HomeMy WebLinkAbout04-09-13 final agenda packet
Tuesday, April 9, 2013
6:00 p.m.
SPECIAL MEETING
Council Chamber
990 Palm Street
CALL TO ORDER: Mayor Jan Marx
ROLL CALL: Council Members John Ashbaugh, Dan Carpenter, Vice
Mayor Kathy Smith, and Mayor Jan Marx
PLEDGE OF ALLEGIANCE: Council Member Ashbaugh
BUSINESS ITEM
B1. STRATEGIC BUDGET DIRECTION AND MAJOR CITY GOAL WORK
PROGRAMS FOR THE 2013-15 FINANCIAL PLAN. –
(LICHTIG/CODRON/PADILLA/ELKE – 4 HOURS)
RECOMMENDATION: 1) Receive an updated 5-Year Fiscal Forecast. 2) Review
proposed Major City Goal work programs. 3) Provide direction to the City Manager
regarding the recommended allocation of one-time and ongoing budget resources to
fund proposed Significant Operating Program Changes (SOPCs), and the Capital
Improvement Plan (CIP), Fleet Replacement Fund, Information Technology (IT)
Replacement Fund, and Major Facility Replacement Fund. 4) Provide direction to the
City Manager regarding various policy issues that should be addressed prior to the
preparation of the 2013-15 Preliminary Financial Plan. 5) Receive an update on key
informational items regarding future financial issues.
ADJOURN.
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Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for
public inspection in the City Clerk’s office located at 990 Palm Street, San Luis Obispo, during normal business hours.
Council Agenda Tuesday, April 9, 2013
2
POSTING STATEMENT: I, Maeve Kennedy Grimes, City Clerk, do hereby certify
that on March 26, 2013, by 5:00 p.m., a true and correct copy of this agenda was
posted on the bulletin board outside City Hall, 990 Palm Street, San Luis Obispo,
CA. Internet access to agendas and related material is available prior to Council
Meetings at www.slocity.org.
FROM: Katie Lichtig, City Manager
Prepared By: Michael Codron, Assistant City Manager
Wayne Padilla, Finance and Information Technology Director
Brigitte Elke, Principal Administrative Analyst
SUBJECT: STRATEGIC BUDGET DIRECTION AND MAJOR CITY GOAL WORK
PROGRAMS FOR THE 2013-15 FINANCIAL PLAN
RECOMMENDATION
1. Receive an updated 5-Year Fiscal Forecast.
2. Review proposed Major City Goal work programs.
3. Provide direction to the City Manager regarding the recommended allocation of one-time and
ongoing budget resources to fund proposed Significant Operating Program Changes (SOPCs),
and the Capital Improvement Plan (CIP), Fleet Replacement Fund, Information Technology
(IT) Replacement Fund, and Major Facility Replacement Fund.
4. Provide direction to the City Manager regarding various policy issues that should be addressed
prior to the preparation of the 2013-15 Preliminary Financial Plan.
5. Receive an update on key informational items regarding future financial issues.
REPORT-IN-BRIEF
The City of San Luis Obispo has received national recognition for its use of a two-year budget
process that involves the community in the goal-setting process, emphasizes long-range financial
planning, and supports effective program management. A critical part of this process, referred to as
Strategic Budget Direction, affords the City Council an early opportunity to review the draft work
programs and associated financial resources proposed to accomplish Major City Goals established
by the City Council in January. At this stage of the process the City Council provides direction on
any changes needed to refine these work programs and resource allocations to better achieve the
desired outcomes. Additionally, the City Council is asked to provide the City Manager with the key
policy direction needed to allocate resources in line with Council’s expectations or to further amend
budget or fiscal policies that align with Council direction. This process is extremely helpful so that
the Preliminary Financial Plan that is presented to the City Council and community in May mirrors
the Council’s expectations as much as possible.
Meeting Date
Item Number April 9, 2013
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Overall, this report highlights several positive factors including:
• The City’s slow and steady recovery from the Great Recession
• The positive impact that the City’s cost control efforts have had on its ability to sustain
essential services
• The City’s ability to achieve the ambitious set of Major City Goals, as outlined in the
associated proposed work programs.
