FTE4.004.004.004.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 3% 97% 3% 97% E-27 PUBLIC SAFETY PROGRAM: Fire Administration OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund PROGRAM ACTIVITIES x Department leadership. Establishing and communicating organizational goals, values and priorities. Directing and coordinating the work of the department. Representing the department before the public and community groups, department heads and other public agencies. Maintaining positive and effective relations. Soliciting and anticipating community needs and satisfaction with fire service delivery, including service provided for rescue and emergency medical response, fire plan review, fire prevention and fire suppression services, and public education. Monitors local and industry trends when managing changes in staffing, facilities, technology, and equipment. x Public information and support services. Providing administrative support for the department. Assist the public with general information, including maintaining a progressive and valuable internet presence. Prepare reports; compile statistics and data to address department needs and services. x Human resource recruitment, testing and management.Partnering with the Human Resources Department with the design and administration of new hire and promotional testing processes. Administering human resource policies, human resource development, staffing requirements and payroll. x Fiscal and contract management.Developing and monitoring fire department budgets, expenditures, revenues, contracts and grants. Assuring compliance with fiscal policies. Expending all resources in a professional, credible and transparent manner, with the public’s needs and trust in mind. x Fund enhancement.Researching and responding to opportunities for revenue enhancement such as grants, sponsorships and fees with a focus on leveraging local funding sources to maximize organizational outcomes and goals. PROGRAM OBJECTIVES x Department leadership. Establishing and communicating organizational goals, values and priorities. Directing and coordinating the work of the department. Representing the department before the public and community groups, department heads and other public agencies. Maintaining positive and effective relations. Soliciting and anticipating community needs and satisfaction with fire service delivery, including service provided for rescue and emergency medical response, fire plan review, fire prevention and fire suppression services, and public education. Monitors local and industry trends when managing changes in staffing, facilities, technology, and equipment. x Public information and support services. Providing administrative support for the department. Assist the public with general information, including maintaining a progressive and valuable internet presence. Prepare reports; compile statistics and data to address department needs and services. x Human resource recruitment, testing and management.Partnering with the Human Resources Department with the design and administration of new hire and promotional testing processes. Administering human resource policies, human resource development, staffing requirements and payroll. x Fiscal andcontract management.Developing and monitoring fire department budgets, expenditures, revenues, contracts and grants. Assuring compliance with fiscal policies. Expending all resources in a professional, credible and transparent manner, with the public’s needs and trust in mind. E-28 PUBLIC SAFETY PROGRAM: Fire Administration OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund x Fund enhancement.Researching and responding to opportunities for revenue enhancement such as grants, sponsorships and fees with a focus on leveraging local funding sources to maximize organizational outcomes and goals. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 City Council Agenda Reports & Resolutions p 9678 City Manager Reports prepared8588 Grants submitted1111 Out of County Mutual Aid billings21212121 E-29 PUBLIC SAFETY PROGRAM:Emergency Response OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund PROGRAM DESCRIPTION The Emergency Response Program is responsible for protecting life, the environment, and property by responding to a wide variety of emergencies, including, but not limited to: medical emergencies, structure fires, vegetation fires, hazardous materials incidents, vehicle fires/accidents, flooding, utility emergencies, and a wide range of urgent public assists. Program goals include: timely response (industry standard of six minutes from receipt of 911 phone call), providing Advanced Life Support on medical emergencies, delivering sufficient number of personnel for initial attack on structure and vegetation fires, limiting any environmental damage caused by a release ofhazardous materials, and keeping property damage to a minimum when confronted with human caused or natural adverse events. The program also includes fire apparatus services, maintenance and repair of light and heavy fire apparatus and vehicles. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing7,686,4538,025,4557,990,1560%8,299,1014% Contract Services106,963107,38576,850-28%79,9254% Other Operating Expenditures163,766171,700354,389106%240,250-32% Minor Capital---- Total Emergency Response7,957,1818,304,5408,421,395 1%8,619,276 2% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Battalion Chief3.003.003.003.00 Fire Captain12.0012.0012.0012.00 Fire Engineer15.0015.0015.0015.00 Fire Vehicle Mechanic1.001.001.001.00 Firefighter12.0012.0012.0012.00 Mechanic Helper1.001.001.001.00 Total Regular FTE44.0044.0044.0044.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 33%67%31%69% E-30 PUBLIC SAFETY PROGRAM:Emergency Response OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund PROGRAM ACTIVITIES x Emergency Medical Services (EMS).Providing victims of acute trauma and sudden illness with Advanced Life Support (ALS) from certified Firefighter-Paramedics. Maintain quality of patient care through professional training, quality improvement program, and equipment maintenance, repair and replacement. x Fire Protection.Responding to fire emergencies, rescuing civilians exposed to fire, suppressing fires, salvaging possessions, and protecting exposed property. x Hazardous material incident response.Controlling and containing unwanted hazardous materials releases. x Rescue.Extrication of victims trapped in wrecked automobiles, collapsed buildings, swift water rescues and trail/cliffside/open space extractions. SIGNIFICANT OPERATING PROGRAM CHANGES EMERGENCY RESPONDERS PERSONAL PROTECTIVE STRUCTURAL FIRE FIGHTING EQUIPMENT Summary of Change: Replace personal protective structural firefighting equipment (turnouts) for emergency responders. Fiscal Impact: One time cost of $110,464 in FY 2015-16. Service Level Impact: Increased safety for emergency responders with replacement of protective structural firefighting equipment that will meet National Fire Protection Association (NFPA) standards. PROGRAM OBJECTIVES Other Important Council Objectives x Neighborhood Wellness. Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. Other Program Objectives x Respond to medical emergencies with Advanced Life Support (ALS) capabilities. x Maintain participation and support of the County Hazardous Materials Team. x Maintain apparatus and vehicles. x Prioritize, review and update pre-emergency plans for target hazard occupancies. x Conduct fire and life safety inspections of properties to ensure compliance with fire codes. E-31 PUBLIC SAFETY PROGRAM:Emergency Response OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Structure Fires79838689 Vehicle fires10999 Vegetation fires16192021 Emergency Medical Services (EMS) and rescues 3,2323,4173,5503,692 Vehicle Accidents144148154160 Hazardous Conditions/Materials15212223 Service calls8699981,0281,069 Good intent/False alarms177140145145 Other calls and incidents650643668694 TOTAL RESPONSES5,1925,4785,6825,902 Vehicle/equipment maintenance hours completed 6,7216,7216,7216,721 Fire Safety Inspections completed65*1,4321,4001,400 Projected workload measures for Emergency Response calls for FY 2015-16 and FY 2016-17are based on a 4% increase each year. *Number of Fire Safety Inspections reduced due to other department priorities: new pre-emergency plans. Note: All figures based on a calendar year E-32 PUBLIC SAFETY PROGRAM: Hazard Prevention OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund PROGRAM DESCRIPTION The Hazard Prevention Program prevents injury and loss of life, property and the environment damaged by fire, explosion or exposure to hazardous materials. Program goals include: 1) eliminating fire hazards and investigation fires in buildings, equipment and properties; 2) safely handling and containing all hazardous materials; 3) broadening public awareness about the dangers of fire and hazardous materials. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing594,536647,700761,18918%787,0773% Contract Services27,53940,73249,80022%49,8000% Other Operating Expenditures10,39715,90029,92588%19,125-36% Minor Capital---- Total Hazard Prevention632,472704,332840,914 19%856,002 2% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Assistant1.001.001.001.00 Fire Inspector2.002.003.003.00 Fire Marshal1.001.001.001.00 Hazardous Materials Coordinator1.001.001.001.00 Total Regular FTE5.005.006.006.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 3% 97% 4% 96% E-33 PUBLIC SAFETY PROGRAM: Hazard Prevention OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund PROGRAM ACTIVITIES x Fire and life safety inspections and abatement. Regularly inspecting residential, commercial, governmental, education and industrial sites for fire hazards, and responding to citizen complaints and implementing the weed abatement program during the fire season. x Fire and arson investigation. Investigating all reported fires to determine causes and origin. x Hazardous material inspection and abatement. Enforcing regulations governing the storage, use, handling of, and disposal of hazardous materials; annually inspecting the safety and environmental quality of all facilities, storage, use or handling of hazardous materials. x Building plan review and construction inspections. Reviewing development projects and building plans for compliance with fire safety codes, along with associated field inspections. x Hazardous waste removal and disposal. Serving as a collection agent for hazardous waste found in city streets, property, or creeks resulting from unknown sources and unidentified parties. Conduct plan checks for underground storage tank installation and removals, with a permit issued by the Department, along with associated field inspections. x Education.Providing fire and safety education programs to businesses, hospitals and homeowners groups. x Hydrant maintenance. Inspecting, testing and servicing fire hydrants (funded by Utilities). PROGRAM OBJECTIVES Major City Goals x Open Space Preservation. Protect and maintain open space. Other Important Council Objectives x Neighborhood Wellness. Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown.Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. Other Program Objectives x Partner with business owners to successfully implement applicable fire codes, including those related to fire sprinklers, underground fuel tanks, hazardous vegetation, and development review processes. x Provide annual fire and life safetyinspections and education for all multi-dwelling properties (R-1/R-2 inspections. x Conduct hazardous materials business plan program inspections and underground storage tank inspections, and provide follow-up enforcement as needed. x Conduct fire hydrant inspection and maintenance throughout the City. x Investigate the cause and origin of all fires, explosions and unauthorized hazardous materials releases. E-34 PUBLIC SAFETY PROGRAM: Hazard Prevention OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Fire and safety inspections1,2501,2601,2601,260 Weed Abatement Notice to clear weeds (water bill insert)14,50014,50014,50014,500 Hazardous materials inspections/inventories282282282282 Hazardous materials business plans154154154154 Building plan review306380308375 Development plan reviews, ARC, EIR140200200200 Citizens educated in fire and life safety skills2,0002,0002,0002,000 Fire and arson investigations51515151 Complaint, fire hazards and referrals40505050 Code review and interpretations180180180180 Parking citations10101010 Underground storage tank modifications 6666 Special events30303030 E-35 PUBLIC SAFETY PROGRAM:Training Services OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND:General Fund PROGRAM DESCRIPTION The Fire Training Program schedules, coordinates, and documents both in-house and outside training and certification for fire department staff. The program also works to maintain and improve the health fitness of fire department employees. The overall program goal is to provide and support highly qualifies, well-trained, safe, healthy and fit employees. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing42,71786,400122,68842%42,200-66% Contract Services23,26644,29042,300-4%33,800-20% Other Operating Expenditures35,19472,00091,23827%37,050-59% Minor Capital---- Total Recruit Academy101,177202,690256,226 26%113,050 -56% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% 2015-16 Operating BudgetŶFunctional Area Ŷ Program PROGRAM ACTIVITIES x In-service training.Complying with mandates, conducting training exercises and classroom lessons to maintain the myriad skills of our business, and facilitate the introduction of new methodologies, technology and equipment. The addition of an internet based training deliveryand records management system has allowed us to meet minimum training mandates in a more efficient manner. x Outside training.Scheduling and coordinating employee attendance at State Certified Upper Level (I and II) training offered outside of the Department; facilitate bringing specialized instruction into our area; provide any other needed and mandated training not generated within the instructional capabilities of fire department staff. x Health fitness. Scheduling and coordinating all physical fitness activities including medical examinations and comprehensive fitness evaluation. x Safety.Providing required safety training to all employees. x Training Academy. Conducting recruit-training academies for new hire. 1% 99% E-36 PUBLIC SAFETY PROGRAM:Training Services OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND:General Fund SIGNIFICANT OPERATING PROGRAM CHANGES RESCUE TRAINING FOR FIRE EMERGENCY RESPONDERS Summary of Change: Increase training budget for Fire emergency responders and Fire administrative personnel. Fiscal Impact: One time cost of $59,776 in FY 2015-16. Service Level Impact: Additional emergency responders will receive Rescue Systems-II certification training, required Hazardous Materials Technician training, and Chief Officer professional development training. PROGRAM OBJECTIVES Other Program Objectives x Deliver mandated training by structuring training that is aligned with the intent of federal and state mandates as well as nationally recognized standards. x Develop and maintain baseline and advanced skills at the individual, company and organizational level. x Maintain web based training delivery and records management program. x Provide for Firefighter health and safety by continuing health and fitness program. x Provide an opportunity for professional development by facilitating career track counseling and encouraging specialty training. x Maintain current training drill tower and surroundings including development of props. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 In-service mandated training hours (144 hrs/per employee/year)5,4725,9045,9046,048 Number of certified Emergency Medical Technicians 18191818 Number of certified Paramedics3603642324 E-37 PUBLIC SAFETY PROGRAM:Technical Services OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund PROGRAM DESCRIPTION The Technical Services Program manages and maintains the City’s four fire station facilities, their grounds and miscellaneous related equipment, appliances, and furnishings. The program goal is to maintain functional, attractive, safe, and energy efficientfire stations. The technical services program works closely with the Public Works Department to facilitate building repairs and to provide landscape maintenance. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing2635005000%5000% Contract Services9,3778,80026,300199%7,000-73% Other Operating Expenditures20,96021,80022,4503%22,6501% Minor Capital---- Total Technical Services30,60031,10049,250 58%30,150 -39% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% STAFFING SUMMARY None – Program activities are supported by staff from other program areas. 2015-16 Operating BudgetŶFunctional Area Ŷ Program PROGRAM ACTIVITIES x Minor Facilities Maintenance.Identifying, coordinating, and purchasing cleaning supplies and maintenance tools, maintaining landscaped areas with both contract and Fire Department labor, repairing or replacing broken or worn station appliances and furnishings, and correcting minor electrical and plumbing problems while meeting Cal-OSHA safe work place requirements. Managing scheduled maintenance costs and services for building safety systems such as Diesel Exhaust Removal System. x Major Building Repair and Construction.Identifying necessary remodel and update needs for the interior and exterior of the four fire stations. Major building and exterior repair projects are coordinated with or managed by the Public Works Department. 0% 100% E-38 PUBLIC SAFETY PROGRAM:Technical Services OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund x Automatic External Defibrillators (AED).Public Access Defibrillation Project is a program that provides Automatic External Defibrillators (AED’s) in public areas throughout the city to allow lay rescuers to intervene early in cases of cardiac arrest. An AED is an automated computerized medical device programmed to analyze heart rhythm, recognize rhythms that require defibrillation, and deliver lifesaving electrical shocks. x Fire Mapping Program.Updates fire engine grid books for emergency personnel and provides miscellaneous emergency response mapsat all fire stations. 11x17 paper mapbooks and large wall maps are an essential backup tool to our electronic GIS-based mapping systems. x Fire Radio System and Equipment.Purchasing and replacement of handheld radios and parts assigned to and used by all personnel. SIGNIFICANT OPERATING PROGRAM CHANGES SLURRY SEAL AT FIRE STATION 1 Summary of Change: Slurry seal asphalt driving surfaces at Fire Station 1. Fiscal Impact: One time cost of $22,000 in FY 2015-16 Service Level Impact: The slurry seal projectwill provide needed maintenance and safety at Fire Station 1. PROGRAM OBJECTIVES Other Program Objectives x Maintain Automated External Defibrillator (AED) program. x Maintain fire grid books for responding personnel and provide miscellaneous response maps for the fire stations and Public Safety Dispatch Center in coordination with Finance and Technology Department, GIS staff. x Maintain required scheduled maintenance vendor services for four fire station’s Diesel Exhaust Removal System. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Square feet of fire stations maintained33,34633,34633,34633,346 Square feet of property maintained138,491138,491138,491138,491 AEDs in City buildings maintained3603642020 E-39 PUBLIC SAFETY PROGRAM:Disaster Preparedness OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund PROGRAM DESCRIPTION The Disaster Preparedness Program has two focuses: 1) ensures that City personnel can provide appropriate rescue and relief services following a major disaster such as earthquake, flood, nuclear power accident, hazardous material spill, and wildland fire: and 2) provides information and education on disaster preparedness, and fire safety to the general public. Program goals are to train disaster response to employees, provide up-to-date hazard mitigation and disaster response plans, and educate residents and businesses in disaster and emergency preparedness. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing3,5811,6003,300106%3,3000% Contract Services---- Other Operating Expenditures18,88617,41312,525-28%12,5250% Minor Capital---- Total Disaster Preparedness22,46719,01315,825 -17%15,825 0% Total Functional Area24,120,01125,029,54825,609,805 3%26,232,409 2% STAFFING SUMMARY None – Program activities are supported by staff from other program areas. 2015-16 Operating BudgetŶFunctional Area Ŷ Program PROGRAMACTIVITIES x Training.Teaching city employees from a variety of departments how to use the incident command system and conducting disaster response drills. x Planning.Reviewing and revising the city’s disaster response plans to improve deployment of city forces and ensure coordination with federal, state and local agencies: operating the City’s emergency operation center (EOC) in the event of a disaster. x Community Emergency Response Team (CERT) training.Training the general public on how to provide for themselves in a major emergency for 72 hours following an emergency. 0% 100% E-40 PUBLIC SAFETY PROGRAM:Disaster Preparedness OPERATION:Fire & Environmental Safety DEPARTMENT:Fire & Environmental Safety FUND: General Fund x Community Outreach.Providing general fire safety and life safety information to citizens on the community. x Business Continuity.Upon request, distribute information to encourage businesses to create and implement emergency preparedness plans to protect their business against any unexpected business interruption following a disaster. PROGRAM OBJECTIVES Other Program Objectives x Update Emergency Operations Plans as needed. x Update Local Hazard mitigation Plan as needed. x Provide disaster preparedness information and one Community Emergency Response Team (CERT) course annually to the general public. x Conduct disaster preparedness training or drill for City employees. x Distribute emergency business continuity plan to local businesses upon request. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 General public trained in disaster response (CERT)1803030 Key City employees trained in City-wide disaster drills.703030 City employees trained in emergency preparedness and disaster readiness at worksite 360364370370 E-41 Operating Programs PUBLIC UTILITIES PUBLIC UTILITIES PROGRAM:Water Source Of Supply OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund PROGRAM DESCRIPTION The water source of supply program procures raw water from the City’s three primary surface sources: Whale Rock Reservoir, Salinas Reservoir (Santa Margarita Lake), and Nacimiento Reservoir to provide a clean, dependable supply of raw water for treatment at the City’s water treatment plant. An additional source of supply offers highly treated recycled water from the City’s Water Resource Recovery Facility that is used for irrigation and other approved purposes. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing77,23780,80092,78915%95,1383% Contract Services7,148,6187,521,1008,425,14712%8,497,4281% Other Operating Expenditures87,945115,000121,5006%126,4004% Minor Capital---- Total Water Source Of Supply7,313,8007,716,9008,639,436 12%8,718,966 1% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Maintenance Technician0.100.100.100.10 Water Reclamation Facility Operator0.500.500.500.50 Water Reclamation Facility Supervisor0.100.100.100.10 Total Regular FTE0.700.700.700.70 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES The Water Fund’s Source of Supply program has four major activities: 40% 60% 1% 99% E-42 PUBLIC UTILITIES PROGRAM:Water Source Of Supply OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund x Whale Rock Reservoir. The Whale Rock Commission, of which the City is a member, operates Whale Rock Reservoir through the Whale Rock Fund. Through the source of supply program, the City pays the Whale Rock Fund 55% of the money required to operate the Whale Rock Reservoir programs based on its proportionate ownership of the reservoir, and 100% of the money required to pump raw water to the City's water treatment plant for City use. x Salinas Reservoir. The San Luis Obispo County Flood Control and Water Conservation District operates Salinas Reservoir under lease with the Army Corps of Engineers. Through the source of supply program, the City pays for the total cost of operating and maintaining Salinas Reservoir and transporting raw water to the City's water treatment plant as the City maintains the water rights to the reservoir. Costs associated with recreation activities at the reservoir are paid for by the County of San Luis Obispo. x Nacimiento Reservoir. Monterey County Water Resources Agency ownsthe Nacimiento Reservoir. The San Luis Obispo County Flood Control and Water Conservation District has contractual rights to water in the reservoir. The Nacimiento Water Project was completed in early 2011 and provides a supplemental raw water source for several agencies in the County including the City of San Luis Obispo. The County Flood Control and Water Conservation District provides day-to-day operation and maintenance of the Nacimiento delivery facilities. The Nacimiento Commission, made up of representatives from the City of San Luis Obispo, City of Paso Robles, Atascadero Mutual Water Company, Templeton Community Services District, and a member of the County Board of Supervisors, is an advisory board to the Board of Supervisors which approves budgets and makes other operational decisions. The City pays its proportionate share to operate the program. The City’s water treatment plant treats the raw water for City use. x Recycled Water. The City’s Water Resource Recovery Facility produces a high quality recycled water product that can be used for a number of approved purposes, such as landscape irrigation. The use of recycled water directly offsets the demand for potable water, thus allowing other water sources to be utilized more effectively. Costs associated with treatment and delivery are located in the source of supply budget, although a number of program managers have responsibility for individual aspects of the recycled water program. PROGRAM OBJECTIVES Other Program Objectives x Deliver raw water supplies in a reliable, cost-effective manner. x Operate, maintain, and repair supply facilities. x Maximize production and use of recycled water. E-43 PUBLIC UTILITIES PROGRAM:Water Source Of Supply OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Acre feet of water delivered – Nacimiento2,3217323,3803,380 Acre feet of water delivered – Salinas2,1492,5811,7901,790 Acre feet of water delivered – Whale Rock1,2772,500650650 Acre feet of water delivered – Recycled162170230400 E-44 PUBLIC UTILITIES PROGRAM:Water Treatment OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund PROGRAM DESCRIPTION The Water Treatment program receives raw water from three surface reservoirs and wells, treats it to meet potable water standards, and delivers it into the water distribution system. The Water Treatment Plant produces an average of 6.0 million gallons of potable water per day for the City of San Luis Obispo and Cal Poly. The program goal is to provide an adequate water supply, treated to State and Federal standards, for domestic consumption and firefighting. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing1,176,8911,226,4001,432,32317%1,496,5814% Contract Services188,914300,714149,800-50%158,9006% Other Operating Expenditures663,349929,910812,400-13%850,4005% Minor Capital4,0006,000--100%- Total Water Treatment2,033,1532,463,0232,394,523 -3%2,505,881 5% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Treatment Plant Supervisor1.001.001.001.00 Treatment Plant Chief Operator1.001.001.001.00 Treatment Plant Operator7.007.007.007.00 Treatment Plant Maintenance Technician1.001.001.001.00 Laboratory Manager0.100.100.100.10 Laboratory Analyst0.950.950.950.95 Total Regular FTE11.0511.0511.0511.05 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 11% 89% 17% 83% E-45 PUBLIC UTILITIES PROGRAM:Water Treatment OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund PROGRAM ACTIVITIES This program has four major activities: x Reservoir water treatment. Receiving and analyzing raw water from the City’s three surface reservoirs, chemically treating and filtering the raw water to meet Federal and State standards, adding fluoride to treated water, pumping treated water to storage facilities, preparing reports for local, State, and Federal agencies. x Laboratory analysis. Performing analyses to maintain compliance with Federal and State regulations and necessary for the optimization of treatment process operations. x Equipment maintenance. Calibrating treatment mechanisms, performing periodic preventative maintenance, repairing broken equipment, evaluating and replacing worn and obsolete equipment. x Janitorial and grounds maintenance. Cleaning and tending buildings, removing trash, performing minor repairs, controlling weeds, preventing soil erosion, managing low maintenance landscaping materials. PROGRAM OBJECTIVES Other Program Objectives x Continue to provide uninterrupted supply of high quality water to distribution system. x Continue to meet all treatment standards as required by EPA, SWRCB’s Division of Drinking Water, APCD, and other regulatory agencies. x Continue with succession planning goals of development of standard operating procedures, internship program, etc. x Continue development of computerized maintenance database and work order system. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Number of regulatory reports submitted200200200200 Hours of required training for certification550600600600 E-46 PUBLIC UTILITIES PROGRAM:Water Distribution OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund PROGRAM DESCRIPTION The Water Distribution program is responsible for the delivery of potable water from the Water Treatment Plant and wells to system users and fire hydrants via 12 water storage facilities, seven pump stations, and approximately 180 miles of water mains. The Water Distribution program also delivers recycled water from the Water Resource Recovery Facility to landscape irrigation users via approximately nine miles of purple pipelines. Program staff collaborates with Public Works to design, construct, and commission capital improvement projects. The program goal is uninterrupted water flow at adequate pressure with minimum water leakage. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing781,072856,4001,188,92439%1,250,2345% Contract Services57,99983,00073,800-11%75,5002% Other Operating Expenditures183,658190,568175,200-8%181,0003% Minor Capital---- Total Water Distribution1,022,7291,129,9681,437,924 27%1,506,734 5% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Control Systems Administrator0.000.000.400.40 Control Systems Technician0.000.000.400.40 Distribution Supervisor1.001.001.001.00 Underground Utility Locator1.001.001.001.00 Water Distribution System Operator7.007.009.009.00 Total Regular FTE9.009.0011.8011.80 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 7% 93% 18% 82% E-47 PUBLIC UTILITIES PROGRAM:Water Distribution OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund PROGRAM ACTIVITIES x Pumps station and tank maintenance. Inspecting all pump stations weekly, lubricating and repairing pumps and motors, painting pump houses and facilities, controlling weeds, tending landscaping, and repairing fences. x Potable water system maintenance. Repairing broken or leaking water mains and appurtenances, periodically inspecting and cleaning and rebuilding all pressure reducing valves, exercising and repairing isolation valves. x Recycled water system maintenance. Repairing broken or leaking water mains and appurtenances, flushing mains, and conducting annual bacteriological sampling. x Water service installation and service renewal. Installing and upgrading, service lines, meters, and meter boxes. x Fire hydrant installation.Installing and replacing fire hydrants as needed. x Backflow and cross-connection control.Preventing backflow of harmful substances into the water system. x USA mark-outs. Locating and marking of all City underground utilities within public right of way prior to any excavations. x Bacteriological sampling.Taking water samples of all new water mains before being placed into service to ensure public health and safety. x Low Threat Discharge Permit compliance. Sampling, monitoring, and reporting all planned and unplanned discharges as required by the City’s Low Threat Discharge Permit issued by the Regional Water Quality Control Board. PROGRAM OBJECTIVES Other Program Objectives x Continue the water distribution system improvements in accordance with the Capital Improvement Plan x Design, construct, and implement the recommendations in the Water System Master Plan x Utilize pipe pulling machine to replace 1-1/2 inch and 2 inch polybutylene water services WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Water main repairs8221212 Water service lines renewed/repaired35623030 Fire hydrant installed/repaired91488 Pump station/water tank inspections200322250250 Cla-valves rebuilt/replaced661010 Hours of required certification training580580610610 E-48 PUBLIC UTILITIES PROGRAM:Water Administration/Engineering OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund PROGRAM DESCRIPTION The Administration and Engineering program provides guidance and direction for effective water resource management for the various Water Fund programs. It evaluates and provides strategic and long-term planning and engineering for the water system. Program goals are 1) efficient management and achievement of Water enterprise objectives and 2) well-planned and effective implementation of capital improvement plans. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing449,021529,500605,28814%627,7114% Contract Services252,955324,81595,700-71%61,400-36% Other Operating Expenditures68,92137,60036,950-2%34,150-8% Minor Capital17,6061,6001,300-19%1,3000% Total Water Admin/Engineering788,503893,515739,238 -17%724,561 -2% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Analyst0.400.400.400.40 Administrative Assistant0.300.300.400.40 Deputy Director/Water0.900.900.900.90 Health & Safety Engineer0.000.000.400.40 Supervising Administrative Assistant0.400.400.400.40 Utilities Business Manager0.400.400.400.40 Utilities Director0.400.400.400.40 Utilities Engineer0.000.000.500.50 Utilities Projects Manager0.400.400.500.50 Total Regular FTE3.203.204.304.30 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 3% 97% 6% 94% E-49 PUBLIC UTILITIES PROGRAM:Water Administration/Engineering OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund PROGRAM ACTIVITIES x Administration.Establishing goals, identifying and mitigating potential roadblocks for successful implementation, establishing staff objectives, organizing resources to accomplish objectives, evaluating progress on accomplishing objectives, monitoring legislative activities related to regulation of water resources including recycled water, matching long-term supply to projected demand, ensuring the financial health of the water fund to meet its obligations and goals, and contract administration for solid waste and contract meter reading; promoting and maintaining effective and productive communication within the department, other city departments, the community stakeholders and regional partners. x Engineering. Analyzing the water systems, planning documents, and fee programs to ensure resources and infrastructure can adequately meet the needs of the community; prioritizing capital improvement needs, providing preliminary design on capital improvement projects, developing design standards for capital improvements, providing technical assistance to the water operating programs and other city departments, administering special engineering and construction contracts, reviewing private development plans. SIGNIFICANT OPERATING PROGRAM CHANGES STAFFING DUE TO UTILITIES DEPARTMENT REORGANIZATION Summary of Change: Hiring a Utilities Engineer/Project Manager dedicated to capital projects and development review, a Health and Safety Engineer to ensure safety for citizens and employees alike, and increasing the three-quarter time Administrative Assistant to full-time are the next steps toward the future Utilities Department structure. Fiscal Impact: On-going costs of $273,400 in 2015-16 and $273,900 in 2016-17 split equally between the water and wastewater division. Service Level Impact: To implement the new master plans for Water and Wastewater services requires engineering support from a dedicated staff member familiar with the Utilities infrastructure. Providing public and employee safety is essential to the department and its constituency and requires dedicated staff. A workload assessment for administrative support indicated that an increase in staffing is warranted. E-50 PUBLIC UTILITIES PROGRAM:Water Administration/Engineering OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund WATER AND SEWER ADMINISTRATION & ENGINEERING CONTRACT SERVICES Summary of Change: Additional funding required for contract services to support Water and Sewer hydraulic models, recycled water study, and update to water and sewer development impact fees. Fiscal Impact: One time cost of $60,000 in 2015-16.On-going cost of $15,000 in 2015-16 and 2016-17. Service Level Impact: These contract services will allow the City to maintain the water, recycled water and sewer collection system hydraulic models annually in addition to conducting a recycled water rate study and reviewing water and sewer development impact fees in 2015-16. CONTROL SYSTEMS STAFFING Summary of Change: Hiring two new positions (Control Systems Administrator and Control Systems Technician) to plan, design, develop, implement, modify and maintain the Utilities Department computer-based process control systems and all components associated with those control systems is crucial for the successful construction and implementation of the water division’s Supervisory Control and Data Acquisition (SCADA) and the ongoing safe and proper function of the Utilities infrastructure and service delivery to rate payers. Fiscal Impact: On-going costs of $237,500 in 2015-16 and $235,800 in 2016-17 plus annual staffing related increases thereafter paid for by the Water and Sewer Enterprise funds. This cost is offset by a reduction in the annual cost allocation charges for IT/Telemetry of $140,900 that would no longer apply after 2017-18. Service Level Impact: Allow the construction of the $1.5 million control systems capital project and ensure proper and ongoing maintenance of the entire water andwastewater control systems infrastructure. PROGRAM OBJECTIVES Other Important Council Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta College, and Cal Poly; increase public safety, code compliance, and collaborative solutions. Other Program Objectives x Continue work with County and other participating agencies in the ongoing implementation and oversight of the Nacimiento Water Project x Monitor water enterprise fund financial operations, recommend rates and revenues needed to support program and service objectives x Organizational analysis x Continue strategic planning activities E-51 PUBLIC UTILITIES PROGRAM:Water Administration/Engineering OPERATION:Water Services DEPARTMENT:Utilities FUND:Water Fund x Implement Water Master Plan. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Budget programs directly supervised6655 Agenda reports prepared and presented10151010 Water committee meetings attended20204545 Development review (# of projects reviewed)100120150150 Oversight of Capital Improvement Projects57 E-52 PUBLIC UTILITIES PROGRAM:Utilities Services OPERATION:Water and Sewer Services DEPARTMENT:Utilities FUND:Water and Sewer Funds PROGRAM DESCRIPTION The Utilities Services program coordinates the planning, development, and implementation of programs and services related to water conservation, public outreach and information, solid waste management and recycling, storm water pollution prevention, and recycled water. The program goals are 1) maintaining per capita water at or below the level identified in the Urban Water Management Plan and the Water and Wastewater Management Element; 2) promoting and monitoring the efficient use of recycled water; 3) providing assistance to the community’s water customers; 4) achieving the City’s solid waste diversion goals; 5) implementing Storm Water Management Plan best management practices and reporting requirements; 6) assisting in meeting the objectives of the Neighborhood Wellness Program and 7) providing the community and other City departments with information related to the department’s goals and objectives. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing346,077401,100672,16268%694,1403% Contract Services5,7529,000260,5402795%254,840-2% Other Operating Expenditures96,102188,08990,950-52%89,050-2% Minor Capital9,448--- Total Sewer Customer Service457,379598,1891,023,652 71%1,038,030 1% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Utility Services Manager0.200.201.001.00 Utility Services Technician0.000.003.003.00 Water Customer Service Personnel4.004.000.000.00 Total Regular FTE4.204.204.004.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 5% 95% 5% 95% E-53 PUBLIC UTILITIES PROGRAM:Utilities Services OPERATION:Water and Sewer Services DEPARTMENT:Utilities FUND:Water and Sewer Funds PROGRAM ACTIVITIES x Water conservation program development, implementation, and evaluation. Implementing the best management practices regarding urban water conservation; enforcing all water conservation related municipal codes including the retrofit upon sale ordinance;preparing required reports to California Urban Water Conservation Council (CUWCC); monitoring per capita water demand; providing community assistance and information, and evaluating water conservation programs for effectiveness. x Water Recycling. Assisting in the expansion of the customer base using the recycled water system and providing ongoing site monitoring and cross connection inspections of recycled water sites; providing customerassistance for efficient irrigation practices, providing training as needed for onsite irrigation managers, providing public information regarding the safe use of recycled water and submittal of required reporting documents to the appropriate regulatory agencies. x Solid waste and recycling program development, implementation, and monitoring. Participating in developing and implementing regional solid waste diversion programs; implementing the City's Source Reduction and Recycling Element local program responsibilities; monitoring solid waste and recycling franchise agreements for compliance; evaluating solid waste management programs for effectiveness; complying with reporting requirements to the California Integrated Waste Management Board; administering the demolition and construction debris recycling ordinance. x Storm Water Management Plan Implementation. Assisting in the implementation of the City’s Storm Water Management Plan program and the required best management practices. x Neighborhood Wellness Program. Participate on the Neighborhood Services Team, provide support services for illegal dumping activities in neighborhoods and provide assistance to Neighborhood Services Specialist as needed. x Water and Sewer Customer Assistance. Provide administrative support to the utility billing adjustment program, address customer billing issues associated with high water use, and turn on or discontinue service as directed by Utility Billing. x Public Information and Outreach.Provide department wide assistance in developing and distributing information consistent with the Utilities Department strategic plan. PROGRAM OBJECTIVES Other Important Council Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta College, and Cal Poly; increase public safety, code compliance, and collaborative solutions. Other Program Objectives x Implement the CUWCC Best Management Practices to comply with state legislation AB 1420 and SBx7-7 x Implement Utilities Department public information and outreach plan and programs x Implement new Phase II stormwater permit E-54 PUBLIC UTILITIES PROGRAM:Utilities Services OPERATION:Water and Sewer Services DEPARTMENT:Utilities FUND:Water and Sewer Funds x Implement local programs identified in the Source Reduction and Recycling Element x Assist in the evaluation of the water and wastewater systems for energy efficiency opportunities x Assist in implementing the Recycled Water Program objectives WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Utility billing adjustment requests355350350350 Public events/presentation/workshops462525 Service order requests1,7501,7001,7001,700 Construction & demolition plans reviewed203300300300 Illegal dumping activities610774800800 E-55 PUBLIC UTILITIES PROGRAM:Wastewater Collection OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM DESCRIPTION The Wastewater Collection program is responsible for transporting wastewater from its various sources to the Water Resource Recovery Facility via nine pump stations and 137 miles of gravity wastewater sewer mains. The program goal is to operate the wastewater collection system to meet all regulatory requirements and all applicable regulatory notification and reporting requirements. Provide uninterrupted sewage flow without health hazard, effluent leakage, or water infiltration and inflow. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing653,734686,300941,82837%968,5913% Contract Services50,31978,90073,100-7%74,6002% Other Operating Expenditures95,821157,200166,1006%168,8502% Minor Capital--37,40020,000-47% Total Wastewater Collection799,874922,4001,218,428 32%1,232,041 1% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Wastewater Collection Operator6.006.006.006.00 Wastewater Collection Supervisor0.750.750.750.75 Control Systems Administrator0.000.000.500.50 Control Systems Technician0.000.000.500.50 Total Regular FTE6.756.757.757.75 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 6% 94% 12% 88% E-56 PUBLIC UTILITIES PROGRAM:Wastewater Collection OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM ACTIVITIES x Sewer main maintenance. Cleaning sewer mains on preventive and corrective maintenance schedules, inspecting new and existing mains with closed circuit television, responding to mainline blockages and other emergencies, repairing manholes and broken mains, installing new service connections and inspecting new construction, maintaining the maintenance management database x Lift station operation and maintenance. Monitoring and analyzing lift station performance, operating and maintaining pumps and motors, performing routine maintenance and repair, controlling weeds, tending landscaping. x Inflow and infiltration reduction. Measuring collection system flows, performing physical inspections, conducting smoke tests, performing CCTV evaluations and inspections, maintaining inspection and testing records, and evaluating data. x Service requests. Responding to customer service complaints and investigations related to private sewer lateral overflows, odor complaints, and deficiencies. Assisting other city work programs in the inspection and maintenance of vaults, tanks, pipeline repairs, drainage facilities, and housekeeping activities. SIGNIFICANT OPERATING PROGRAM CHANGE WASTEWATER COLLECTION MINOR CAPITAL Summary of Change: Implement minor capital funding for the wastewater collection system to ensure optimal operation and maintenance of the sanitary sewer and stormwater collection systems. Fiscal Impact: One time cost of $26,400 in 2015-16 and ongoing cost of $20,000 in 2015-16 and 2016-17. Service Level Impact: Adequate minor capital funding for responsive maintenance of sanitary sewer manholes is essential to avoid costly emergency repairs and fines from system overflows. One-time funding for computer modules and a pipe inspection camera will provide the tools for proper maintenance and operation of the City’s wastewater collection and stormwater systems. PROGRAM OBJECTIVES Other Program Objectives x Evaluate and optimize the sewer main maintenance hydro-cleaning program x Evaluate the operation and maintenance of the sewer lift stations x Complete the wastewater collection main replacement capital improvement projects x Continue to CCTV sewer mains and prioritize structural condition ratings x Continue to optimize the Infrastructure Renewal Strategy Plan (IRSP) x Continue to develop program recommendations to reduce inflow/ infiltration E-57 PUBLIC UTILITIES PROGRAM:Wastewater Collection OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Hydro-cleaning work orders completed1,5602,0002,0002,000 Sewer lift station work orders completed298298298298 Sewer main CCTV work orders completed400500500500 Creek crossing inspections400500500500 Hours of required certification training 720720720720 E-58 PUBLIC UTILITIES PROGRAM: Environmental Compliance OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM DESCRIPTION The Environmental Compliance Program’s section’s primary function is complying with the non-domestic wastewater and various stormwateraspects of the Clean Water Act. This involves the coordination, planning, development, and implementation of programs and services related to stormwater and industrial wastes discharged from commercial and industrial sources that have the potential to damage the collection system, inhibit proper treatment at the Water Resource Recovery Facility (WRRF), or harm the environment. The Program goals are: 1) full compliance with State, Federal, and local pretreatment and stormwater regulations, 2) protection of employee and public safety, property, publicly owned treatment works, and the environment from damage or injury caused by illegal discharge of regulated pollutants, 3) ensuring wastewater effluent and biosolids can be safely recycled through prevention of harmful discharges to the City’s sanitary sewer system, 4) monitoring the disposal of industrial waste and stormwater in the city through inspections of commercial and industrial businesses, 5) implementing the Stormwater Management Plan and WRRF Industrial Stormwater Plan best management practices and reporting requirements, and 6) complying with and developing strategies related to new and changing regulations. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing196,419199,200229,95015%238,0104% Contract Services16,40223,30024,0003%24,0000% Other Operating Expenditures13,23612,60018,20044%18,2000% Minor Capital---- Total Environmental Compliance226,057235,100272,150 16%280,210 3% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Environmental Compliance Inspector1.001.001.001.00 Environmental Programs Manager0.800.800.800.80 Total Regular FTE1.801.801.801.80 E-59 PUBLIC UTILITIES PROGRAM: Environmental Compliance OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Establishing local discharge limits. Reviewing and technically justifying local discharge limits approved by the Regional Water Quality Control Board and established in the municipal code to regulate the amount of industrial pollutants that may be discharged to the City’s sewer system by commercial and industrial wastewater customers. x Sample collection and management. Conducting compliance sampling according to Federal and State regulations at the Water Resource Recovery Facility for industrial stormwater and priority pollutants and at industrial user sites, ensuring all sample collection and methodology conforms to legal requirements and accepted chain of custody practices required for enforcement purposes. x Inspection and enforcement. Inspecting industrial, commercial, and food facilities to ensure compliance with the Federal, State and City codes. Documenting non-compliance investigative reports of illegal discharges, issuing notices of violation, and follow the approved Enforcement Response Plan as required. x Reporting and recordkeeping. Preparing and submitting reports to local, State and Federal regulatory agencies annually for the industrial stormwater and pretreatment program. Maintaining comprehensive files and computer database for inspections and wastewater discharge records for commercial and industrial users. x Spill reporting. Responding, investigating, and issuing notices of violation for illegal discharges to the waterways. Reporting sewage spills to the Regional Water Quality Control Board according to state regulations. Maintaining files and computer database of all spills. x Stormwater Management Plan implementation. Assisting in the implementation of the City’s Stormwater Management Plan program and the required best management practices. Maintaining compliance with the General Industrial Stormwater Permit. x Regulations and compliance. Tracking regulations and implementing compliance strategies related to wastewater treatment, industrial waste, recycled water, biosolids, and stormwater. Participating in regulatory and policy development. PROGRAM OBJECTIVES Other Program Objectives x Implement all Best Management Practices related to the Municipal Stormwater Permit 1% 99% 3% 97% E-60 PUBLIC UTILITIES PROGRAM: Environmental Compliance OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund x Conversion of section database to electronic format with field input and retrieval capability x Revise and implement WRRF Industrial Stormwater Plan to reflect changes in General Industrial Permit x Implement Wasteload Allocation Attainment Plan for Pathogen TMDL WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Class I Industrial Waste inspections114114114114 Class II Industrial Waste inspections194195200200 Categorical (CIU) / Significant (SIU) industria34363636 Class I and CIU / SIU stormwater inspections101111111111 Class II stormwater inspections125194195195 Reports filed with regulatory agencies8999 Hours of required training126189189189 Stormwater Best Management Practices21242424 E-61 PUBLIC UTILITIES PROGRAM:Water Reclamation Facility OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM DESCRIPTION The Water Resource Recovery Facility (WRRF) receives and treats an average of 3 million gallons of wastewater per day. Program goals are: 1) treating and discharging wastewater that continuously meets all State and Federal standards; 2) treating and stabilizing biosolids for disposal to compostingfacilities; 3) treating and delivering recycled water to the recycled water distribution system; 4) continuous compliance with local air and water standards; 5) continuously defining, streamlining and refining facility operations for efficiency and compliance; 6) creating, updating, and maintaining safety and emergency response programs and procedures that meet all State and Federal requirements and standards; and, 7) promoting awareness of WRRF operations through community outreach and volunteer training programs. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing1,343,4261,406,3001,643,15217%1,692,8013% Contract Services459,726521,502472,700-9%479,9502% Other Operating Expenditures1,270,3121,711,8441,392,400-19%1,452,8004% Minor Capital13,22045,000--100%- Total Water Reclamation Facilit3,086,6833,684,6463,508,252 -5%3,625,551 3% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Chief Maintenance Technician1.001.001.001.00 Maintenance Technician2.902.902.902.90 WRRF Chief Operator1.001.001.001.00 WRRF Operator6.506.506.506.50 WRRF Plant Supervisor0.900.900.900.90 Total Regular FTE12.3012.3012.3012.30 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 16% 84% 19% 81% E-62 PUBLIC UTILITIES PROGRAM:Water Reclamation Facility OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM ACTIVITIES x Wastewater treatment. Receiving, treating, and disinfecting wastewater; calibrating and monitoring equipment and facility processes; maintaining records; sampling, testing, and gathering analytical data for process control and facility management; preparing reports for local, State and Federal agencies; performing scheduled and unscheduled cleaning and maintenance on process equipment; developing and monitoring telemetry systems for process control. x Safety and Emergency Response Management. Training personnel to meet Federal and State OSHA standards and requirements for all Safety and Emergency Response programs, rules and regulations. Revise and update, as needed, all programs, guidelines and manuals required to meet Federal and State Standards as defined by same. x Water recycling. Treating tertiary treated wastewater to meet Department of State Water Resources Control Board’s Division of Drinking Water requirements (Title 22) for use in public areas such as parks, playgrounds, and landscaping. Calibrating and maintaining process equipment; monitoring and testing system for process control. Ensuring an adequate supply of recycled water is available to meet system demand. x Equipment maintenance. Performing scheduled predictive and preventive maintenance, repairing broken equipment and instrumentation, replacing worn and obsolete parts, scheduling outside contractors for larger facility projects, managing computerized maintenance scheduling program, tracking and managing parts and tools inventory. x Facility and grounds maintenance. Cleaning and tending buildings, removing trash, performing minor building repairs, controlling weeds, repairing irrigation systems, planting and replacing low maintenance nursery stock, preventing soil erosion, repairing fences and gates;lawn, ground cover and tree maintenance, x Biosolids management. Treating, stabilizing, dewatering, storing, and disposing of biosolids to a composting facility x Capital Improvement Plan (CIP) projects. Completing necessary minor and major CIP projects required to improve and/or modify plant processes; maintaining, rehabilitating, or replacing worn out WRRF process equipment and structures. x Community outreach. Participating in community-based facility tours to enhance relationships and communication between the City, students, community organizations, Cal Poly, Cuesta College and other local schools. x Volunteer/Intern training Provide extensive training in wastewater operations to volunteers/interns for the purpose of either expanding current knowledge or retraining in the field of wastewater for transitional community members seeking a new career in wastewater and the requisite Certifications needed for that purpose. E-63 PUBLIC UTILITIES PROGRAM:Water Reclamation Facility OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM OBJECTIVES Other Program Objectives x Assist in study and design of Water Resource Recovery Facility project based on new permit limits and projected capacity goals x Meet increased demand for recycled water x Participate in community outreach by giving tours and providing a volunteer/internship program x Continue with succession planning goals in the development of standard operating procedures x Complete CIP projects approved in the 2015-2017 Financial Plan x Continue to develop and implement Emergency Response Plans and Safety Programs x Continue GIS mapping of WRRF Facility-work with GIS to complete mapping WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Process control samples, tests, and calibration 12,00012,50012,50012,500 Regulatory reports generated and submitted100100100100 Hours of required certification training1,2501,3001,3001,300 Number of tours45505050 Work orders completed925950950950 E-64 PUBLIC UTILITIES PROGRAM:Water Quality Lab OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM DESCRIPTION The Water Quality Laboratory (WQL) is an Environmental Laboratory Accreditation Program (ELAP) State Certified Laboratory which performs sampling and/or analyses for approximately 100,000 samples annually in support of City services including: wastewater, recycled water, groundwater, drinking water, San Luis Obispo creek watershed, and biosolids. The WQL operates under regulations as defined in Title 22, Section 64817 of the California Code of Federal Regulations ensuring compliance with Federal, State and local regulations, ELAP, and National Pollutant Discharge Elimination System (NPDES) permit guidelines with other directive documents. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing332,880333,900476,36543%489,7343% Contract Services67,589151,560197,00030%198,2301% Other Operating Expenditures27,84957,60062,2008%62,2000% Minor Capital---- Total Water Quality Lab428,318543,060735,565 35%750,164 2% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Laboratory Analyst1.701.802.802.80 Laboratory Manager0.800.900.900.90 Total Regular FTE2.502.703.703.70 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 3% 97% 6% 94% E-65 PUBLIC UTILITIES PROGRAM:Water Quality Lab OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM ACTIVITIES x Laboratory Analyses and Sampling. Providing analysis and sampling in support of citywide departments, infrastructure facilities, and other City services. Analyzing untreated and treated drinking water supplies, wastewater,recycled water, fire hydrant water, new construction, and drinking water line repairs, surface waters, and biosolids which are used for process control and permit compliance sampling. Investigation and analysis of special projects as they arise. x Participate in ELAP.Participating in ELAP certification allows the City to perform its own analysis for certain constituents, allowing for self-reporting to regulatory agencies. Annual ELAP program inspections and successful analysis of unknown samples sent to theCity’s lab by the State demonstrates proficiency and continues the City’s ELAP certification. x Community Outreach. Participating in community based facilitytours, internship programs which enhances relationships and communication between the City, students, community organizations, Cal Poly and Cuesta College. x Reporting and Record-keeping.Preparing and submitting reports to local, State, and Federal regulatory agencies monthly and annually for the Water Reclamation Facility and the water treatment facility. Maintaining comprehensive files, records, reports, and computer databases. x Special Projects. Providing analysis, sampling and documents in support of Utilities special projects such as the Ozone & Alternative Disinfection Peracetic Acid project, Alternative Disinfection UV project, Nutrient Sampling, and WRRF design and improvement project SIGNIFICANT OPERATING PROGRAM CHANGES NATIONAL POLLUTANT DISCHARGE ELIMINATION SYSTEM PERMIT –STUDIES AND ANALYSIS SUMMARY OF CHANGE:Additional operating funds are needed at the Water Quality Lab to support testing, analysis, and special studies associated with the City’s new National Pollutant Discharge Elimination System (NPDES) permit for the Water Resource Recovery Facility (WRRF). FISCAL IMPACT:On-going costs of $17,000 annually. SERVICE LEVEL IMPACT:This funding will support mandated studies, testing, and analysis needed for the City WRRF’s newly issued NPDES permit. WATER QUALITY LABORATORY ANALYST SUMMARY OF CHANGE:Addition of one FTE Water Quality Laboratory Analyst. FISCAL IMPACT:On-going costs of $77,157 in 2015-16 and $81,227 in 2016-17. SERVICE LEVEL IMPACT:This position will provide needed staffing to meet the increased workload for ongoing studies related to the City’s National Pollutant Discharge Elimination System (NPDES) permit to comply with State and Federal water quality regulations. E-66 PUBLIC UTILITIES PROGRAM:Water Quality Lab OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM OBJECTIVES Other Program Objectives x Continue work related to the NPDES permit x Continue work related to 303d Integrated List for impaired water bodies x Coordinate and implement any required water quality special studies including the WRRF Improvement Project x Continue meeting all ELAP standards x Continue participating in community outreach programs including the WQL Internship Program x Continue the Total Maximum Daily Load pathogen study and other investigative projects WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Routine samples analyzed136,500137,700140,000140,000 Samples analyzed for special projects5,4004,0008,5009,000 Hours of Required Training200250250250 E-67 PUBLIC UTILITIES PROGRAM:Wastewater Administration/Engineering OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM DESCRIPTION The Wastewater Administration and Engineering program leads, evaluates, and provides guidance and direction for effective water resource management for the various wastewater programs. It provides strategic and long-term planning and engineering for the wastewater and recycled water systems. Program goals include 1) efficient management and achievement of wastewater enterprise objectives, and 2) well-planned and effective implementation of capital improvement plans. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing541,519551,200720,19931%740,0793% Contract Services100,868343,82655,700-84%35,800-36% Other Operating Expenditures62,26227,30023,450-14%20,650-12% Minor Capital17,6061,0001,30030%1,3000% Total Wastewater Admin/Eng.722,254923,326800,649 -13%797,829 0% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Analyst0.500.500.500.50 Administrative Assistant0.400.400.500.50 Deputy Director/Wastewater1.001.001.001.00 Health & Safety Engineer0.000.000.500.50 Supervising Administrative Assistant0.500.500.500.50 Utilities Business Manager0.500.500.500.50 Utilities Director0.500.500.500.50 Utilities Engineer0.000.000.500.50 Utilities Projects Manager0.600.600.500.50 Total Regular FTE4.004.006.006.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 4% 96% 9% 91% E-68 PUBLIC UTILITIES PROGRAM:Wastewater Administration/Engineering OPERATION:Wastewater Services DEPARTMENT:Utilities FUND:Sewer Fund PROGRAM ACTIVITIES x Administration.Establishing goals, identifying and mitigating potential roadblocks for successful completion; establishing staff objectives to accomplish goals; organizing resources to accomplish objectives; evaluating progress on accomplishing objectives; monitoring legislative activities related to recycled water and wastewater collection and treatment; negotiation with State and Federal regulatory agencies for development of reasonable discharge limitations; promoting and maintaining effective and productive communication within the department, other city departments, the community, and other stakeholders. x Engineering. Analyzing the wastewater and recycled water systems, planning documents, and fee programs to ensure resources and infrastructure can adequately meet the needs of the community; prioritizing capital improvement needs, providing preliminary design on capital improvement projects, developing design standards for capital improvements, providing technical assistance to the wastewater operating sections and other city departments, administering special engineering and construction contracts, reviewing private development plans. PROGRAM OBJECTIVES Other Program Objectives x Complete preliminary design of the Water Resource Recovery Facility (WRRF) Project x Complete CEQA documents for WRRF Project x Complete capacity and connection impact fee study x Complete financing of WRRF Project x Monitor sewer enterprise fund financial operations and recommend rates and revenues needed to support program and service objectives x Continue strategic planning activities x Begin final design for Water Resource Recovery Facility Project WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Budget programs directly supervised6666 Council agenda reports prepared and presented10101215 Regulatory correspondence35504530 Development Review (# of projects reviewed)100120150150 2YHUVLJKWRI&DSLWDO,PSURYHPHQW3URMHFWV 68 E-69 PUBLIC UTILITIES PROGRAM:Reservoir Operations OPERATION:Whale Rock Commission DEPARTMENT:Utilities FUND: Whale Rock Fund PROGRAM DESCRIPTION The Whale Rock Commission is a joint powers agency with six voting members that represent two state agencies and the City. This commission was formed to build the Whale Rock Reservoir and set policy for its operation. The City of San Luis Obispo, California Men’s Colony (CMC), and California Polytechnic State University (Cal Poly) are the actual water users, sharing the costs and benefits of the reservoir in proportion to their original investment, with the City at 55 percent, Cal Poly at 34 percent, and CMC at 11 percent. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing420,242412,600458,76511%473,9573% Contract Services38,18171,45374,6004%74,6000% Other Operating Expenditures406,707452,500490,7508%510,6524% Minor Capital-20,00020,0000%20,0000% Total Reservoir Operations865,129956,5531,044,115 9%1,079,209 3% Total Functional Area19,181,10021,654,78121,813,932 1%22,259,176 2% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Analyst0.100.100.100.10 Administrative Assistant0.100.100.100.10 Control Systems Administrator0.000.000.100.10 Control Systems Technician0.000.000.100.10 Deputy Director/Water0.100.100.100.10 Health & Safety Engineer0.000.000.100.10 Supervising Administrative Assistant0.100.100.100.10 Utilities Business Manager0.100.100.100.10 Utilities Director0.100.100.100.10 Water Supply Operator2.002.002.002.00 Water Supply Supervisor1.001.001.001.00 Whale Rock Administration & Engineering3.603.603.903.90 E-70 PUBLIC UTILITIES PROGRAM:Reservoir Operations OPERATION:Whale Rock Commission DEPARTMENT:Utilities FUND: Whale Rock Fund 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Reservoir Operations. The reservoir operations program provides for raw water storage in a 38,967 acre- foot reservoir and raw water delivery through 18 miles of conduit and two pump stations to the member agencies of the Whale Rock Commission. The program goal is safe dam operation and maintenance and reliable, easily treatable supply of raw water for the participating agencies. x Water collection, storage and delivery. Collecting and storing raw water, monitoring dam seepage, performing dam stability readings, and daily dam inspection activities. Monitor raw water quality, and coordinate deliveries of raw water to Whale Rock Commission agencies and other customers. Provide assistance to Cayucos Area Water Organization (CAWO) member agencies to assure downstream water entitlements are protected. x Land Management Patrolling, monitoring, inspecting, repairing and maintaining perimeter access, the dam, reservoir, surrounding lands including trails and fencing, exposed pipelines and pumping stations to prevent vandalism, raw water source contamination and acts of terrorism. x Equipment maintenance. Performing daily inspections, periodic preventive maintenance, repairing damaged equipment, and replacing inefficient pumps, electrical motors, motor controllers, generators, meters, and other water delivery controls and equipment. x Recordkeeping. Preparing daily, weekly, and monthly records and reports for local, state, and federal agencies. Perform annual survey of the dam and provide annual report for the Division of Safety of Dams. x Fishing Program. Maintenance and enhancement of the fishing access trails and visitor facilities in accordance with the State Water Resources Control Board’s Division of Drinking Water. Maintain trails, trash receptacles, restrooms, and access and picnic areasin a contaminant free condition at all times. Co- ordinate Steelhead Trout enhancement projects with the Department of Fish and Game. x Water deliveries to Cayucos Area Water Organization. Provide water deliveries to the Cayucos Surface Water Treatment Facility through the Whale Rock pipeline. Provide optimum use of dam and reservoir under-flow by maximizing the operation of the downstream CAWO well. 5% 95% 1% 99% E-71 PUBLIC UTILITIES PROGRAM:Reservoir Operations OPERATION:Whale Rock Commission DEPARTMENT:Utilities FUND: Whale Rock Fund PROGRAM OBJECTIVES Other Program Objectives x Collect, store, and pump raw water to member agencies in a reliable, cost-effective manner. x Protect the dam from vandalism and contamination through effective surveillance. x Increase awareness of Whale Rock Reservoir as a community asset. Promote public use of fishing and hiking trails. Identify additional recreational activities that do not negatively impact water quality. x Maintain reservoir infrastructure to maximize lifespan. Manage CIP program to renew infrastructure and insure reliability of water delivery. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Acre feet of water delivered (annually)1,6642,4254,2003,500 Daily climate readings3,6503,6503,6503,650 Weekly piezometer readings2,0002,0002,0002,000 Reports prepared/filed (annually)100100100100 Hours of required safety training120120120120 E-72 Operating Programs TRANSPORTATION TRANSPORTATION PROGRAM:Streets & Sidewalk Maint OPERATION:Street Maintenance DEPARTMENT:Public Works FUND: General Fund PROGRAM DESCRIPTION The Street and Sidewalk Maintenance Program maintains the paved portion of all streets under City jurisdiction, including minor patching, major repairs, and sealing. It also maintains curbs, gutters, sidewalks, street furnishings, signs, and pavement markings on City streets. The program provides regular downtown trash pickup and graffiti removal, and oversees sidewalk and Mission Plaza scrubbing. It supports special events with traffic control and provides weekly barricade installation for Farmer’s Market. Program goals are to provide the community with 1) smooth and safe street pavement 2) safe and efficient traffic circulation and 3) smooth and safe sidewalks. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing801,040896,600936,0104%982,9835% Contract Services44,69951,60061,70020%62,5001% Other Operating Expenditures343,314400,471385,050-4%390,4501% Minor Capital---- Total Streets & Sidewalk Maint1,189,0531,348,6711,382,760 3%1,435,933 4% Total Functional Area7,579,1948,710,5689,257,759 6%9,294,428 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Street Maintenance Supervisor1.001.001.001.00 Streets Crew Coordinator1.001.001.001.00 Streets Equipment Operator7.657.657.657.65 Total Regular FTE9.659.659.659.65 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 15% 85% 26%74% E-73 TRANSPORTATION PROGRAM:Streets & Sidewalk Maint OPERATION:Street Maintenance DEPARTMENT:Public Works FUND: General Fund PROGRAM ACTIVITIES x Pavement Maintenance Maintaining serviceable street pavements and reconstructing failed sections; evaluating pavement condition in areas scheduled for maintenance and recommending locations for reconstruction, resurfacing, and resealing; paving existing streets to meet newly installed curbs and gutters; installing asphalt berms in lieu of curbs; patching potholes and crack sealing city streets. x General Street Maintenance Constructing new concrete curbs, gutters, and sidewalks; repairing concrete curbs, gutters, and sidewalks; pruning street tree roots; repairing and maintaining street furnishings; installing and repairing dead-end barriers, survey monument wells; repairing and removing damaged bus shelters, bus benches, and bike racks; repairing and replacing damagedguard railing and bridge railing; systematically surveying and documenting sidewalk condition in designated annual maintenance areas and scheduling needed repairs; surveying sidewalks and scheduling repairs in the downtown area once annually; removing graffiti from City property. x Pavement Marking Maintenance Installing and maintaining pavement markings, curb markings, and signs; repainting stop bars, and parking tees; periodically replacing thermoplastic school crosswalks; maintaining pavement markings inCity parking lots; re-striping City streets. x Street Sign Maintenance Installing and replacing standard traffic control signs and accessibility signs as required by state codes, and special signs. x Special Event & Downtown Support Installing traffic barricades for parades and other Parks and Recreation Special Events, Farmers Market, accident responses, and emergency response activities. PROGRAM OBJECTIVES Major City Goals x Multi-Modal Transportation. Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. Other Important Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophywith a focus on the reduction of unfunded liabilities. E-74 TRANSPORTATION PROGRAM:Streets & Sidewalk Maint OPERATION:Street Maintenance DEPARTMENT:Public Works FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Street miles maintained132132133134 Service requests for pavement repair140145145145 Regulatory signs maintained6,8006,9007,0007,100 Street name signs maintained1,9702,0002,0202,050 Service requests for striping & markings55605055 Sidewalk miles maintained239240241242 Service requests for sidewalk repair350365370380 Service requests for debris removal182190195200 Service request for barricades & special events25282020 E-75 TRANSPORTATION PROGRAM: Flood Control OPERATION:Stormwater DEPARTMENT:Public Works FUND: General Fund PROGRAM DESCRIPTION The Creek and Flood Protection Program maintains storm drain facilities and creeks within the City, coordinates emergency response during heavy storms, and implements the City’s Storm Water Management Plan. Program goals are to provide 1) a well-maintained storm drainage system that minimizes property damage from flooding, 2) a creek system maintained to balance conveyance with environmental concerns 3) regularly swept streets to minimize pollution entering storm drains and creeks and 4) cost-effective implementation of the City’s Storm Water Management Plan under the Central Coast Regional Water Quality Control Board and State Water Board permit. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing558,945612,900618,8511%644,6764% Contract Services92,646211,37392,630-56%91,263-1% Other Operating Expenditures36,24147,60052,55010%50,650-4% Minor Capital--9,000--100% Total Flood Control687,832871,873773,031 -11%786,589 2% Total Functional Area7,579,1948,710,5689,257,759 6%9,294,428 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Collection System Operator2.002.002.002.00 Environmental Compliance Inspector1.001.001.001.00 Environmental Programs Manager0.200.200.200.20 GIS Specialist0.250.250.250.25 Laboratory Analyst0.250.250.250.25 Streets Equipment Operator2.002.001.001.00 Sweeper Operator0.000.001.001.00 Wastewater Collection Supervisor0.250.250.250.25 Utilities Service Manager0.200.200.200.20 Creek & Flood Protection6.156.156.156.15 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 8% 92%44% 56% E-76 TRANSPORTATION PROGRAM: Flood Control OPERATION:Stormwater DEPARTMENT:Public Works FUND: General Fund PROGRAM ACTIVITIES Storm Water Management Plan Implementation.Completing activities included in the City’s Storm Water Management Plan involving the six major implementation areas required by the State: public education, public participation, illicit discharge, construction, post construction, and good housekeeping of municipal operations. Storm Drain and Creek Maintenance. Clearing and maintaining creeks and storm drainage facilities; working with contract labor crews and Natural Resources Division staff on large scale creek cleaning projects. Street Sweeping. Sweeping and disposing of dirt and debris on City streets. Storm Emergency Response.Responding to emergency calls during and after heavy storms as they relate to City facilities; providing sand for property owner sandbags during the rainy season. Stormwater Code Enforcement. Enforcing and ensuring compliance with the City’s Stormwater Management Plan through various inspections of construction projects and property. PROGRAM OBJECTIVES Other Important Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Miles of creek bed under City jurisdiction30323232 Curb miles of streets swept7,4007,4007,4057,405 Drainage inlets cleaned600600600600 Storm drain pipe cleaned (feet)7801,0001,0001,000 Corrugated metal pipe replaced (feet)304325400400 Storm drain pipe inspections25100100100 E-77 TRANSPORTATION PROGRAM:Traffic Signals & Lights OPERATION:Street Maintenance DEPARTMENT:Public Works FUND: General Fund PROGRAM DESCRIPTION The Signal and Light Maintenance Program operates and maintains traffic signals and street lights on City streets. Work includes installation, operation, and monitoring of the City’s traffic management and detection systems. Program includes utility costs to support system operation, and apportioned costs of systems operated by the State. Program goals are to ensure 1) safe and efficient traffic flow through intersections and 2) lighted streets and neighborhoods. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing153,193215,600219,1922%224,7823% Contract Services25,56641,00038,300-7%38,3000% Other Operating Expenditures160,320265,066269,6002%277,1003% Minor Capital---- Total Traffic Signals & Lights339,080521,666527,092 1%540,182 2% Total Functional Area7,579,1948,710,5689,257,759 6%9,294,428 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Signal & Street Light Technician2.002.002.002.00 Total Regular FTE2.002.002.002.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Traffic Signal Operations and Maintenance.Maintaining and repairing City traffic signals; operating the networked traffic management system and installing video detection systems. 6% 94% 5% 95% E-78 TRANSPORTATION PROGRAM:Traffic Signals & Lights OPERATION:Street Maintenance DEPARTMENT:Public Works FUND: General Fund x Street Light Operations and Maintenance.Maintaining and repairing City streetlights and coordinating the installation of streetlights according to adopted standards. PROGRAM OBJECTIVES Other Important Objectives x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Traffic signals operated and maintained67687072 Traffic signal service requests71808590 Street lights operated and maintained2,2702,3002,3002,300 Street light service requests1681754550 E-79 TRANSPORTATION PROGRAM: Transportation Planning & Engineering OPERATION:Transportation Management DEPARTMENT:Public Works FUND:General Fund PROGRAM DESCRIPTION The Transportation Planning and Engineering Program provides and oversees analysis, planning, operations, design and construction of the City's traffic circulation systems. The program goals are to provide 1) safe and well-maintained streets 2) reduced traffic congestion and air pollution 3) less use of single-occupant vehicles 4) increased circulation safety with fewer traffic-related collisions and 5) more walking, bike riding, bus riding, and carpooling. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing493,869521,800688,93032%714,3464% Contract Services147,448182,171229,40026%74,400-68% Other Operating Expenditures24,96030,90032,5955%32,045-2% Minor Capital-12,504--100%- Total Transportation Plan/Eng666,276747,375950,925 27%820,791 -14% Total Functional Area7,579,1948,710,5689,257,759 6%9,294,428 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Transportation Operations Manager1.001.001.001.00 Transportation Plannner/Engineer1.001.004.004.00 Active Transportation Manager1.001.001.001.00 Total Regular FTE3.003.006.006.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 10% 90% 16% 84% E-80 TRANSPORTATION PROGRAM: Transportation Planning & Engineering OPERATION:Transportation Management DEPARTMENT:Public Works FUND:General Fund PROGRAM ACTIVITIES x Transportation Planning.Preparing and maintaining the General Plan Circulation Element as required by state law; forecasting future traffic volumes & transit demand, preparing and maintaining Short Range Transit Plans, the Access and Parking Management Plan, and the Bicycle Transportation Plan; planning and recommending capital improvement plan projects and operating program changes needed to implement transportation plans; applying for grants to fund transportation facilities and programs, and educating the public on traffic safety. x Traffic Engineering.Operating the City’s various transportation facilities such as traffic signal systems, recommending, designing improvements to traffic signal and pavement marking systems; designing transportation facilities, preparing plans, specification, and cost estimates; conducting traffic counts; reviewing accident reports; responding to citizen complaints; mitigating the causes of high collision rates at various locations; analyzing the performance of all transportation modes within the traffic circulation system; reviewing building and development project plans to ensure accommodation of the additional traffic generated. Implementing the City’s Traffic Safety & Operations programs. x Other Transportation Projects. Maintaining and implementing the Neighborhood Traffic Management Guidelines, staffing the Bicycle Advisory Committee, promoting alternative transportation, collaborating with partnering agencies and organizations, maintaining a Halloween safety campaign, implementing the City bike rack donation program, and promoting technological advancements in fuel-efficiency, emissions control, and communication which reduce the need for travel. x Regulatory Compliance. Maintaining regulatory compliance with Local, State, and Federal requirements & mandates on transportation systems and facilities. SIGNIFICANT OPERATING PROGRAM CHANGES BICYCLE TRANSPORTATION PLAN IMPLEMENTATION SUMMARY OF CHANGE:Converting an ongoing 1.0 full-time equivalent (FTE) benefitted contract position to a 1.0 FTE regular position in the Transportation Planning and Engineering program. FISCAL IMPACT: Converting an existing contract benefited staff position to a regular staff position will result in zero net cost to the General Fund.Ongoing cost of $57,800 in 2015-16 and $62,300 in 2016-17. SERVICE LEVEL IMPACT:Maintaining this ongoing position is critical to providing core transportation services such as operations, safety, neighborhood wellness, and fulfilling local, State, and Federal regulatory requirements. TRANSPORTATION PLANNER/ENGINEER POSITION: CONTRACT TO REGULAR CONVERSION SUMMARY OF CHANGE:Reorganize the Principal Transportation Planner job description to an Active Transportation Manager and a reclassification of a City Worker 4 to a Transportation Planner/Engineer to enable the Transportation Division to implement the Bicycle Transportation and General Plans. E-81 TRANSPORTATION PROGRAM: Transportation Planning & Engineering OPERATION:Transportation Management DEPARTMENT:Public Works FUND:General Fund FISCAL IMPACT: On-going costs of $16,500 in 2015-16 and $17,500 in 2016-17 from the General Fund, offset by a reduction in the adopted CIP. On-going costs of $16,500 in 2015-16 & $17,500 in 2016-17 from the Parking Fund. The remaining annual on-going costs of $71,200 will be offset by existing temporary salaries and development review revenue. The proposed revenue is from transportation development services surcharges for such services as traffic impact studies, the amount is separate from that requested by the Community Development Department for their SOPC. SERVICE LEVEL IMPACT:This request will provide adequate structure and staffing resources in the Transportation Planning & EngineeringDivision for supporting the Major City Goal of Multimodal Transportation. This prioritizes implementation of the Bicycle Transportation plan and the associated new capital projects, programs, and services. PROGRAM OBJECTIVES Major City Goals x Multi-ModalTransportation. Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. Other Important Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. x Laguna Lake Restoration. Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. E-82 TRANSPORTATION PROGRAM: Transportation Planning & Engineering OPERATION:Transportation Management DEPARTMENT:Public Works FUND:General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 City-Wide Average Daily Corridor Volume18,70019,20019,70020,200 City-Wide Ave. Peak Hr. Intersection Bike Vol.60657075 Street Miles132132132132 Sidewalk miles239240241242 Traffic Signals60646565 Transportation Service Requests225250300350 Traffic Safety Program1111 Traffic Operations Program1111 Neighborhood Traffic Management Program1111 Temporary Traffic Control Applications22190200200 Capital Projects991414 Development Review Projects13201717 Bicycle safety education classes8101010 Halloween safety campaign1111 Bicycle / pedestrian safety campaign1111 Bicycle safety rodeo1111 Alternative transportation event sponsorship4333 E-83 TRANSPORTATION PROGRAM:Parking Operations/Maintenance OPERATION:Parking Services DEPARTMENT:Public Works FUND: Parking Fund PROGRAM DESCRIPTION The Parking Services program implements the Access and Parking Management Plan and directs the operation and maintenance of the City’s parking facilities. These facilities include 13 parking lots in the downtown and at Railroad Square, downtown street parking, three parking structures, eight residential permit parking districts (Alta Vista, Monterey Heights, Park View, College Highlands, Tassajara, Ferrini, Murray, and Palomar-Serrano) and about 1,503 parking meters downtown (409 of those parking meters arecredit card capable parking meters). Program goals are to 1) promote economic and social vitality in the downtown core, 2) implement the Conceptual Physical Plan for the City’s Center, 3) provide sufficient parking in the commercial core for visitors and employees, 4) reduce parking demand, 5) implement the transportation strategy presented in the General Plan Circulation Element, 6) provide equitable and high-quality parking services to citizens, visitors, and businesses in San Luis Obispo. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing1,055,5421,179,9001,350,62414%1,310,591-3% Contract Services620,055796,455670,100-16%683,7502% Other Operating Expenditures194,274235,284223,271-5%235,4585% Minor Capital---- Total Parking Operations/Maint.1,869,8722,211,6392,243,995 1%2,229,799 -1% Total Functional Area7,579,1948,710,5689,257,759 6%9,294,428 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Assistant2.002.002.002.00 Parking Coordinator1.001.001.001.00 Parking Enforcement Officer3.003.003.003.00 Parking Manager1.001.001.001.00 Parking Meter Repair Worker1.001.001.001.00 Supervising Administrative Assistant1.001.001.001.00 Assistant Parking Services Manager 0.000.001.001.00 Total Regular FTE9.009.0010.0010.00 E-84 TRANSPORTATION PROGRAM:Parking Operations/Maintenance OPERATION:Parking Services DEPARTMENT:Public Works FUND: Parking Fund 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Compliance/Enforcement.Proactively patrolling streets, parking lots, parking structures, residential areas, and permit districts every day of the week; providing information; issuing parking violations; arranging for towing of vehicles of habitual parking offenders; recommending the installation of regulatory signs and curb markings. x Parking Fund Revenue Management.Collecting fines, parking meter revenue, parking fees, and parking lease payments; collecting delinquent fines; recommending parking fee and fine adjustments; selling parking permits and meter cash keys. x Maintenance. Maintaining and repairing parking meters and meter posts; monitoring software for credit card capable parking meters; performing janitorial maintenance in parking structures and parking offices; sweeping and cleaning parking lots and structures. x Structure Operations.Collecting parking fees every day of the week; providing security surveillance, and maintaining customer service equipment. x Parking Management and Demand Reduction. Developing and implementing strategies that make maximum use of existing parking spaces and reduce the use of single occupancy vehicles in order to increase the effective inventory of parking spaces. x Downtown Champion. Serving as the City liaison for the Downtown Association (DA) and local downtown merchants; serving on the DA Board of Directors meetings; and attending various meetings and promoting good communication of City services. SIGNIFICANT OPERATING PROGRAM CHANGES PARKING SERVICES STAFFING –ADMINISTRATIVE HEARING OFFICER Summary of Change: Add a temporary, part-time Administrative Hearing Officer position in Parking Services. Fiscal Impact: Funding for this request will come from Parking Services existing temporary staffing budget so the request is cost neutral. Service Level Impact: An Administrative Hearing Officer position is essential to the proper functioning of the City’s parking enforcement process. 24% 76% 27%73% E-85 TRANSPORTATION PROGRAM:Parking Operations/Maintenance OPERATION:Parking Services DEPARTMENT:Public Works FUND: Parking Fund ASSISTANT PARKING SERVICES MANAGER Summary Of Change: Add a full-time permanent Assistant Parking ServicesManager position that will focus on the day-to-day operations of Parking Services. Fiscal Impact: On-going costs of $112,600 in 2015-16 and $118,000 in 2016-17, offset by $59,600 in salary savings from a vacant .5 FTE planner position. Service Level Impact: The additional staff position will support the Parking Services Manager with the day-to-day operation and oversight of the parking system including: operation and maintenance of the City’s on-street and off-street parking supply, parking enforcement, and temporary staff levels. This position would allow the Parking Services Manager to focus on policy, outreach, future planning efforts and technology advancements. PROGRAM OBJECTIVES Major City Goals x Multi-Modal Transportation. Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. Other Important Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. E-86 TRANSPORTATION PROGRAM:Parking Operations/Maintenance OPERATION:Parking Services DEPARTMENT:Public Works FUND: Parking Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Lot parking spaces provided788788584584 Street parking spaces provided1,1871,2111,2111,211 Structure parking spaces provided1,1771,1771,1771,177 Average occupancy percentages: Marsh Street Parking Structure1111 842 Palm Street Parking Structure1111 919 Palm Street Parking Structure1111 Parking Officer service calls10,68910,23810,34010,444 Parking citations written23,95720,69020,89721,106 Percentage of citations successfully collected1111 Citation appeals processed1,7551,6671,6831,700 10-hour meter permits sold2,7163,0053,0353,066 Meter keys sold115120122122 Residential permit districts9999 Number of residential permits sold1,4661,4661,4661,466 Credit card capable meter payment percentages % paid by coin1111 % paid by credit card0000 E-87 TRANSPORTATION PROGRAM:Transit Operations/Maintenance OPERATION:Transit DEPARTMENT:Public Works FUND: Transit Fund PROGRAM DESCRIPTION The Transit Program (SLOTransit) provides daily fixed-route transit service to the general public within the City limits and to Cal Poly State University. This program also includes a downtown trolley service providing connecting service from the downtown to the lodging district on upper Monterey Street. Program goals are to provide 1) quality transportation for transit dependent people 2) convenient transportation for all residents and 3) an attractive alternative to driving which can reduce traffic congestion and air pollution. This program has three major activities: PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing190,353227,800307,04135%313,6412% Contract Services2,170,6292,287,8432,572,21512%2,668,2944% Other Operating Expenditures466,099493,700500,7001%499,2000% Minor Capital---- Total Transit Operations/Maint.2,827,0813,009,3433,379,956 12%3,481,135 3% Total Functional Area7,579,1948,710,5689,257,759 6%9,294,428 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Transit Manager1.001.001.001.00 Transportation Assistant1.001.002.002.00 Total Regular FTE2.002.003.003.