The most recent financial projections continue to indicate that City revenues will exceed
expenditures, even as the City makes new, prioritized investments in core community services,
Major City Goal work programs, and Capital Improvement Plan projects. While the overall picture
is positive, the expenditures proposed are measured and there are still financial uncertainties in the
future relating to a variety of factors, including the cost of health care reform, costs associated with
broadband services that the City may be subject to under State law, potential costs associated with
the School District reconsidering its financial support for the School Resource Officer and future
foreseen but unpredictable rate increases mandated by the California Public Employees Retirement
System (CalPERS). All of these factors have been taken into consideration by staff in terms of the
proposals that are presented for your consideration.
The direction provided by the City Council to the City Manager on the topics included in this report
will constitute the strategic direction needed by staff to complete and publish the Preliminary
Financial Plan, scheduled for May 24, 2013.
The following topics will be discussed in summary form in the Executive Summary section and in
detail later in this report:
1. General Fund 5-Year Fiscal Forecast Update (including the proposed uses of one-time
funding in excess of the 20% reserve)
2. Overview of Major City Goal Work Programs
3. Significant Operating Program Changes for all Funds
4. Five Year Capital Improvement Plan (CIP) for all Funds (including infrastructure projects,
fleet replacements, information technology projects and major facility maintenance or repair
projects)
5. Relationship to Measure Y
6. Policy Issues for direction
a. Proposed payment plan for the outstanding $3.1 million California Joint Powers
Authority Retroactive Insurance Payment
b. Affordable Housing Fund Administration Cost Recovery
c. Composition of Investment Oversight Committee
7. Informational Items
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The City Council may find it helpful to use the following diagram to organize its discussion of the
issues during the April 9 meeting.
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EXECUTIVE SUMMARY
The following is an overview of the organization of the report, including summary discussion and
recommendations.
A. General Fund 5-Year Fiscal Forecast Update (Attachment 1) –There have been fundamental
changes in the City’s fiscal outlook since the forecast was last presented in December 2012.
While these changes have resulted in less one-time funding than previously anticipated, the
forecast still shows revenues exceeding expenditures throughout the five-year forecast
period. The changes are discussed in detail in this report, and include a revenue forecast that
is revised to reflect more modest growth in a number of revenue categories. Costs associated
with insurance premiums (liability and workers compensation) and a retroactive payment to
the California Joint Powers Insurance Authority (CJPIA) additionally reduce the amount of
money available for new expenditures. On the positive side, the City will benefit from a
recent decision by the County to refund a portion of the Property Tax Allocation Fund
(PTAF), which will result in a one-time payment to the City of $632,847. Use of these funds
are discussed in the section regarding the CJPIA retroactive payment. In addition,
significant resources remain to allow for major reinvestments in all aspects of the City’s
Capital Improvement Plan.
B. Overview of Major City Goal Work Programs (Attachment 2) – This report presents
summaries of the Major City Goal Work Programs and the proposed resources associated
with accomplishing the goals. These work programs are presented now to make sure that
staff is on the right track with its recommendations, including action plans and funding
allocations, to achieve the robust goals the Council envisioned. The Significant Operating
Program Changes and Capital Improvement Plan project descriptions that are proposed to
accomplish these work programs are also included in Attachment 2.
C. Significant Operating Program Changes and Capital Improvement Plan Projects –The City
Manager is seeking direction from the City Council regarding expenditures for projects and
activities in the following categories:
a. Significant Operating Program Changes (Attachment 3) – The term SOPC refers to
written descriptions that are required whenever a program operating budget increases
or decreases by more than $7,500. SOPCs are also included in the budget to explain
any staffing related changes, regardless of the cost. In addition to the SOPCs
identified as necessary to achieve Major City Goals, there are several requests to add
resources to existing operating programs to meet statutory requirements, fund cost
increases required to maintain an existing level of service, or address a public safety
requirement. These SOPCs are presented for preliminary review by the City Council
so that direction can be provided whether the program changes proposed need to be
adjusted, further clarified or a majority of the council would propose eliminating the
change. In total, the City Manager is recommending SOPCs for the General Fund of
$952,808 in 2013-14, and $901,614 in 2014-15.