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 37% 63% 8% 92% E-88 TRANSPORTATION PROGRAM:Transit Operations/Maintenance OPERATION:Transit DEPARTMENT:Public Works FUND: Transit Fund PROGRAM ACTIVITIES x Vehicle Operations and Maintenance. Contracting for transit operations, including drivers, fuel, and insurance; contracting for downtown trolley operations, including drivers, fuel, and insurance; contracting for maintenance of City-owned buses and trolleys. Replace old transit vehicles to meet California Air Resources Board (CARB) requirements and reduce vehicle breakdowns. x Non-Vehicle Maintenance.Maintaining the bus maintenance yard; maintaining shelters, benches, and signs. x Administration. Planning for future service improvements and extensions; complying with state and federal grant requirements; ensuring compliance with taxi franchise provisions; organizing agendas for Mass Transportation Committee meetings. SIGNIFICANT OPERATING PROGRAM CHANGES TRANSIT MARKETING & ADVERTISING AUGMENTATION Summary of Change: Increasing the Transit Marketing and Advertising Budget to build ridership and promote services. Fiscal Impact: Ongoing cost of $60,000 in 2015-16 and $60,000 in 2016-17. Service Level Impact: Historical transit funding, particularly during the “Great Recession”, has severely limited marketing and advertising for SLO Transit. As a result, marketing and advertising to build ridership and promote services has been very limited. The recent economic recovery has increased transit funding, particularly in State Transportation Development Act (TDA) funding. Increasing the marketing and advertising budget by $60,000 each year will help build choice riders and promote support and use of the transit system. SHORT RANGE TRANSIT PLAN SERVICE CHANGE Summary of Change: Increasing Service Levels as a result of recommendations of the Short Range Transit Plan. Fiscal Impact: Ongoing cost of $500,000 in 2015-16 and $500,000 in 2016-17, offset by $25,000 in new farebox revenue as a result of ridership increase. Service Level Impact: The City of San Luis Obispo and SLO RTAare conducting a joint update to each entity’s Short Range Transit Plan. This document will make recommendations for service changes, identify opportunities for growth and improved coordination between the two agencies. This request is a placeholder for those anticipated service change recommendations that will result as part of the City’s SRTP update. TRANSPORTATION PROGRAM ASSISTANT (Transit) Summary of Change: Converting a .25 full-time equivalent (FTE) temporary City Worker VIII Bicycle Programs Coordinator/Transit Assistant position to a regular 1.0 FTE Transportation Assistant position for the Transit Enterprise Fund will cost $78,000 annually. The existing E-89 TRANSPORTATION PROGRAM:Transit Operations/Maintenance OPERATION:Transit DEPARTMENT:Public Works FUND: Transit Fund temporary staffing funding will be converted with an additional budget augment of $57,800 needed to fully fund this position conversion. Fiscal Impact: Ongoing cost of $57,800 in 2015-16 and 2016-17. Current temporary transit staffing dollars totaling $20,200 will be converted to help support this staffing request. Service Level Impact: Maintaining this ongoing position is critical to providing core transportation services such as operations, safety, and fulfilling local, State, and Federal regulatory requirements. PROGRAM OBJECTIVES Major City Goals x Multi-Modal Transportation. Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. Other Important Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Buses in fleet1515 Trolleys in fleet11 Fixed route revenue miles operated*395,000395,000 Fixed route revenue hours operated*33,00033,000 Downtown trolley revenue miles operated4,1004,500 Downtown trolley revenue hours operated500600 Total passengers1,122,0001,123,000 Passengers per revenue hour3434 Percentage of time buses arrived on time9797 E-90 Operating Programs LEISURE, CULTURAL & SOCIAL SERVICES LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Cultural Activities OPERATION:Cultural Services DEPARTMENT: Administration FUND: General Fund PROGRAM DESCRIPTION In 1998, the City Council adopted the Community Partnership and Foundation Policy to support cultural institutions that provide community value. The Cultural Activities Program administers partnerships with the Cal Poly Performing Arts Center, City-County Public Library, and many other cultural organizations. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing---- Contract Services290,576295,400302,4352%309,6462% Other Operating Expenditures---- Minor Capital---- Total Cultural Activities290,576295,400302,435 2%309,646 2% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% 2015-16 Operating BudgetŶFunctional Area Ŷ Program Staff support is provided from other program areas. For Community Partnerships, staff assistance comes from the Principal Analyst who serves as the liaison to the community partners. The estimated time to administer these programs is 600 regular staff hours. The Mayor and City Manager serve on the Performing Arts Center (PAC) Commission, which helps to oversee operations. The City Manager also serves on the PAC’s Finance Subcommittee and the Principal Analyst serves on the PAC Facilities Subcommittee. The Assistant City Manager collaborates on special assignments such as the PAC Strategic Planning Subcommittee and the Community Access Subcommittee. PROGRAM ACTIVITIES x Performing Art Center. The City is a partner with Cal Poly and the Foundation for the Performing Arts (FPAC) in the operation of the Performing Arts Center. Operations are overseen by the Performing Arts Commission, which includes the Mayor and the City Manager among its members, as well as representatives from Cal Poly and the Foundation. Under the operating agreement, the partners share in funding any operating subsidies on the same basis as the original construction funding: one-sixth each by the City and FPAC, and two-thirds by Cal Poly. 4% 96% E-91 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Cultural Activities OPERATION:Cultural Services DEPARTMENT: Administration FUND: General Fund x City-County Public Library. In 1989 the City of San Luis Obispo and the County of San Luis Obispo entered into a joint powers agreement to build, own, and operate the City-County Library located at 995 Palm Street. In 2005, the City Council approved an annual contribution to Library operating costs in the amount of $14,000. x Cultural Partnerships and Non-Profit Agency Support. As appropriate, the City assumes responsibilities and makes grants in other cultural areas. The City supports the Railroad Museum through Community Development Block Grant funding, and provides City-owned property at minimal cost to the Little Theater, Children’s Museum, Historical Society, San Luis Obispo Museum of Art, Prado Day Center and SLO City Farm. x Activity Cost Summary Activity2015-162016-17 Performing Art Center Operating Subsidy$288,435$295,646 Library Operating Subsidy$ 14,000 $ 14,000 Total $302,435$309,646 PROGRAM OBJECTIVES x Continue support to the City-County Library. x Continue financial support of the Performing Art Center (PAC). x Participate on thePAC Board and Facilities Committee. x Continue to provide support to Community Partners and explore new partnerships. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Contracts administered11111212 Regular PAC meetings attended8888 E-92 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Landscape & Park Maint. OPERATION:Parks Maintenance DEPARTMENT:Public Works FUND: General Fund PROGRAM DESCRIPTION The Park and Landscape Maintenance Program maintainsparks and landscaped areas within the City, including irrigation management and recreation support. The program oversees contract services for janitorial maintenance of restrooms and park buildings, and landscape. The program includes utility costs to support park and landscape operations and appearance. The program goal is safe, useful, and attractive parks and landscaped areas. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing1,004,6161,105,6001,104,3640%1,153,5444% Contract Services413,217440,489450,7002%452,4000% Other Operating Expenditures900,012843,671923,3859%942,1292% Minor Capital7,612--- Total Landscape & Park Maint.2,325,4572,389,7612,478,449 4%2,548,073 3% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Maintenance Worker10.0010.0010.0010.00 Parks Crew Coordinator1.001.001.001.00 Parks Maintenance Supervisor1.001.001.001.00 Total Regular FTE12.0012.0012.0012.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Park Maintenance. Maintaining large landscaped areas in developed parks and on grounds used jointly with other agencies for City recreation programs; providing janitorial maintenance for park restrooms and 32%68%34%66% E-93 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Landscape & Park Maint. OPERATION:Parks Maintenance DEPARTMENT:Public Works FUND: General Fund other park buildings; collecting and disposing of waste from trashcontainers in parks; servicing and repairing landscape maintenance equipment; proposing improvement projects for parks; managing minor capital maintenance projects for parks; inspecting playgrounds for compliance with safety regulations; monitoring irrigation water use and proposing conservation measures x Landscape Maintenance. Maintaining landscaped areas around small parks, community gardens, parking lots, street medians, sound walls, and City buildings; proposing improvement projects for landscape areas; managing minor capital maintenance projects for landscaping; monitoring irrigation water use and proposing conservation measures. x Training. Conducting safety training required by the Occupational Safety and Health Association (OSHA); conducting technical training for new equipment and emerging landscape maintenance technologies; conducting ongoing pesticide safety training required by County and State regulatory mandates. x Event Support. Grooming and marking playing fields; sweeping and maintaining game courts; assisting sponsors of events using City facilities. Provide the preparation, maintenance and renovation services for the Damon-Garcia Sports Field complex to promote league play. PROGRAM OBJECTIVES Major City Goals x Multi-Modal Transportation. Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. Other Important Council Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. x Laguna Lake Restoration.Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. E-94 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Landscape & Park Maint. OPERATION:Parks Maintenance DEPARTMENT:Public Works FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Total acreage of park inventory530532 550 Acres of park landscape maintained158160160170 Acres of building grounds maintained 5555 Acres of street landscape maintained16182838 Acres of turf maintained82828292 Sports field preparations completed1,6001,7501,9002,000 Work orders completed5,2686,0006,5006,800 E-95 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Swim Center Maintenance OPERATION:Parks & Recreation DEPARTMENT:Public Works FUND: General Fund PROGRAM DESCRIPTION The Swim Center Maintenance Program maintains, operates, and monitors the Olympic swimming and diving pool, the therapy pool, two bathhouses, the deck areas, and all water treatment and mechanical equipment serving the pool complex located at Sinsheimer Park. The Program includes utility costs for the Swim Center operation. Skilled craft maintenance is provided in plumbing, masonry, electrical, carpentry, telemetry, locksmithing, and mechanical areas. The program oversees funded contract services for HVAC systems, security, alarms, fire extinguishers, and first aid kits. The program goals are to provide 1) a safe, clean, and attractive Swim Center 2) reliable and energy-efficient Swim Center equipment and 3) maximum facilities life. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing110,079113,900113,6190%120,3026% Contract Services31,94230,00124,900-17%24,9000% Other Operating Expenditures307,305320,000332,9004%332,9000% Minor Capital---- Total Swim Center Maintenance449,327463,901471,419 2%478,102 1% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Facilities Specialist1.001.001.001.00 Total Regular FTE1.001.001.001.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 6% 94% 3% 97% E-96 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Swim Center Maintenance OPERATION:Parks & Recreation DEPARTMENT:Public Works FUND: General Fund PROGRAM ACTIVITIES x Skilled Craft Maintenance. Performing plumbing, masonry, electrical work, carpentry, telemetry, locksmithing, pump and boiler maintenance, water filtration, chemical injection, chemical monitoring, peripheral water purification and heating system maintenance, and supervises the part-time position. This work is performed by a full-time regular Building Maintenance Technician. x Specialized Technical Service.Servicing and maintaining HVAC systems, power cogeneration systems, security and fire alarm systems, elevators, fire extinguishers, and first aid kits. This work is performed by contractors with ongoing service contracts, with the on-site work overseen by the Building Maintenance Tech with contracts overseen by the Facilities Maintenance Supervisor. x Swimming Pool Operations.Operating and monitoring the pool water heating and treatment systems, daily testing and saturation index chemical adjustments, cleaning pool tile, plaster surfaces, pool vacuuming and brushing. Maintenance painting and minor repair work. This work is performed primarily by a half-time temporary Maintenance Worker with assistance from a full-time regular Building Maintenance Technician. x Building Improvement. Constructing minor capital improvements. This work is typically performed by contractors, and work is overseen by the Facilities Maintenance Supervisor. x Regulatory Compliance.Ensure State, Federal, County, and City regulatory compliance required for public pools (such as the Sinsheimer facility) in areas such as: non-entanglement drain covers and safety vacuum release systems. (Virginia Graham Baker Act and the State of California Assembly Bill - AB1020), hazardous material storage permit by City Fire, boiler emission testing/permitting by County APCD, and public pool permit with water quality regulation by County EHS. PROGRAM OBJECTIVES Other Important Objectives x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Surface area of swimming pools maintained (sqft)13,65013,65013,65013,650 Square footage of bath house maintained8,2888,2888,2888,288 Work orders completed212200200200 E-97 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Tree Maintenance OPERATION:Tree Maintenance DEPARTMENT:Public Works FUND: General Fund PROGRAM DESCRIPTION The Tree Maintenance Program plants, maintains, and preserves trees along City streets, in Parks and on City property. This program includes pruning, replacement, and new plantings. The goal of the Tree Maintenance Program is to manage and care for the City Urban Forest through: 1) fostering environmental, asthetic and economic improvements; 2) enhancing quality of life through sustainable urban and community forestry; 3) achieving City Council and citizen goals by enforcing the Municipal Code, reviewing Community Development issues and reducing liabilities for the City; and 4) creating programs and an environnment where citizens are encouraged to participate in this endeavor. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing356,804364,800390,4827%409,0515% Contract Services64,65846,27153,20015%53,3000% Other Operating Expenditures21,72722,10023,7507%23,7500% Minor Capital---- Total Tree Maintenance443,189433,171467,432 8%486,101 4% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Urban Forester3.003.003.003.00 Urban Forester Supervisor/Arborist1.001.001.001.00 Total Regular FTE4.004.004.004.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 6% 94% 11% 89% E-98 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Tree Maintenance OPERATION:Tree Maintenance DEPARTMENT:Public Works FUND: General Fund PROGRAM ACTIVITIES x Tree Maintenance.Pruning street trees and other trees on City property; repairing street tree wells and well covers; servicing and repairing tree maintenance equipment. x Urban Forest Improvement & Enhancement. Reviewing landscape improvement plans for private development and inspecting installations; developing and maintaining the tree inventory and maintenance software; planting new trees in City parks and streets; replacing damaged or diseased trees; conducting and monitoring tree removal operations; providing liaison staffing for monthly Tree Committee meetings; and presenting Tree Committee findings before Council. x Downtown Support - Banner and Decoration Installation. Installing banners and decorations on downtown streets and in Mission Plaza to announce special events. x Tree Code Enforcement. Enforcing the tree ordinance and associated standards and policies. Processing Tree Removal and citation appeals. x Development Review.Reviewing landscape improvement plans for private development and inspecting tree removals andinstallations. x Tree Committee. Serving as a staff liaison in support of the Tree Committee. The Tree Committee is an appointed five (5) member citizen advisory body that serves the community and the City Council and makes recommendations for tree removals, tree installations and promoted urban forest awareness. x Urban Forest Awareness and Special Events. Promoting awareness and expansion of the urban forest through community programs and events such as the Commemorative Tree Program, Urban Foresters, Trees USA and Arbor Day. PROGRAM OBJECTIVES Other Important Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Trees pruned600600800800 Trees planted8080100100 Work orders and service request completed800700700800 E-99 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Parks & Recreation Administration OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM DESCRIPTION As part of its mission to provide quality parks, open space, recreation, cultural and educational services essential to promote personal well-being and sense of community, Parks and Recreation Administration plans, directs, and evaluates all recreation programs, activities, events and facilities in the City of San Luis Obispo. Administrative staff oversees management, general unit, and part-time temporary employees in the daily provision of programs and facilities. Program staff plan for new recreation opportunities, parks, facilities and improvements to existing ones, develop and manage the department budget, apply for and administer grant programs, initiate and apply research on industry trends and best practices, provide clerical assistance department-wide, issue special event, street banner and film permits and coordinate the City’s Visual Arts in Public Places Program. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing582,491618,400631,4522%656,1764% Contract Services47,37880,94037,900-53%37,9000% Other Operating Expenditures47,01325,06224,390-3%24,3900% Minor Capital---- Total Recreation Administration676,882724,402693,742 -4%718,466 4% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Analyst1.001.001.001.00 Administrative Assistant1.001.001.001.00 Parks & Recreation Director1.001.001.001.00 Recreation Manager2.002.001.001.00 Supervising Administrative Assistant1.001.001.001.00 Total Regular FTE6.006.005.005.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 9% 91% 14% 86% E-100 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Parks & Recreation Administration OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM ACTIVITIES x Department Management and Administration.Providing overall administration and management of Department operations and policies. x Supervision and Program Management. Directing and coordinating the work of management, general unit, limited benefit temporary (LBT) and temporary employees. Ensuring program staff are meeting performance expectations and taking corrective actions as necessary. Monitoring, identifying and delivering staff training opportunities while encouraging teamwork and open communication. Planning, organizing, monitoring and evaluating program offerings including managing non-staffing and staffing budgets. Evaluating and modifying division structure to ensure efficiency, productivity and high customer satisfaction. x Support to Two Advisory Bodies. Preparing agenda and staff reports, recording minutes, conducting public hearings, and preparing quarterly annual reports for the Parks and Recreation Commission. Supervising staff liaison to the Jack House Committee in performing the same. x Program Training, Planning and Evaluation. Managingthe development, marketing, staffing, coordination, and evaluation of recreation programs and facilities to meet the needs of the community. x Parks and Recreation Element Implementation and Updates. Satisfying unmet needs in parks, facilities, playing fields, open spaces and activities as identified in the Parks and Recreation Element, and evaluating activity and facility compliance with Element policies and programs. x Fiscal Management. Developing, managing, and maintaining the Department’s two year budget, monitoring Department-wide expenditures and revenues to assure compliance with financial policies, applying for and administration of grants, and identifying and implementing opportunities for revenue enhancement. x Public Relations and Information. Marketing programs, services, events, and facilities provided by the Department through a variety of media sources; serving as liaisons to the community about recreation activities. x Customer Service and Administrative Assistance. Preparing documents ranging from Council Agenda Reports to class rosters; collecting, receiving and depositing fees and charges; dispensing Department information via the internet, telephone, and over-the-counter service; managing the records retention schedule, processing invoice-refund batches and payroll, providing technology support for Department- specific programs, and offering excellent customer service. x Human Resource Management. Supervising Departmental staff. Administration of Human Resources policies, procedures, and staffing requirements; conducting training and evaluating regular and temporary staff. Performing all duties associated with the hiring of part time temporary staff for the Department via the City’s Neogov system. x Public Arts. Coordinating the City’s Visual Arts in Public Places programfor public art. Managing both Private Donations of Public Art and the Public Art in Private Development through the City’s Development In-Lieu Fee Program. Manage the Public Art Fund to identify city locations and new public art opportunities. Coordinate the Public Art Program and processes through to the final implementation of community public art. E-101 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Parks & Recreation Administration OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund x Operations Analysis.Conducting analytic studies regarding Department operations, programs, policies and procedures. Researching comparative data and identifying new opportunities in an effort to increase the Department efficiencies and service to the community. PROGRAM OBJECTIVES Major City Goals x Open Space Preservation (Co-Lead) x Housing (Support) x Multi-Modal Transportation (Support) Other Important Council Objectives x Laguna Lake Restoration (Support) x Downtown (Support) Program Objectives x Manage the Department budget to enhance revenues and track expenditures for effective stewardship of public funds. x Complete CIP’s and SOPC related to Open Space Maintenance x Develop Open Space Maintenance Plan x Research, apply for and hopefully receive grants for support of programming, facility maintenance and new facility construction. x Provide ongoing support to the Parks and Recreation Commission and Jack House Committee to achieve annual work program goals. x Develop partnerships and cooperative programs to provide recreational experiences to the community. x If resources permit, begin update of the Parks and Recreation Element of the General Plan. x Transition Golf Supervisor x Continue to enhance the Active online registration/reservation system to efficiently meet needs of customers. x Enhance marketing of Public Art program. Continue to leverage community partnerships for the promotion and implementation of Public Art. E-102 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Parks & Recreation Administration OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Average Daily Public Contact100100100100 Advisory Body Meeting Packets Prepared24242424 Public Notices Mailed500500500500 Council Agenda Reports Prepared 5555 City Manager Reports Prepared15151515 Payroll Checks Distributed (average)3,1603,1603,2553,255 Public Art Projects Coordinated1212 Grant Applications Submitted4544 Grants Awarded0122 E-103 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Facilities OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM DESCRIPTION Facilities Program staff manages, supervises and schedules internal and external uses of community recreation buildings and reserved park areas. Staff provides assistance in the coordination and balancing of field/facility use and maintenance. In addition,the Facilities Program integrates and coordinates the scheduling of facility maintenance with various City departments and user groups. Facilities staff also oversee the issuance of special permits; by facilitating the review and approval of permits for special events held within the city limits, managing the banner permit program, issuing film permits for filming taking place within the City. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing191,224213,600195,488-8%202,3524% Contract Services4,5075,5854,400-21%4,4000% Other Operating Expenditures9,43320,39513,530-34%13,5300% Minor Capital---- Total Facilities205,165239,580213,418 -11%220,282 3% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Recreation Supervisor1.001.001.001.00 Total Regular FTE1.001.001.001.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 3% 97% 3% 97% E-104 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Facilities OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM ACTIVITIES x Facility Reservations.Scheduling reservation requests and issuing permits for special events, park use, sports fields, multi-use courts, and indoor meeting rooms. Assuring users are compliant with permits, insurance and appropriate activities. Coordinating facility preparationand maintenance with users and staff for maximum facility use. Providing excellent customer service while meeting the community’s need for quality facilities. x Facility Management.Providing staff support for uses at the Damon-Garcia Sports Fields, Jack House Gardens, San Luis Obispo Baseball Stadium, the Senior Center, City/County Library, Meadow Park Building, the Ludwick Community Center, SESLOC parking attendantsand other outdoor areas. Supplying on-call staff for evening and weekend facility use. Meeting routinely with Public Works Parks Maintenance, Building Maintenance and the Ranger Service for safety and maintenance of facilities during use. Preparing agreements for use of the San Luis Obispo Baseball Stadium and other facilities as necessary. x Supervision and Program Management.Directing and coordinating the work of limited benefit temporary (LBT) and temporary employees. Ensuring division staff members are meeting performance expectations and taking corrective actions as necessary. Monitoring, identifying, and delivering staff training opportunities while encouraging teamwork and open communication. Planning, organizing, monitoring and evaluating program offerings including the management of non-staffing and staffing budgets. Evaluating and modifying division structure to ensure efficiency, productivity and high customer satisfaction. x Special User Requests of City Athletic Facilities.Facilitating meetings with youth and adult sports groups using City facilities. Scheduling facilities for youth andadult sports tournaments held within the City. Coordinating use of City tennis courts for community members, adult leagues, local colleges and the San Luis Coastal Unified School District. x Commemorative Bench Program and Donations.Managing and supervising the placement of commemorative benches in parks and coordinating with Public Works Maintenance staff for installation and maintenance. Facilitating community facility donations. x Special Event, Street Banner Reservations, and Commercial Filming Permits. Collaborate with outside agencies on permitting for Special Events in the City. Receiving and processing permits for the display of banners at Higher and Marsh street locations including; coordinating the installation and removal of each banner with the Public Works Department. Coordinating with media sources and City staff, facilitating inter-Departmental planning, providing notifications to community residents and maintaining accurate accounting of all related costs required for filming. PROGRAM OBJECTIVES x Manage and coordinate use of the San Luis Obispo Baseball Stadium, Damon-Garcia Sports Fields and other City sites. Schedule, permit, coordinate and track uses by youth and adult sports groups. Track special events and uses at City sites. x Continue to serve as City liaison to the user groups of Damon-Garcia Sports Fields, Jack House Gardens and San Luis Obispo Baseball Stadium. E-105 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Facilities OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund x Manage the Facility Desk while providing effective tools and use of current technology for optimal customer service. x Continue to work closely with Public Works Parks Maintenance and Building Maintenance for optimum maintenance of indoor and outdoor facilities. x Continue to monitor and track facility field uses to optimize use and availability. x Continue to maintain the safety and cleanliness of the City’s indoor and outdoor rental facilities. x Continue to manage the Commemorative Bench Program. Work with Public Works Parks Maintenance on placement, installation and completion of benches. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Facility Use Daily Attendance217,507217,500218,000218,000 Facility Permits Processed1,9001,9501,9752,000 Stadium Permits27252525 Damon-Garcia Sports Fields: Events/Tournaments Scheduled5566 Number of Permits Processed55607575 Number of Facility Users25,92026,00026,50026,500 Special Event Permits80909090 Special Event Attendance90,000100100,000100,000 Banners85858585 Film Permits20202020 E-106 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM: Recreational Sports OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM DESCRIPTION The Recreation Sports Program manages recreational activities for youth and teens (ages 5-18 years old), adult and boomers (50yrs+). The goals of the Recreational Sports Program are to provide fundamental sports instruction in a non-competitive, positive environment, which focuses on participation, completion and sportsmanship. The program strives to provide lifelong athletic opportunities, promote a healthy lifestyles and social interaction in a safe and supervised environment for all ability levels. The Recreation Sports program coordinates the City’s annual SLO Triathlon, which brings together over 1,200 participants nation-wide. The SLO Triathlon focuses on personal achievement, volunteerism and community health and wellness. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing209,551205,300225,25010%229,0132% Contract Services41,34242,00034,000-19%34,0000% Other Operating Expenditures67,91573,08569,190-5%69,1900% Minor Capital---- Total Recreational Sports318,808320,385328,440 3%332,203 1% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Recreation Supervisor1.001.001.001.00 Total Regular FTE1.001.001.001.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 4% 96% 3% 97% E-107 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM: Recreational Sports OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM ACTIVITIES x Supervision and Program Management.Directing and coordinating the work of one limited benefit temporary (LBT) and several temporary employees. Ensuring division staff is meeting performance expectations and taking corrective actions as necessary. Monitoring, identifying and delivering staff training opportunities while encouraging teamwork and open communication. Planning, organizing, monitoring and evaluating program offerings including the management of non-staffing and staffing budgets. Evaluating and modifying division structure to ensure efficiency, productivity and high customer satisfaction. x Youth Sports Programs.Designing youth sports opportunities for children in kindergarten through sixth grade that promote a positive, growth-oriented environment through activity, instruction and organized activities. Partnering with the YMCA and other organizations, the youth sports program provides youth athletic experiences meeting community recreational needs. Presenting fundamental sports instruction to coaches, parents, and children with a focus on participation, non-competitiveness, and the importance of allowing each child to reach his/her full potential. Training for coaches through the National Youth Sports Coaches Association, as well as training in the Parent Association for Youth Sports program (PAYS) for staff and parents. x Teen Sports Programs.Collaborating with staff and school administration to ensure teens have the opportunity to participate in well-organized, enjoyable sports programs, and use after school time in a constructive manner. Focusing on skill development, cooperation, and teamwork during activity participation. Emphasizing positive attitudes and athletic success while minimizing competition. x Adult Sports Programs.Administering all aspects of three seasons of softball at El Choro Regional Park and Santa Rosa Park. The Sports program provides the training and scheduling of officials, creating game schedules games, obtaining field insurance coverage, and purchasing equipment. In addition, the Adult Sports Program partners with Central Coast Soccer League to offer three seasons of Men’s and Coed Soccer to meet the needs of the Community. Finally, the program offers a weekly adult co-ed opportunity with Ultimate Pickup Frisbee at Damon Garcia Sports Field. x Boomer Athletics.Using volunteers and community service groups to offer league and drop-in sports for active adults (50+); providing healthy sporting activities in an enjoyable, positive environment. Providing sports to the community such as drop-in softball at Santa RosaPark, and volleyball and table tennis at the Ludwick Community Center. x San Luis Obispo Triathlon.Emphasizing completion rather than competition as well as encouraging and supporting a healthy lifestyle. Assisting each participant to attain his/her own personal goal, whether a novice participant or a seasoned tri-athlete. x Volunteer Services.Providing opportunities for citizens, through volunteerism, to assist staff in enhancing a variety of sports programming. Recruit and manage volunteers for game officiating, coaching, or supporting activities for the City’s annual SLO triathlon event. Training of volunteers and management of liability waivers is provided by staff. x Facility Reservations & Liability Waivers.Coordinating all facility and field reservations with the San Luis Obispo County Unified School District for youth and teen sports programs. Coordinating all facility and park rentals for adult and boomer sports activities. Management of liability and collection of waivers for all participants of the City’s sports programming. E-108 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM: Recreational Sports OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM OBJECTIVES x Enhance senior recreation sports programming in support of Measure G ballot language x Maximize existing community partnerships to develop and offer pilot recreational programs designed to support an unmet community need within existing and available resources. x Continue to collaborate with the SLO County YMCA in offering youth sports. x Update best practices for all Recreation Sports programs. x Enhance the Junior Giants baseball program to increase player participation. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Youth Football Participants150150170170 Youth Basketball Participants750750750750 Futsal Participants275275275275 Junior Giants Participants7575100100 Junior Giants Volunteer Coaches10101010 Teen Basketball Participants35354040 Teen Volleyball Participants70707575 Teen Track Participants100110120120 Teen Cross Country Participants28283030 Adult Soccer Participants225250260260 Boomer Sports Participants65657070 Triathlon Participants1,3001,3001,3001,300 Triathlon Volunteers250250250250 Ultimate Frisbee45607070 E-109 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM: Youth Services OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM DESCRIPTION The Youth Services program provides services to over 900 children and their families each year through programming that is offered before and after school, during spring and other school recesses, and throughout the summer. Youth Services also provides 5 after-hours special events each year. Youth Services provides essential child care to families, while programs focus on the healthy and positive development of children, including both cognitive and social development. Progressive and anti-bias curriculum offers a variety of activities, social experiences, and opportunities that promote learning, awareness of community and fun. Experienced and well- trained staff are intentional about building each child’s assets through empowerment, fostering healthy self- identity, developing a sense of purpose, and celebrating the whole child. In addition to the daily schedule, the programs feature additional components such as environmental education, community action projects, family participation events, guest speakers, and field trips. The SLO Teens Program at Laguna Middle School provides a comprehensive afterschool program that offers academic assistance, diverse enrichment activities, weekly lessons aimed at personal growth and job skill development, and health and wellness in an environment that builds community and gives parents peace of mind that their teen is in a safe place. The SLO Teens program at the Laguna Middle School site also offers lunchtime activities for the students, serving over 70 youth a day. Teens may also enroll in the spring iQuest Teen Adventure Camp and the new Teen Spot Summer Camp the summer Counselor-in-Training (C.I.T.) program, providing teens an opportunity to volunteer alongside a seasoned staff-member in the child care industry. PROGRAMCOSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing748,236742,700766,1693%783,5062% Contract Services13,19416,50018,75014%18,7500% Other Operating Expenditures121,547130,700132,5101%130,510-2% Minor Capital---- Total Childrens Services882,978889,900917,429 3%932,766 2% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Recreation Coordinator1.001.001.001.00 Recreation Supervisor1.001.001.001.00 Total Regular FTE2.002.002.002.00 E-110 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM: Youth Services OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Supervision and Program Management.Directing and coordinating the work of one full-time staff, seven limited benefit temporary (LBT) position and approximately 40 part-time temporary employees. Ensuring division staff is meeting performance expectations and taking corrective actions as necessary. Monitoring, identifying and delivering staff training opportunities while encouraging teamwork and open communication. Planning, organizing, monitoring and evaluating program offerings including the management of non-staffing andstaffing budgets. Evaluating and modifying division structure to ensure efficiency, productivity and high customer satisfaction x Child Care Programs.Licensed by the State of California Community Care Licensing, Sun ‘N Fun provides a fun, nurturing and social experience for school-age children during the before and after school hours. Serving approximately 40-50 children daily at each of the City’s five elementary school campuses, the Sun ‘N Fun program is open Monday through Friday, 7 a.m. to 6 p.m. Providing Transitional- Kindergarten (TK) child care at two elementary school campuses to accommodate and provide care for Kindergarten early release times. x Club STAR Program (Students Taking Active Responsibility).By using the Asset Development framework, the Club STAR program has established a “with and for youth” approach. Club STAR emphasizes youth as problem solvers and asset champions while staff promote lifelong learning, cultural unity, personal growth, and wellness. Club STAR students have the opportunity to develop life skills, become active in community projects, participate in recreational opportunities and enhance academic skills. Serving approximately 20-30 children daily at each of the City’s six elementary school campuses (includes TEACH), the ClubSTAR program is open Monday through Friday 2:30 p.m. to 6 p.m.(5:30 at the new Teach Site to remain in compliance with policy of licensing exemption). x Summer Day Camps.Providing quality and comprehensive summer day camp programs for children 6- 12 years old while offering a wide range of opportunities during the summer months, Ultimate Day Camp is complete with art and creative expression, science and exploration, music and movement, indoor and outdoor games, sports and play, health and wellness, swim lessons and weekly swimming, guest speakers, and weekly excursions. Serving approximately 60-100 children, each week (totaling over 850 enrollments), Ultimate Day Camp runs for seven weeks. Camp Sport ‘N Splash runs for 1 week at the end of summer, providing care to 50-60 youth and is open daily from 7 a.m. to 6 p.m. 12% 88% 6% 94% E-111 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM: Youth Services OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund x Spring Break Camp and Teacher Work Days.Providing opportunities for special day programs during Spring Break Camp and Teacher Work Days when San Luis Obispo County Unified School District is not in session. Programs vary in length, cost, and location. Spring Break Camp serves approximately 80+ children per day while Teacher Work Day Camps serve approximately 70 Campers for each Camp. x Youth Special Events.Diverse event opportunities for Transitional-Kindergarten through 6th graders, provide safe and fun surroundings for socialization and enrichment through music, games, and dance. Appropriate music and the employment of trained adult staff provide structure and consistency to ongoing events including the All-STAR Fun Zone, Kids’ Night Out and Family Appreciation Nights. Attendance to each event ranges from 60 – 150 participants. x Fee Reduction Program.Working collaboratively with the Women’s Shelter, CAP-SLO, Prado Day Center, and the Family ServicesResource Coordinator at SLOCUSD, Youth Services provides partial scholarships to reduce program fees to qualified families based on a pre-determined annual income eligibility standard in accordance with the adopted Affordable Housing Standards. The Fee Reduction program provides about 30-35 families with financial assistance in the amount capped at $7,500 annually. x ADA Inclusive Care.Children with developmental disabilities as well as non-ambulatory children are accommodated through the Youth Services ADA inclusive childcare programs. Well-trained aides provide individualized care and inclusive recreation opportunities during program hours. All Youth Services programs are inclusive, in accordance with ADA regulations. At times additional staff support is given to children whose needs require additional support integrating into and being successful and safe in the child care programs. x Teen Programs, Events and Camps. Providing a space to create and imagine, be safe and secure, and to learn life-sustaining skills and play, SLO Teens gives Laguna Middle school students the opportunity to grow with guidance. Providing diverse activities that are planned daily and include exercise, community involvement and service, healthy eating habits, academic support, science projects, social integration, job skills, art, and innovative games. Youth Services staff, in collaboration with Laguna Middles School staff, provide a twice a week lunchtime program for teens to spend the lunch hour engaged, in a socially safe environment, and able to participate in monthly tournaments (such as Ping Pong, Wii, air hockey). Over 70 youth attend each lunchtime, demonstrating the need for teens to be able to be in a safe environment during one of the most socially difficult times of a school day. Teen programs also include the Spring Break iQuest Adventure Camp and the new summer Teen Spot Camp for Teens, each serving over 15 youth per week. x Community Agency Collaboration.Ensuring youth obtain multi-dimensional support through the involvement and participation with various community groups such as the School Attendance Review Board (SARB), San Luis Coastal Unified School District, CAP-SLO, SLO Child Abuse Prevention Council, and the SLO County Childcare Planning Council. Such associations concentrate on the intervention and prevention of dangerous and detrimental behavior, as well as offer opportunities for alternative activities. PROGRAM OBJECTIVES x Continue to monitor and evaluate attendance and staffing needs based on California Community Care licensing regulations. E-112 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM: Youth Services OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund x Integrate new tools to assure quality programming at all school sites. x Expand TEEN programs and services to increase program participation. x Recruit volunteers and community members to provide enrichment opportunities for youth in all program areas. x Develop structured, inclusive care programs for children with special needs and current, mandatory training for the support staff who serve them. x Introduce technology to the six elementary school sites to improve efficiencies in billing and tracking participation hours. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Child Care Enrollments*711795795795 Bishop’s Peak 160170-- CL Smith 112125-- Hawthorne 118120-- Pacheco 183185-- Sinsheimer 138145-- TEACH Club Star 1 050-- Teacher Work-day Camp Enrollment123143140140 Youth Event Enrollments563450650650 Summer Day Camp Enrollments850900850850 Spring Camp Enrollments82808080 Children Receiving Subsidized Care115747575 CAPSLO 38414242 City Fee Reduction Program 77333333 Teens Program Enrollments*228253230230 SLO Teens 6888-- iQuest Spring Camp 1515-- Teen Summer Camp (Teen SPOT)3540-- Special Events/Lunchtime Programming 110110-- * Prior to the 2013-14 school year, families had to register for each program/care time separately, resulting in multiple enrollments for one child. With the transition to the current Active Net registration system, children are currently registered one-time per school site (although they may be attending multiple programs). This process might showsin a lower enrollment total but does not equal a drop in program attendance. 1 TEACH Elementary School re-opened in 2014-15 E-113 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM: Community Services OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM DESCRIPTION Through the Parks and Recreation Community Services Program, staff overseea variety of community based opportunities for all ages. The Community Services Program is responsible for hosting a number of community- wide special events, including events at the Historic Jack House, Mission Plaza, Downtown San Luis Obispo, SinsheimerPool and City parks. Community Services staff also manage enrichment programs including Contract Classes, Community Gardens, Senior and Boomer Activities, and the SLO Skate Park. In addition to these activities, Community Services staff serve as liaison to the Jack House Advisory Committee. Community Services staff coordinate the Departments’ Volunteer Services which provide opportunities for citizens who, through volunteerism, to assist staff in expanding and enhancing a variety of City services. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing117,652160,100164,4423%171,3074% Contract Services77,65668,10072,3006%72,3000% Other Operating Expenditures22,77829,20030,6305%30,6300% Minor Capital---- Total Special Events218,085257,400267,372 4%274,237 3% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Recreation Supervisor1.001.001.001.00 Total Regular FTE1.001.001.001.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Supervision and Program Management.Directing and coordinating the work of one limited benefit temporary (LBT) and two part-time temporary employees. Ensuring division staff is meeting performance 3% 97% 3% 97% E-114 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM: Community Services OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund expectations and taking corrective actions as necessary. Monitoring, identifying, and delivering staff training opportunities while encouraging teamwork and open communication. Planning, organizing, monitoring and evaluating program offerings including the management of non-staffing and staffing budgets. Evaluating and modifying division structure to ensure efficiency, productivity and high customer satisfaction. x Community-Wide Events. Organizing city-sponsored community special events that help unify the community and gather citizens in a healthy, positive environment, while promoting the benefits of community events/activities. Collaborating with a variety of entities, including the Downtown Association, local businesses and service organizations, and Cal Poly student organizations and clubs. Managing all aspects of special eventcoordination including; reviewing liability concerns, managing agreements with vendors/entertainers, purchasing supplies, securing sponsorships and implementing event logistical plans x Volunteer Services.Providing opportunities for citizens who, through volunteerism, assist staff in expanding and enhancing a variety of City services. Training volunteers to supplement present services and encourage civic pride and community involvement. Recruiting, coordinating, orientating, and tracking the use of volunteers in all parks and recreation programs. Recognizing volunteer efforts with the Volunteer of the Quarter program as well as by holding an annual Volunteer Appreciation Dinner. Volunteer services will soon include a database module for the management of volunteers to track hours, manage liability waivers and report on the overall type of volunteerism provided to the Parks & Recreation Department. x Enrichment Classes.Contracting with instructors who specialize in particular fields allows the Parks and Recreation Department to offer a wider variety of activities to the community. Contractual relationships provide unique services to youth, teens, adults, boomers, and seniors that otherwise could not be provided by staff due to constraints of time, knowledge, and finances. Classes are designed to offer opportunities that stimulate the mind and body. Courses are offered in fine arts, music, language, science, sports and fitness for all ages, abilities and socio-economic situations. x Senior Center Programs. Providing enriching programs for seniors at a centralized location. Volunteer senior citizens staff the center, which is open to facilitate peer interaction and interpersonal growth through enjoyable recreation programs and unstructured meeting times. The Senior Center is also used for community agencies to bring services and information to Center users. Staff serves as the liaison to the Senior Center Executive Board, and provides oversight to maintenance of the facility, needs of the seniors, and new programming ideas. x Boomer Programs.Offering generation-specific activities that serve unmet needs of active adults (50+). Creating and implementing new programs as needed. Programs include health and wellness seminars, Global Gourmet Classes and Computer Partners classes. x SLO Skate Park.Providing a legal, safe, and entertaining venue for skateboard and inline skate enthusiasts. Coordinating with Public Works for minor maintenance and upkeep of the new state-of-the- art concrete facility.Offering special events such as professional demonstrations and contests to increase participation and utilization of the SLO Skate Park, including the highly successful Monster Skate Series which has allowed San Luis Obispo County agencies with skate parks to collaborate in creating a large scale contest for local youth. E-115 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM: Community Services OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund x Community Gardens.Coordinating the rentals of garden plots at the four community garden locations; Emerson Park, Laurel Lane, Broad Street and the Rotary Garden at Meadow Park. Includes database management of lease agreements, managing the waitlist, assisting new gardeners with plot selection and guidelines, planning and producing garden work days (seasonal) and gardening seminars, and working with the Finance Department on billing and lease renewal. x Jack House Committee.Preparing agenda and staff reports, recording minutes, conducting public hearings, and preparing quarterly annual reports for the Jack House Committee Advisory Body with additional staff assistance for special events and promotion of the Jack House and Gardens. PROGRAM OBJECTIVES x Gain financial sponsorships for community events. x Seek new contract instructors to expand enrichment class offerings to the community. x Expand senior program and class offerings at the Senior Center and Golf Course. x Increase volunteerism through implementation of volunteer management database. x Develop new marketing strategies for promotion of the Historic Jack House. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Number of Volunteers1500500500550 Community Gardens24455 Number of Garden Plots2117117157157 Senior Center Programs (Activities & Classes18212121 Contract Classes Offered40384042 Contract Class Participants1,3801,3801,3801,450 City-Sponsored Community Events17171718 Community-Wide 8889 SLO Skate Park 1133 Jack House5555 E-116 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Ranger Service OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM DESCRIPTION The Ranger Service Program provides valuable support for City parks and open spaces by enforcing proper use and ensuring a safe atmosphere for users and wildlife. The Ranger Service protects the natural resources in the City’s open space by working collaboratively with the City’s Natural Resources Management Program to carry out daily maintenance, construction, rehabilitation and mitigation projects, as well as the patrol of Open Space and City parks. Ranger staff conducts year-round environmental educationprograms and hikes for people of all ages and abilities, thus empowering the community to help protect and enjoy the City’s open spaces. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing236,074277,400350,76926%363,9544% Contract Services19,05419,30019,5001%19,5000% Other Operating Expenditures14,94415,10017,43015%17,4300% Minor Capital5,0375,0005,0000%5,0000% Total Ranger Program275,109316,800392,699 24%405,884 3% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Maintenance Worker1.001.002.002.00 Recreation Supervisor1.001.001.001.00 Total Regular FTE2.002.003.003.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 5% 95% 9% 91% E-117 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Ranger Service OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM ACTIVITIES x Supervision and Program Management.Directing and coordinating the work of one full-time and various limited benefit temporary (LBT) and temporary employees. Ensuring division staff is meeting performance expectations and taking corrective actions as necessary. Monitoring, identifying, and delivering staff training opportunities while encouraging teamwork and open communication. Planning, organizing, monitoring and evaluating program offerings including the management of non-staffing and staffing budgets. Evaluating and modifying division structure to ensure efficiency, productivity and high customer satisfaction. x Open Space Maintenance/Management/Development. Managing and physically conductingthe maintenance aspects of the City’s open space preservation program by performing projects needed for rehabilitation and preservation of sensitive and high traffic areas. In consultation with the Natural Resources Manager and City Biologist, open space maintenance projects are scheduled and implemented. Weekly Trail Workdays, led by the Park Rangers, are held to aid in the rehabilitation and construction of the trails. To aide in the maintenance, many volunteer hours are donated to the City’s open spaces by various clubs: CCCMB, Access Fund, Sierra Club and other community service organizations. Seasonal mowing is conducted by Park Rangers to reduce fire potential in all City Open Spaces. x OpenSpace Patrol. Ensuring compliance with the City’s open space regulations by patrolling on foot, by vehicle or bicycle over 3,500 acres of open space areaand 52.5 miles of trail. Through physical patrol, providing a watchful eye over the land and native species of these areas in order to protect them from abuse and misuse. Volunteer Trail Lookouts also assist the City with this service. x Park Patrol. Patrolling the City’s 35 parks to ensure compliance with the City’s park ordinance, reduce park vandalism, and provide park users with a safe and secure environment. Patrolling the San Luis Coastal Unified School District turf areas to reduce incidences of unauthorized use. x Creek Corridors and Storm Water Compliance.Patrolling and maintaining City creek corridors to prevent unnecessary human intrusion and promote the sustainability of the natural resources while staying compliant with the new storm water mandate. x City Mitigation Sites.Installing and maintaining plants to insure the success of the project. x Environmental Education.Providing nature programs and hikes, school presentations, Jr. Ranger Camps and other interpretation projects to further educate the public about the environment and encourage proper use of the open space. x Risk management.Monitoring high-risk activity uses in open space areas by identifying, posting, and enforcing specific components related to effective risk management. SIGNIFICANT OPERATING PROGRAM CHANGES RANGER SERVICE STAFFING Summary Of Change:In support of the 2015-17 Major City Goal of Open Space Preservation, The Parks and Recreation Department is seeking an increase in the staffing levels for the Ranger Service Program with request for a full-time Ranger Maintenance Worker to continue to develop a sustainable open space maintenance program. E-118 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Ranger Service OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund Fiscal Impact: Ongoing cost of $73,686 in 2015-16 and $77,298 in 2016-17. Service Level Impact: The added staffing resource will assist the City’s Ranger Service in meeting program demands and the growing needs of maintenance and enhancement for the City’s open space on a daily basis. PROGRAM OBJECTIVES x To implement Major City Goal (MCG) Open Space Preservation: Serve as department lead for maintenance in the open space. x Complete and hire Ranger Staffing as a result of SOPC addressing MCG. x Complete MCG CIP Maintenance projects. x Continue to patrol parks, open spaces, creeks and SLCUSD sites for illegal activities. x Continue to assist in compliance with the City’s Storm Water Program by assisting in creek and watershed issues. x Continue to assist in maintenance activities to facilitate mitigation projects in the City’s open spaces. x Continue to work closely with CCCMB and other volunteers on collaborative projects to maintain and enhance the City’s open space trail network. x Continue to expand upon the annual Junior Ranger camps offered as an environmental education opportunity for youth. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Creek Mileage Maintained & Patrolled7777 Open Space Acres Maintained & Patrolled3,5123,6014,0004,000 Park Acres Patrolled198198198198 Parks Patrolled28303030 Trail Mileage Maintained & Patrolled42525456 Tons of Trash Cleaned from Creek System 25242525 Volunteer Hours Managed3,4004,0004,0004,000 Homeless Camps Posted190300300300 Jr. Ranger Camp Participants32323232 Patrol Hours for SLCUSD180180180180 E-119 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Aquatics & Sinsheimer Park OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM DESCRIPTION The Aquatics Program at the SLOSwim Center focuses on providing a safe and well maintained facility offering the community diverse aquatic activities that meet a wide range of customer needs. Aquatics programs are designed to incorporate fitness, therapy, exercise, rehabilitation, skill development and socialization regardless of economic status, disability, fitness level or age. Program goals include: 1) sustaining an environment that is safe, clean and enjoyable; 2) remaining cognizant of industry trends and customer’s needs in order to provide quality programs; 3) providing a well-trained and skilled group of staff to ensure patron safety and provide emergency response if needed. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing269,650315,700310,490-2%317,3412% Contract Services1,3981,3001,70031%1,7000% Other Operating Expenditures9,4789,50011,53021%11,5300% Minor Capital1,6654,8002,500-48%2,5000% Total Aquatics & Sinsheimer Prk282,190331,300326,220 -2%333,071 2% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Recreation Coordinator1.001.001.001.00 Total Regular FTE1.001.001.001.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 4% 96% 3% 97% E-120 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Aquatics & Sinsheimer Park OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM ACTIVITIES x Supervision and Program Management.Directing and coordinating the work of limited benefit temporary (LBT) and temporary employees. Ensuring division staff are meeting performance expectations and taking corrective actions as necessary. Monitoring, identifying, and delivering staff training opportunities while encouraging teamwork and open communication. Planning, organizing, monitoring and evaluating program offerings including managing non-staffing and staffing budgets. Evaluating and modifying division structure to ensure efficiency, productivity and high customer satisfaction. x Recreation Swimming.Providing a venue for social interaction, exercise and play in a safe and well- supervised aquatic facility; encouraging participation, wellness, and fun for the entire family. x Lap Swimming.Providing opportunity for self-paced fitness and exercise to enhance and maintain both physical and mental wellness; establishing a diverse program for all fitness and age levels –competitive, therapeutic, rehabilitative, and leisure; incorporating aqua aerobic classes during lap swim sessions to offer patrons a variety of exercise options. x Swimming Instruction.Offering an avenue of learning for all (infants through seniors); programming for the complete spectrum of instruction possibilities beginning with non-swimmers, and advancing to Lifeguard Training, Springboard Diving, and Water Safety Instructor. Programming for both group and private lessons. x In-Service Training.Ensuring compliance with all local, state, and federal guidelines and regulations; requiring on-going facility specific training to maintain skills, confidence, and the ability to efficiently and effectively respond in an emergency; constantly reviewing safe practices and procedures to ensure patron safety and prevent accidents/injuries. x Therapy.Enhancing therapeutic and instructional aquatic programming opportunities to the community by offering activities in the Therapy Pool that are not possible in the 50 meter pool; offering programs on a year-round basis that prior to the addition of the therapy pool had been seasonal. x Competitive Swimming.Managing contractual agreements with local swim clubs, Mission Prep and the San Luis Coastal Unified School District; incorporating use requests from local and regional competitive teams for access to the facility for events and practices. x Maintenance.Focusing on regular and thorough equipment and facility maintenance and inspections; maintaining a clean, accessible, and safe facility as an integral aspect of successful programming and paramount to incident/injury prevention. x General Facility Use.Manage outside pool facility use; pool parties, clubs and SCUBA. PROGRAM OBJECTIVES x Maintain and expand upon current programming; lap swimming, swim instruction, recreational swimming, competitive swimming, lifeguard training and staffing in-service use levels to realize revenue goals and projections. x Maintain training programs in conjunction with current regulations and requirements. E-121 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Aquatics & Sinsheimer Park OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund x Maintain a clean, accessible and safe facility as an integral aspect of the programming and paramount to the prevention of incidents or injury at the SLO Swim Center. x Continue to seek new revenue sources for the Therapy/Tot Pool. x Implement swim lessons for community including Family Safety day. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Hours of Pool Use4,2004,3404,6404,640 Hours of In-Service Training600600600600 Pool Users Served (daily through the door – does not include HS, Scuba, Club)51,39651,00051,00051,000 Scholarships Awarded40404040 Maintenance Hours1,8001,8001,8001,800 Warm Water Exercise Uses2,4482,5002,5002,500 High School Uses/Year18,43618,50018,50018,500 E-122 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Human Relations OPERATION:Social Services DEPARTMENT:Human Resources FUND: General Fund PROGRAM DESCRIPTION The Human Relations Program provides funding for the activities of the Human Relations Commission, which serves as an advisory body to the Council on issues relating to human and social services. Program goals include: 1) advising the Council on social and human service issues; 2) overseeing the grants-in-aid process and providing recommendations to Council on grant distribution, including input on Community Development Block Grant recommendations; 3) serving as liaison to the community regarding social and human service issues; 4) monitoring and informing Council and the community on statistics identifying the social health of the city. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing---- Contract Services271,836287,600276,400-4%279,4001% Other Operating Expenditures-8008000%8000% Minor Capital---- Total Human Relations271,836288,400277,200 -4%280,200 1% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY None – staff support is provided through the Community Development Administration program. 2015-16 Operating BudgetŶFunctional Area Ŷ Program PROGRAM ACTIVITIES x Community Development Block Grant (CDBG) evaluations. Reviewing staff recommendations for funding based on grant applications and recommend funding levels to Council. x Grants-in-aid administration. Evaluating grant applications and recommending to Council funding levels for social services applicants. Monitoring contract performance periodically throughout the year. 4% 96% E-123 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Human Relations OPERATION:Social Services DEPARTMENT:Human Resources FUND: General Fund x Community Needs Workshop:Hosting an annual Community Needs Workshop to hear the health and human service needs in the community. Reviewing and recommending priority needs areas for CDBG and GIA funding. x Homeless shelter performance monitoring. Monitoring the contract performancewith Community Action Partnership of San Luis Obispo County’s (CAPSLO) Economic Opportunity Commission (EOC) to provide temporary overnight shelter for people displaced from their homes. x Homeless day center liaison and financial support. Providing a Commission liaison to support the efforts and report to the HRC regarding operational standards of the EOC’s Prado Day Center; and funding the City’s share of the Prado Day Center. Located at the City’s Corporation Yard on Prado Road, the center offers various services for homeless persons and those vulnerable to becoming homeless. Hot meals are made available through the volunteer efforts of the People’s Kitchen. Bus tokens are provided so homeless persons can get to and from the Prado Day Center. In addition, the center itself has showers, laundry facilities; children’s play area and creates a single location for a number of service providers to meet with their homeless clients. x Low Income Water and Sewer Customer Subsidy. Providing a reduced rate of 15%for low income utility customers. PROGRAM OBJECTIVES Program Objectives x Provide grant funding to private, non-profit agencies serving the human services needs of San Luis Obispo residents x Continue to promote accessibility opportunities in San Luis Obispo x Continue to support a long-term, comprehensive, proactive, sustainable program that addresses homelessness and focuses on transitioning people out of homelessness x Continue to support services to seniors and youth by encouraging collaboration among service providers WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Grants-In-Aid applications reviewed38423838 CDBG applications received10799 Agency contacts by assigned HRC liaison3603647676 Low Income Water and Sewer Customer Subsidy446450450450 E-124 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Golf Course Oper & Maint OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM DESCRIPTION Golf Course Program staff operate and maintain the 26-acre, 10-hole executive length Laguna Lake Golf Course. The Golf Course Program strives to manage and maintain a safe, attractive course while offering a reasonably priced recreational opportunity with an emphasis on seniors and youth patrons. An additional goal of the Golf Course Program is to recover as much costs as market forces will allow. With the transitionof long time staff in 2015, the new Golf Course Supervisor will focus on new program initiatives, staff training, and increased sustainable practices in ongoing maintenance. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing327,226376,500340,213-10%352,6364% Contract Services18,92730,30030,3000%30,3000% Other Operating Expenditures162,414178,600186,2524%190,0282% Minor Capital7,45017,5007,500-57%7,5000% Total Golf Course Oper & Maint516,018602,900564,265 -6%580,464 3% Total Functional Area7,155,6197,553,3007,700,518 2%7,899,494 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Golf Course Supervisor1.001.000.000.00 Golf Maintenance Crew Coordinator0.000.001.001.00 Maintenance Worker2.002.002.002.00 Recreation Coordinator0.000.001.001.00 Total Regular FTE3.003.004.004.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 7% 93% 11% 89% E-125 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Golf Course Oper & Maint OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund PROGRAM ACTIVITIES xx Supervision and Program Management.Direct and coordinate the work of full-time, limited benefit temporary (LBT) and temporary employees. Ensuring division staff is meeting performance expectations and taking corrective actions as necessary. Monitoring, identifying, and delivering staff training opportunities while encouraging teamwork and open communication. Planning, organizing, monitoring and evaluating program offerings including the management of non-staffing and staffing budgets. x Maintenance of 10 Hole Executive Golf Course.Managing the golf course in accordance with accepted cultivation practices and standards as well as National rules of Golf. Maintaining expansive and diverse turf areas by proper methods of mowing, renovation, irrigation, and chemical application. Daily course setup is addressed by changing cups, cleaning and moving tee markers, providing drinking water, trash pickup, recycling, and marking special areas as required. General landscape maintenance is also performed including planting and care of trees, flowers, and shrubs. Addressing issues related to the use of recycle water daily, including monitoring of sodium levels which affect health and playability of turf grass. Constructing, maintaining and repairing of infrastructure, including bridges, fences and protective screens as needed. Irrigation system installation and repair. Daily cleaning of restrooms, buildings and removing trash from course. Staff training includes pesticide training to insure compliance with regulatory agencies as well as to ensure the safety of employees and patrons, CPR, AED and First Aid. x Equipment Maintenance, Sharpening and Repair.Servicing, sharpening and repair of all course equipment including mowers, utility vehicles, weed eaters, chain saws and other small tools. Cleaning and maintenance of electric golf carts. x Pro-Shop Operations and Customer Service.A Pro Shop with small cafe provides the retail and social hub for the Golf Course. Staff in the Pro Shop schedule golf reservations, collect fees for play, rent equipment (e.g. carts), sell and stock merchandise, coordinate and schedule golf tournaments and special events, assist with various golf club activities, promote senior and youth activities, publish a newsletter, and provide information regarding the golf course upon request. Additionally, daily customer data is collected on the course’s computerized reservation system regarding customer demographics and frequency of participation. x Accounting for Daily Revenues and Record Keeping.As the Golf Course is operated 364 and one half days a year there are significant accounting and bookkeeping duties associated with its operations. Inventory management of goods for resale as well as supplies for maintenance purposes also occurs as does the oversight of private contractors for golf lessons, and food concessionaire. Reporting and tracking of revenues, rounds, and fees is performed at the Course along with reporting of chemical and water usage to appropriate agencies x SIGNIFICANT OPERATING PROGRAM CHANGES PARKS & RECREATION REORGANIZATION TO ENHANCE GOLF AND SENIOR PROGRAMS Summary Of Change:Complete the reorganization of the operations of the Laguna Lake Golf Course Program within the Parks and Recreation Department (due to a retirement and the identification of an enhanced operational structure). Existing program budget resources are sufficient to accomplish a reorganization focused on maintenance and programming. One additional Recreation Coordinator in Parks and Recreation to address program needs for both Golfers and Seniors is proposed. Fiscal Impact: None. Existing program budget is sufficient. E-126 LEISURE CULTURAL & SOCIAL SERVICES PROGRAM:Golf Course Oper & Maint OPERATION:Parks & Recreation DEPARTMENT:Parks & Recreation FUND: General Fund Service Level Impact:Increase the Golf Program’s full time regular staff at the Laguna Lake Golf Course by one net new full time position. The Golf Program is reorganized into maintenance and operational programming. The maintenance consists of one Golf Crew Coordinator and two Maintenance Workers II/III as well as a part time city worker seasonal position. The programming functions would be supported by a net new position of Recreation Coordinator Golf/Seniors with the 2015-16 budget adoption. This position will coordinate programmatic activities at the Golf Course and Senior Center, as well as coordinate part time Proshop workers and volunteers. The addition of a new Recreation Coordinator Golf/Seniors position to the Parks and Recreation Department would allow for all programs in the Department to work together in a coordinated effort to improve services at both the Laguna Lake Golf Course and the Senior Center. This operational enhancement responds to Measure G by enhancing Senior Programming. The position duties would include Golf Course Proshop operations (hiring, scheduling & training), volunteer program management, implementing software upgrades, managing financial and general office administrative tasks, and marketing the Course - adding new recreational opportunities when possible. This position would be a complement to the Golf Course Maintenance Crew Coordinator whose position is intended to coordinate all maintenance activities at the Course. PROGRAM OBJECTIVES x Remain competitive with rate compared to other area golf courses. x Continue various promotions, including electronic newsletters, and advertising of the golf facility to increase participation. x Upgrade online reservation system to deliver increased functionality to the community and staff. x Expansion and promotion of new programming: Pickle Ball, Foot Golf and a Non-County Resident Fee will generate new revenue sources. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Total Facility Attendance35,68337,00037,00037,000 Regular Rounds Played (under 55)5,9456,8006,8006,800 Senior Rounds Played (55 and over)12,00010,20010,20010,200 Youth Rounds Played (16 and under)1,3961,5001,5001,500 Twilight Rounds Played7,9377,5007,5007,500 Student Rounds Played3,5103,2003,2003,200 Comp Rounds (Volunteers)3,7933,5003,5003,500 The First Tee Participants917900900900 6SHFWDWRUV 185185185185 E-127 Operating Programs COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT PROGRAM: Economic Development OPERATION:Economic Health DEPARTMENT: Administration FUND: General Fund PROGRAM DESCRIPTION The Economic Development Program emphasizes support for creation of head-of-household jobs by implementing strategies for infrastructure, focusing on promising growth sectors, and expediting desired economic activity. Economic Development collaborates with Cal Poly, Cuesta, the business community and other agencies to promote innovation and entrepreneurship. The City, through its Economic Development Program also supports economic activities in the Downtown and other commercial areas in the City, including tourism, to ensure the overall economic health of the City. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing115,751143,900149,6144%157,1935% Contract Services99,17097,20069,200-29%69,2000% Other Operating Expenditures5,24613,20015,55018%15,5500% Minor Capital---- Total Economic Development220,167254,300234,364 -8%241,943 3% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Economic Development Manager1.001.001.001.00 Total Regular FTE1.001.001.001.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 2% 98% 2% 98% E-128 COMMUNITY DEVELOPMENT PROGRAM: Economic Development OPERATION:Economic Health DEPARTMENT: Administration FUND: General Fund PROGRAM ACTIVITIES x Continued evaluation and investigation of issues related to infrastructure development. x Continued collaboration with Cal Poly, Cuesta, business community and responsible agencies to promote an environment supportive of entrepreneurs and start-up businesses. x Continued integration of the City’s tourism efforts into the economic development program. x Continued support for the Downtown as a resource for residents and visitors. x Ongoing Economic Development assistance including efforts that offer site selection assistance, support for the Downtown, support for small businesses and business liaison services. x Expansion of services offering site selection assistance and business liaison services. x Preparation of a portfolio of “available properties” ready for development in the form of a “viewbook.” x Evaluation of space for residential and nonresidential development. x Facilitate expansion of broadband infrastructure. x Continue to enhance relevant data collection and opportunities for marketing the City. PROGRAM OBJECTIVES Major City Goals x Work with the Community Development Department in implementing the Housing Major City Goal by supporting and/or funding needed infrastructure within the City’s fair share. x Support the Public Works Department in implementing the Downtown Other Important Objective by working with Downtown Association to create an inventory of uses and occupancy. Other Program Objectives x Continue to implement the adopted Economic Development Strategic Plan – which includes an emphasis on head-of-household jobs, collaboration, and measureable outcomes. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Chamber meetings and events10203030 General business visits12121515 Pre-development application meetings0101515 Economic Development contracts administere 6688 Development negotiations sessions1555 Small business inquiries36364848 Contacts with prospective businesses12202525 External association/organization meetings at60608080 PCC and TBID Board regular and special mee0121212 VCB / BID Alliance meetings attended 0111 E-129 COMMUNITY DEVELOPMENT PROGRAM:Natural Resource Protect. OPERATION: Open Space DEPARTMENT: Administration FUND: General Fund PROGRAM DESCRIPTION The City of San Luis Obispo has maintained a structured Natural Resource Protection Program to bring consistent direction and a proactive approach to the City’s environmental protection and restoration efforts and to implement an open space program within the City’s identified Greenbelt area. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing255,618265,200272,4453%284,4514% Contract Services38,07272,70057,500-21%52,500-9% Other Operating Expenditures28,91034,10036,7008%30,500-17% Minor Capital---- Total Natural Resource Protect.322,600372,000366,645 -1%367,451 0% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 City Biologist1.001.001.001.00 Natural Resources Manager1.001.001.001.00 Total Regular FTE2.002.002.002.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Open space/greenbelt acquisition and conservation planning.This program area consists of the identification and prioritization of important open space resources of the community and seeking long- term protection of those resources using a variety of mechanisms. Planning for consistent and effective stewardship of open space lands in the City is accomplished through the development of site-specific Conservation Plans, while conservation and open space easements are administered as part of a comprehensive, routine annual monitoring process. 4% 96% 4% 96% E-130 COMMUNITY DEVELOPMENT PROGRAM:Natural Resource Protect. OPERATION: Open Space DEPARTMENT: Administration FUND: General Fund x Stormwater Management Program coordination and agency reporting. This program area consists of coordinating efforts across all City departments for purposes of permit compliance with State- mandatedstormwater drainage requirements promulgated by the Regional Water Quality Control Board. The overarching goalis improvement in water quality and aquatic habitat throughout the City’s waterway system. x Natural resource protection, project mitigation and educational outreach. This program area consists of participating in the review of development proposals and recommending modifications or mitigations where appropriate, as well as working with landowners and City staff on maintenance projects affecting sensitive resources or habitats. The Natural Resources Program also educates citizens about the community’s natural resources through various educational and volunteer activities. PROGRAM OBJECTIVES Major City Goal x Open Space Preservation.Protect and Maintain Open Space. Other Important Objective x Laguna Lake Restoration.Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. Other Program Objectives x Pursue several key acquisition opportunities. x Undertake The Natural Resources Manager’s Roundtable. x Update the Saving Special Places reports pertaining to strategic open space acquisition priorities. Update Conservation Guidelines for Open Space Lands within the City of San Luis Obispo. x Complete a comprehensive maintenance plan for City open space. x Complete wetland meadow and riparian planting and invasive species control at Calle Joaquin. Enhance Calle Joaquin Agricultural Reserve using awarded EEMP grant funds. x Continue implementation of Froom Ranch CIP. x Continue to participate in development of the City portion of the Bob Jones Bikeway. x Continue to partner with ECOSLO on environmental education, outreach, and docent hikes. E-131 COMMUNITY DEVELOPMENT PROGRAM:Natural Resource Protect. OPERATION: Open Space DEPARTMENT: Administration FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Land transactions6032 Responses to staff referrals150150150150 Responses to citizen referrals900900900900 Outreach or education events/participants25/1,00025/1,20025/1,20025/1,200 Grant funds applied534,0000600,0002,000,000 Grant funds approved*125,000000 Acres added in fee/easement7190559575 Conservation Plans completed / updated 1111 *Additional grant funding will be applied for but none has been awarded for the 2015-17 Financial Plan time period. E-132 COMMUNITY DEVELOPMENT PROGRAM: Community Promotion OPERATION:Economic Health DEPARTMENT: Administration FUND: General Fund 2015-17 Financial Plan 2013-142014-152015-162016-17 Tourism Manager0.200.250.250.25 Total Regular FTE0.200.250.250.25 PROGRAM DESCRIPTION The Community Promotions program promotes the City’s unique lifestyle and enhances the cultural, recreational, and social wellbeing of residents and visitors alike. The primary focus of the program is internal marketing advised by the Promotional Coordinating Committee (PCC). The PCC focuses on the promotion of events and activities, visitor services, and beautification and community enhancement efforts such as the Directional Signage project. Another important part of this program is an annual competitive Grants-in-Aid program for non-profit organizations that promote events with cultural, social, and/or recreational benefit to the residents of the City. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing17,26926,20028,2298%29,9306% Contract Services386,106368,666363,800-1%368,0001% Other Operating Expenditures1,1374,0004,0000%4,0000% Minor Capital---- Total Community Promotion404,511398,866396,029 -1%401,930 1% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 4% 96% 0% 100% E-133 COMMUNITY DEVELOPMENT PROGRAM: Community Promotion OPERATION:Economic Health DEPARTMENT: Administration FUND: General Fund PROGRAM ACTIVITIES x Manage annual Cultural Grants Program that provides grants-in-aid to qualified non-profit organizations for the promotion of events and activities. x Increase awareness via public relations efforts targeting City residents and visitors. x Beautification and community enhancement projects that enhance the City’s positive public image. x Promotion and outreach – through the SLO Happenings brand and app – to create awareness and provide residents and visitors information on events and activities. x Manage Local Special Event Sponsorship Program in coordination with the TBID that helps fund destination events that showcase the attributes of the City. x Enhance and support the Visitor Services Center and related activities in the community. PROGRAM OBJECTIVES Major City Goal x Support the Public Works Department in implementing the Multi-Modal Transportation Major City Goal through communication and marketing efforts about multi-modal opportunities. Other Program Objectives x Provide staff support to the PCC and administer the Grants-in-Aid program. x Provide oversight of the City’s Community Promotions contracts and vendors. x Continue as the PCC’s staff liaison for the implementation of the City’s Wayfinding Program. x Administer the Local Special Event Sponsorship Program. x Oversee enhancement of SLO Happenings project. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Number of promotional contracts administere37414040 PCC regular and special meetings staffed (inc65656565 Visit San Luis Obispo County, Chamber Tourism Council, Downtown Association, 50505050 TOT Dollars collected by City4,865,4004,962,7005,632,4005,784,500 E-134 COMMUNITY DEVELOPMENT PROGRAM: Tourism Bid Promotion OPERATION:Economic Health DEPARTMENT: Administration FUND: Tourism BID Fund PROGRAM DESCRIPTION In June 2008, the City Council adopted Ordinance No. 1517 establishing a Tourism Business Improvement District (TBID) as requested by the local lodging industry. The district levies an assessment on all lodging properties for the purpose of tourism promotion. A seven-member advisory board, comprised of San Luis Obispo hoteliers, recommends the use of the assessment to the benefit of the district’s constituents. The TBID concentrates its efforts on external marketing and promoting San Luis Obispo as a tourism destination resulting in overnight stays. In addition to tourism marketing, the TBID focuses a substantial portionof its program budget in support of destination special events, such as the SLO Marathon and Sunset Savor the Central Coast to create a deliberate visitor appeal resulting in an extended length of stay. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing78,90878,50084,6868%89,7886% Contract Services1,072,2171,266,9031,190,312-6%1,238,6074% Other Operating Expenditures24,27735,77367,50089%78,00016% Minor Capital---- Total Tourism Bid Promotion1,175,4021,381,1761,342,498 -3%1,406,395 5% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Tourism Manager0.800.750.750.75 Total Regular FTE0.800.750.750.75 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 13% 87% 1% 99% E-135 COMMUNITY DEVELOPMENT PROGRAM: Tourism Bid Promotion OPERATION:Economic Health DEPARTMENT: Administration FUND: Tourism BID Fund PROGRAM ACTIVITIES x Tourism marketing efforts including but not limited to: advertising, online marketing, tourism sales outreach, tradeshow participation, social media programs, and visitor services. x Promote and sponsor events that attract visitors from outside the County, including but not limited to the SLO Marathon, SLO Concours, SLO Jazz Festival, Cal Poly Open House and Orientation Programs, and SLO Wine’s Roll Out The Barrels. x Coordination with strategic local, regional and statewide tourism partnerships. x Participation in tourism tradeshows and industry conferences. x Development, management, and implementation of the Tourism Strategic Plan. PROGRAM OBJECTIVES x Continue on and offline marketing efforts to promote overnight stays in San Luis Obispo. x Actively participate in Visit San Luis Obispo County, Chamber of Commerce Tourism Council, Central Coast Tourism Council, Downtown Association and other tourism organizations. x Serve as the City liaison in the formation of the Countywide Tourism Marketing District (TMD). x Serve as the tourism liaison for the implementation of the City’s Wayfinding Program. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Number of promotional contracts administere18152020 TBID Board regular and special meetings incl 7284100100 VCB, Chamber Tourism Council, Central Coas 24245050 TOT Dollars collected by City4,865,4004,962,7005,632,4005,784,500 TBID Assessment collected by City973,000992,0001,126,4801,156,900 E-136 COMMUNITY DEVELOPMENT PROGRAM: Administration OPERATION:Economic Health DEPARTMENT: Downtown Association FUND: Downtown BID Fund PROGRAM DESCRIPTION Established in 1975 as a parking and promotions district for the Downtown area, the Downtown Business Improvement District (DBID) is a special fee district. Revenue from this fee supports the operations of the San Luis Obispo Downtown Association (SLODA). The City and the Downtown Association agreed by contract that the SLODA would provide various services for the economic, social, cultural, and environmental vitality and beautification of Downtown San Luis Obispo. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing---- Contract Services218,417214,000214,0000%214,0000% Other Operating Expenditures---- Minor Capital---- Total Administration218,417214,000214,000 0%214,000 0% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY The SLODA contract and related special meetings are supported by Administration, which requires approximately 200 staff hours each year. 2015-16 Operating BudgetŶFunctional Area Ŷ Program PROGRAM ACTIVITIES Special Events. Integral to the SLODA’s services is the provision of special events to the Downtown. Those events include: 1.Holiday Activities such as the annual Holiday Parade, Santa’s House and the classic carousel in Mission Plaza 2.Concerts in the Plaza 3.Thursday Night Promotions including the Farmers’ Market 2% 98% E-137 COMMUNITY DEVELOPMENT PROGRAM: Administration OPERATION:Economic Health DEPARTMENT: Downtown Association FUND: Downtown BID Fund Additional Services.There are a series of additional services that the SLODA also provides to benefit the Downtown. Those areas are as follows: parking/transportation; programming in Mission Plaza; Downtown maintenance; economic development; and maintaining the Downtown Association as an organization. Service in these areas ranges from the distribution of parking brochures to employees and customers to exploring added events in the Mission Plaza such as art fairs to continuing the Downtown Forester program to working with City staff to facilitate business recruitment and retention. E-138 COMMUNITY DEVELOPMENT PROGRAM: Community Development Administration OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund PROGRAM DESCRIPTION The Community Development Administration program provides management and support for the Development Review, Long-Range Planning, Engineering Development Review and Building & Safety Divisions of the Community Development Department, and the City Council, Planning Commission, Architectural Review Commission and Cultural Heritage Committee. Program goals are 1) providing effective and efficient management and support for other operating divisions; 2) establishing customer service and performance management standards for the Community Development Department; 3) coordinating priorities and tasks with other City departments; 4) establishing and maintaining complete and accurate records of staff and advisory body actions; and 5) providing prompt, courteous and accurate responses to requests for information. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing479,784526,678585,74111%602,6803% Contract Services172,937124,80534,150-73%34,1500% Other Operating Expenditures20,85920,60021,5054%21,5050% Minor Capital---- Total Community Devel. Admin.673,580672,083641,396 -5%658,335 3% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Assistant1.502.002.002.00 Business Manager0.000.001.001.00 Director of Community Development1.001.001.001.00 Receptionist / Cashier0.000.001.001.00 Supervising Administrative Assistant1.001.000.000.00 Total Regular FTE3.504.005.005.00 E-139 COMMUNITY DEVELOPMENT PROGRAM: Community Development Administration OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Community Development Department Leadership x Department Management x Database and Records Management x Organization Development x HumanResource Management x Budgeting and Resource Allocation x Contract and Securities Management x Citywide Addressing x Committee and Commission Support x Public Information and Support Services SIGNIFICANT OPERATING PROGRAM CHANGES DEVELOPMENT SERVICES STAFFING, CONTRACT SERVICES AND CDD REORGANIZATION Summary of Change:The Community Development Department, Fire Department and Public Works are requesting to transition six positions from temporary to regular positions, continue the use of six temporary employees, reorganize the CDD Administration Division, add a Fire Inspector I and use a short term Human Resources Temp to provide support during transition. In addition, consultant and contract services needed to assist the department in technical support and timely response to applications, all of which will be offset by development review revenues. Fiscal Impact: One time cost of $735,905 in FY 15-16 and $507,735 in FY 16-17.On-going costs of $847,012 in FY 15-16 and $866,255 in FY 16-17. The one-time costs will be offset by FY 2014-15 over realized revenue that is projected to be approximately $996,000. All on-going cost will be offset by the continued increase in forecasted development services revenue. 