b. Five-Year Capital Improvement Plan (CIP) (Attachment 4) – CIP projects include
construction projects and purchases of equipment costing over $25,000. Generally,
CIP projects involve assets that have a useful life of longer than three years. In some
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cases, smaller projects are bundled together to make one larger capital project. This
report presents descriptions of the projects proposed for funding during the 2013-15
Financial Plan, and summary information for the projects that make up the entire
five-year plan. The total amount of new funding recommended by the City Manager
for the 2013-15 General Fund CIP is $9,431,425 to help finance $33,478,892 in new
projects using a combination of grant financing ($17,724,702) and debt financing for
$8,005,000 of the total LOVR project cost. The total CIP for all other funds
combined is $19,939,914 for the 2-year period.
c. Fleet Replacement Fund – The City of San Luis Obispo maintains a Fleet
Replacement Fund to fund the replacement of vehicles in the City’s fleet when they
reach the end of useful life. The City Manager is recommending that the Council
allocate $1,250,000 to the Fleet Fund to finance a portion of the replacement cost for
79 vehicles in the City’s fleet during the 2013-15 Financial Plan period. The total
purchase price of these vehicles will be $2,603,900. In addition to the 2-year
contributions to the fleet fund, existing cash reserves will be used along with lease
financing for a fire apparatus over a 5-year period beginning in FY 2014-15 with
$126,000 annual payments. The proposed fleet replacement vehicles address pent-
up demand due to deferred replacements dating back several financial planning
periods, and investment in the fleet being constrained over the last few years. The
Council should also be aware that with the fleet expenditures proposed, the City will
fall short of its policy objective of maintaining a 20% fleet reserve. This issue will be
addressed as part of implementing the Fiscal Health Major City Goal.
d. Information Technology (IT) Replacement Fund – The purpose of the IT
Replacement Fund is to help ensure that the City is in a position to replace key
information technology equipment and software when it is needed. The City
Manager is recommending that the Council appropriate a total of $2,105,215 to fund
IT projects during 2013-15.
e. Major Facility Replacement Fund – The establishment of a Major Facility
Replacement Fund is recommended to ensure that the City has sufficient resources to
repair and replace major facilities, such as public safety facilities, government
buildings, and park facilities when they reach the end of their useful life. The City
Manager is recommending that the Council appropriate $1,181,100 for reinvestment
in major City facilities.
D. Relationship to the City’s Half-Cent Sales Tax proceeds (commonly referred to as Measure
Y) – The integration of Measure Y decision-making with the City’s financial plan process is
required by the voter adopted ballot measure and ensures that Measure Y resources continue
to be allocated to the community’s top priorities. The Preliminary Financial Plan will
include detailed information on projected Measure Y revenues and all proposed Measure Y
expenditures. It is anticipated that some of these goals will be furthered using proceeds from
the City’s Measure Y.
E. Major Policy Issues – The policy issues that are identified in this agenda report for Council
review and direction include:
a. CJPIA Retroactive Insurance Payment: On February 28, 2013, the City Manager
provided the City Council with a memo detailing the requirements of the retroactive
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insurance payment to CJPIA (Attachment 5). The City Council also discussed this
issue at length during its review of the 2012-13 mid-year budget update. Staff
proposes establishing a dedicated fund for the purpose of cumulating funds to pay
the $3.1 million retrospective deposit balance. The obligation affects both the
General and Enterprise funds. The City Manager is recommending that funding
totaling $522,206 be appropriated to pay the General Fund’s portion of the $3.1
million retroactive payment during the 2013-15 Financial Plan period.
b. Affordable Housing Fund Administration Cost Recovery: Staff is seeking direction
from the City Council regarding cost recovery for Affordable Housing Program
administration costs. If supported by Council, staff would conduct the analysis and
recommend an approach to recover a small, fixed percentage of fees collected for the
Affordable Housing Fund to cover administration costs. The amount collected would
be used in support of accomplishing program objectives. If no additional funding is
made available, the impact on the General Fund for fully funding the Affordable
Housing Program in 2013-14 is projected to be $6,158, and in 2014-15 the gap is
projected to be $35,214 because of the exhaustion of available funding in the Park
Hotel Fund and continued decreases expected from the CDBG grant.