6% 94% 9% 91% E-140 COMMUNITY DEVELOPMENT PROGRAM: Community Development Administration OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund Service Level Impact: The objective of this request is to ensure the City is able to timely process applications through the development review and plan check process given increased permit activity. While regular and temporary staff positions have been added, regular positions are needed for recruitment and retention over the longer term, so that there is a stable and reliable staff that can efficiently and effectively process permit applications. In addition, the City will continue to require technical support to participate in the Airport Land Use Plan update process and support review of projects within the area subject to airport influence. This participation is critical to the ongoing success of the LUCE and in bringing the two policy/regulatory guidance documents in closer alignment. Requested staffing is required to keep up with permit activity that has remained consistently high since 2012-13 and are expected to continue through 2016-17 and beyond. Should these resources not be available, permit volumes will overwhelm the development review process, impairing the City’s ability to keep pace with permit volumes and implement Major City Goals and other objectives. Long term temporary staff has been used to fill these positions since September of 2013. Now that a trend of elevated permit activity has been established, it’s more effective to use regular staffing to provide consistent levels of service from dependable regular city employees. PROGRAM OBJECTIVES Major City Goals x Housing.Support theimplementation of the HousingElement, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. x Multi-Modal Transportation. Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. Other Program Objectives x Support the improvement of neighborhood wellness, work with staff to develop effective and efficient business processes to provide optimal use of resources. x Implement proactive public engagement tools for projects going before a hearing or public workshop x Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. x Identify and support ideas for continued improvement and development within the Community Development Department E-141 COMMUNITY DEVELOPMENT PROGRAM: Community Development Administration OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Public notices mailed/emailed11,6258,0008,000?8,000? Public notice signs posted270250200220 Home Occupation permits processed135140140140 Agenda Packets Produced & Distributed1,1791,1001,4401,440 Total advisory body meetings (inc. workshops)55607272 Administrative/Director’s Hearings27252525 Other Administrative Actions not requiring public hearings71656565 Notarizations performed69505050 Sureties/guarantees (CD’s and Letters of credit) processed$106,500??110,00088,00096,800 E-142 COMMUNITY DEVELOPMENT PROGRAM:Commissions & Committees OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund PROGRAM DESCRIPTION Three commissions, one committee, and an appeal board advise the City Council on planning and building and social issues. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing13,71417,30022,80532%22,9691% Contract Services12,0308,5008,5000%8,5000% Other Operating Expenditures4,6998,7008,7000%8,7000% Minor Capital---- Total Commissions & Committees30,44334,50040,005 16%40,169 0% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% PROGRAM ACTIVITIES x Planning Commission (PC) x Architectural ReviewCommission (ARC) x Cultural Heritage Committee (CHC) x Human Relations Commission (HRC) x Construction Board of Appeals PROGRAM OBJECTIVES Planning Commission x Increase support for non-auto related transportation alternatives in plan and project approvals as well as program implementation through budgeting priorities. Analyze parking in neighborhoods comprehensively as a way to encourage non-automobile alternatives by addressing rebalancing, innovation, pricing, guidance, and parking structures. x Implement the Economic Development Strategic Plan. x Maintain a sustainable City budget and level of services by focusing on infrastructure maintenance, new revenue sources, and prudent use of Measure G funds. x Emphasize affordable housing programs, encourage workforce housing, and identify partnerships for financing opportunities. x Stress early implementation of the updated Land Use and Circulation Element high-priority programs. x Encourage expansion and stewardship of City Open Space. E-143 COMMUNITY DEVELOPMENT PROGRAM:Commissions & Committees OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund x Address and improve the relations between students and residents in neighborhoods surrounding Cal Poly, including housing, communication, neighborhood protection, parking, and infrastructure. Explore the creation of an Overlay Zone near Cal Poly with regulations on density, neighborhood compatibility, housing types, parking, and behavior. Architectural Review Commission x Implement the Downtown Concept Plan with focus on the following: a.Prepare preliminary plans to enlarge and improve Mission Plaza, including, but not limited to, the Broad Street dogleg. b.Prepare preliminary plans to extend the downtown creek-walk. a.Update the Community Design Guidelines including: a.Develop criteria for compatible development in historic zones. b.Augment and enhance the existing criteria for infill residential development tp prevent out of scale and non-compatible development. c.Update the CDGfor neighborhood compatibility to address transitions between neighborhood commercial development and adjacent residential neighborhoods (LUCE 3.5.7.9). d.Include more images and reference photos to highlight guideline language. e.Review existing visual resource inventory and provide recommendations for additional data base improvements. Provide guidelines for use of date base in the analysis of projects, as well as additional guidance for protection of views and vistas (LUCE 15.1.2) f.Strengthen and more clearly define guidelines for storefronts and windows in commercial areas to maintain transparency and prevent installation of opaque film and interior signs and displays that obstruct views into stores. x Encourage in-lieu parking fees and other transportation revenue sources to implement continuous bicycle path linkages throughout the City. x Area Concept Plans:Create concept plans to look at possible extension of in-lieu parking fees, improved bicycle and pedestrian improvements, and form-based zoning for other areas of the City, such as: a.Upper Monterey Street from Santa Rosa to Grand Avenue . b.Mid-Higuera Plan area including Higuera and Marsh Streets north to Nipomo . Cultural Heritage Committee x Explore options for additional collaboration between the ARC and the CHC or allow the committee to seek Commission status to gain autonomy and to allow final actions to be taken, thereby streamlining and focusing the development review process for historic properties or historic districts. x Integrate the HistoricContext Statement with the Historic Preservation Guidelines or update the guidelines for consistency to acknowledge the context statement. E-144 COMMUNITY DEVELOPMENT PROGRAM:Commissions & Committees OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund x In alignment with the City’s status as a Certified Local Government, continue historic resource survey efforts and examine the boundaries of existing historic districts to determine if amendments are needed. Utilize a CLG grant and matching City funds to assist with this effort. x Focus efforts on the preservation and adaptive re-use of all three of the City owned adobes utilizing community support, volunteer efforts and incorporation of the adobes into a City work program. Human Relations Commission x Focus on homeless prevention, transitional housing and supportive services, including hunger prevention. x Continue to supporta long-term, comprehensive, proactive, sustainable program that addresses homelessness and focuses on transitioning children, families and individuals out of homelessness. 1.Continue to work with the County and other local municipalities in implementing theSan Luis Obispo Countywide 10-year Plan to End Chronic Homelessness. 2.Support the development of a comprehensive homeless services facility that includes the implementation of a Good Neighbor Plan and requires case management enrollment. 3.Balance needs ofthe homeless population and neighborhood wellness e.g. expanded safe parking program, transitional programs, meals, etc. 4.Explore ways to increase the affordable and transitional housing inventory using creative financing, master leasing, and purchase programs. 5.Increase the Grants in Aid budget and General Fund support. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Total Agenda Items Reviewed106132118130 Total Advisory Body Meetings58727272 E-145 COMMUNITY DEVELOPMENT PROGRAM:Development Review OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund PROGRAM DESCRIPTION The development review program assists the community with land use issues and evaluates all types of development applications (including City-sponsored projects) relating to compliance with the City’s General Plan, Zoning Regulations, Subdivision Standards, and other development regulations. Development review also maintains the City's development regulations. Reviewing development proposals prior to allowing construction is a key component of the City’s General Plan implementation strategy. New development must conform to goals and standards established for housing, economic development, and environmental protection. Program goals are to 1) assist in achieving desired development in conformance with established policies, guidelines, standards, and acceptable timeframes; 2) provide timely processing of applications consistent with State and local laws and policies; 3) create and maintain an enjoyable place to live, work, or visit; 4) protect the public health, safety and welfare; and 5) create high public awareness of decisions on planning and environmental issues. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing533,000617,466784,33427%814,1744% Contract Services1,993102,30052,400-49%2,500-95% Other Operating Expenditures7,69713,40014,0004%14,0000% Minor Capital---- Total Development Review542,689733,166850,734 16%830,674 -2% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Assistant Planner1.001.001.000.00 Associate Planner1.001.002.001.00 Deputy Director1.001.001.000.00 Senior Planner1.001.001.000.00 Total Regular FTE4.004.005.005.00 2015-16 OperatingBudget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 8% 92% 5% 95% E-146 COMMUNITY DEVELOPMENT PROGRAM:Development Review OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund PROGRAM ACTIVITIES x Evaluating development applications x Inter-department support x Maintaining development regulations and standards x Public information x Council, advisory body and neighborhood group support PROGRAM OBJECTIVES Other Program Objectives x Residential Development: Support the City’s Housing Program objectives, specifically, facilitate the approval of housing developments for the Laurel Creek project, Margarita Area, Orcutt Area, Broad Street Corridor, sites identified in the Housing Element, and other key infill sites. x Commercial Development: Support the City’s Economic Development Program objectives by facilitating approval of downtown mixed-use projects and business which bring head-of-household jobs to the community. x Process Improvements: Continue to improve the development review process by implementing the recommendations of the Department’s Organizational Assessment. x Performance Measures: Implement a comprehensive performance management system to track the efficiency and effectiveness of permit review. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Development Permit Applications Received311305255285 &RPSOH[3URMHFWV$QQH[DWLRQV*HQHUDO3OD Q 11151614 City Council Agenda Items (Development Rev 16181816 $GYLVRU\%RG\$JHQGD,WHPV'HYHORSPHQW99907085 Administrative/Director’s Actions (non- hear 12211895105 Administrative Hearing Actions61605055 E-147 COMMUNITY DEVELOPMENT PROGRAM:Development Review OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund PERFORMANCE MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 GoalActualGoalActual Percent of applications reviewed within published cycle times N/AN/A75% 80% Percent of applications reviewed for completeness within 30 days N/AN/A75% 80% Percent of application deemed complete at first submittal N/AN/A50% 60% Percent of applications ready for approval by the 3rd plan check N/AN/A75% 80% Percent of customer service surveys “above average” or “exceptional”N/AN/A70% 75% Cycle Times—Building Permit Applications Duration*‡ Architectural Review Commission12 weeks Administrative Use Permit/Variance/Parcel Map6 weeks Legislative Decision (Rezone, Annexation, General Plan Amendment, etc.)TBD Large Tract Maps (25 or more lots)24 weeks Small Tract Maps (less than 25 lots) 12 weeks Planning Commission Use Permit12 weeks * From day of complete application. ‡ If an EIRis required, project timelines will be substantially increased. E-148 COMMUNITY DEVELOPMENT PROGRAM: Long Range Planning OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund PROGRAM DESCRIPTION Long Range forecasts future conditions and needs, identifies community concerns, and provides strategies to meet adopted goals. These strategies are used by the Cityas policies and standards for day-to-day decision making. Long-range plans guide the City's physical development and how the City plays its roles within the region, state, and nation. The Long Range Planning Division helps prepare, maintain, and implementthese long-range plans and implement General Plan programs. It also oversees the City's Community Development Block Grant Program (CDBG) and provides oversight to the City's Cultural Heritage Committee, Human Relations Committee and Historic Preservation Program. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing419,909567,305626,39310%639,1932% Contract Services622,399317,121384,00021%458,00019% Other Operating Expenditures5,59711,10011,6005%12,6009% Minor Capital---- Total Long Range Planning1,047,905895,5261,021,993 14%1,109,793 9% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Associate Planner1.001.001.001.00 Deputy Director1.001.001.001.00 Housing Programs Manager1.001.001.001.00 Projects Manager0.000.001.001.00 Senior Planner1.001.001.001.00 Total Regular FTE4.004.005.005.00 E-149 COMMUNITY DEVELOPMENT PROGRAM: Long Range Planning OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x General Plan development, update, and monitoring x Housing Programs x Specific Plans and Area Plans development and update x Plan Implementation x Community Development Block Grant (CDBG) oversight x Council and advisory body support (PC, CHC, and HRC) x Historic Preservation x Sustainability Programs x Population, demographic, and land use information x City sponsored annexations x Environmental review for City projects x Public information x Other long-range planning activities x Airport planning and coordination efforts with the County Airport Land Use Commission x Subdivision Regulations Update x Response to project and CEQA referrals from County and other agencies x Interagency coordination and collaboration 10% 90% 9% 91% E-150 COMMUNITY DEVELOPMENT PROGRAM: Long Range Planning OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund SIGNIFICANT OPERATING PROGRAM CHANGES LUCE IMPLEMENTATION AND FEE UPDATE Summary of Change: Implementing the update to Land Use and Circulation Elements (LUCE) to ensure internal consistency of the City’s implementing ordinances and fees will cost approximately $410,00 in FY 2015-16 and $325,000 in FY 2016-17 for consultant and contract services. Fiscal Impact: One time cost of $410,000 in FY 2015-16 and $325,000 in FY 2016-17. Service Level Impact: The objective of this request is to complete the LUCE update by implementing key strategies that were developed as part of the update process. This effort is necessary to maintain internal consistency of the General Plan and its implementing documents. This effort will involve form-based codes/updated guidelines for the downtown that will provide an updated graphicDowntown Concept Plan (as called for in the Land Use Element) along with other changes to the Zoning Code; and a nexus study and impact fee program update to address changed infrastructure needs and evaluate facilities and service needs not previously captured, in order to update the City’s impact fee program. NEIGHBORHOOD MATCH GRANTS Summary of Change: Implementing Neighborhood Match Grants as one of the tools to address Neighborhood Wellness will cost approximately $5,000 in FY 2015-16 and $10,000 inFY 2016- 17 for grant funds. Fiscal Impact: On-going costs of $5,000 in FY 2015-16 and $10,000 in FY 2016-17. Service Level Impact: The objective of this request is to provide grant funds to neighborhood- sponsored projects. The intended outcome of this program is to support a pilot grant program that will provide city resources to “match” neighborhood resouces (which may include volunteer labor or professional services, donations, or other resources) to accomplish smaller neighborhood wellness, enhancement or beautification projects. This effort was identified as part of the FY 2013-15 Neighborhood Wellness Major City Goal. PROGRAM OBJECTIVES Major City Goals x Housing.Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. x Multi-Modal Transportation. Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. E-151 COMMUNITY DEVELOPMENT PROGRAM: Long Range Planning OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund Other Program Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown.Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 General Plan Element Updates (HE & LUCE)0200 General Plan Amendments1114 Specific Plans and Area Plans Updates0102 Annexations/Municipal Service Review0023 Housing Element Implementation Programs3135 Other General Plan Implementation Projects1122 General Plan Annual Reports 1111 General Plan Conformity Reports111 County Development Project Referrals10162025 Outreach efforts (including community group presentations, newsletters, email updates and workshops)36181414 City Council and Advisory Body Agenda Items51563535 Subdivision Regulations - Update process completed --100%100% PERFORMANCE MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 GoalActualGoalActual % of County referrals completed within requested response date N/AN/A95% RFP for LUCE implementation (infrastructure/impact fee program update) distributed and consultant selection complete N/AN/A100% % of historic resource determinations acted on within 1 meeting at CHC N/AN/A75% # of CHC, ARC, and staff liaison members receiving training regarding new development in historic districts/historic resources N/AN/A80% Historic preservation efforts supported by CLG Grant funds N/AN/A75% E-152 COMMUNITY DEVELOPMENT PROGRAM: Building And Safety OPERATION: Construction Regulation DEPARTMENT: Community Development FUND: General Fund PROGRAM DESCRIPTION The Building and Safety implements the adopted construction codes and other state and local laws that regulate building construction, use, and maintenance including the California Building, Residential, Electrical, Plumbing, Mechanical, Energy, and Green Building Codes, as well as disabled access regulations. The program operates a public permit counter responsible for the processing and coordinating of construction applications which are reviewed by other city departments including Public Works, Planning,Utilities, and Fire, as well as external agencies such as County Environmental Health and the Air Pollution Control District. Building and Safety is responsible for calculation and collection of all fees at time of construction permit issuance. The Program also includes a major focus on Neighborhood Wellness and code enforcement to address blight and public nuisances in order to preserve the community’s aesthetics, health and safety, property values, and the quality of life for city residents. Overall program goals are a safe, accessible, and energy-efficient built environment that is compliant with all applicable construction regulations. The Building Division was able to add two new full time positions one being a plans examiner and the other a building inspector and increase the permit tech position to full time and one contract full time permit tech; these positions were needed in order to better serve the constituents with the high volume of applications that we are experiencing and keep providing a high level of customer service. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing1,079,5201,154,2401,630,09441%1,872,56915% Contract Services34,508267,198167,350-37%79,800-52% Other Operating Expenditures53,02721,30024,00013%31,00029% Minor Capital--50,000 Total Building And Safety1,167,0551,442,7381,871,444 30%1,983,369 6% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Assistant0.000.001.001.00 Building & Safety Supervisor1.001.001.001.00 Building Inspector2.003.003.003.00 Chief Building Official1.001.001.001.00 Code Enforcement Officer2.002.003.004.00 Code Enforcement Supervisor0.000.001.001.00 Neighborhood Services Specialist2.002.002.002.00 Permit Coordinator1.001.001.001.00 Plans Examiner1.002.002.002.00 Permit Technician 1.001.001.001.00 Total Regular FTE11.0013.0016.0017.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent) E-153 COMMUNITY DEVELOPMENT PROGRAM: Building And Safety OPERATION: Construction Regulation DEPARTMENT: Community Development FUND: General Fund Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Public information x Plan review of construction permit applications x Development review coordination x Construction inspection x Code enforcement and neighborhood wellness x Coordination of Collection of Impact Fees x Un-reinforced Masonry Ordinance x Stormwater Regulations x Building and Safety Code Updates x Staff support to the Construction Board of Appeals SIGNIFICANT OPERATING PROGRAM CHANGES RENTAL HOUSING INSPECTION PROGRAM Summary of Change: Per City Council direction, implement a Rental Housing Inspection Program from for single family and duplex rentals in the City.Implementation contingent on program adoption by the City Council. Fiscal Impact: On-going costs of $251,164 in 2015-16 and $449,312 in 2016-17. These costs will be offset by approximately $146,150 in revenue in 2015-16 and $280,074 in 2016-17.The development of an effective Rental Housing Inspection Program for the City will require a substantial investment of time and resources. Given the City’s budgetary limitations and need for fiscal prudency, the program will be designed to be fee supported and minimize any significant financial impacts on the General Fund. One time and ongoing costs will be partially offset by annual revenue during the first two years and fully offset in future years when full program participation is received. Service Level Impact: This SOPC is for the necessary resources to fund the proposed Rental Housing Inspection Program as a part of the Neighborhood Wellness Major City Goal as specified by the City Council on December 16, 2014. These resources will allow the City to 2% 98% 29%71% E-154 COMMUNITY DEVELOPMENT PROGRAM: Building And Safety OPERATION: Construction Regulation DEPARTMENT: Community Development FUND: General Fund create a program to inspect all single family and duplex rental units every three years including a self-certification program for rentals that pass an initial inspection. PROGRAM OBJECTIVES Other Important Objectives x The building Division continues to preserve Neighborhood Wellness by providing proactive code enforcement as well as reactive complaint driven ones, currently drafting a rental housing inspection program ordinancethat if passed would be operational by spring of 2016, continue to provide public safety enforcement and supports initiatives that are led by neighborhood groups and or stakeholders. Other Program Objectives x Coordinate efforts to transition to the new EnerGov computer software program x Implement fee changes related to the cost of services study x Implement process improvements and other recommendations included in the organizational assessment x Implement a comprehensive plan for Construction Board of Appeals hearings x Update procedure manuals for Building Safety Division x Revise Code Enforcement procedure manual and develop other tools to resolve code violations x Update the Building Damage Assessment Program in an effort to ensure data collection consistent with FEMA guidelines. x Coordinate with other departments to eliminate redundancy in the construction application review process and construction inspection program x Coordinate URM program including processing of extension requests x Provide community outreach relative to seismic strengthening of structures at risk of damage during an earthquake x Develop a Post-Disaster training program and provide training to all city employees x Further develop City of San Luis Obispo rain water harvesting standards x Collaborate with Fire, Cal Poly and Cuesta regarding the Safe Housing Initiative x Continue cross training efforts related to recognition of code enforcement violations x Develop and implement a sign enforcement program x Continue website enhancements x Develop an Access Compliance program for City owned buildings x Provide an in-house pre-application review process for applicants that have downtown complex mixed use projects for code compliance as well as other applicants seeking advice and coordinate with other divisions as needed. E-155 COMMUNITY DEVELOPMENT PROGRAM: Building And Safety OPERATION: Construction Regulation DEPARTMENT: Community Development FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Number of building permits issued611615630645 Number of other permits issued*1,5921,2501,2811,313 $ Value of construction permitted56,605,07285,331,57587,464,86489,651,485 Plan Check applications processed652816836855 Inspections Conducted*8,9967,1147,2917,473 Enforcement Cases Received8641,1341,1621,191 Total Enforcement Cases Closed863808828848 Cases Requiring City Attorney Consults100120130130 $YHUDJH'D\VWR5HVROYH&DVHV69706868 PERFORMANCE MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 GoalActualGoalActual Percent of code complaints addressed within published cycle times N/AN/A75% 80% Percent of inspection requests responded to within next business day N/AN/A75% 80% Percent of plan checks completed within published cycle time for first submittal N/AN/A75% 80% Percent of plan checks resubmittals within published cycle time for 2nd and 3rd plan check N/AN/A75% 80% Percent of customer service surveys “above average” or “exceptional”N/AN/A75% 80% Cycle Times—Building Permit Applications Duration Major Projects (new commercial buildings, mixed use projects, and multifamily buildings)8 weeks Moderate Projects (structural T.Is., commercial additions, changes of occupancies 6 weeks Minor Projects (non-structural T.Is., residential remodels and additions, single family homes)4 weeks Note: Subsequent resubmittals should generally take half the time of the initial review or prior review except that a minimumreview time of 2 weeks should be expected. Incomplete submittals, incomplete resubmittals, or revisions may require additional cycle time. E-156 COMMUNITY DEVELOPMENT PROGRAM: Eng. Development Review OPERATION: Development Regulation DEPARTMENT: Community Development FUND: General Fund PROGRAM DESCRIPTION The Engineering Development Review Program oversees design and construction of various public works projects built by private developers for City ownership. These projects typically include additions to the City’s water, wastewater, recycled water, storm drain, street, flood protection, and park systems. This program is also responsible for the review of the design of commercial, industrial and residential private development projects for compliance with the Grading Ordinance, Parking & Driveway Standards, site development and drainage designs. This program is responsible for verifying plan compliance with the Waterway Management Plan Drainage Design Manual and the newly adopted Post Construction Stormwater Regulations as promulgated by the Regional Water Quality Control Board for all private development projects. To ensure public safety, this program also grants permission for various uses of public rights-of-way and issues permits accordingly. The program represents the city as Floodplain Manager and prepares regular responses and reports to Federal Emergency Management Agency (FEMA) and the public in this regard. The program reviews development projects for compliance with the Tree Regulations and coordinates with the City Arborist on tree removals, tree plantings, and tree preservation requirements. The program goal is to ensure compliance with the City’s Engineering Standards, Community Design Guidelines, Floodplain Management Regulations, Waterway Management Plan, Post Construction Stormwater Regulations and to provide for the construction of safe, effective, and efficient public works which meet established engineering standards and specifications. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing504,304536,924689,51222%706,6312% Contract Services8,61479,60026,000-206%6,000-77% Other Operating Expenditures2935,1005,1000%5,1000% Minor Capital---- Total Eng. Development Review513,211621,624720,612717,731 0% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Engineering Technician0.000.001.001.00 Permit Technician1.001.001.001.00 Senior Civil Engineer1.001.002.002.00 Supervising Civil Engineer1.001.001.001.00 Engineering Development Review**3.003.005.005.00 E-157 COMMUNITY DEVELOPMENT PROGRAM: Eng. Development Review OPERATION: Development Regulation DEPARTMENT: Community Development FUND: General Fund 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES Development Review. Reviewing parcel maps, subdivision maps, and subdivision construction plans as required by the Subdivision Map Act; reviewing submittals for private building and development project plans for compliance with standards; reviewing Planning Applications forthe establishment of Mitigation Measures, Conditions and Code Requirements. Encroachment Permit Review/Issuance. Reviewing and approving all encroachments into the public right of way, including: private construction, construction staging, pedestrian and traffic control plans, utility installation and repair, newsracks, and outdoor dining facilities. Coordinate with the Public Works Department inspectors regarding plan requirements, project conditions, compliance with City Engineering Standards, and permit conditions. Monitoring truck routes and issuing wide-load transportation/trucking permits. Recordkeeping. Preparing and filing as-built drawings of private and public works construction; preparing legal descriptions for property transactions; preparing abandonment, easement, and covenant requests. Document all construction activities, reports, and filings related to the Floodplain Management Regulations. Miscellaneous Projects. Coordinating miscellaneous engineering activities, enforcing FEMA standards which are intended to reduce damage caused by flooding;implementation of National Pollution Discharge Elimination System (NPDES) initiatives, implementation of the stormwater ordinance and post construction stormwater regulations, permit coordination for private utility construction, and review of ordinances or guidelines being prepared by other departments or divisions. Participation in neighborhood wellness efforts related to sidewalk upgrades, tree plantings, and undergrounding of overhead wiring. Downtown beautification efforts related to private development projects and the enforcement of our newsrack ordinance. PROGRAM OBJECTIVES Major City Goals x Housing –Provide Engineering Development Review support for affordable housing projects. Recognize and honor the unique timing constraints for these types of projects and their sometimes non- conventional funding mechanisms. 7% 93% 0% 100% E-158 COMMUNITY DEVELOPMENT PROGRAM: Eng. Development Review OPERATION: Development Regulation DEPARTMENT: Community Development FUND: General Fund x Multimodal Transportation –Provide Engineering Development Review support for opportunities to provide transportation upgrades related to private development projects. Review projects for conformance with the goals of the Bicycle Transportation Plan, Short-Range Transit Plan, Specific Plans, and any bike/pedestrian access easement opportunities. x Open Space Preservation –Provide Engineering Development Review support for opportunities to provide for open space opportunities related to private development projects. Review existing private open space agreements in collaboration with the Natural Resources Manager for potential language improvements. Continue to encourage, identify and map Open Space areas that overlap the Special Flood Hazard Areas for improved FEMA CRS credits. Other Important Council Objectives x Neighborhood Wellness – Embrace and implement pro-active code enforcement and Neighborhood Protection policies. Review for maintenance, upgrades, and installation of public sidewalks related to private development projects. Continue to work with City Arborist on street tree planting and tree preservation efforts related to private development projects. Review of development projects for the removal of overhead wiring. x Downtown –Continue to support opportunities for voluntary beautification upgrades to public infrastructure related to private development projects. Continue to work with the City Engineer on coordination between public and private projects. Other Program Objectives Sustain Infrastructure health – Coordinate with the CIP program, pavement management program, and private developments to implement sustainable construction techniques to maximize the lifespan of the City’s infrastructure. Bicycle and pedestrian paths–Coordinate new facilities and improvement installations with public and private development projects throughout the City. Economic Development – Participate in regular Development Review Team (DRT) meetings. Participate in pre- application meetings and any Quick Response Team (QRT) meetings. Provide support to fiber optic companies and the businesses requesting fiber service through clear application requirements and plan review checklists. Provide support for development proposals including high priority projects and projects where specific cooperative processing or development agreements have been reached. Assess and renew the Downtown - Work with the downtown association, private development community and Engineering CIP on our mutual goals of Downtown (DT) beautification. Condition projectsfor upgrades where warranted, coordinate public and private efforts, and provide project solutions and incentives that encourage voluntary upgrades. Commit funding to open space - Work with City’s Natural Resource Manager and City Biologist on public and private open space easements and dedications related to private development projects. E-159 COMMUNITY DEVELOPMENT PROGRAM: Eng. Development Review OPERATION: Development Regulation DEPARTMENT: Community Development FUND: General Fund Enhance maintenance of City infrastructure – Coordinate with the CIP program, pavement management program, and private development to try to minimize excavations in newlypaved streets. Work with private development community to upgrade City infrastructure with new projects. Traffic Congestion Relief – Coordinate the timely review of projects and implementation of project mitigation measures related to traffic congestion relief and traffic improvements. Energov – Continue with the completion of the conversion of all of the Development Review Foxpro programs and data to EnerGov and GIS based programs. Flood Protection - Flood protection activities related to new development and redevelopment projects. Also includes the review and assistance for flood barrier upgrades to existing buildings. Act as the lead division for evaluating and advancing our Flood Warning Program as identified through our NFIP/CRS review process. Public Art - Liaison for the Public Works Department on Public Art projects. Provide input for all public art projects located on city owned parcels or within the public right-of-way. News rack Program - Implement a program to enforce our current ordinancepermitting requirements for the placement of news racks within the right-of-way. Also includes enforcement and coordination with publications to improve the overall aesthetic, particularly within our downtown. Continue to work with Downtown Association with a collaborative enforcement effort. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Encroachment permits issued388456400400 Excavation work permitted (lineal feet)13,57415,6008,0008,000 Sidewalk work permitted (lineal feet)2,3313,3802,0002,000 Driveway ramp work permitted (lineal feet)6141,008500500 Transportation permits issued7578100100 Improvement plans received2 1331010 Value of improvements approved3 2,980,2222,394,4852,500,0002,500,000 Subdivision maps received2 12241010 Planning applications reviewed307256250300 Building permit applications reviewed1 849830850900 1 Includes all site grading reviews 2 Not compatible with previous reporting period 3 Value does not include Encroachment Permits E-160 COMMUNITY DEVELOPMENT PROGRAM: Eng. Development Review OPERATION: Development Regulation DEPARTMENT: Community Development FUND: General Fund PERFORMANCE MEASURES ActualProjected 2015-17Financial Plan 2013-142014-15 2015-162016-17 GoalActualGoalActual Percent of map checks reviewed withinpublished cycle times N/AN/A75%80% Percent of subdivision improvement plansreviewed within published cycle times N/AN/A75%80% Percent of encroachment permit plans/miscellaneous improvement plans reviewed within published cycle times N/AN/A75%80% Percent of all reviews completed in three reviews or less* N/AN/A75%80% Percent of customer service surveys “above average” or “exceptional” N/AN/A70%75% * Not including a final over-the-counter or recheck meeting approval Cycle-Times–Engineering Development Review Applications Approval TypeDuration Final Lot Line Adjustment Agreement (LLA)/Certificate of Compliance (CC)4 weeks Final Minor Subdivision Map (residential)6 weeks Improvement Plan Review (minor residential subdivision)6 weeks Final Tract Map or non-residential Minor Subdivision Map (up to 50 lots)8 weeks Improvement Plan Review for Tract Map/Commercial MS (up to 50 lots) Add on time for each additional 50 lots within the subdivision Encroachment Permit Plan/Miscellaneous Public Improvement Plans Traffic Control Plans 8 weeks 1 weeks 6 weeks 2 weeks Note: Subsequent resubmittals should generally take half the time of the initial review or prior review except that a minimumreview time of 2 weeks should be expected. Incomplete submittals, incomplete resubmittals, or revisions may require additional cycle time. E-161 COMMUNITY DEVELOPMENT PROGRAM:CIPProject Engineering OPERATION: CIP Implementation DEPARTMENT:Public Works FUND: General Fund PROGRAM DESCRIPTION The CIP Project Engineering Program oversees design and construction (including inspection) of construction projects in the City’s Capital Improvement Plan (CIP). These projects include improvements to buildings, parks, streets, water, wastewater, and flood protection systems. The program also provides inspection services for public infrastructure improvements built by the private sector. The program goal is to promote cost-effective CIP projects and quality public infrastructure improvements that meet established engineering standards and specifications. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing1,578,6911,713,3001,863,6469%1,923,7983% Contract Services12,25712,30039,800224%38,000-5% Other Operating Expenditures43,31461,07159,700-2%59,7000% Minor Capital---- Total Cip Project Engineering1,634,2611,786,6711,963,146 10%2,021,498 3% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Assistant1.001.001.001.00 Construction Engineering Manager1.001.001.001.00 Engineer2.002.003.003.00 Engineering Inspector5.005.005.005.00 Engineering Technician2.002.002.002.00 Senior Civil Engineer2.002.002.002.00 Supervising Civil Engineer1.001.001.001.00 Total Regular FTE14.0014.0015.0015.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 19% 81% 27%73% E-162 COMMUNITY DEVELOPMENT PROGRAM:CIPProject Engineering OPERATION: CIP Implementation DEPARTMENT:Public Works FUND: General Fund PROGRAM ACTIVITIES CIP Project Design. Complete preliminary studies, acquire property or right of way; obtain environmental clearance and regulatory permits; prepare plans, specifications, cost estimates, advertise for bids and process contract award for CIP contracts. CIP Project Construction Management. Inspect construction work for conformance to specifications; prepare estimates for progress payments; document project work to avoid claims; compile daily diaries for construction management and inspection activities, and address contract disputes in an equitable manner with a goal toward resolution. Private Development Inspection.Inspect construction work by the private sector on public facilities and construction of new facilities to be dedicated to the City; inspect work performed in the public right-of-way by utility companies and property owners; ensure construction conforms to City standards. Recordkeeping.Prepare and maintain record maps of City streets and infrastructure; prepare and maintain record drawings of CIP project construction; maintain City’s survey control information. CIP Administration. Ensure administrative support services for the delivery of Capital Improvement Projects such as project advertisement, bidsolicitation, construction pay estimate processing, verification of insurance and claim liability, compliance with fair wage ordinance, and purging of project files. SIGNIFICANT OPERATING PROGRAM CHANGES CAPITAL IMPROVEMENT PROGRAM ENGINEER Summary of Change: Augment CIP Engineering resources to reduce capital project implementation costs. Fiscal Impact: On-going operating cost of $136,500 in 2015-16 and $145,200 in 2016-17, offset by reductions in the design service with the adopted CIP. Service Level Impact: The primary objective of the CIP Engineering Program is to deliver quality Capital projects in a cost effective manner. PROJECT MANAGEMENT SOFTWARE ONGOING SUPPORT Summary of Change: Provide funding for ongoing maintenance and hosting of Project Management software approved for implementation in the 2013-15 Financial Plan. Fiscal Impact: On-going net costs of $27,000 in 2015-16 and $25,200 in 2016-17. Service Level Impact: Project Management Software allows for consolidated scheduling, tracking and reporting of all City projects. These activities are currently accomplished in CIP Engineering using a combination of an unreliable FoxPro application, Microsoft Project, and Excel. These programs are not consistently used across the organization, with each department using whatever tools are available to them. Maintaining the program will provide for a centralized, uniform, and streamlined approach to project management. E-163 COMMUNITY DEVELOPMENT PROGRAM:CIPProject Engineering OPERATION: CIP Implementation DEPARTMENT:Public Works FUND: General Fund PROGRAM OBJECTIVES Major City Goals x Multi-Modal Transportation. Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. Other Important Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. x Laguna Lake Restoration. Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Number of projects designed and constructed15262530 Value of projects constructed4,000,0007,500,0008,000,0008,000,000 E-164 COMMUNITY DEVELOPMENT PROGRAM:Housing Assistance OPERATION: Planning DEPARTMENT: Community Development FUND: CDBG Fund PROGRAM DESCRIPTION This includes Management of the City’s Inclusionary Housing and CDBGprograms, liaison to the Human Relations Commission and implementation of the Housing Element of the General Plan. The program activities include aggressively seeking grants, low-interest loans, public-private housing partnerships and other types of affordable housing assistance; monitoring and supporting existing deed-restrictions on units in the City’s program; coordinating housing programs with public and private agencies; evaluating additional residential infill areas, and managing the Community Development Block Grant (CDBG) program, including technical assistance to other departments, preparing federal environmental documents, monitoring grantee performance and maintaining grant records in coordination with the County. This program also provides funding assistance to help meet the housing needs of homeless persons in San Luis Obispo. The program’s goals are: 1) achieving the City’s housing goals as set forth in the General Plan; and 2) helping fund a sheltering program that meets the immediate housing needs of homeless persons and 3) assisting in the implementation of The 10 Year Plan to End Chronic Homelessness. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing123,906125,300127,1151%130,3253% Contract Services122,624291,865317,8879%280,607-12% Other Operating Expenditures1,3013,0003,0000%3,0000% Minor Capital---- Total Housing Assistance247,831420,165448,002 7%413,932 -8% Total Functional Area8,389,95710,332,17210,118,368 -2%10,414,721 3% 2015-16 Operating BudgetŶFunctional Area Ŷ Program 4% 96% E-165 COMMUNITY DEVELOPMENT PROGRAM:Housing Assistance OPERATION: Planning DEPARTMENT: Community Development FUND: CDBG Fund PROGRAM ACTIVITIES Housing Program Coordination x Affordable Housing facilitation x Expansion of Grant and Other Funding Programs x Inclusionary housing monitoring and administration x Grant Administration, monitoring, and reporting x Housing Element Program Implementation x Affordable Housing Fund Program Management x Liaison to the Human Relations Commission (HRC) x 10 Year Plan to End Chronic Homelessness collaboration with County partners Homeless Shelter Operations x Homeless Shelter Funding Note:Through the Human Relations Program, the City also provides funding assistance to the CAPSLO for operation of the homeless day care center located at the City’s Corporation Yard on Prado Road. The center offers various services for homeless persons and those vulnerable to becoming homeless. Hot meals are made available through the volunteer efforts of the People’s Kitchen. In addition, the center itself has showers, laundry facilities, a children’s play area; and creates a single location for a number of service providers to meet with their homeless clients. In the past, operational funding of $50,000 annually was provided through the CDBG program, with an amount matched by the County. Beginning with the 2003 grant year, CDBG funding from the City is no longer available for the day center due to federal limits on the use of CDBG funds for public services. (The limit is 15% of total CDBG funds: the City’s allowable maximum is already allocated to the homeless shelter). As such the General Fund now funds the City’s contribution to the Prado Day Center. PROGRAM OBJECTIVES Major City Goals x Housing.Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. Other Program Objectives x Pursue opportunities to implement the “Ten Year Plan to end Chronic Homelessness”. x Continue to represent the City on the Homeless Services Oversight Council, Friends of Prado Board, and Housing Trust Fund. x Implement high and medium high priority Housing Element programs. x Work with the development and funding communities to achieve additional affordable housing units. E-166 COMMUNITY DEVELOPMENT PROGRAM:Housing Assistance OPERATION: Planning DEPARTMENT: Community Development FUND: CDBG Fund x Manage the Affordable Housing Program. x Facilitate residential construction in the MASP, OASP and other priority areas. x Seek grants to support affordable housing construction. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Solicit grants, loans, and other forms of financial assistance for affordable housing 3355 ,PSOHPHQW+RXVLQJ(OHPHQWSURJUDPV 3235 Planning Applications Reviewed for inclusionary housing 3603642020 CDBG Program Grant Applications Reviewed11688 Grants Funded5545 Grants in Aid Program Grant Applications Reviewed4040 Grants Funded3030 Affordable Housing Fund requests reviewed3344 Daily overnight stays at the shelter29,44029,00029,00029,000 Breakfast & dinner served daily at the shelter 64,88765,00065,00065,000 PERFORMANCE MEASURES ActualProjected 2015-17 Financial Plan 2013-142014-15 2015-162016-17 % of monitored deed-restricted units certified for compliance N/AN/AN/A95% % of re-sales and re-financings of deed-restricted units that comply with City requirements N/AN/A100%100% % of CDBGgrant funds spent on approved activities and in compliance with grant agreements N/AN/A100%100% E-167 Operating Programs GENERAL GOVERNMENT GENERAL GOVERNMENT PROGRAM: City Council OPERATION:Legislation & Policy DEPARTMENT: Administration FUND: General Fund PROGRAM DESCRIPTION The Council governs the City of San Luis Obispo by enacting and enforcing all laws and regulations concerning municipal affairs, subject only to limitations and restrictions of the City Charter and the State Constitution. Fourteen standing advisory bodies help the Council with this work. Program goals are (1) open, informed, and democratic public decisions; (2) responsive and appropriate legislation and policy; and (3) effective and efficient execution of adopted laws and regulations. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing102,988114,400125,89010%134,7207% Contract Services---- Other Operating Expenditures13,95233,80029,400-13%29,4000% Minor Capital---- Total City Council116,941148,200155,290 5%164,120 6% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY None - Staff assistance is provided through City Administration, City Attorney, and the City Clerk programs. Direct clerical and administrative support is provided through City Administration. 2015-16 Operating BudgetŶFunctional Area Ŷ Program PROGRAM ACTIVITIES x Legislation. Enacting ordinances and resolutions, reviewing compliance with adopted laws and regulations. x Policy. Reviewing and adopting plans that guide the decisions and actions of the City's operating programs. x Supervision.Directing and evaluating the City Manager and City Attorney. 1% 99% E-168 GENERAL GOVERNMENT PROGRAM: City Council OPERATION:Legislation & Policy DEPARTMENT: Administration FUND: General Fund PROGRAM OBJECTIVES Major City Goals x Open Space Preservation.Protect and maintain open space. x Housing.Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. x Multi-Modal Transportation. Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. Other Important Council Objectives x Neighborhood Wellness. Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Laguna Lake Restoration.Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. x Downtown.Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. x Fiscal Sustainability and Responsibility.Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Advisory Body Interviews25302525 Workshops / Special Events30303030 Council Meetings-Regular20202020 Council Meeting-Special28353030 Advisory Commissions and Committees14151515 Regional / County Commissions Served16161616 Proclamations30303030 E-169 GENERAL GOVERNMENT PROGRAM:City Administration OPERATION:General Administration DEPARTMENT: Administration FUND: General Fund PROGRAM DESCRIPTION The City Administration Program provides information and recommendations to the Council, implements Council policies, directs the delivery of municipal services, oversees accomplishment of City objectives and provides administrative support to the Mayor and Council Members. Program goals include (1) informed public decision making; (2) responsive, effective and efficient operating programs; (3) effective City management; (4) supervision of the City Clerk’s office, Economic Development, Natural Resources, and Community Promotions programs; (5) effective Council administrative support; and (6) direct supervision of seven budget programs. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing663,852642,900657,6112%695,6046% Contract Services2,0059,5501,300-86%1,200-8% Other Operating Expenditures18,44217,20018,0005%17,700-2% Minor Capital---- Total City Administration684,299669,650676,911 1%714,504 6% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Assistant City Manager1.001.001.001.00 City Manager1.001.001.001.00 Principal Administrative Analyst1.001.001.001.00 Total Regular FTE3.003.003.003.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 4% 96% 6% 94% E-170 GENERAL GOVERNMENT PROGRAM:City Administration OPERATION:General Administration DEPARTMENT: Administration FUND: General Fund PROGRAM ACTIVITIES x Policy Advice, Guidance, and Implementation. Serving as the Council’s chief policy advisor on all areas of City operations. x Council Meeting Agenda Management. Reviewing Council meeting agenda reports, recommending Council actions. x Operating Program Direction and Evaluation.Ensuring that services are delivered effectively, evaluating accomplishment of approved program objectives. x Management Teambuilding and Leadership. Organizing management training and development activities, supervising and evaluating the performance of departmentheads and other key managers. x City Clerk, Economic Development, Community Promotions, and Natural Resource program management. x Special Activities Program Management. Providing direction, ensuring communication and support to Community Partners. x Innovation and Special Projects. Management of organization-wide process improvements that enhance technology, efficiency and service delivery. PROGRAM OBJECTIVES Major City Goal Work with Finance Department on Fiscal Sustainability and Responsibility Other Important Objective by leading efforts to increase use of performance management and reporting, including new public dashboards. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Regular and Special Council Meetings48555050 Agenda reports reviewed285325300300 City Manager Reports Reviewed/Approved241225220220 Departments Supervised9999 Budget Programs Supervised 7777 Department Head/City Manager Updates120120120120 E-171 GENERAL GOVERNMENT PROGRAM:City Attorney OPERATION:Legal Services DEPARTMENT:City Attorney FUND: General Fund PROGRAM DESCRIPTION The legal services program is a support function that assists the City Council, all City departments and City advisory bodies to accomplish Major City Goals, other important Council objectives, and core operational functions in accordance with the law. The legal services function also includes representation of the City in litigation and/or litigation management, as well as independent enforcement of the Municipal Code. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing525,927518,400520,3460%550,9476% Contract Services67,582104,61587,225-17%37,225-57% Other Operating Expenditures12,34115,70019,67025%18,590-5% Minor Capital---- Total City Attorney605,851638,715627,241 -2%606,762 -3% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Assistant City Attorney1.001.001.001.00 City Attorney1.001.001.001.00 Legal Assistant/Paralegal1.001.001.001.00 Total Regular FTE3.003.003.003.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Legal review and advice. Providing prompt and thorough legal advice to ensure general compliance with all applicable laws and to minimize liability exposure. Legal advice to the City Council, Planning 3% 97% 6% 94% E-172 GENERAL GOVERNMENT PROGRAM:City Attorney OPERATION:Legal Services DEPARTMENT:City Attorney FUND: General Fund Commission and other advisory bodies includes advice and training on open meeting requirements and other procedural requirements and conflicts of interest. With respect to Council, this advice includes advice for both open and closed session agenda items. Legal advice to city staff ranges from providing opinions on legal matters that arise out of the development review processing to engaging in negotiations of proposals and reviewing and preparing documents, such as resolutions, ordinances and contracts. x Litigation. Defending or managing the defense of claims and litigation against the City; initiating civil actions on behalf of the City. x Enforcement. Enforcing and prosecuting violations of the Municipal Code, including both criminal violations and civil/administrative enforcement. x Legislative review. Coordinating the City’s review of and response to proposed county, state, and federal legislation PROGRAM OBJECTIVES Program Objectives x Develop and maintain a high level of legal support to City government x Provide prompt, thorough legal advice in response to inquiries, with emphasis on legal options x Minimize liability exposure of City through the practice of preventative law x Apprise City Council on pending litigation, legislation, and other significant legal matters x Strengthen Municipal Code enforcement practices WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Civil litigation cases10121010 Multi-count Municipal code violation compla 25404040 Review of liability claims filed81858585 Resolutions/Ordinances reviewed/drafted107105105105 Council Agenda Reports reviewed285325300300 City Manager Reports reviewed241225220220 Regular and Special Council meetings48555050 Planning Commission meetings22222222 Meetings (internal/external) attended1,2001,2001,2001,200 Telephone & office consultations/legal opinio 1,4001,4001,4001,400 Letters support/oppose legislation26242424 Public Records requests80140100100 Response time for routine inquires: target1-7 days1-7 days1-7 days1-7 days E-173 GENERAL GOVERNMENT PROGRAM: Administration & Records OPERATION:City Clerk Services DEPARTMENT: Administration FUND: General Fund PROGRAM DESCRIPTION The Office of the City Clerk (Administration, Records & Elections), works with the City Council, City Manager, City Departments and the public, ensuring the facilitation of the democratic process at a local level. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing255,366374,500480,29628%499,9284% Contract Services106,073134,200108,500-19%159,70047% Other Operating Expenditures29,46326,77337,57040%32,370-14% Minor Capital---- Total Administration & Records390,902535,473626,366 17%691,998 10% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Assistant2.002.002.002.00 City Clerk1.001.001.001.00 Deputy City Clerk1.001.002.002.00 Total Regular FTE4.004.005.005.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Council Meeting Agenda Coordination.Coordinating agenda preparation and distribution; providing support and minute taking during all Council meetings, and processing legislative documents following Council action. x Information Dissemination.Providing central information and support at City Hall and on the City’s web site; preparing and disseminating legal and promotional publications, and conducting research. 3% 97% 9% 91% E-174 GENERAL GOVERNMENT PROGRAM: Administration & Records OPERATION:City Clerk Services DEPARTMENT: Administration FUND: General Fund x Records Management.Recording Council minutes; managing official records Citywide; codifying and disseminating the Municipal Code and related policies. x Advisory Body Administration.Recruiting citizens to serve on 15 City Advisory Bodies, preparing reports and recommendations for Council, supporting the staff liaisons and members, providing organizational support for the Mayor’s interactions with the committees. x Oversight of PEG Access Funds and Operating Plans/Management of Government Access Channel. Overseeing operating agreements and release of educationand public access funds in accordance with the Cable Franchise Agreement and Council direction. x Ministerial Duties.Administering oaths of office; notarizing, attesting and sealing official documents; receiving claims filed against the City; receiving and scheduling appeals to the City Council. x Election Administration.Conducting regular and special elections in compliance with state and municipal law. x Disclosure Reporting.Receiving, filing and publishing records of all candidate and political action committee statements, as required by the City’s Campaign Regulations Ordinance. x Elections Campaign Regulations. Facilitate review and revisions to City's Election Campaign Regulations as required in the Municipal Code. x Statements of Economic Interests.Processing financial disclosure statements for staff, consultants and advisory body members; ensuring compliance; biennially updating the City's Conflict of Interest Code. SIGNIFICANT OPERATING PROGRAM CHANGES LASERFICHEDOCUMENT MANAGEMENT SOFTWARE ONGOING SUPPORT Summary of Change: Provide funding for ongoing maintenance and subscription services for Laserfiche Document Management software (WebLink) approved for implementation in the 2013-15 Financial Plan. Fiscal Impact: On-going costs of $14,200 in 2015-16 and $14,200 in 2016-17. Service Level Impact: The City of San Luis Obispo is committed to open and honest government and strives to consistently meet the community’s expectations by providing excellent service, ina positive and timely manner, and in the full view of the public. In order to accomplish this, it is imperative that City documents and records are readily available to staff and members of the public. The Laserfiche WebLink Portal accomplishes this objective by allowing any user to search all of the City’s official records and print or save them in PDF format. PROGRAM OBJECTIVES x Proactively fulfill program responsibilities and cultivate best practices in all areas. x Ensure that records are preserved as provided by City Charter and state and municipal law. x Administer procedures for City elections for elective offices, initiatives, referenda and recalls. Conduct elections that conform to the State Elections Code and the City's campaign regulations. E-175 GENERAL GOVERNMENT PROGRAM: Administration & Records OPERATION:City Clerk Services DEPARTMENT: Administration FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Council meeting agendas 5HJXODU6SHFLD Agenda reports processed285325300300 Advisory Body Vacancies filled25302525 Proclamations30303030 Council meeting minutes48555050 Resolutions processed93909090 Ordinances processed14151515 Documents recorded22252525 Legal and display advertisements40506060 Telephone/front desk inquiries8,0008,0008,0008,000 Public Records Act requests80140100100 Statements of Economic Interest processed220200180180 Elections0101 Campaign Disclosure Statements5950100 E-176 GENERAL GOVERNMENT PROGRAM:Financial Administration OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund PROGRAM DESCRIPTION This program plans, organizes, leads andmonitors the divisions within the Department of Finance &Information Technology: Accounting, Revenue Management, Support Services, Network Services and Geographic Information Services. It is responsible for managing the City's financial and information technology operations in accordance with established policies and plans. Program goals are: 1) developing and implementing efficient and effective financial policies, plans and reporting systems that help the operating departments achieve their objectives and assure the City's long-term fiscal health; 2) protecting the City's assets from unauthorized use; 3) effectively using the City's information technology resources to improve productivity, customer service and public access to City information; and 4) providing quality service to all of the department's customers—both external and internal to the organization. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing312,543428,700435,7492%449,4233% Contract Services8,635155,6835,100-97%20,500302% Other Operating Expenditures7,00216,50013,800-16%14,1002% Minor Capital---- Total Financial Administration328,180600,883454,649 -24%484,023 6% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Assistant1.001.001.001.00 Budget Manager1.001.001.001.00 Director of Finance & Information Technolog 1.001.001.001.00 Total Regular FTE3.003.003.003.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 2% 98% 6% 94% E-177 GENERAL GOVERNMENT PROGRAM:Financial Administration OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund PROGRAM ACTIVITIES x Fiscal Policy Advice and Guidance.Developing innovative and cost-effective ways of carrying out and financing City services and facilities; preparing and implementing policies and plans for effectively managing the City's financial resources and preserving its long-term financial health; advising the City Council, City Manager and Department Heads on fiscal matters; coordinating the preparation of the City's two-year financial plan and budget; and reviewing Council agenda reports and other policy documents for fiscal impacts. x Information Technology Policy Advice and Guidance.Developing and implementing policies and plans for the effective and efficient use of information technology resources to improve organizational productivity, customer service and public access to City information; advising the Council, City Manager and Department Heads on information technology matters. x Department Leadership.The focus is on the development and continued nurturing of an organization that effectively builds and uses the skills and talents of each team member in achieving departmental goals and objectives; developing departmental and employee work programs and monitoring performance; coordinating activities that cross program lines; and representing department programs before the public, community groups, Council, staff and other public agencies. x Department Administration.Reviewing and administering department budgets, ensuring that budgetary limits are respected and maintaining adequate and appropriate department records. x Cross-Departmental Program Administration.Conducting best practices reviews on internal control areas that typically cross department activities; and managing telecommunications facilities site request for proposals (RFP) process and lease agreements. PROGRAM OBJECTIVES Major City Goal x Fiscal Sustainability and Responsibility.Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. Other Program Objectives x Continue developing and implementing operational efficiencies x Identify financial support for and provide assistance with the implementation of Major City Goals. x Work closely with the operating departments in developing and implementing funding plans and programs in achieving their goals and objectives. x Oversee implementation of Finance and Information Technology goals, objective and projects. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Council agenda reports reviewed407415420430 City Manager reports reviewed163150110110 E-178 GENERAL GOVERNMENT PROGRAM:Revenue Management OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund PROGRAM DESCRIPTION The Revenue Management Program administers the City's treasury and revenue operations in accordance with established fiscal policies. Program goals are: 1) developing and implementing effective and efficient revenue planning, monitoring and reporting systems that help assure the City's long-term fiscal health; 2) providing quality customer service; and 3) protecting the City's cash assets from unauthorized use. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing473,997545,141410,464-25%425,9084% Contract Services98,734120,514166,49038%169,7692% Other Operating Expenditures139,880147,000104,979-29%107,9903% Minor Capital---- Total Revenue Management712,611812,655681,933 -16%703,667 3% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Accountant1.001.000.000.00 Accounting Assistant2.002.003.003.00 Finance Operations Manager0.500.500.500.50 Senior Accountant0.500.500.000.00 Supervising Accounting Assistant0.000.001.001.00 Total Regular FTE4.004.004.504.50 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 4% 96% 8% 92% E-179 GENERAL GOVERNMENT PROGRAM:Revenue Management OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund PROGRAM ACTIVITIES x Utility billing. Administering meter reading system; coordinating customer service orders; billing and collecting water and sewer service payments; maintaining utility billing website; administering low income assistance programs; supporting the City's water conservation program. x Business tax and license. Administering the business tax system, including annual renewals of all City businesses, enforcing the business tax ordinance, implementing gross receipt verification programs and providing mandated business tax information to the State. x Accounts receivable. Maintaining an organization-wide accounts receivable system, including grant receipts, transient occupancy tax (TOT) collections and all other tax and fee receipts. x Cashier and public counter. Providing public counter and cashiering services at City Hall as well as accounting for all bank deposits from other City facilities. x Revenue forecasts and rate reviews. Preparing revenue forecasts and monitoring trends; reviewing utility rates, user charges and development impact fees, and making recommendations to Council as appropriate. x Investments, banking services and debt service administration. Overseeing the City's investment advisor in managing the portfolio in accordance with adopted policies and plans, including preparing cash flow projections, identifying appropriate investment vehicles and timeframes and allocating interest earnings among funds in accordance with generally accepted accounting principles; administering the City's banking services contract; coordinating project financings and administering debt service obligations in accordance with bond covenants. SIGNIFICANT OPERATING PROGRAM CHANGES REQUEST FOR BUSINESS LICENSE COMPLIANCE SERVICES Summary of Change: Contract with outside firm for business license compliance services. Fiscal Impact: One time cost of $ 32,000 in 2015-16 and $30,000 in 2016-17. Service Level Impact: This request is to obtain professional services from an experienced company that is capable of detecting unlicensed businesses within the community and bringing them into compliance with the city’s business license ordinance. The number of unlicensed businesses operating within the community is not known at this time. This not only represents a loss of revenue for the city but also a source of frustration for the business community that regularly pays their taxes while competing against those that do not. It has been approximately 4 years since the last enforcement effort was carried out. Using the resources of a company having the ability to compare existing business license information against other databases to search for unlicensed businesses will identify those home- based, rental property and other business types that have escaped detection previously. City staff will observe and learn from this process to begin identifying these businesses sooner and hopefully avoid having them go undetected in the future. The result will be more revenue for the city which will exceed the cost of the service by a 2-1 margin. E-180 GENERAL GOVERNMENT PROGRAM:Revenue Management OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund Adequate outreach will be conducted to make the business community aware of the enforcement efforts and possible contact that may be made by members of the consulting firm. Ahead of this, an assessment of the existing ordinance along with current and past practices in interpreting the ordinance will be made to ensure that the enforcement effort is consistent with past practice. PROGRAM OBJECTIVES Major City Goals x Fiscal Sustainability and Responsibility.Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. Other Program Objectives x Continue refinement of business tax enforcement program. x Achieve yields on investments that exceed 91 day U.S. Treasury Bill while safeguarding the City’s portfolio from losses due to creditor default or market changes. x Monitor receipts of local revenues and initiate effective collection strategies to ensure that revenues and taxes are paid by those who are obligated to pay them. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Regular utility bills issued190,375165,500165,600165,700 Delinquent utility notices issued13,52714,00014,00014,000 Utility service orders10,99810,00010,00010,100 Accounts receivable invoices issued2,8783,4003,7003,800 Business tax certificates issued8,2958,7008,8008,800 Cashier transactions24,01125,40027,50027,500 Utility phone calls21,92922,00022,00022,000 E-181 GENERAL GOVERNMENT PROGRAM: Accounting OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund PROGRAM DESCRIPTION The Accounting Program coordinates preparation of the City's budget, issues financial reports and administers the disbursement of City funds in accordance with adopted fiscal policies and internal control procedures. Program goals are: 1) developing and implementing effective and efficient financial planning, reporting and accounting systems that help the operating departments achieve their objectives; 2) providing quality customer service; and 3) protecting the City's resources from unauthorized use. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing357,815392,700443,95513%462,3994% Contract Services194,772229,206210,750-8%205,550-2% Other Operating Expenditures94410,6007,700-27%7,7501% Minor Capital-9,148--100%- Total Accounting553,531641,654662,405 3%675,699 2% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Accountant1.000.001.001.00 Accounting Assistant3.002.002.00 Finance Operations Manager0.500.500.500.50 Senior Accountant0.500.501.001.00 Supervising Accounting Assistant1.001.000.000.00 Total Regular FTE3.005.004.504.50 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 4% 96% 8% 92% E-182 GENERAL GOVERNMENT PROGRAM: Accounting OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund PROGRAM ACTIVITIES x Financial planning and reporting.Assisting with the preparation of the two-year financial plan, annual budgets and mid-year budget reviews; preparing the comprehensive annual financial report (CAFR); coordinating annual and special audits; preparing annual State Controller's Reports; issuing interim financial reports on the City's fiscal and budgetary status; preparing the cost allocation plan; calculating the annual appropriation limit; maintaining online access of financial information to department fiscal officers and other City system users; maintaining accurate and timely financial information on the City’s website. x Payroll.Processing the City's biweekly payroll; filing quarterly and annual reports with taxing authorities and regulatory agencies; coordinating employee benefit coverage and reporting with the Human Resources Department; processing payments for insurance benefits and withheld taxes; providing payroll statistics to various departments and agencies. x Accounts payable. Processing the City's bills for payment and issuing checks to vendors; filing monthly and annual reports required by regulatory agencies; reviewing internal controls and adhering to established payment procedures; maintaining vendor and purchase order files; reviewing contract pay estimates. x General accounting services and policies.Maintaining the general ledger system and chart of accounts; preparing daily cash deposits and reports; reconciling monthly bank statements; establishing accounting and purchasing policy systems and practices; coordinating cooperative purchasing opportunities; reviewing contract documents for compliance with City purchasing policies; administering the City's real and personal property management systems; coordinating FEMA/OES disaster cost recovery activities; reviewing claims to recover the cost of providing state-mandated services (SB90); maintaining historical records of the City's financial performance. x Support services. Processing and distributing interdepartmental and U.S. mail; administering formal bids for purchases of supplies, equipment and services (placing bid notices; opening bids; reviewing insurance endorsements; coordinating contract execution; monitoring insurance after bid award). PROGRAM OBJECTIVES Major City Goals x Fiscal Sustainability and Responsibility.Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. Other Program Objectives x Ongoing management of the Other-Than-Pension Post Employment Benefit (OPEB) trust obligation. x Continue to provide efficient and accurate delivery of payroll, accounts payable and other accounting services. x Continue to issue comprehensive annual financial reports (CAFR) in accordance with generally accepted accounting principles that meet the Government Finance Officer’s Association’s program requirements for excellence in financial reporting. E-183 GENERAL GOVERNMENT PROGRAM: Accounting OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund x Continue to issue timely and accurate interim financial information to the Council and operating departments. x Comply with Measure G requirements for citizen oversight by producing an annual report on the use of proceeds from the local option ½-cent sales tax. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Payroll checks and direct deposits14,09714,50014,50014,500 Vendor invoices processed24,45728,20028,20028,200 Accounts Payable checks7,9478,7408,7408,740 W-2’s issued728766766766 1099’s issued1141171,117117 Journal entries processed1,6861,8371,8371,837 Budget Amendment Requests processed284200200200 E-184 GENERAL GOVERNMENT PROGRAM:Non-departmental OPERATION:Organizational Support Services DEPARTMENT: Finance and Information Technology FUND: General Fund PROGRAM DESCRIPTION This program accounts for certain City-wide staffing costs such as leave payouts and health insurance premium increases that may affect staff throughout a variety ofprograms in the General Fund. The amount proposed in the budget represents anticipated costs over the two-year financial plan period. Included in this program is the Insurance Benefit Fund, created to account for the accumulation of resources which are needed to pay for certain City-wide insurance and benefit program costs such as liability and workers compensation. Starting in 2013-14, payments made to the California Joint Powers Insurance Authority will be processed from this fund. In 2014-15, the City will self-assess a 1% fee on retirement wages in order to provide the resources necessary to pay any actual increases to the retirement program employer rate that become effective in 2015-16. The amount collected from the assessment will be held by this fund until the monies are needed to fund payments to the retirement program. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing-479,2001,996,465317%2,397,24920% Contract Services---- Other Operating Expenditures---- Minor Capital---- Total Finance Nondeptal-479,2001,996,465 317%2,397,249 20% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% 2015-16 Operating BudgetŶFunctional Area Ŷ Program 11% 89% E-185 GENERAL GOVERNMENT PROGRAM:Network Services OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund PROGRAM DESCRIPTION The Network Services Program is responsible for ensuring that the City's information technology resources are effectively managed and used as key organizational tools in improving organizational productivity, effectiveness, customer service and public access to City information. Program goals are: 1) developing and implementing long-range plans, policies and standards for acquiring, maintaining, and achieving full use of information technology resources to prepare and lead the City into the future; 2) providing department management and users with responsive ongoing support, maintenance, troubleshooting and training for office automation, wired and wireless telecommunications systems, public safety radio, ECC systems and services, Police and Fire MDCs, SCADA, telemetry and software systems and applications; and 3) adhering to the Citywide Information Technology Strategic Plan. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing814,038815,500851,9284%849,5860% Contract Services775,435860,114742,600-14%711,500-4% Other Operating Expenditures738,713819,608836,4002%859,4003% Minor Capital113,182--- Total Information Technology2,441,3692,495,2222,430,928 -3%2,420,486 0% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Database Administrator1.001.001.001.00 Information Technology Assistant1.001.001.001.00 Information Technology Manager0.500.500.500.50 Network Administrator3.003.003.003.00 Network Services Supervisor1.001.001.001.00 Total Regular FTE6.506.506.506.50 E-186 GENERAL GOVERNMENT PROGRAM:Network Services OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Policies and standards. Implementing the City's information technology plans, policies and standards; assisting in establishing organization-wide priorities for new system acquisitions; ensuring compliance with software versions, copyrights and licensing agreements; protecting computer systems and files from unauthorized use or access; and providing technical support to the Information Technology Steering Committee and other departmental and user groups. x New systems and applications installation support.Taking lead technical responsibility for planning and managing the installation of new organization-wide systems and applications; assisting operating departments in selecting, planning and managing the installation of new systems and applications to maximize efficiencies. x Network and office automation support.Assuring adequate support and maintenance of the City’s technology infrastructure in providing highly reliable, secure systems and applications to users; coordinating training for the full use of Citywide information systems; providing advice and support to departments regarding new and available applications ; administering the City’s data network; administering all local networks and systems. x Communications management. Supporting and maintaining organization-wide communication systems, including public safety radio, analog telephones, voice over internet protocol (VoIP) system, cell phones, broadcast systems, smart phones, Citywide wireless system, leased data circuits, radio systems for Utilities, Public Works and Transit, security camera and access control systems, Utilities supervisory control and data acquisition (SCADA) and telemetry systems, traffic signal control systems, and other wired and wireless communication systems. PROGRAM OBJECTIVES Other Program Objectives x Continue to rollout VDIs throughout the City x Complete the Police and Fire MDC project x Complete the Network Switching project x Complete the City migration to Windows 7 x Complete the EnerGov Landuse & Permitting project 13% 87% 12% 88% E-187 GENERAL GOVERNMENT PROGRAM:Network Services OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund x Continue to work on the Utilities SCADA project WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 City sites serviced30303030 Users supported531531549555 Desktop workstations Standard workstations384384411415 GIS/CAD workstations37374444 Laptops32324850 Mobile Data Computers54545760 Local area/special purpose servers26,81628,6425/1145/120 Data backed-up (GB)6,2309,34517,45534,910 Firewalls/Network switches26,33026,69627,06128,522 Storage/Application appliances14/814/816/1116/11 Databases/Operating systems38/1028/1066/1066/10 Smart phones/similar PDA’s67676870 Printers/plotters/scanners82/4/3082/4/3077/4/3577/4/40 Software applications171173201211 Radios (handheld and vehicular)324324350350 Telephone lines/cell phones906/270911/270980/237980/237 VoIP switches18212021 Pagers/texts to cell phones16/9916/9936/34236/342 E-188 GENERAL GOVERNMENT PROGRAM:Geographic Info Services OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund PROGRAM DESCRIPTION The Geographic Information System Program operates and maintains the City's geographic information system (GIS) which is defined in the industry as an “organized collection of computer hardware, software, geographic data, and personnel designed to efficiently capture, store, update, manipulate, analyze, and display all forms of geographically referenced information.” Program goals are: 1) develop and implement an accurate, comprehensive, and up-to-date geographic information system; 2) provide quick and easy access to GIS data with reasonable security; and 3) promote the use of GIS. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing372,830384,787380,390-1%390,3453% Contract Services44,81651,70053,5003%53,8001% Other Operating Expenditures16,70018,30021,20016%22,1004% Minor Capital---- Total Geographic Info Services434,345454,787455,090 0%466,245 2% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 GIS Specialist1.501.501.501.50 GIS Supervisor1.001.001.001.00 Information Technology Manager0.500.500.500.50 Total Regular FTE3.003.003.003.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 2% 98% 6% 94% E-189 GENERAL GOVERNMENT PROGRAM:Geographic Info Services OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund PROGRAM ACTIVITIES x GIS Data Management and Maintenance. Establishing and enforcing accuracy standards, update procedures, and database compatibility for GIS data; coordinating data sharing with local, state, and federal government; creating and developing new GIS data. x GIS Applications Development and Analysis.Developing custom applications, interactive maps, and specific project map documents for analysis and inquiry of GIS information; performing complex GIS analyses. x GIS Training and Assistance.Conducting training classes for citywide GIS users; tutoring and assisting individual GIS users on specific projects; answering technical questions. x Cartography and Presentation. Producing informative maps, reports, and digital graphics; assisting with presentation of geographic information. PROGRAM OBJECTIVES Major City Goals x Open Space Preservation - continue to support Administration (Natural Resources) and supporting departments with data analysis and visualization. x Housing –continue to support Community Development Department in updating the Housing Element and related housing data analysis and visualization. x Multi-Modal Transportation - continue to support Public Works with Bicycle Master Plan and multi- modal transformation related data analysis and visualization. Other Council Goals x Neighborhood Wellness – provide analysis and visualization support for understanding neighborhood issues and improve communication with the public using maps. x Laguna Lake Restoration –provide analysis and visualization support for implementing Laguna Lake Natural Reserve Conservation Plan. Other Program Objectives x Upgrade Cityworks asset management application. x Revamp all figures in Unified General Plan document. x Complete countywide parcels project by participating in San Luis Obispo Regional GIS Collaborative. x Complete countywide aerial image project by participating in San Luis Obispo Regional GIS Collaborative. E-190 GENERAL GOVERNMENT PROGRAM:Geographic Info Services OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 GIS data storage size1 TB1.1 TB1.2 TB1.3 TB Number of GIS layers maintained800800850860 Current internal passive GIS users287287287287 Current internal active GIS users45454550 City-wide GIS applications available12121212 External web applications13131515 E-191 GENERAL GOVERNMENT PROGRAM: Support Services OPERATION:Organizational Support Services DEPARTMENT: Finance & Information Technology FUND: General Fund PROGRAM DESCRIPTION The Support Services Program administers and accounts for indirect Citywide costs not easily charged to operating programs or projects. The program goal is cost-effective budgeting and accounting for these costs. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing549--- Contract Services109,901147,165319,300117%282,800-11% Other Operating Expenditures69,75480,20080,0000%80,6001% Minor Capital3,95024,00021,400-11%21,4000% Total Support Services184,154251,365420,700 67%384,800 -9% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% 2015-16 Operating BudgetŶFunctional Area Ŷ Program Staffing assistance is provided through the City Administration, Finance & Information Technology Administration and Accounting programs. PROGRAM ACTIVITIES x This program provides the resources to fund copier maintenance and supplies; postage and mailing supplies; membership and conference fees for the League of California Cities; and membership fees to the SLO Chamber of Commerce. In addition, funding is provided for use at the City Manager’s discretion to support innovative proposals from the operating departments that improve City services, reduce operating costs, increase productivity or respond to one-time expenditures that are essential for the delivery of basic services that could not beanticipated during the City's two-year financial planning and budgetary process. Finally, this program provides the resources necessary to cover the cost of employee use of the City’s parking lots and structures during working hours. 2% 98% E-192 GENERAL GOVERNMENT PROGRAM:Human Resources OPERATION:Organizational Support Services DEPARTMENT:Human Resources FUND: General Fund PROGRAM DESCRIPTION The Human Resources Administration Program provides support to all City departments in all aspects of attracting and retaining highly-qualified employees. The Program manages a variety of functions including coordination of recruitment and selection, classification and compensation, performance management, employee training and development, labor relations and negotiations, and statutory and regulatory compliance. Program goals are: 1) well-qualified, trained, and motivated City employees; 2) legal, unbiased, and effective recruitment and retention practices; 3) competitive pay and benefits; 4) accurate job classifications; and 5) ensure statutory and regulatory compliance. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing423,752447,400452,2231%470,0244% Contract Services100,426295,513117,500-60%117,5000% Other Operating Expenditures36,75035,30050,50043%45,900-9% Minor Capital---- Total Human Resources560,928778,213620,223 -20%633,424 2% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Director of Human Resources1.001.001.001.00 HR Administrative Assistant II0.700.700.700.70 Human Resources Analyst1.001.001.001.00 Human Resources Specialist1.001.001.001.00 Total Regular FTE3.703.703.703.70 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 3% 97% 7% 93% E-193 GENERAL GOVERNMENT PROGRAM:Human Resources OPERATION:Organizational Support Services DEPARTMENT:Human Resources FUND: General Fund PROGRAM ACTIVITIES x Employee recruitment, selection and orientation. Managing and coordinating the recruitment, testing and selection processes, including administration of the NEOGOV online recruitment system. Providing a comprehensive orientation to new hires. x Employee classification and compensation. Identifying theduties, qualifications, and compensation appropriate for each City position. Ensuring employee classifications and compensation align with the City’s Compensation Philosophy. x Equal employment opportunity administration. Ensuring employee appointments and promotions conform to the Americans with Disabilities Act and anti-discrimination policies and regulations. x Employee performance management. Coordinating performance evaluations to ensure employees receive accurate, consistent, and constructive feedback in support of a safe and efficient work environment. Coaching managers to address employee performance issues and employee development plans. x Employee development and training. Developing, planning, scheduling, and implementing city-wide training programs that meet statutory and regulatory standards and promote professional development. Communicating and coordinating these courses. x Employee/employer labor relations and negotiations. Meeting and conferring with employee association representatives to reach agreement on labor relations issues and employee association memorandum of agreements. x Employee communication and recognitions. Coordinating and publishing a newsletter that disseminates information City-wide. Coordinating events that encourage and recognize employees to exemplify the City’s organizational values by bringing employees together to celebrate accomplishments. x Legal Compliance. Ensure compliance by advising managers and employees on rights including Americans with Disabilities Act, Family Medical Leave Act, California Family Rights Act, Pregnancy Disability Leave, Uniformed Services Employment and Reemployment Rights Act, Health Care Reform, Consolidated Omnibus Budget Reconciliation Act of 1985 and other relevant laws, ordinances, or regulations. PROGRAM OBJECTIVES x Coordinate harassment and discrimination prevention training in compliance with AB 1825 x Maintain compliance with State and Federal laws including the Affordable Care Act x Continue to develop and implement a comprehensive training and development program x Continue to develop and promote succession planning efforts to ensure the City has knowledge transfer as employees retire and that employees are well prepared to advance when opportunities arise x Coordinate and implement theCity’s Leadership and Learning Academy through the Centre of Organization Effectiveness x Continue to improve marketing the City to draw well-qualified applicants to careers in public service E-194 GENERAL GOVERNMENT PROGRAM:Human Resources OPERATION:Organizational Support Services DEPARTMENT:Human Resources FUND: General Fund x Continue to utilize NEOGOV to analyze data associated with recruitments to ensure the City is using the most cost-effective and successful recruitment methods x Pursue Council labor relations objectives through negotiations with all bargaining units WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Recruitments – Regular and Temporary113908080 Days to establish eligibility list60606060 Labor relations activities25252525 Applications screened3,0604,0004,0004,000 Training sessions coordinated17171717 New employee orientations113908080 Classification, compensation and benefit anal 30303030 Evaluations Reviewed and Development Plan 400400400400 Newsletters published1281212 E-195 GENERAL GOVERNMENT PROGRAM:Risk Management OPERATION:Organizational Support Services DEPARTMENT:Human Resources FUND: General Fund PROGRAM DESCRIPTION Risk & Benefits Management Program reduces the risk of accidents and protects City assets from liability for accident losses. The program helps City employees reduceinjury and oversees employee benefits, including medical, dental, vision, flexible spending accounts, deferred compensation accounts, life and disability insurance, and CalPERS (California Public Employees’ Retirement System) retirement programs. Programgoals are: 1) reduce avoidable accidents 2) minimal City exposure to loss liability 3) adequate and appropriate coverage for losses 4) measurable injury and disease reduction 5) monitor health benefits programs to ensure competitive and cost effective plans are being offered that assist the City in attracting and retaining high quality employees and 6) ensure statutory and regulatory compliance. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing143,355148,900153,0743%158,1323% Contract Services4,20038,1008,100-79%8,1000% Other Operating Expenditures2,831,5663,324,9803,941,16119%4,500,88014% Minor Capital---- Total Risk Management2,979,1213,511,9804,102,335 17%4,667,112 14% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 HR Administrative Assistant II0.300.300.300.30 Human Resources Manager1.001.001.001.00 Total Regular FTE1.301.301.301.30 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program 22% 78% 2% 98% E-196 GENERAL GOVERNMENT PROGRAM:Risk Management OPERATION:Organizational Support Services DEPARTMENT:Human Resources FUND: General Fund PROGRAM ACTIVITIES Loss Control Activities x Liability claims administration.Reviewing general liability claims against the City and recommending adjustment or other action. x Workers’ compensation claims administration. Reviewing employee injury claims against the City recommending adjustment or other action, and promoting a return to work program to minimize lost time. x Safety improvement. Identifying trends and safety risks, proactively recommending hazard abatement to minimize risk, and implementing safer operating procedures using best practices in risk management. x Insurance review. Ensuring that contractors and special event sponsors carry adequate insurance to protect the City; reviewing the City's self-insurance provisions to ensure adequate resources are available to cover losses. x Legal Compliance. Ensure compliance byadvising managers and employees on rights including Americans with Disabilities Act, Family Medical Leave Act, California Family Rights Act, Pregnancy Disability Leave, Uniformed Services Employment and Reemployment Rights Act, Health Care Reform, Consolidated Omnibus Budget Reconciliation Act of 1985 and other relevant laws, ordinances, or regulations. General Liability and Property Insurance Premiums x Liability. Providing general liability coverage to $50 million through the California Joint Powers Insurance Authority. x Property. Providing coverage for property damage and loss. Other Insurance Costs x Worker’s Compensation. Providing coverage for workers’ compensation through the California Joint Powers Insurance Authority. x Employee benefits administration. Managing employee benefits including health insurance, retirement and leave. The costs for employee benefits are directly allocated to each operating program and are included in the staffing component of program costs. x Fitness-for-duty and Accommodations Meetings: Coordinating Fitness for Duty evaluations and interactive accommodation meetings as required by law, and an early return to work program. SIGNIFICANT OPERATING PROGRAM CHANGES INCREASE IN LIABILITY INSURANCE Summary of Change: Increase in general liability premiums Fiscal Impact: On-going costs of $294,163 in 2015-16 and $556,942 in 2016-17. Service Level Impact: On-going costs of $294,163 in 2015-16 and $556,942 in 2016-17 are based on actual required contribution amounts provided by CJPIA for 2015-16 and a 15% increase estimate in 2016-17. Not paying premiums would result in having no liability insurance coverage. E-197 GENERAL GOVERNMENT PROGRAM:Risk Management OPERATION:Organizational Support Services DEPARTMENT:Human Resources FUND: General Fund INCREASE IN WORKERS’ COMPENSATION INSURANCE Summary of Change: Increase in Workers’ Compensation premiums Fiscal Impact: On-going costs of $388,016 in 2015-16 and $690,956 in 2016-17. Service Level Impact: On-going costs of $388,016 in 2015-16 and $690,956 in 2016-17 are based on actual required contribution amounts provided by CJPIA for 2015-16 and a 15% increase estimate in 2016-17. Not paying the premiums would result in having no workers’ compensation insurance coverage. PROGRAM OBJECTIVES Program Objectives x Continue to review and update safety policies and procedures in compliance with Cal-OSHA x Continue to increase safety awareness and reduce preventable injuries through training and education of employees x Review insurance plans and coverage and process renewals annually, seeking the most cost-effective methods of insuring x Maintain compliance with State and Federal laws including the Affordable Care Act x Review standards for insurance requirements in contracts with those who do business with the City to make sure appropriate risk transfer measures are included x Continue to monitor workers compensation claims and provide training to help minimize recurrent injuries x Continue to encourage supervisors to provide injured employees with modified duty assignments WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Liability claims filed81858585 Workers compensation claims filed52505050 Safety and risk management training sessions 33253030 COBRA notices issued35404040 E-198 GENERAL GOVERNMENT PROGRAM:Wellness Program OPERATION:Organizational Support Services DEPARTMENT:Human Resources FUND: General Fund PROGRAM DESCRIPTION The Wellness Program supplements the Risk and Benefits Management Program by providing employees tools and education to improve their physical and emotional well-being; thus enhancing employee productivity and performance. The program provides employees with fitness, nutrition, and health and safety information, education, and programs as well as professional counseling and referral services through the Employee Assistance Program. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing---- Contract Services16,33316,10016,1000%16,1000% Other Operating Expenditures-7005,600700%5,6000% Minor Capital---- Total Wellness Program16,33316,80021,700 29%21,700 0% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% 2015-16 Operating BudgetŶFunctional Area Ŷ Program Staffing assistance is provided through the Risk Management program. PROGRAM ACTIVITIES x Wellness Room and Educational Library. Maintaining fitness equipment and an educational library of health and fitness reading materials. x Employee Assistance Program (EAP). Confidential, professional assistance with personal issues related to the employee’s emotional health, family life and work life including counseling and legal assistance and referral. x Blood Draws. Offering aconvenient and affordablemethod of monitoring basic metabolic indicators such as cholesterol and glucose levels. x Physical Fitness Testing and Education. Encouraging healthy practices and choices through educational testing in an effort to improve employee health and productivity. 0% 100% E-199 GENERAL GOVERNMENT PROGRAM:Wellness Program OPERATION:Organizational Support Services DEPARTMENT:Human Resources FUND: General Fund x Group Activities. Encouraging physical activity and interaction with co-workers. PROGRAM OBJECTIVES Program Objectives x Continue to make the wellness room and educational library available for City Employee use x Coordinate a City Employee Blood Draw x Coordinate City Employee Fitness Assessments x Coordinate to encourage physical activity and healthy life styles x Provide health, wellness and safety information to employees via newsletter articles x Continue to encourage use of Employee Assistance Program WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Blood Draw Participants82808080 Fitness Assessment Participants12242424 Wellness Newsletter Articles36036444 Employee Assistance Program Participants110110110110 E-200 GENERAL GOVERNMENT PROGRAM: Public Works Administration OPERATION:General Administration DEPARTMENT:Public Works FUND: General Fund PROGRAM DESCRIPTION The Public Works Administration Program helps plan, direct, and evaluate twelve other Public Works Department operating programs: x Street & Sidewalk Maintenance x Transportation Planning and Engineering x Swim Center Maintenance x Signal and Light Maintenance x Parking Services x CIP Project Engineering x Creek and Flood Protection x Transit Services x Building Maintenance x Parks and Landscape Maintenance x Fleet Maintenance x Tree Maintenance The Public Works Administration Program also assists the operating programs with various administrative and property management services. The program goal is delivery of responsive and competitive public works services through teamwork, good communication, and appropriate technology. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing827,618871,700888,8642%912,6183% Contract Services20,23431,1356,800-78%6,8000% Other Operating Expenditures24,41027,30030,30011%30,3000% Minor Capital---- Total Public Works Admin.872,263930,135925,964 0%949,718 3% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% E-201 GENERAL GOVERNMENT PROGRAM: Public Works Administration OPERATION:General Administration DEPARTMENT:Public Works FUND: General Fund STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Analyst1.001.001.001.00 Administrative Assistant1.001.001.001.00 Deputy Director/City Engineer1.001.001.001.00 Deputy Director/Public Works1.001.001.001.00 Director of Public Works1.001.001.001.00 Supervising Administrative Assistant1.001.001.001.00 Total Regular FTE6.006.006.006.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Public Works Department Leadership.Representing Public Works Department programs before the public, the Council, department heads, staff and other public agencies; clearly articulating the Public Works Department vision and values. x Organization Development. Encouraging teamwork and open communication; reducing response time for service requests; soliciting feedback from customers; adopting new technology to better deliver services; striving to be competitive in quality and cost with the private sector and other top-performing public agencies; recognizing, using, and developing the talents of all Public Works employees. Developing and implementing a department-wide strategic plan. x Fiscal Support. Preparing the Public Works Department operating and capital budgets for the City’s Financial Plan and Cost Allocation Plan. Administering procurement policies. Responsible for grant procurement, management and reporting. Providing fiscal stewardship by recommending sustainable practices while balancing the fiscal constraints of operation. x Administrative Support Services.Administering employee evaluations; providing timecard processing, clerical support services to all Public Works and various Utilities programs, and providing contract support for Capital Improvement Projects, coordination of the City’s Community Service Work-Program, processing of all Public Works invoices. 5% 95% 11% 89% E-202 GENERAL GOVERNMENT PROGRAM: Public Works Administration OPERATION:General Administration DEPARTMENT:Public Works FUND: General Fund x Customer Service.Provide customer service to general inquiries related to Public Works services through phone calls, walk-ins, emails and web-site requests. Coordinates with various divisions via service requests and work orders. x Contract and Property Management.Administrating and providing contract services for janitorial and uniform needs city-wide. Assessing needs for office, meeting, and storage space; managing remodeling projects to accommodate changing needs. Negotiating and closing property acquisitions, sales, and leases. x Public Information Office.Serving as official information center for the Public Works Department, ensuring that all pertinent information about the Public Works Department operations is released on a timely basis, promoting a positive image of the department, accurately reporting to the news media information on Public Works projects, road closures or emergency incidents. Promoting community awareness of public works activities. PROGRAM OBJECTIVES Major City Goals x Multi-Modal Transportation. Prioritize implementation of the Bicycle Master Plan and improve and maintain bicycle, pedestrian, and transit facilities. Other Important Objectives x Neighborhood Wellness.Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. x Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. x Laguna Lake Restoration. Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Customer Service Request Orders8711,3701,4001,400 City Manager Reports69648080 Council Agenda Reports6635100100 Council memos and notes4334150150 Invoices processed 10,34510,50010,500 Budget Amendment Requests prepared111136120120 PW Liability Claims52144040 Service contract agreements21182020 Purchase orders processed72848080 E-203 GENERAL GOVERNMENT PROGRAM: Building Maintenance OPERATION: Support Services DEPARTMENT:Public Works FUND: General Fund PROGRAM DESCRIPTION The Building Maintenance Program provides full building maintenance services for City Hall, 919 Palm Street office space, Utilities Administration, Parking Enforcement Offices and rental space, Police Station and Annex, Police and Fire Dispatch Center, Recreation Offices, Senior Center, Ludwick Center, Jack House, City/County Museum, City/County Library Meeting Rooms, Corporation Yard Administration, Fleet/Shops, Warehouse, Paint Storage, Fuel Island and Waste Water Collection buildings, Meadow Park Meeting Room, Sinsheimer Concession Stand, Railroad Museum (city rehabbed shell only), Fire Stations 1, 2, 3 and 4 (including the fleet, radio shed, and museum buildings). PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing475,574488,300503,8853%529,0945% Contract Services230,959250,255261,8005%262,5000% Other Operating Expenditures362,059383,200386,6001%388,8001% Minor Capital---- Total Building Maintenance1,068,5921,121,7551,152,285 3%1,180,394 2% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Facilities Specialist4.004.004.004.00 Facilities Maintenance Supervisor1.001.001.001.00 Total Regular FTE5.005.005.005.00 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Building Maintenance Operations. The scope of program responsibility is to oversee unplanned, unbudgeted repairs to existing building features such as: the roof, ceiling, walls, floors, doors, windows, 6% 94% 9% 91% E-204 GENERAL GOVERNMENT PROGRAM: Building Maintenance OPERATION: Support Services DEPARTMENT:Public Works FUND: General Fund integral HVAC, plumbing, and electrical systems, Hayworth systems furniture, security and fire alarm systems. The buildings program also oversees planned, budgeted building maintenance minor capital projects that are not sufficiently costly or complex to require engineering oversight. Additionally the program oversees funded contract services for HVAC, janitorial (where applicable), building applicable fire suppression, limited first aid kit service, elevator inspection, alarm monitoring and testing, sprinkler system testing and certification, pest control, and floor refurbishing. The program includes utility costs to support building operation and maintenance. x Skilled Craft Maintenance.Performing plumbing, electrical, carpentry, flooring, mechanical, hardware, painting, roofing, pump, boiler, furniture, tile, and drinking water purification system repairs. This work is performed by two full-time regular Building Maintenance Technicians and two full-time regular Building Maintenance Workers. x Specialized Technical Services.Servicing and maintaining HVAC systems, power cogeneration systems, security and fire alarm systems, locksmithing, telemetry, controls, filtration systems, specialized software. This work is performed by two full-time regular Building Maintenance Technicians and two full-time regular Building Maintenance Workers and coordinated by the Facilities Maintenance Supervisor and various contractors. x Contract Maintenance Services.Overseeing contracted maintenance work and ongoing operations contracts performed by contractors: HVAC filter service, janitorial service, reverse osmosis and de- ionized water systems, fire extinguishers, kitchen hood ansul systems, first aid kits, elevator inspection, alarm monitoring, pest control, floor refurbishment, kitchen range duct cleaning. x Building Improvements.Constructing minor capital maintenance projects. This work is typically performed by contractors, and work is overseen by the Facilities Maintenance Supervisor. x Project Consultation Support. Providing facilities maintenance support and consultation for capital improvement projects and tenant improvements. PROGRAM OBJECTIVES Other Important Council Objectives x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 Square feet of buildings maintained231,138231,138221,176221,176 Work orders completed1,4811,6001,6001,600 E-205 GENERAL GOVERNMENT PROGRAM:Vehicle & Equip. Maint. OPERATION:Fleet Maintenance DEPARTMENT:Public Works FUND: General Fund PROGRAM DESCRIPTION The Vehicle and Equipment Maintenance Program maintains and repairs all City vehicles and construction equipment except those used in the Transit program. The program goal is to provide safe, efficient and reliable vehicles and equipment. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing443,361424,600430,1651%443,8363% Contract Services131,494111,00295,300-14%95,3000% Other Operating Expenditures669,500616,900680,60010%680,6000% Minor Capital34,55215,000--100%- Total Vehicle & Equip. Maint.1,278,9081,167,5021,206,065 3%1,219,736 1% Total Functional Area13,240,15515,261,68918,340,550 20%18,381,637 0% STAFFING SUMMARY 2015-17 Financial Plan 2013-142014-152015-162016-17 Administrative Assistant0.500.500.500.50 Fleet Maintenance Supervisor1.001.001.001.00 Heavy Equipment Mechanic3.003.003.003.00 Total Regular FTE4.504.504.504.50 2015-16 Operating Budget2015-16 Staffing (Full-time Equivalent)Ŷ Functional Area Ŷ Program Ŷ Functional Area Ŷ Program PROGRAM ACTIVITIES x Vehicle and Construction Equipment Maintenance.Servicing and repairing all City-owned vehicles and equipment; such as Police patrol units and motorcycles, automobiles, light and heavy trucks, construction equipment, parks mowers and specialized equipment accessories. Respondingto emergency 7% 93% 8% 92% E-206 GENERAL GOVERNMENT PROGRAM:Vehicle & Equip. Maint. OPERATION:Fleet Maintenance DEPARTMENT:Public Works FUND: General Fund service calls and towing requests. Scheduling of preventative maintenance and repairs of all City fleet vehicles and equipment (with exception of Transit Services). x Specialized Equipment Maintenance. Maintaining the above ground fuel storagetanks and associated fueling systems, car & equipment washing facility, proper cleaning and disposal of clarifiers and emergency generators located at the Corporation Yard x Safety Equipment Installation & Maintenance. Maintaining radios, mobile-data computers and video recording systems for public safety units. Installation of all after-market code-3 and safety equipment. x Procurement.Recommending vehicle and equipment replacements in accordance with the City’s Fleet Management Policy for all City vehicles and equipment. Developing specifications for vehicle procurements. Management of City’s inventory for fuel, oil, tires, welding gases and replacement parts. Responsible for disposing of all City vehicles and equipment. x Safety and Environmental Protection.Arranging state-mandated inspections for smog certifications, diesel particulate trap certifications, off-road and commercial vehicles, stand-by generators, and cranes. Monitoring and disposing of hazardous materials for Fleet Services. Responsible for compliance with the California Department of Motor Vehicles “pull-notice” program for commercial vehicle licensing. x Permitting. Coordinating Federal and State mandated permitting of portable engine equipment, emergency stand-by generators and vehicle emissions for all City fleet and equipment. x Regulatory Programs. Coordinating, implementing, permitting and providing staff training for the City’s Hazardous Materials Business Plan and Spill Prevention Control & Countermeasures Plan for Above Ground Storage Tanks. x Fabrication. Fabricating parts and welding of specialized equipment. SIGNIFICANT OPERATING PROGRAM CHANGES FIRE APPARATUS AND PUBLIC WORKS VEHICLE & EQUIPMENT MAINTENANCE SERVICES Summary of Change: Increase non-staffing operating costs to support Fire Apparatus and Public Works Vehicle & Equipment Maintenance Services. Fiscal Impact: On-going costs of $46,000 in 2015-16 and $46,000 in 2016-17. Service Level Impact: The Fire Department’s Fire Apparatus and the Public Works Department’s Vehicle & Equipment Maintenance operating material and supply costs require an increase in funding to effectively service the City’s fleet of vehicles and equipment. While efforts have been made to reduce costs and transfer funds from other programs to assist with the increase in operating costs, there is still a need for additional funds. E-207 GENERAL GOVERNMENT PROGRAM:Vehicle & Equip. Maint. OPERATION:Fleet Maintenance DEPARTMENT:Public Works FUND: General Fund PROGRAM OBJECTIVES Other Important Objectives x Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. WORKLOAD MEASURES 2015-17 Financial Plan 2013-142014-152015-162016-17 City-Wide Fleet & Equipment Assets1290301302302 Motorized Rolling Stock (Vehicles)200189186186 Construction & Other Equipment90112116116 8QLWV3HU0HFKDQLF5DWLR9HKLFOH(TXLYDOHQW E-208 GENERAL GOVERNMENT PROGRAM: Insurance Benefit Fund OPERATION:Organizational Support Services DEPARTMENT: Finance and Information Technology FUND: Insurance Benefit Fund PROGRAM DESCRIPTION The Insurance Benefit Fund was created to account for the accumulation of resources which are needed to pay for certain City-wide retirement and insurance costs such as liability and workers compensation. Starting in 2015-16, payments made to the California Joint Powers Insurance Authority (CJPIA) will be processed from this fundto pay down retrospective charges. In 2014-15, the City self-assesseda 1% fee on retirement wages in order to provide the resources necessary to pay any actual increases to the retirement program employer rate that become effective in 2015-16 and this amount has been deposited into the Insurance Benefit Fund. The amount collected from the assessment will be held by this fund until the monies are needed to fund payments to the retirement program. PROGRAM COSTS ActualProjected 2015-17 Financial Plan 2013-142014-152015-16 % Change 2016-17 % Change Staffing- Contract Services---- Other Operating Expenditures*--1,124,000- Minor Capital---- Total Insurance Benefit Fund-1,124,000 -100% * The amounts shown here as other operating expenses reflect the payment owed to the CJPIA for the most recent retrospective charge for 2015-16. E-209 Section F CAPITAL IMPROVEMENT PLAN CAPITAL IMPROVEMENT PLAN INTRODUCTION Through the Capital Improvement Plan (CIP), the City systematically plans, schedules,and finances capital projects to ensure cost-effectiveness and conformance with established polices.Comprehensive policies governing the development and management of the CIP are set forth in the Policies and Objectives section of the Financial Plan (capital improvement management; capital financing and debt management)and in Section 1 of the CIP itself.All of the City's construction projects and equipment purchases costing $25,000 or more are included in the Capital Improvement Plan. The CIP is a five-year plan organized into the same six functional groupings used for the operating programs: 1.Public Safety 2.Public Utilities 3.Transportation 4.Leisure, Cultural, and Social Services 5.Community Development 6.General Government DOCUMENT ORGANIZATION The CIP document is divided in threesections to provide information on the current and upcoming capital program the City will undertake over the next five years. 1.CIP Overview and Introduction 2.CIP ExpendituresSummaries 3.Project Descriptions and detailed supporting documentation SUMMARY INFORMATION 2015-2020CIP PROJECTS The CIP information provided under this section is based on the project detail providedinthe CIPproject descriptions.It provides asummary description, the financial impactand the project year(s). The page number included refers to the project’s location in the CIPunder Section 3. All projects are sorted into their respective Functional Areas: Public Safety, Public Utilities, Transportation, Leisure, Cultural, and Social Services, Community Development, General Government.The projects contained in the plan for the next two years (2015- 17) will be adopted with the budget; the project descriptions for the remaining three years are provided for context and consistency with the five-year fiscal forecast. An example of a project description and the proposed funding is shown below: Functional Area: Transportation Program: Transportation Management 2015-16 2016-17 Neighborhood Traffic Improvements Construction of neighborhood traffic management projects requested by residents and approved by Council. 20,00020,000 F-1 BUDGET SUMMARY CAPITAL IMPROVEMENT PLAN EXPENDITURES BY FUNCTION ActualBudget 2013-142014-15*2015-16 % change 2016-17 % change Public Safety289,9772,701,4951,728,2001,356,600-22% Public Utilities8,072,05724,879,60511,228,14787,608,657680% Transportation5,508,77637,441,2385,400,76411,768,031118% Leisure, Cultural & Social Services801,9494,562,8321,875,5001,085,400-42% Community Development1,093,1971,891,2691,811,2502,304,00027% General Government145,1995,188,470236,406607,312157% TOTAL$15,911,155$76,664,909$22,280,267 -71%$104,730,000 370% *2014-15 values include unspent appropriations from prior the prior year that have been carried over. 2015-17 Financial Plan 2015-16 Capital Improvement Plan: $22.2 Million Public Safety 8% Public Utilities 50% Transportation 24% Leisure, Cultural & Social Services 9% Community Development 8% General Government 1% F-2 CAPITAL IMPROVEMENT PLAN - SUMMARY BY FUNCTION ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 PUBLIC SAFETY Police Protection1,168,400232,900288,800750,6001,171,000 Fire & Environmental Safety559,8001,123,700124,30025,800649,500 Total Public Safety1,728,2001,356,600413,100776,4001,820,500 PUBLIC UTILITIES Water Services2,812,4857,968,4932,277,6423,980,8673,436,145 Wastewater Services8,268,94579,525,2753,236,3492,745,3052,526,788 Whale Rock Reservoir146,717114,889523,07564,4924,972 Total Public Utilities11,228,14787,608,6576,037,0666,790,6645,967,905 TRANSPORTATION Streets1,566,8172,280,4003,202,1942,336,7892,725,590 Pedestrian & Bicycle Paths1,841,0001,598,500372,0001,482,000305,000 Creek & Flood Protection995,0007,364,300279,1751,057,117651,545 Parking288,64650,79823,625,57283,485120,998 Transit304,301129,033176,8461,300,8641,600,473 Transportation Management405,000345,000675,0005,060,00060,000 Total Transportation5,400,76411,768,03128,330,78711,320,2555,463,606 LEISURE, CULTURAL & SOCIAL SERVICES Parks & Recreation1,875,5001,085,4001,074,900874,600794,800 Total Leisure, Cultural & Social Services1,875,5001,085,4001,074,900874,600794,800 COMMUNITY DEVELOPMENT Building & Safety229,75054,000 Natural Resource Protection 1,300,0002,250,000250,0001,000,000250,000 Construction Regulation31,50035,100 Economic Development250,000250,000 Total Community Development1,811,2502,304,000500,0001,035,100250,000 GENERAL GOVERNMENT Information Technology72,606393,1121,032,416655,7511,980,924 Buildings96,000146,000338,100374,750882,300 Fleet Management67,80068,200 Total General Government236,406607,3121,370,5161,030,5012,863,224 TOTAL $22,280,267$104,730,000$37,726,369$21,827,520$17,160,035 2015-17 Financial Plan F-3 CAPITAL IMPROVEMENT PLAN- SUMMARY BY FUND & FUNDING SOURCE ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 GENERAL PURPOSE CIP Reserve Balance 54,806 General Fund Contribution237,0002,957,4693,591,6003,501,635 Developer Contribution156,000 State and Federal Grants660,0006,816,000540,0006,155,000 Total General Purpose CIP1,053,0006,816,0003,497,4699,801,4063,501,635 LOCAL REVENUE MEASURE SUB-FUND Measure G Revenue7,072,8505,113,100 INFORMATION TECHNOLOGY REPLACEMENT FUND Reserve Balance412,316360,751 State Grant255,000 General Fund Contribution79,706329,512725,800875,800524,924 Debt Financing 2,500,000 Total IT Replacement Fund334,706329,5121,138,1161,236,5513,024,924 MAJOR FACILITY REPLACEMENT FUND General Fund Contribution145,750234,600915,000789,7501,190,000 FLEET REPLACEMENT FUND Reserve Balance98,700511,800361,386 General Fund Contribution407,100604,414471,100485,200 16,00016,00016,000 Debt Financing1,166,600591,600623,500 Total Fleet Replacement Fund521,8001,694,4001,573,400471,1001,108,700 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Federal Grants105,000105,000105,000105,000105,000 TRANSPORTATION IMPACT FEE FUND Transportation Impact Fees298,000300,00048,00050,000 Debt Financing Federal & State Grants Total Transportation Impact Fee Fund298,000300,00048,00050,000 OPEN SPACE PROTECTION FUND General Fund325,000325,000325,000 Grants600,0002,000,000750,000 Total Open Space Protection Fund600,0002,000,000325,0001,075,000325,000 2015-17 Financial Plan Interest income F-4 CAPITAL IMPROVEMENT PLAN- SUMMARY BY FUND & FUNDING SOURCE ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan WATER ENTERPRISE FUND User fees2,812,4857,968,4932,277,6423,980,8673,436,145 SEWER ENTERPRISE FUND Reserve Balance User fees8,268,9457,765,2753,236,3492,745,3052,526,788 Debt Financing72,000,000 Total Sewer Enterprise Fund8,268,94579,765,2753,236,3492,745,3052,526,788 PARKING ENTERPRISE FUND Service Charges280,31350,79823,625,57283,485120,998 Debt Financing Total Parking Enterprise Fund280,31350,79823,625,57283,485120,998 TRANSIT ENTERPRISE FUND Transportation Development Act (TDA) Funds304,301129,033176,8461,300,8641,600,473 Grants Total Transit Enterprise Fund304,301129,033176,8461,300,8641,600,473 WHALE ROCK COMMISSION FUND Member Assessments146,717114,889523,07564,4924,972 PARKLAND DEVELOPMENT FUND Park In-lieu Fees 85,000175,000 AIRPORT AREA IMPACT FEE FUND Impact Fees50,000 PUBLIC ART FUND General Fund Contribution36,40039,90034,90038,70040,400 LAW ENFORCEMENT GRANT FUND Federal Grant69,000 INFRASTRUCTURE INVESTMENT CAPITAL FUND General Fund250,000250,000 TOTAL$22,280,267$104,730,000$37,726,369$21,827,520$17,160,035 F-5 CAPITAL IMPROVEMENT PLAN - PROJECT EXPENDITURES BY FUNCTION ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 PROJECT DETAIL - PUBLIC SAFETY POLICE PROTECTION Police Facility Site Assessment45,000 Police Scheduling Program37,000 Police Body Worn Cameras & Video Storage69,000 Fleet Replacement Police Administration Sedan38,500 Police Marked Patrol Sedans83,500129,70090,400 Police Patrol SUV53,00045,20094,400153,100 Police Patrol Van (Jail Transport Van)38,400 Police Investigations Sedans66,60031,200 Police Investigations Van (Evidence/CSI)105,000 Police Investigations SUV 49,900 Police Support Services Pickup31,400 Police Traffic Safety Motorcycles63,40034,20034,800 IT Replacement 911 Phone System500,000 Police CAD Hardware250,000250,000 Police SAN Controllers80,000 Police CAD/RMS Study 50,000 ECC Blade Computers 150,000 ECC Equipment Replacement & UPS70,000 Public Safety Mobile Data Computer Replacement693,000 ECC Audio Visual System 275,000 Total Police Protection1,168,400232,900288,800750,6001,171,000 FIRE & ENVIRONMENTAL SAFETY Fire Station 1/City EOC Rewiring, Carpet and Paint Maintenance88,600 Fire Station 2 Restroom and Dorms Privacy Modifications160,000 Fire Station 2 Exterior Driveway Concrete Ramp Replacement10,00033,000 Fire Department Electronic Patient Care Reporting (ePCR)53,80025,70025,70025,80026,000 Fleet Replacement Fire Prevention SUV (2)91,000 Fire Emergency Response SUV99,400 Fire Emergency Response Van with Ambulance Package180,000 Fire Emergency Response Pumper900,000623,500 Fire Emergency Response Forklift50,000 Fire Training Services Pickup (Open Space Rescue)65,600 IT Replacement Computer Aided Dispatch25,000 Total Fire & Environmental Safety559,8001,123,700124,30025,800649,500 TOTAL PUBLIC SAFETY$1,728,200$1,356,600$413,100$776,400$1,820,500 2015-17 Financial Plan F-6 CAPITAL IMPROVEMENT PLAN - PROJECT EXPENDITURES BY FUNCTION ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan PROJECT DETAIL - PUBLIC UTILITIES WATER SERVICES Water Treatment Plant-Major Facility Maintenance160,000170,000290,000160,000160,000 Water Distribution System Improvements2,117,5001,762,5001,868,0002,987,5002,894,000 Reservoir #2 Replacement250,0005,300,000 Water Storage Reservoirs-Maintenance and Tank Replacement77,500700,00075,000745,000 Fleet Replacement Water Administration Sedan 33,700 Utilities Services Pickup Truck25,200 Water Distribution Pickup Truck34,50028,50057,000 Water Treatment Plant Service Body Truck59,100 Water Distribution Portable Vacuum Pump112,000 Water Distribution Backhoe w/Attachments 136,000 IT Replacements Microsoft Office share 16,773 UPS Battery Replace1,8851,885 VM Infrastructure8,9458,945 Server Operating System1,848 VoIP 20,360 Radio Handhelds 24,282 Tait Radio System 24,282 Firewall Replacement 15,259 Virtual Private Network Replacement 9,028 Network Switch Replacement 14,140 Finance System Replace 125,000 Total Water Services2,812,4857,968,4932,277,6423,980,8673,436,145 WASTEWATER SERVICES Water Distribution System Improvements82,50082,50085,00087,50090,000 Wastewater Collection System Improvements1,526,000875,0001,385,000825,0001,540,000 Lift Station replacements1,000,0001,375,0001,650,0001,550,000 Wastewater Collection Telemetry System Improvements100,000 Water Resource Recovery Facility Upgrade4,924,00076,832,000 Water Resource Recovery Facility Major Maintenance430,000155,000 Fleet Replacement Environmental Compliance Sedan 39,000 Wastewater Administration Sedan 38,500 Wastewater Collections Trucks w/Utility Box & Crane144,000 Wastewater Collections Video Inspection Van169,100 Wastewater Collections Truck w/Vac-Con Hydrocleaner375,000 Wastewater Collections Portable Sewage Pump36,900 Wastewater Collections Mini Excavator (Pooled)78,000 Water Resource Recovery Facility Utility ATV's57,600 Water Resource Recovery Facility Truck w/Flatbed & Crane71,500 Water Resource Recovery Facility Sedan33,000 Water Resource Recovery Facility Decanter Trailer8,500 IT Replacements Microsoft Office share 11,045 UPS Battery Replace4,3454,345 VM Infrastructure20,61520,615 F-7 CAPITAL IMPROVEMENT PLAN - PROJECT EXPENDITURES BY FUNCTION ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan PROJECT DETAIL - PUBLIC UTILITIES WASTEWATER SERVICES, continued Server Operating System4,260 VoIP 15,789 Radio Handhelds 42,960 Tait Radio System 42,960 Firewall Replacement 8,918 Virtual Private Network Replacement 18,958 Network Switch Replacement 27,252 Finance System Replace 125,000 MP2 Mtce Software System 30,000 SCADA iFIX System Controls 250,000 Hach Wins 30,000 Total Wastewater Services8,268,94579,525,2753,236,3492,745,3052,526,788 WHALE ROCK RESERVOIR Whale Rock Residence Retrofit/Demo50,000 Whale Rock Reservoir-Pipeline Reliability Assessment510,000 Whale Rock Pump Station Isolation Valve Replacement61,000 Whale Rock Weather Station Replacements20,000 Whale Rock Cla Valve Replacement 36,000 Fleet Replacement Whale Rock Reservoir 4x4 Pickup Truck30,500 Whale Rock Reservoir 4x4 Truck w/Utility Box & Crane65,800 Whale Rock 4x4 SUV31,500 Whale Rock Reservoir Boat (Used)15,000 IT Replacements Microsoft Office 1,636 UPS Battery Replacement417417 VM Infrastructure1,9801,980 Server Operating System409 VoIP Phone System Radio Handhelds 13,075 Tait Radio System 13,075 Firewall Replacement 1,356 Total Whale Rock Reservoir146,717114,889523,07564,4924,972 TOTAL PUBLIC UTILITIES$11,228,147$87,608,657$6,037,066$6,790,664$5,967,905 F-8 CAPITAL IMPROVEMENT PLAN - PROJECT EXPENDITURES BY FUNCTION ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan PROJECT DETAIL - TRANSPORTATION STREETS Street Reconstruction & Resurfacing1,566,8171,630,7001,935,4942,064,2892,060,090 Traffic Sign Maintenance 40,000143,000 Downtown Renewal6,000190,00060,000440,000 Fleet Replacement Streets Maintenance Trucks69,000 28,500 69,500175,500 Streets Maintenance HD Truck Sweeper Unit266,600 266,600 Streets Maintenance HD Dump Truck w/Slide In 325,000 Streets Maintenance Backhoe128,000 126,900 Streets Maintenance Asphalt Grinder & Trailer Mount89,100 Streets Maintenance Skip Loader 128,000 Streets Maintenance Wheeled Loader 161,700 Signals and Lighting Maintenance Lift Truck91,000 IT Replacement Signal & Light Management 50,000 Total Streets1,566,8172,280,4003,202,1942,336,7892,725,590 PEDESTRIAN AND BICYCLE PATHS Sidewalk and Tree Replacements100,000100,000100,000100,000100,000 Sidewalk Ramp Construction150,000105,000150,000150,000105,000 Traffic, Bicycle & Pedestrian Marking Replacement 20,00022,00022,000 Replacement of Lighted Crosswalk on Higuera Street43,500 Bicycle Transportation Plan Implementation 400,000 Bicycle Facility Improvements100,000100,000100,000100,000100,000 Bob Jones Trail Octagon Barn Connection395,000 Bob Jones Trail-Prefumo Creek Connection to Oceanaire156,0001,060,000 Bike Bridge at Phillips Lane250,0001,250,000 Bicycle/Pedestrian Safety Improvement-Penny Lane Bridge at UPRR50,000 Safe Route to School Improvements-Pacheco and Bishop Peak School45,000 Monterey & Osos Traffic Signal Safety Upgrade225,000 Total Pedestrian and Bicycle Paths1,841,0001,598,500372,0001,482,000305,000 CREEK AND FLOOD PROTECTION Storm Drain System Replacement561,500574,300279,175652,117651,545 Silt Removal275,000150,000405,000 Marsh Street Bridge Replacement6,640,000 Broad Street Bank Reinforcement80,000 Toro Street Bank Stabilization50,000 Fleet Replacement Flood Control Pickup Truck28,500 Total Creek and Flood Protection995,0007,364,300279,1751,057,117651,545 F-9 CAPITAL IMPROVEMENT PLAN - PROJECT EXPENDITURES BY FUNCTION ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan PROJECT DETAIL - TRANSPORTATION PARKING Parking Structures Assessment and Rehabiliation Study75,00010,000 Marsh Street Parking Garage Circulation Improvements78,000 Vehicle License Plate Recognition135,00010,00010,00010,00010,000 Fleet Expansion-Parking Enforcement Utility Scooter34,000 Palm/Nipomo Parking Garage23,600,000 Fleet Replacement Parking SUV27,100 Parking Pickup Trucks 29,50031,500 IT Replacements Microsoft Office share 4,909 UPS Battery Replace646646 VM Infrastructure3,0653,065 Server Operating System633 VoIP 6,233 Radio Handhelds 9,339 Tait Radio System 9,339 Firewall Replacement 4,069 Network Switch Replacement 4,955 Finance System Replace 62,500 Total Parking288,64650,79823,625,57283,485120,998 TRANSIT Bus Stop Shelters and Bench Improvements92,00092,00092,00092,00092,000 Bus Stop Equipment Projects Including Signage and Cameras31,30031,30031,30031,30031,300 Transit Facility Remodel180,000 Fleet Replacement SLO Transit Buses 1,124,2641,158,000 SLO Transit Trolley 240,000 IT Replacements Microsoft Office 2,455 UPS Battery Replacement1,0011,001 VM Infrastructure4,7514,751 Server Operating System982 VoIP Phone System 1,247 Radio Handhelds 52,299 Tait Radio System 52,299 Firewall Replacement 2,035 Network Switch Replacement 7,432 Finance System Replace. 62,500 Total Transit304,301129,033176,8461,300,8641,600,473 F-10 CAPITAL IMPROVEMENT PLAN - PROJECT EXPENDITURES BY FUNCTION ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan PROJECT DETAIL - TRANSPORTATION TRANSPORTATION MANAGEMENT City Wayfinding Signs175,000 Neighborhood Traffic Improvements20,00020,00020,00030,00030,000 Prado Road Bridge & Road Widening300,000540,0005,000,000 Traffic Operation Improvement Projects 30,00030,000 Transportation Monitoring 60,00060,000 Traffic Safety Improvement Projects 25,00025,00025,00030,00030,000 Santa Fe Road Realignment and Bridge Rehabilitation 50,000 South & Parker Traffic Safety Project: Median 30,000 Fleet Replacement Transportation Radar Trailer 15,000 Total Transportation Management405,000345,000675,0005,060,00060,000 TOTAL TRANSPORTATION$5,400,764$11,768,031$28,330,787$11,320,255$5,463,606 F-11 CAPITAL IMPROVEMENT PLAN - PROJECT EXPENDITURES BY FUNCTION ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan PROJECT DETAIL - LEISURE, CULTURAL & SOCIAL SERVICES PARKS & RECREATION Park Major Maintenance and Repairs 86,000220,000155,000415,000398,900 Mission Plaza Railing Upgrade 30,00030,000 30,00030,00030,000 Olympic Pool Replastering 290,000 Pedestrian and Bicycle Pathway Maintenance 100,00060,00060,00060,00060,000 Tree Major Maintenance, Removal & Replanting 68,800 Dog Off-Leash Area Roadway Safety Fencing 50,000 Sinsheimer Park Tennis Court Lighting 25,000175,000 New Park Amenity Initiatives 60,000 Open Space Protection: Maintenance 285,000285,00075,00075,00075,000 Laguna Lake Park & Natural Reserve ADA Accessible Trail 250,000 Restroom Replacement & Remodeling 400,00080,000430,000 Laguna Lake Golf Course Pro-Shop Building Assessment 37,000 Public Art Fund 36,40039,90034,90038,70040,400 Fleet Expansion - Ranger Service Program Pickup Truck 52,500 Fleet Replacement Parks & Recreation Administration Minivan33,500 Farmer's Market Portable Restroom Replacement 66,400 Parks Maintenance Equipment 65,0009,500106,200 15,500 Parks Maintenance 5 Yd Dump Truck105,000 Parks Maintenance Utility Cart 17,600 Ranger Program Pickup Truck51,500 Swim Center Service Body Truck37,100 Tree Maintenance Heavy Duty Truck with Boom Lift185,000 Tree Maintenance Equipment112,200 Golf Course Pickup Trucks28,500 Gold Course Utility Cart30,000 Golf Course Mowers 35,30018,60084,800 IT Replacement Irrigation Controllers 35,000 TOTAL LEISURE, CULTURAL & SOCIAL SERVICES1,875,5001,085,4001,074,900874,600794,800 F-12 CAPITAL IMPROVEMENT PLAN - PROJECT EXPENDITURES BY FUNCTION ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan PROJECT DETAIL - COMMUNITY DEVELOPMENT NATURAL RESOURCES PROTECTION Open Space Acquisition 850,0002,250,000250,0001,000,000250,000 Laguna Lake Dredging and Sediment Management 450,000 Total Natural Resources Protection1,300,0002,250,000250,0001,000,000250,000 BUILDING AND SAFETY Office Remodel and Vehicles for Rental Housing Inspection Program153,750 Fleet Replacement Building & Safety Sedans76,000 Building & Safety SUV's54,000 Total Building and Safety229,75054,000 ECONOMIC DEVELOPMENT Infrastructure Investment Capital Improvement Project250,000250,000 Total Economic Development250,000250,000 CONSTRUCTION REGULATION Fleet Replacement Capital Engineering Pickup Trucks 31,50035,100 Total Construction Regulation31,50035,100 TOTAL COMMUNITY DEVELOPMENT$1,811,250$2,304,000$500,000$1,035,100$250,000 F-13 CAPITAL IMPROVEMENT PLAN - PROJECT EXPENDITURES BY FUNCTION ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan PROJECT DETAIL - GENERAL GOVERNMENT INFORMATION TECHNOLOGY Fleet Replacement Finance & Information Technology Van29,900 Finance & Information Technology SUV's63,600 IT Replacement UPS Battery Backup42,70642,706 Enterprise Growth Stroage50,00050,000 Email System35,000 VM Infrastructure202,644202,644 Server Operating System Software41,868 Document Scanners 18,000 VoIP Phone System256,371 Radio Handhelds 508,045 Storage Capacity Upgrade & Replacement250,000 SAN Controllers-Non Public Safety80,000 Tait Radio System Upgrade 508,045 AutoCAD Engineering Software 25,000 Microsoft Office Upgrade 188,182 Firewall Replacement 154,863 Network Security Upgrade 125,000 Virtual Private Network Replacement 102,014 Network Switching Infrastructure Equipment 496,221 Laserfiche 65,000 Access Control (automatic gate card system)125,000 Finance System Replacement 375,000 Signs Management 65,000 Fleet Maintenance 32,000 Total Information Technology72,606393,1121,032,416655,7511,980,924 BUILDINGS Facilities Master Plan 145,000 Facilities Maintenance 57,000146,000152,000374,750791,100 Fleet Replacement Building Maintenance Service Body Trucks39,00041,10091,200 Total Buildings96,000146,000338,100374,750882,300 FLEET MANAGEMENT Fleet Replacement Fleet Services Forklift34,400 City Pool Cars33,40068,200 Total Fleet Management67,80068,200 TOTAL GENERAL GOVERNMENT$236,406$607,312$1,370,516$1,030,501$2,863,224 TOTAL ALL FUNCTIONS22,280,267104,730,00037,726,36921,827,52017,160,035 F-14 * Project funded by more than one source D: Item is being financed G: Item is grant funded C: Developer Contribution CAPITAL IMPROVEMENT PLAN - CIP EXPENDITURES BY FUND ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 GENERAL PURPOSE CIP Transportation Management City Wayfinding Signs175,000 Neighborhood Traffic Improvements20,000 30,000 30,000 Traffic Operation Improvement Projects30,000 *Transportation Monitoring12,000 12,000 Traffic Safety Improvement Projects25,000 30,000 30,000 Streets Street Reconstruction & Resurfacing1,935,4942,064,2892,060,090 Traffic Sign Maintenance40,000 143,000 Downtown Renewal 190,000 60,000 440,000 Pedestrian and Bicycle Paths Sidewalk and Tree Replacements100,000 100,000 100,000 *Sidewalk Ramp Construction45,000 45,000 Traffic, Bicycle & Pedestrian Marking Replacement 22,000 22,000 Bicycle Facility Improvements 100,000 100,000 100,000 G Bob Jones Trail Octagon Barn Connection345,000 *Bob Jones Trail-Prefumo Creek Connection to Oceanaire216,493 G Bob Jones Trail-Prefumo Creek Connection to Oceanaire750,000 C Bob Jones Trail-Prefumo Creek Connection to Oceanaire156,000 93,507 G Bike Bridge at Phillips Lane1,000,000 Safe Route to School Improvements-Pacheco and Bishop Peak Creek and Flood Protection Storm Drain System Replacement279,175 652,117 651,545 G Silt Removal 275,000 150,000 405,000 G Prado Road Bridge Widening540,000 5,000,000 G Marsh Street Bridge Replacement5,666,000 G Broad Street Bank Reinforcement40,000 Parks and Recreation Mission Plaza Railing Upgrade30,000 30,000 30,000 Pedestrian and Bicycle Pathway Maintenance60,000 60,000 60,000 Tree Major Maintenance, Removal & Replanting68,800 Dog Off-Leash Area Roadway Safety Fencing50,000 Total General Purpose CIP1,053,0006,816,000 3,497,4699,801,406 3,501,635 2015-17 Financial Plan F-15 * Project funded by more than one source D: Item is being financed G: Item is grant funded C: Developer Contribution CAPITAL IMPROVEMENT PLAN - CIP EXPENDITURES BY FUND ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan LOCAL REVENUE MEASURE SUB-FUND Transportation Management Neighborhood Traffic Improvements20,000 20,000 Traffic Operation Improvement Projects30,000 Traffic Safety Improvement Projects25,000 25,000 South & Parker Traffic Safety Project: Median30,000 Transportation Radar Trailer15,000 *Parking Structures Assessment and Rehabilitation Study8,333 Streets Street Reconstruction & Resurfacing1,566,8171,630,700 Downtown Renewal6,000 Streets Maintenance Trucks69,000 Streets Maintenance Backhoe128,000 Streets Maintenance Asphalt Grinder & Trailer Mount89,100 Monterey & Osos Traffic Signal Safety Upgrade225,000 Signals and Lighting Maintenance Lift Truck91,000 Pedestrian and Bicycle Paths Sidewalk and Tree Replacements100,000100,000 *Sidewalk Ramp Construction45,000 Replacement of Lighted Crosswalk on Higuera Street43,500 Traffic, Bicycle & Pedestrian Marking Replacement 20,000 Bicycle Transportation Plan Implementation 400,000 Bicycle Facility Improvements 100,000 100,000 Bob Jones Trail Octagon Barn Connection50,000 *Bike Bridge at Phillips Lane 250,000 Safe Route to School Improvements-Pacheco and Bishop Peak45,000 Creek and Flood Protection Storm Drain System Replacement561,500574,300 Marsh Street Bridge Replacement734,000 Broad Street Bank Reinforcement40,000 Toro Street Bank Stabilization50,000 Flood Control Pickup Truck28,500 Parks and Recreation Mission Plaza Railing Upgrade30,00030,000 Olympic Pool Replastering290,000 Pedestrian and Bicycle Pathway Maintenance100,00060,000 Laguna Lake Park & Natural Reserve ADA Accessible Trail250,000 Ranger Program Pickup Truck (2)104,000 Golf Course Pickup Truck28,500 Park Major Maintenance & Repairs86,000220,000 Open Space Maintenance285,000285,000 Community Development Laguna Lake Dredging and Sediment Management450,000 Open Space Acquisition 250,000250,000 Capital Engineering Pickup Trucks 31,500 F-16 * Project funded by more than one source D: Item is being financed G: Item is grant funded C: Developer Contribution CAPITAL IMPROVEMENT PLAN - CIP EXPENDITURES BY FUND ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan LOCAL REVENUE MEASURE SUB-FUND, continued Police Protection Police Administration Sedan38,500 Police Marked Patrol Sedans83,500129,700 Police Patrol SUV53,000 Police Investigations Sedans66,600 Police Support Services Pickup31,400 Police Traffic Safety Motorcycles63,40034,200 Computer-Aided Dispatch25,000 911 Phone System245,000 Police CAD hardware250,000 Policy Facility Site Assessment45,000 Fire & Environmental Safety Fire Prevention SUV (2)91,000 Fire Emergency Response SUV99,400 Fire Emergency Response Van with Ambulance Package180,000 Fire Emergency Response Forklift50,000 Fire Electronic Patient Care Reporting System53,80025,700 Fire Station 2 Restroom and Dorms Privacy Modifications160,000 Fire Station 2 Exterior Driveway Ramp Replacement10,000 Buildings Restroom Replacement and Remodeling 400,00080,000 Total Local Revenue Measure Fund 7,072,8505,113,100 F-17 * Project funded by more than one source D: Item is being financed G: Item is grant funded C: Developer Contribution CAPITAL IMPROVEMENT PLAN - CIP EXPENDITURES BY FUND ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan FLEET REPLACEMENT FUND Police Protection Police Marked Patrol Sedans90,400 Police Patrol SUV 45,200 94,400 153,100 Police Patrol Van (Jail Transport Van)38,400 Police Investigations Sedans 31,200 Police Investigations Van (Evidence/CSI)105,000 Police Investigations SUV 49,900 Police Traffic Safety Motorcycles34,800 Fire & Environmental Safety D Fire Emergency Response Pumper900,000623,500 Fire Training Services Pickup (Open Space Rescue)65,600 Streets Streets Maintenance Trucks 28,500 69,500175,500 D Streets Maintenance HD Truck Sweeper Unit266,600 266,600 D Streets Maintenance HD Dump Truck w/Slide In 325,000 Streets Maintenance Backhoe 126,900 Streets Maintenance Skip Loader 128,000 Streets Maintenance Wheeled Loader 161,700 Construction Regulation Capital Engineering Pickup Trucks 35,100 Rental Inspection Program Vehicles102,000 Parks and Recreation Parks & Recreation Administration Minivan33,500 Farmer's Market Portable Restroom Replacement 66,400 Parks Maintenance Equipment 65,0009,50065,000 15,500 Parks Maintenance 5 Yd Dump Truck105,000 Parks Maintenance Utility Cart 17,600 Parks Maintenance Mower41,200 Swim Center Service Body Truck37,100 Tree Maintenance Heavy Duty Truck with Boom Lift185,000 Tree Maintenance Equipment112,200 Golf Course Utility Cart 30,000 Golf Course Mowers 35,30018,600 84,800 Information Technology Finance & Information Technology Van29,900 63,600 Buildings Building & Safety Sedans76,000 Building & Safety SUV's54,000 Building Maintenance Service Body Trucks39,000 41,100 91,200 Fleet Management Fleet Services Forklift34,400 City Pool Cars33,400 68,200 Total Fleet Replacement Fund521,800 1,694,400 1,573,400471,100 1,108,700 Finance & Information Technology SUV (2) F-18 * Project funded by more than one source D: Item is being financed G: Item is grant funded C: Developer Contribution CAPITAL IMPROVEMENT PLAN - CIP EXPENDITURES BY FUND ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan INFORMATION TECHNOLOGY REPLACEMENT FUND Replacements G 911 Phone System255,000 Police CAD hardware 250,000 *UPS Battery Backup42,706 42,706 Enterprise Storage Growth50,000 D Enterprise Storage Growth 50,000 E-Mail System35,000 *VM Infrastructure202,644 *D VM Infrastructure 202,644 *Server Operating System Software41,868 Police SAN Controllers 80,000 Document Scanners 18,000 *VoIP Phone System 256,371 *Radio Handhelds 508,045 Storage Capacity Upgrade & Replacement250,000 Police CAD/RMS Study 50,000 ECC Blade Computers 150,000 ECC Equipment Replacement & UPS 70,000 SAN Controllers - non public safety 80,000 *Tait Radio System Upgrade 508,045 Irrigation Controllers 35,000 Auto CAD-Engineering Software 25,000 *Microsoft Office Upgrade 188,182 *D Firewall Replacement 154,863 Network Security Upgrade 125,000 D Virtual Private Network Replacement 102,014 D Public Safety Mobile Data Computer Replacement 693,000 *D Network Switching Infrastructure Equipment 496,221 Laserfiche 65,000 D Access Control (automatic gate card system)125,000 D ECC Audio Visual System 275,000 Signal & Light Management 50,000 Signs Management 65,000 *D Finance System Replacement 375,000 D Fleet Maintenance 32,000 Additions Police Scheduling Program37,000 Fire Electronic Patient Care Reporting System25,70025,80026,000 Total Information Technology Replacement Fund334,706329,5121,138,1161,236,5513,024,924 PARKLAND DEVELOPMENT FEE FUND Sinsheimer Park Tennis Court Lighting 25,000 175,000 New Park Amenity Initiatives 60,000 Total Parkland Development Fee Fund85,000175,000 LAW ENFORCEMENT GRANT FUND G Police Body Worn Cameras69,000 Total Law Enforcement Grant Fund69,000 F-19 * Project funded by more than one source D: Item is being financed G: Item is grant funded C: Developer Contribution CAPITAL IMPROVEMENT PLAN - CIP EXPENDITURES BY FUND ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan MAJOR FACILITY REPLACEMENT FUND Police Protection Policy Facility Site Assessment Fire & Environmental Safety Fire Station 1/City EOC Carpet and Painting- 88,600--- Fire Station 2 Restroom and Dorms Privacy Modifications Fire Station 2 Exterior Driveway Ramp Replacement33,000 Parks and Recreation Park Major Maintenance & Repairs155,000415,000398,900 Laguna Lake Golf Course Pro Shop Building Assessment 37,000 Buildings Facilities Master Plan 145,000 Facilities Maintenance 57,000146,000152,000374,750791,100 Office Remodel for Rental Housing Inspection Program 51,750 Restroom Replacement and Remodeling 430,000 Total Major Facility Replacement Fund 145,750234,600915,000789,7501,190,000 PUBLIC ART FUND Public Art36,40039,90034,90038,70040,400 Total Public Art Fund36,40039,90034,90038,70040,400 INFRASTRUCTURE INVESTMENT CAPITAL FUND Infrastructure Investment Capital Improvement Project250,000250,000 Total Infrastructure Investment Capital Improvement Fund250,000250,000 COMMUNITY BLOCK GRANT FUND G Sidewalk Ramp Construction105,000105,000105,000105,000105,000 Total Community Development Block Grant Fund105,000105,000105,000105,000105,000 TRANSPORTATION IMPACT FEES *Bike Bridge at Phillips Lane 250,000 Bicycle/Pedestrian Safety Improvement-Penny Lane Bridge at UPRR50,000 *48,00048,000 *Prado Road Bridge Widening300,000 Total Transportation Impact Fee Fund298,000300,00048,00050,000 AIRPORT AREA IMPACT FEES Santa Fe Road Realignment and Bridge Rehabilitation50,000 Total Airport Area Impact Fee Fund50,000 Transportation Monitoring F-20 * Project funded by more than one source D: Item is being financed G: Item is grant funded C: Developer Contribution CAPITAL IMPROVEMENT PLAN - CIP EXPENDITURES BY FUND ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan OPEN SPACE PROTECTION FUND Open Space Acquisition 250,000 250,000 250,000 G Open Space Acquisition 600,000 2,000,000750,000 Open Space Maintenance75,000 75,000 75,000 Total Open Space Protection Fund600,000 2,000,000325,000 1,075,000325,000 Total Governmental Funds 10,467,50616,701,5127,886,88513,652,5079,470,659 F-21 * Project funded by more than one source D: Item is being financed G: Item is grant funded C: Developer Contribution CAPITAL IMPROVEMENT PLAN - CIP EXPENDITURES BY FUND ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan ENTERPRISE AND AGENCY FUNDS WATER FUND Water Treatment Plant-Major Facility Maintenance 160,000 170,000 290,000 160,000 160,000 *Water Distribution System Improvements 2,117,500 1,762,5001,868,0002,987,5002,894,000 Water Storage Reservoirs-Maintenance and Tank Replacement 77,500 700,000 75,000 745,000 Reservoir #2 Replacement 250,000 5,300,000 Fleet Replacement Water Administration Sedan 33,700 Utilities Services Pickup Truck25,200 Water Distribution Pickup Truck34,500 28,500 57,000 Water Treatment Plant Service Body Truck59,100 Water Distribution Portable Vacuum Pump112,000 Water Distribution Backhoe w/Attachments 136,000 IT Replacements *Microsoft Office share 16,773 *UPS Battery Replace1,885 1,885 *VM Infrastructure8,945 8,945 *Server Operating System1,848 *VoIP 20,360 *Radio Handhelds 24,282 *Tait Radio System 24,282 *Firewall Replacement 15,259 *Virtual Private Network Replacement 9,028 *Network Switch Replacement 14,140 *Finance System Replace. 125,000 TOTAL WATER FUND2,812,4857,968,4932,277,642 3,980,867 3,436,145 SEWER FUND *Water Distribution System Improvements82,500 82,500 85,000 87,500 90,000 Wastewater Collection System Improvements1,526,000875,000 1,385,000825,000 1,540,000 Lift Station replacements1,000,0001,375,0001,650,000 1,550,000 Wastewater Collection Telemetry System Improvements100,000 Water Resource Recovery Facility Upgrade4,924,000 2,832,000 D Water Resource Recovery Facility Upgrade74,000,000 Water Resource Recovery Facility Major Maintenance 430,000 155,000 *Marsh Street Bridge Replacement240,000 Fleet Replacement Environmental Compliance Sedan 39,000 Wastewater Administration Sedan 38,500 Wastewater Collections Trucks w/Utility Box & Crane 144,000 Wastewater Collections Video Inspection Van169,100 Wastewater Collections Truck w/Vac-Con Hydrocleaner375,000 Wastewater Collections Portable Sewage Pump36,900 Wastewater Collections Mini Excavator (Pooled)78,000 Water Resource Recovery Facility Utility ATV's57,600 F-22 * Project funded by more than one source D: Item is being financed G: Item is grant funded C: Developer Contribution CAPITAL IMPROVEMENT PLAN - CIP EXPENDITURES BY FUND ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan SEWER FUND, continued Water Resource Recovery Facility Truck w/Flatbed & Crane71,500 Water Resource Recovery Facility Sedan33,000 Water Resource Recovery Facility Decanter Trailer8,500 IT Replacements *Microsoft Office share 11,045 *UPS Battery Replace4,345 4,345 *VM Infrastructure20,615 20,615 *Server Operating System4,260 *VoIP 15,789 *Radio Handhelds 42,960 *Tait Radio System 42,960 *Firewall Replacement 8,918 *Virtual Private Network Replacement 18,958 *Network Switch Replacement 27,252 *Finance System Replace. 125,000 MP2 Mtce Software System 30,000 SCADA iFIX System Controls 250,000 Hach Wins 30,000 8,268,94579,765,2753,236,3492,745,305 2,526,788 PARKING FUND *Parking Structures Assessment and Rehabilitation Study66,667 10,000 Marsh Street Parking Garage Circulation Improvements78,000 Vehicle License Plate Recognition 135,000 10,000 10,000 10,000 10,000 D Palm/Nipomo Parking Garage23,600,000 Fleet Replacement Parking SUV27,100 Parking Pickup Trucks 29,500 31,500 Scooter 34,000 IT Replacements *Microsoft Office share 4,909 *UPS Battery Replace646 646 *VM Infrastructure3,065 3,065 *Server Operating System633 *VoIP 6,233 *Radio Handhelds 9,339 *Tait Radio System 9,339 *Firewall Replacement 4,069 *Network Switch Replacement 4,955 *Finance System Replace 62,500 Total Parking Fund280,313 50,798 23,625,57283,485 120,998 TOTAL SEWER FUND F-23 * Project funded by more than one source D: Item is being financed G: Item is grant funded C: Developer Contribution CAPITAL IMPROVEMENT PLAN - CIP EXPENDITURES BY FUND ProposedProposedProposed 2015-162016-17 2017-182018-192019-20 2015-17 Financial Plan TRANSIT FUND G Bus Stop Shelters and Bench Improvements92,00092,00092,00092,00092,000 G Bus Stop Equipment Projects Including Signage and Cameras31,30031,30031,30031,30031,300 G Transit Facility Remodel 180,000 G Fleet Replacement G SLO Transit Buses 1,124,2641,158,000 G SLO Transit Trolley 240,000 G IT Replacements G *Microsoft Office 2,455 G *UPS Battery Replacement1,0011,001 G *VM Infrastructure4,7514,751 G *Server Operating System982 G *VoIP Phone System 1,247 G *Radio Handhelds 52,299 G *Tait Radio System 52,299 G *Firewall Replacement 2,035 G *Network Switch Replacement 7,432 G *Finance System Replace 62,500 TOTAL TRANSIT FUND304,301129,033176,8461,300,8641,600,473 WHALE ROCK FUND Whale Rock Reservoir-Pipeline Reliability Assessment 510,000 Whale Rock Pump Station Isolation Valve Replacement61,000 Whale Rock Residence Retrofit/Demo50,000 Whale Rock Cla Valve Replacement 36,000 Whale Rock Weather Station Replacements20,000 Fleet Replacement Whale Rock Reservoir 4x4 Pickup Truck30,500 Whale Rock Reservoir 4x4 Truck w/Utility Box & Crane65,800 Whale Rock 4x4 SUV31,500 Whale Rock Reservoir Boat (Used)15,000 IT Replacements *Microsoft Office 1,636 *UPS Battery Replacement417417 *VM Infrastructure1,9801,980 *Server Operating System409 *VoIP Phone System *Radio Handhelds 13,075 *Tait Radio System 13,075 *Firewall Replacement 1,356 TOTAL WHALE ROCK FUND146,717114,889523,07564,4924,972 TOTAL ENTERPRISE & AGENCY FUNDS11,812,76188,028,48829,839,4848,175,0137,689,376 TOTAL ALL FUNDS22,280,267104,730,00037,726,36921,827,52017,160,035 F-24 2015-17 CAPITAL IMPROVEMENT PLAN 2015-162016-17 PROJECT DETAIL - PUBLIC SAFETY 45,000 37,000 69,000 Fleet Replacement Police Administration Sedan38,500 Police Marked Patrol Sedans83,500129,700 Police Patrol SUV53,000 Police Investigations Sedans66,600 Police Support Services Pickup31,400 Police Traffic Safety Motorcycles63,40034,200 IT Replacement 911 Phone System 500,000 Police CAD Hardware250,000 1,168,400232,900 88,600 160,000 10,000 53,80025,700 Fleet Replacement 91,000 99,400 180,000 900,000 50,000 IT Replacement Computer Aided Dispatch 25,000 559,8001,123,700 TOTAL PUBLIC SAFETY$1,728,200$1,356,600 Fire Emergency Response Pumper POLICE PROTECTION FIRE & ENVIRONMENTAL SAFETY Police Facility Site Assessment Conduct a facility site assessment for the Police Department Police Scheduling Program Replacing the Police department’s current personnel scheduling program Police Body Worn Cameras & Video Storage Purchasing body worn cameras for police field personnel and additional video storage Fire Station 1/City EOC Rewiring, Carpet and Paint Maintenance Fire Station No. 1 carpet replacement upstairs and downstairs, upgrade IT wiring and install additional data ports in EOC command room, and re-paint walls and ceilings upstairs, and in training and fitness rooms. Total Police Protection Fire Station 2 Exterior Driveway Concrete Ramp Replacement Replacing the exterior concrete driveway at Fire Station #2 Fire Department Electronic Patient Care Reporting (ePCR) Implementing electronic patient records management for the Fire Department. Fire Station 2 Restroom and Dorms Privacy Modifications Remodel of dorms and bathroom to become ADA compliant and address privacy issues. Fire Emergency Response Forklift Total Fire & Environmental Safety Fire Prevention SUV (2) Fire Emergency Response SUV Fire Emergency Response Van with Ambulance Package F-25 2015-17 CAPITAL IMPROVEMENT PLAN 2015-162016-17 PROJECT DETAIL - PUBLIC UTILITIES 160,000170,000 2,117,5001,762,500 77,500700,000 250,0005,300,000 Fleet Replacement Water Administration Sedan Utilities Services Pickup Truck 25,200 Water Distribution Pickup Truck 34,500 Water Treatment Plant Service Body Truck 59,100 Water Distribution Portable Vacuum Pump 112,000 Water Distribution Backhoe w/Attachments IT Replacement UPS Battery Replace 1,885 VM Infrastructure 8,945 Server Operating System 1,848 2,812,4857,968,493 Water Storage Reservoirs-Maintenance and Tank Replacement • Dive inspections of the Islay, Slack, Terrace Hill and Edna Saddle Tanks • Maintenance, repairs, and interior and exterior coating of the Wash Water Tank #2 at the Water Treatment Plant • Maintenance repairs and coating for Terrace Hill Tank • Design services for safety improvements and coating of Edna Saddle Tank Reservoir #2 Replacement Replacement of Reservoir #2 with two above ground storage tanks. Total Water Services WATER SERVICES Water Treatment Plant-Major Facility Maintenance Performing routine maintenance of facilities at the City’s Water Treatment Plant, in order to ensure proper operation and prolong the useful life of equipment and other facilities. Water Distribution System Improvements Replacement of water distribution pipes, mainlines, water meters, fire hydrants, and related infrastructure. F-26 2015-17 CAPITAL IMPROVEMENT PLAN 2015-162016-17 PROJECT DETAIL - PUBLIC UTILITIES WASTEWATER SERVICES 82,50082,500 1,526,000875,000 1,000,0001,375,000 100,000 4,924,00076,832,000 430,000155,000 Fleet Replacement Wastewater Collections Trucks w/Utility Box & Crane 144,000 Wastewater Collections Video Inspection Van 169,100 Wastewater Collections Portable Sewage Pump 36,900 Water Resource Recovery Facility Sedan 33,000 IT Replacement UPS Battery Replace 4,345 VM Infrastructure 20,615 Server Operating System 4,260 8,268,94579,525,275 Water Resource Recovery Facility Major Maintenance This project includes maintenance or replacement of key components at the Water Resource Recovery Facility WRRF in order to ensure proper operation and prolong the useful life of equipment and other facilities. Total Wastewater Services Water Distribution System Improvements The Sewer Enterprise Fund will contribute $82,000 per year toward the cost of the replacement water meters. Wastewater Collection System Improvements Replacement of sewer infrastructure (including pipes, manholes, and equipment) is an ongoing program. Projects have been selected and prioritized for replacement due to existing structural deficiencies and the potential for near-term failure. Lift Station replacements The project includes the replacement of four Smith and Loveless dry well/wet well design lift stations and force mains that were installed between 1962 and 1971. The design of the Margarita and Foothill lift station replacements was approved in 2013. Wastewater Collection Telemetry System Improvements This project will upgrade six sewer lift station and the Cal-Poly flow meter telemetry radio communications (including repeater) and relocate them from Cuesta Peak to the South Hill radio location. Project includes a radio survey, radio and SCADA/HMI programing, Data Concentrator de-commissioning, and the purchase of seven Ethernet radios; including new controllers. Water Resource Recovery Facility Upgrade Upgrading the City’s Water Resource Recovery Facility (WRRF) to meet new regulatory requirements and addressing capacity and infrastructure deficiencies. F-27 2015-17 CAPITAL IMPROVEMENT PLAN 2015-162016-17 PROJECT DETAIL - PUBLIC UTILITIES 61,000 50,000 20,000 Fleet Replacement Whale Rock Reservoir 4x4 Pickup Truck 30,500 Whale Rock Reservoir 4x4 Truck w/Utility Box & Crane 65,800 Whale Rock 4x4 SUV 31,500 IT Replacement UPS Battery Replacement 417 VM Infrastructure 1,980 Server Operating System 409 146,717114,889 TOTAL PUBLIC UTILITIES$11,228,147$87,608,657 Whale Rock Pump Station Isolation Valve Replacement Replacing pump isolation valves at the Whale Rock Reservoir, Pump Station B. Total Whale Rock Reservoir Whale Rock Residence Retrofit/Demo Remodeling the Whale Rock residence to provide a dam keeper residence. Remodel will include interior and exterior work, but is not anticipated to be structural. Weather Station Replacements Replacing the two aging weather stations at Whale Rock Reservoir. WHALE ROCK RESERVOIR F-28 2015-17 CAPITAL IMPROVEMENT PLAN 2015-162016-17 PROJECT DETAIL - TRANSPORTATION 1,566,8171,630,700 6,000 Fleet Replacement Streets Maintenance Trucks 69,000 Streets Maintenance HD Truck Sweeper Unit 266,600 Streets Maintenance Backhoe 128,000 Streets Maintenance Asphalt Grinder & Trailer Mount 89,100 Signals and Lighting Maintenance Lift Truck 91,000 1,566,8172,280,400 100,000100,000 150,000105,000 43,500 20,000 400,000 100,000100,000 395,000 156,000 250,0001,250,000 45,000 Bob Jones Trail-Prefumo Creek Connection to Oceanaire Constructing a class I bicycle connection from Calle Joaquin to Oceanaire. Bike Bridge at Phillips Lane Extension of the Railroad Trail from the intersection of California Blvd and Phillips Lane to the intersection of Phillips Lane and Pepper Street with design and land acquisition in 2015-16, and construction and construction management in 2016-17. Safe Route to School Improvements-Pacheco and Bishop Peak Schools Construction of safe route to school improvements for Pacheco and Bishop Peak schools on Foothill Road at Ferrini. Total Streets Sidewalk and Tree Replacements Repairing City sidewalks and replacing trees. Sidewalk Ramp Construction Constructing curb ramps for accessibility in conjunction with street reconstruction and microsurfacing projects. Replacement of Lighted Crosswalk on Higuera Street Replacement of the in-ground light crosswalks on Higuera Streets. Traffic, Bicycle & Pedestrian Marking Replacement Replacing thermoplastic striping, pavement markings, and raised pavement markers. PEDESTRIAN AND BICYCLE PATHS Bicycle Transportation Plan Implementation Implementation of various Bicycle Transportation Plan projects and programs. Bicycle Facility Improvements Designing and constructing small-scale, miscellaneous bicycle facility improvements identified in the City’s Bicycle Transportation Plan. Bob Jones Trail Octagon Barn Connection Completing the planning effort, environmental and permitting work, and land acquisition for the extension of the Bob Jones City-to-Sea trail between the Octagon Barn and Los Osos Valley Road. Street Reconstruction & Resurfacing Maintenance on City-owned pavement throughout the City Downtown Renewal Design update to continue downtown renewal efforts, with construction funding to follow. STREETS F-29 2015-17 CAPITAL IMPROVEMENT PLAN 2015-162016-17 PROJECT DETAIL - TRANSPORTATION 225,000 1,841,0001,598,500 561,500574,300 275,000150,000 6,640,000 80,000 50,000 Fleet Replacement Flood Control Pickup Truck28,500 995,0007,364,300 75,00010,000 78,000 135,00010,000 Fleet Replacement Parking SUV 27,100 IT Replacement UPS Battery Replace 646 VM Infrastructure 3,065 Server Operating System 633 288,64650,798 oadSteetaeoceet The Broad Street Bank Reinforcement project will cost $80,000 for construction in 2015- 16. Toro Street Bank Stabilization Stabilizing a section of San Luis Obispo Creek bank near Toro Street Bridge. Total Creek and Flood Protection Parking Structures Assessment and Rehabiliation Study Preparing an assessment and rehabilitation study of the City’s three parking structures including determination of causes for the water intrusion at 919 Palm. PARKING Marsh Street Parking Garage Circulation Improvements Correcting circulation design deficiencies in the Marsh Street parking structure needed for safety and efficiency. Vehicle License Plate Recognition Incorporating license plate recognition and digital permitting technologies into parking services practices. Total Parking Monterey & Osos Traffic Signal Safety Upgrade Reconstructing the traffic signal at Monterey and Osos to improve intersection safety. Total Pedestrian and Bicycle Paths Storm Drain System Replacement Replacing failing drainage infrastructure throughout the City Silt Removal Removing areas of silt build-up within the City’s open channel drainage system. CREEK AND FLOOD PROTECTION Marsh Street Bridge Replacement Marsh Street Bridge and sewer siphon replacement. F-30 2015-17 CAPITAL IMPROVEMENT PLAN 2015-162016-17 PROJECT DETAIL - TRANSPORTATION 92,00092,000 31,30031,300 180,000 IT Replacement UPS Battery Replacement 1,001 VM Infrastructure 4,751 Server Operating System 982 304,301129,033 TRANSPORTATION MANAGEMENT 175,000 20,00020,000 300,000 30,000 60,000 25,00025,000 50,000 30,000 Fleet Replacement Transportation Radar Trailer 15,000 405,000345,000 TOTAL TRANSPORTATION $5,400,764$11,768,031 TrafficSafetyImprovementProjects Construction of traffic safety improvements as identified in the Annual Traffic Safety Report. Santa Fe Road Realignment and Bridge Rehabilitation Preliminary environmental and design work for relocating Santa Fe Road Bridge over Acacia Creek and relocate Santa Fe at Tank Farm Road to improve traffic safety . South & Parker Traffic Safety Project: Median Replacing temporary safety measures with permanent measures. Total Transportation Management Bus Stop Equipment Projects Including Signage and Cameras Install electronic signs, shelters, kiosks, benches and other passenger amenities at City owned bus stops as grant funding becomes available. TRANSIT Transit Facility Remodel Remodeling and expansion of the SLO Transit Facility located 29 Prado Road. Total Transit City Wayfinding Signs Continuing implementation of the City Wayfinding Program. Neighborhood Traffic Improvements Construction of neighborhood traffic management projects requested by residents and approved by Council. Prado Road Bridge & Road Widening Preliminary environmental and design work for widening Prado Road Bridge over San Luis Creek to relief traffic congestion and improve traffic circulation. Traffic Operation Improvement Projects Constructing traffic operations improvements as identified in the Annual Traffic Operations Report. Transportation Monitoring Conducting citywide bi-annual traffic counts to identify and monitor levels-of-service on streets. Bus Stop Shelters and Bench Improvements Study, design, construction, construction management and equipment acquisition for new bus stop shelters. F-31 2015-17 CAPITAL IMPROVEMENT PLAN 2015-162016-17 PROJECT DETAIL - LEISURE, CULTURAL & SOCIAL SERVICES 86,000220,000 30,00030,000 290,000 100,00060,000 50,000 285,000285,000 250,000 400,00080,000 37,000 36,40039,900 52,500 Fleet Replacement Parks Maintenance Equipment 65,0009,500 Parks Maintenance 5 Yd Dump Truck105,000 Ranger Program Pickup Truck51,500 Swim Center Service Body Truck37,100 Tree Maintenance Heavy Duty Truck with Boom Lift185,000 Tree Maintenance Equipment 112,200 Golf Course Pickup Trucks 28,500 Golf Course Mowers 35,300 1,875,5001,085,400 Open Space Protection: Maintenance Address the deferred and ongoing maintenance needs of the City’s Open Space, completing trailhead enhancement projects, completing prioritized Conservation and Open Space Plan identified projects for the City’s various Natural Areas. Laguna Lake Park & Natural Reserve ADA Accessible Trail Construction of an Americans with Disabilities Act compliant and accessible trail in the Laguna Lake Natural Reserve Restroom Replacement & Remodeling Replace the Golf Course restroom in 2015-16 and design work for Mission Plaza restroom in 2016-17. Laguna Lake Golf Course Pro-Shop Building Assessment A building assessment of the Laguna Lake Golf Course Pro-Shop will cost $37,000 to study in 2015-16. Public Art Fund Funding of the City’s public art fund at policy level (1% of eligible capital project construction costs). Fleet Expansion Ranger Service Program Pickup Truck Total Leisure, Cultural & Social Services Mission Plaza Railing Upgrade Replacement and modification of Mission Style guard railing in the Mission Plaza. Olympic Pool Replastering Replastering, underwater lighting renovation and Virginia Graeme Baker Pool and Spa Safety Act (VGBA) upgrades to the Olympic Pool at the Swim Center. PARKS & RECREATION edestaadcyceatwayateace Performing pavement maintenance on pedestrian and bicycle pathways throughout the City. Dog Off-Leash Area Roadway Safety Fencing Fencing around the restrooms at the Laguna Lake Park Dog Off-Leash Area and along the parking and roadway edge. Park Major Maintenance and Repairs Repairing and replacing major components of parks and landscape area facilities. F-32 2015-17 CAPITAL IMPROVEMENT PLAN 2015-162016-17 PROJECT DETAIL - COMMUNITY DEVELOPMENT 850,0002,250,000 450,000 1,300,0002,250,000 153,750 Fleet Replacement Building & Safety Sedans76,000 Building & Safety SUV's 54,000 229,75054,000 250,000 250,000 Fleet Replacement Capital Engineering Pickup Trucks 31,500 31,500 TOTAL COMMUNITY DEVELOPMENT$1,811,250$2,304,000 Total Natural Resources Protection NATURAL RESOURCES PROTECTION Office Remodel and Vehicles for Rental Housing Inspection Program Allocate $153,750 in 2015-2017 to convert file storage area to five office spaces and purchase three fleet vehicles to support the proposed Rental Housing Inspection Program. Total Building and Safety Infrastructure Investment Capital Improvement Project The Infrastructure Investment Capital Improvement Project (IICIP) provides resources for important infrastructure investments, consistent with the City’s Infrastructure Investment Fund Policy. The IICIP, together with the policy, provides a framework to allow the City Council and the community to evaluate any proposed infrastructure investment in relation to current Major City Goals, the economic environment, and various other factors at the time of the decision. This concept is similar to the current Open Space Acquisition Capital Improvement Project and fund, which provide the City with the resources needed to expand the greenbelt by being prepared when opportunities to acquire new open space arise. This project was reviewed and approved by Council on March 17, 2015. Total Economic Development Total Construction Regulation Open Space Acquisition Enhanced funding for high-priority open space acquisition projects in the Greenbelt surrounding the City of San Luis Obispo. Laguna Lake Dreding and Sediment Management The Laguna Lake Dredging and Sediment Management project will implement the Laguna Lake Natural Reserve Conservation Plan, updating studies, design, disposal site, permitting and financing. BUILDING AND SAFETY ECONOMIC DEVELOPMENT CONSTRUCTION REGULATION F-33 2015-17 CAPITAL IMPROVEMENT PLAN 2015-162016-17 PROJECT DETAIL - GENERAL GOVERNMENT Fleet Replacement Finance & Information Technology Van29,900 Finance & Information Technology SUV's63,600 IT Replacement 42,706 Enterprise Growth Stroage 50,000 Email System 35,000 VM Infrastructure 202,644 Server Operating System Software41,868 72,606393,112 57,000146,000 Fleet Replacement Building Maintenance Service Body Trucks39,000 96,000146,000 Fleet Replacement Fleet Services Forklift34,400 City Pool Cars 33,40068,200 67,80068,200 TOTAL GENERAL GOVERNMENT$236,406$607,312 TOTAL ALL FUNCTIONS22,280,267$104,730,000$ Facilities Maintenance Completing ongoing regular maintenance of City facilities to maximize lifespan and minimize significant capital maintenance and facility replacement. Total Buildings Total Fleet Management FLEET MANAGEMENT UPS Battery Backup Total Information Technology INFORMATION TECHNOLOGY BUILDINGS F-34 Section G DEBT SERVICE DEBT SERVICE REQUIREMENTS INTRODUCTION This section summarizes the debt service obligations of the City as of July 1, 2015and any new debt that is proposed over the life of the 5 Year Capital Improvement Plan. These obligations represent theCity's annual installment payments of principal and interest for previous capital improvement plan projects or acquisitions funded through debt financings. The City's debt management policies are comprehensively discussed in the Capital Financing and Debt Management section of the City’s Budget and Fiscal Policies. The following section includes: Descriptions of each lease or bond obligation existing at July 1, 2015 and anticipated financings through 2019-20. Summary of debt service payments by function Summary of debt service payments by source Computation of the City’s legal debt margin G-1 BUDGET SUMMARY DEBT SERVICE EXPENDITURES BY FUNCTION ActualBudget 2013-142014-152015-16 % change 2016-17 % change Public Safety1,271,2671,254,9341,555,71824%1,580,5732% Public Utilities3,165,4123,600,6003,630,0341%8,376,486131% Transportation1,545,2641,290,7051,463,34513%1,476,8711% Leisure, Cultural & Social Services648,753618,630653,9516%648,052-1% General Government1,520,8963,207,948312,477-90%311,8750% TOTAL$8,151,592$9,972,817$7,615,525 -24%$12,393,857 63% 2015-17 Financial Plan 2015-16 Debt Service: $7.6 Million Public Safety 20% Public Utilities 48% Transportation 19% Leisure, Cultural & Social Services 9% General Government 4% G-2 DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS 2005/1996 Revenue Refunding Bonds x Purpose: Construct a new headquarters fire station and other City acquisitions. x Maturity Date: 2026 x Original Principal Amount: $6,550,000 x July 1, 2015 Principal Outstanding: $4,110,000 x Interest Rate: 3.4% to 4.5% x DebtService Payment 2015-16 $467,851 x Debt Service Payment 2016-17 $466,789 x Funding Source: General Fund 2006 Lease Revenue Bonds x Purpose: Parking Structure and City Offices x Maturity Date: 2036 x Original Amount: $16,160,000 x July 1, 2015 Principal Outstanding: $13,270,000 x Interest Rate: 4.0% to 4.7% x Debt Service Payment 2015-16 $1,000,814 x Debt Service Payment 2016-17 $999,813 x Funding Source: General and Parking Funds 2009 Lease Revenue Bonds x Purpose: Public Safety Communications and Emergency Operations Center x Maturity Date: 2039 x Original Amount: $10,705,000 x July 1, 2015 Principal Outstanding: $7,500,035 x Debt Service Payment 2015-16 $979,927 x Debt Service Payment 2016-17 $975,927 x Interest Rate: 3.00% to 5.75% x Funding Source: General, Water, Sewer, Parking Funds 2012Refunding 2001Series C Lease Revenue Bonds x Purpose: Purchase property and build athletic fields; purchase property for police station expansion; purchase Downtown Plan properties x Maturity Date: 2029 x Original Principal Amount: $6,745,000 x July 1, 2015Principal Outstanding: $4,410,000 x Debt Service Payment 2015-16 $392,100 x Debt Service Payment 2016-17 $385,350 x Interest Rate: 2.0% to 4.0% x Funding Source: General Fund G-3 DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS 2001 State Infrastructure Bank (CIEDB) Loan x Purpose: Expand Marsh Street parking structure x Maturity Date: 2031 x Original Principal Amount: $7,765,900 x July 1, 2015Principal Outstanding: $5,345,307 x Debt Service Payment 2015-16 $420,577 x Debt Service Payment 2016-17 $419,730 x Interest Rate: 3.37% (including annual loan fees) x Funding Source: Parking Fund 2004State Water Control Board Loan x Purpose: Construct water reuse project. x Maturity Date: 2024 x Authorized Principal Amount: $8,883,200 x July 1, 2015 Principal Outstanding: $4,598,833 x Debt Service Payment 2015-16 $525,458 x Debt Service Payment 2016-17 $525,457 x Interest Rate: 2.5% x Funding Source: Water Fund 2006 Water Revenue Bonds x Purpose: Water Treatment Plant Improvements x Maturity Date: 2036 x Original Amount: $16,905,000 x July 1, 2015 Principal Outstanding: $13,830,000 x Debt Service Payment 2015-16 $1,032,748 x Debt Service Payment 2016-17 $1,030,948 x Interest Rate: 3.75% to 4.625% x Funding Source: Water Funds 2008 Installment Sale Agreement-SunTrust x Purpose: Tank Farm Lift Station and Force Main Project x Maturity Date: 2023 x Original Amount: $2,050,000 x July 1, 2015 Principal Outstanding: $1,375,000 x Debt Service Payment 2015-16 $185,020 x Debt Service Payment 2016-17 $184,455 x Interest Rate: 4.2% x Funding Source: Sewer Funds G-4 DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS 2009State Infrastructure Bank (CIEDB) Loan x Purpose: Tank Farm Lift Station and Force Main Project x Maturity Date: 2038 x Original Principal Amount: $10,000,000 x July 1, 2015 Principal Outstanding: $8,615,711 x Debt Service Payment 2015-16 $559,328 x Debt Service Payment 2016-17 $558,418 x Interest Rate: 3.25% (including annual loan fees) x Funding Source: Sewer Fund 2012/2002 Water Revenue Refunding Bonds x Purpose: Upgrade the City's water treatment plant to meet water quality standards. x Maturity Date: 2023 x Original Principal Amount: $10,890,000 x July 1, 2015 Principal Outstanding: $3,840,000 x Debt Service Payment 2015-16 $568,600 x Debt Service Payment 2016-17 $572,000 x Interest Rate: 2.0% to 4.0% x Funding Source: Water Fund 2014 US Bank Wastewater Lease. x Purpose: Construct energy conservation improvements at this facility x Maturity Date: 2028 x Original Principal Amount: $7,479,000 x July 1, 2015 Principal Outstanding: $7,106,042 x Debt Service Payment 2015-16 $618,751 x Debt Service Payment 2016-17 $618,544 x Interest Rate: 2.9% x Funding Source: Sewer Fund 2010 Fire Engine/Truck Lease Financing x Purpose: Purchase of fire apparatus with 100-foot ladder x Maturity Date: 2020 x Original Amount: $1,080,000 x July 1, 2015 Principal Outstanding: $585,000 x Debt Service Payment 2015-16 $127,492 x Debt Service Payment 2016-17 $129,203 x Interest Rate: 2.99% x Funding Source: General Fund G-5 DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS 2014Fire EngineLease Financing x Purpose: Purchase of replacement fire apparatus x Maturity Date: 2018 x Original Amount: $548,351 x July 1, 2015 Principal Outstanding: $440,302 x Debt Service Payment 2015-16 $116,702 x Debt Service Payment 2016-17 $116,702 x Interest Rate: 2.108% x Funding Source: General Fund 2014LOVR Lease Revenue Bonds x Purpose: Expand the LOVR/101 Interchange Overpass x Maturity Date: 2044 x Original Amount: $7,580,000 x July 1, 2015 Principal Outstanding: $7,580,000 x Debt Service Payment 2015-16 $421,406 x Debt Service Payment 2016-17 $422,181 x Interest Rate: 3.0% to 4.0% Funding Source: General Fund 2015 Copiers & Mobile Data Equipment - Lease Financing x Purpose: Purchase of photocopiers x Maturity Date: 2020 x Original Amount: $102,304 x July 1, 2015 Principal Outstanding: $97,392 x Debt Service Payment 2015-16 $21,386 x Debt Service Payment 2016-17 $21,386 x Interest Rate: 1.7% x Funding Source: General Fund x Purpose: Mobile Data Computers for Policeand Fire Vehicles x Maturity Date: 2020 x Original Amount: $693,000 x July 1, 2015 Principal Outstanding: $693,000 x Debt Service Payment 2015-16 $177,365 x Debt Service Payment 2016-17 $177,663 x Interest Rate: 1.5% to 1.7% x Funding Source: General Fund G-6 DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS PROPOSED FINANCING: Fleet Replacement Fund Financing 2016-17 fiscal year: x Purpose: Purchase replacement fire engine 2 and replacement street sweeper x Maturity: 2027 (fire engine) 2022 for sweeper x Original Amount: $1,166,600 x Interest rate: 4% (estimated) x Funding Source: General Fund 2017-18 fiscal year: x Purpose: Purchase replacement dump truck and replacement street sweeper x Maturity: 2023 x Original Amount: $591,000 x Interest rate: 4% (estimated) x Funding Source: General Fund 2019-20 fiscal year: x Purpose: Purchase replacement fire engine #3 x Maturity: 2025 x Original Amount: $623,500 x Interest rate: 4% (estimated) x Funding Source: General Fund 2019-20 Information Technology Replacement Fund Financing x Purpose: Purchase of computer software and hardware x Maturity: 2025 x Original Amount: $2.5 million x Interest Rate: 4% estimated; quarterly payments x Funding Source: General Fund 2016-17 Sewer Enterprise Fund Loan x Purpose: Upgrade the Water Resource Recovery Facility x Maturity: 2037 x Original Amount: $74,000,000 x Interest Rate: 2.5% estimated x Funding Source: Sewer fees 2017-18 Parking Enterprise Fund x Purpose: Construction of the Palm/Nipomo Parking Structure x Maturity: To be determined x Original Amount: To be determined – total project cost estimate $23,600,000 x Interest Rate: to be determined x Funding Source: Parking Enterprise Fund revenue G-7 ANNUAL PAYMENTS BY FUNCTION ActualBudget 2015-17 Financial Plan 2013-142014-15 2015-16% change2016-17% change PUBLIC SAFETY Police Protection519,172504,228691,97337%689,6300% Fire & Environmental Safety752,096750,706863,74515%890,9433% Total Public Safety1,271,2671,254,9341,555,718 24%1,580,573 2% PUBLIC UTILITIES Water Service2,191,1612,195,3002,192,4610%2,193,7920% Wastewater Service974,2511,405,3001,437,5732%6,182,694330% Total Public Utilities3,165,4123,600,6003,630,034 1%8,376,486 131% TRANSPORTATION Streets70,645321,605492,52853%507,4823% Parking1,474,619969,100970,8170%969,3890% Total Transportation1,545,2641,290,7051,463,345 13%1,476,871 1% LEISURE, CULTURAL & SOCIAL SERVICES Parks & Recreation 648,753618,630653,9516%648,052-1% Total Leisure, Cultural & Social Services648,753618,630653,951 6%648,052 -1% GENERAL GOVERNMENT Insurance Retrospective Charges02,443,259---- Public Employees Retirement System Liability935,000300,000---- Information Technology-10,49721,088 101%21,3861% Buildings585,895454,192291,389-36%290,4890% Total General Government1,520,8953,207,948312,477 -90%311,875 0% TOTAL DEBT SERVICE REQUIREMENTS$8,151,592$9,972,817$7,615,525 -24%$12,393,857 63% DEBT SERVICE REQUIREMENTS G-8 DEBT SERVICE REQUIREMENTS ANNUAL PAYMENTS BY SOURCE ActualBudget 2013-142014-15 2015-16 % change 2016-17 % change GENERAL FUND 2004/1994 Refunding Lease Revenue Bonds Principal284,900 Interest9,972 2005/1996 Lease Revenue Bonds Principal275,000285,000295,0004%305,0003% Interest192,736183,111172,851-6%161,789-6% 2006 Lease Revenue Bonds-919 Palm Street Principal170,200174,800184,0005%190,9004% Interest290,174283,366276,374-2%269,014-3% 2009 Lease Revenue Bonds - Public Safety EOC Principal482,790494,900508,2003%525,1403% Interest356,069340,000321,798-5%301,470-6% 2012/2001 Revenue Refunding Bonds Series B & C Principal210,000220,000225,0002%225,0000% Interest175,800170,700167,100-2%160,350-4% Fire Engine/Truck Lease Financing Principal105,000110,000110,0000%115,0005% Interest23,92020,78117,492-16%14,203-19% Fire Engine Lease Financing 2013 Principal108,050106,223-2%108,7512% Interest8,65310,47921%7,951-24% Capital Lease I.T. Equipment 2015 Principal-188,221191,0992% Interest10,49710,5300%7,950 -25% LOVR Lease Revenue Bonds 2014 Principal-145,000100%150,0003% Interest250,000276,40611%272,181-2% Fleet Replacement Fund 2017 Principal 31,018 Interest 11,166 Insurance Retrospective Charges Principal2,443,259 Public Employees Retirement System Safety Side Fund Liability935,000300,000 Total Debt Service Fund3,511,5615,403,1173,014,674 -44%3,047,982 1% WATER FUND 2004 Water Reuse Project Loan Principal390,707400,500410,4872%420,7482% Interest134,750125,000114,971-8%104,709- 2006 Water Treatment Plant Upgrade Principal390,000405,000420,0004%435,0004% Interest644,548629,000612,748-3%595,948-3% 2009 Lease Revenue Bonds - Public Safety EOC Principal38,19039,20040,2003%41,5403% Interest28,16627,00025,455-6%23,847-6% 2012 Revenue Refunding Bonds Principal380,000400,000415,0004%435,0005% Interest184,800169,600153,600-9%137,000-11% Insurance Retrospective Charges Principal34,485 Total Water Fund2,191,1612,195,3002,192,461 0%2,193,792 0% 2015-17 Financial Plan G-9 DEBT SERVICE REQUIREMENTS ANNUAL PAYMENTS BY SOURCE ActualBudget 2013-142014-15 2015-16 % change 2016-17 % change 2015-17 Financial Plan SEWER FUND 2008 SunTrust Bond Principal120,000125,000130,0004%135,0004% Interest65,52060,40055,020-9%49,455-10% 2009 CIEDB State Loan - Tank Farm Lift Station Principal241,692249,500257,6583%266,0313% Interest319,369310,800301,670-3%292,387-3% 2009 Lease Revenue Bonds - Public Safety EOC Principal43,32044,50045,6002%47,1203% Interest31,95030,60028,874-6%27,050-6% 2014 US Bank Wastewater Lease Principal373,000418,74712%430,8593% Interest152,400211,500200,004-5%187,685-6% WRF Master Plan Design Principal 3,418,593100% Interest 1,328,514 Insurance Retrospective Charges Principal35,446 Total Wastewater Fund974,2511,405,3001,437,573 2%6,182,694 330% PARKING FUND 2004/1994 Refunded Lease Revenue Bonds Principal485,100 Interest16,979 2001 State Infrastructure Bank (CIEDB) Loan Principal229,855236,900244,1853%251,6823% Interest192,342184,500176,392-4%168,048-5% 2006 Lease Revenue Bonds-919 Palm Street Principal199,800205,200216,0005%224,1004% Interest340,639332,600 324,440 -2%315,799-3% 2009 Lease Revenue Bonds - Public Safety EOC Principal5,7005,8006,0003%6,2003% Interest4,2044,1003,800-7%3,560-6% Insurance Retrospective Charges Principal10,796 Total Parking Fund1,474,619969,100970,817 0%969,389 0% TOTAL DEBT SERVICE REQUIREMENTS8,151,5929,972,8177,615,525 -24%12,393,857 63% Note: All General Fund debt service payments are accounted for in the Debt Service Fund. G-10 DEBT SERVICE REQUIREMENTS COMPUTATION OF LEGAL DEBT MARGIN Gross Assessed Valuation (2014-15)$6,808,524,270 Legal Debt Limit - 3.75% of Gross Assessed Valuation (See Note Below)$255,319,700 Long-Term Debt: Revenue Bonds Secured by Capital Leases36,870,035 State Water Resources Revolving Fund Loans4,598,833 State Infrastructure Bank Loans13,961,018 Revenue Bonds 17,670,000 Installment Sale Agreement 8,481,042 Lease Purchase Financing 1,832,770 83,413,698 LESS DEDUCTIONS ALLOWED BY LAW: Revenue Bonds Secured by Capital Leases 36,870,035 State Loans 18,559,851 Water Revenue Bonds 17,670,000 73,099,886 TOTAL DEBT APPLICABLE TO COMPUTED LIMIT$10,313,812 LEGAL DEBT MARGIN $245,005,888 NOTE The California Government Code provides for a legal debt limit of 15% of gross assessed valuation based on 25% of market value. Since this limit was set, the State Constitution has changed, requiring assessed value to be set at 100% of market value. Adjusting for this change results in a comparable legal debt limit of 3.75% of assessed value. The City's debt management policy, however, sets a lower direct debt limit of 2% of assessed valuation which is $136,170,485. As noted above, the City has used $10,313,812 of this debt limit. 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Total Enterprise and Agency Fund $3,897,500$3,451,208$4,008,992$3,933,992 Enterprise Funds- Cost of Services Water709,826469,607552,451 Sewer547,274443,073517,174 $1,257,100$912,680$1,069,625 Summary of Purpose of 2013-15 Reimbursement Transfers All of the City's General Government and CIP Project Engineering programs are initially accounted and budgeted for in the General Fund. However, these support service programs also benefit the City's CDBG, enterprise and agency fund operations, and accordingly, transfers are made from these funds to reimburse the General Fund for these services. These transfers are based on a Cost Allocation Plan prepared for this purpose which distributes these shared costs in a uniform, consistent manner in accordance with OMB A-87 Standards. Copies of the most current Cost Allocation Plan are available from the Department of Finance upon request. For fiscal years 2015-17, the following is a summary of total general government, CIP project engineering and facility use costs, and the percentage level supported by the General Fund, Agency and Enterprise Funds. In addition to the Cost Allocation Plan, a separate cost of services study was completed in 2015 which is used to identify additonal costs that are allocable to the Utility Funds. The amount of this cost recover is not shown below. 2015-162016-17 General Government Programs City Council 155,290164,120 General Administration City Administration676,911714,504 City Clerk Services626,366691,998 Public Works Administration925,964949,718 Transportation Planning & Engineering950,925820,791 Legal Services627,241606,762 Organizational Support Services Finance, Human Resources, Information Systems, and Geodata Services5,326,9285,405,244 Risk Management and Insurance Expenditures4,102,3354,667,112 Other Support Services (telephones, copiers, etc)420,700384,800 Buildings and Vehicle Maintenance 2,358,3502,400,130 Total General Government Programs16,171,01016,805,179 Natural Resource Protection366,645367,451 CIP Project Engineering Program1,963,1462,021,498 Hazard Prevention840,914856,002 Total Reimbursed Programs19,341,71520,050,130 Percent Funded By General Fund 95%95% Enterprise and Agency Funds5%5% Total Reimbursed Programs100%100% 2015-17 Financial Plan H-72 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Tax14,24215,40615,16317,24716,94117,67218,09518,658 2Measure Y/G Sales Tax6,4946,7746,9767,1337,4337,6467,8528,059 3Sales Tax Prop 172328392411420429438447456 4Property Taxes9,1778,9609,2639,72610,10610,50010,90911,335 5Property Tax in Lieu of VLF3,5333,6463,8494,0424,1994,3634,5334,710 6Transient Occupancy Tax5,5726,0636,5186,8447,1707,5927,9568,302 7Utility Users Tax4,9165,3455,3455,5065,6715,8416,0166,197 8Franchise Fees 2,5522,6371,5301,5401,5571,5961,6361,677 9Business Tax2,0552,1432,1852,3392,3952,455 2,5162,579 10Real Property Transfer Tax256288180184187191238199 6XEWRWDO7D[HV 12Transfers In (Gas Tax, TDA, Other)1,3751,6402,7472,3182,3712,3712,3712,371 13Other Subventions & Grants1,3551,238805323323323323323 14Development Review Fees2,5954,2074,7243,8114,1894,8565,5696,235 15Rental Inspection Fees146280461472484 16Recreation Fees1,7481,7331,6351,6461,6461,6791,7131,747 17Other Service Charges1,8511,9521,7461,7381,7501,7771,8031,830 18Other Revenues903604527543543543543 543 6XEWRWDO1RQ7D[5HYHQXHV 7RWDO5HVRXUFHV 21 Operating Expenses (excl PERS)1 40,99642,41746,46947,14648,56249,99651,64653,603 22 PERS Normal Costs 2 3,1452,9214,6213,7273,9124,0174,1234,229 23PERS Unfunded Liability 4,4434,6423,7915,6806,3406,9557,6108,305 6XEWRWDO2SHUDWLQJ([SHQVHV 25Debt Service2,7733,5515,4033,0153,0483,2353,3052,928 26Transfer to CDBG455275147154154154154 27Transfer to Insurance Benefit Fund--2802,124---- 28CIP - Fleet Replacement5004115331,229613604471640 29CIP - IT Replacement2005669911,191709726876597 30CIP - Major Facility Replacement-8535518375459157901,190 31CIP - All Other3,4965,7542,9185,4954,1533,567 3,8793,867 6XEWRWDO2SHUDWLQJ7UDQVIHUV 7RWDO([SHQGLWXUHV 34Resources Over/(Under) Expenses 3,3561,860(2,028)(5,085)(846)133141191 35Fund Balance, Beginning of Year13,68418,93820,78518,75813,67312,82712,96013,101 36Funding Adjustment1,897(12)------ (QGLQJ)XQG%DODQFH 38Reserve @ 20% Operating Costs10,0709,99611,21810,17510,49510,80311,15411,567 39Adj for Debt Svc 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