c. Investment Oversight Committee – The Council has asked staff to provide
information on the make-up of the committee, whether to include a Council Member,
and potentially a member of the public. Staff is recommending that a Council
Member be included on the Committee. With respect to including a member of the
public, this report includes information on the disclosure requirements associated
with required ethics training for individuals overseeing and directing the City’s
investments, and Form 700 financial interest disclosure filing requirement. The City
Manager is seeking Council direction regarding the make-up of the Investment
Oversight Committee.
F. Informational Items – Staff has identified the following key informational items that the City
Council should be aware of relative to future costs. The City Manager is not recommending
reservation of funding at this time for these items because it is too early to identify
associated costs with any certainty.
a. Health Care Reform: The Affordable Care Act which became effective March 30,
2010, contained numerous changes and requirements to be phased in over a number
of years. Beginning in January 2014, the “pay or play” mandate begins, which
requires employers to “play” by providing insurance coverage to all temporary,
regular, or contract “full-time” employees (those who average 30 or more hours per
week) or “pay” a penalty for each employee that obtains insurance through an
insurance exchange. There are still many unknowns regarding this new requirement
and staff will continue to monitor the requirements and potential fiscal impacts on
the City.
b. Charter Fiber: With the State adoption of the Digital Video Communications Act,
local agencies such as the City of San Luis Obispo do not retain the ability to enter
into individual franchise agreements with cable and other video service providers.
The City of San Luis Obispo previously had a franchise agreement with Charter
Communications, and as part of that agreement, received in kind services, including
access to Charter’s fiber optic network. Now that the franchise agreement has
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expired, Charter is evaluating the City’s access to its fiber network to determine an
amount that it will charge the City for this service. The City has no legal ability to
regulate or moderate these costs and cannot charge additional franchise fees to
recover the costs. The City already charges Charter the statutory maximum.
c. Reduced Funding for School Resource Officer – On February 14, 2013, the City
received a letter from the Superintendent of the San Luis Coastal Unified School
District (SLCUSD) indicating the likelihood of eliminating some 20-30 positions
within the organization (Attachment 7). Currently, the City employs a School
Resource Officer that spends the majority of time working on campus at Laguna
Middle School and San Luis Obispo High School. Seventy-five percent of the cost
of this police officer is currently paid by SLCUSD. Preliminary discussions with the
Superintendent indicate that this amount may be significantly reduced, potentially
resulting in a fiscal impact to the City of up to $120,000 in revenue annually.
DISCUSSION
5-Year Fiscal Forecast
The purpose of this forecast is to assess the General Fund’s ability over the next five years—on an
“order of magnitude” basis—to do five things:
1. Deliver current service levels.
2. Maintain the City’s existing infrastructure and facilities based on past funding levels.
3. Preserve the City’s long-term fiscal health by aligning operating revenues and expenditures.
4. Maintain fund balance at policy levels.
5. Reinvest in the General Fund supported Capital Improvement Program, particularly in areas that
are underfunded such as infrastructure maintenance, fleet replacement, Information Technology
replacement, and facilities maintenance.
When the forecast was last formally adopted and presented to the City Council in December 2012, it
highlighted an important fact:
“The City has made great strides on the path to fiscal sustainability since the last
formal update to the General Fund Five-Year Fiscal Forecast two years ago. This
forecast concludes that the City is no longer facing continuing long-term
structural budget gaps of the nature projected in the five-year forecast of two
years ago.”
City staff has prepared an interim update to the General Fund Five-Year Fiscal Forecast because
there is a significant amount of new information available, even since December. Many of these
new items are discussed in detail in this report, including the Property Tax Allocation Fund refund,
the California Joint Powers Insurance Authority retroactive payment and increased rates for liability
and worker’s compensation insurance, and changes in assumption related to key revenue sources
such as sales tax. The recommendations included in this report are informed by the forecast, and
likewise, the forecast includes and has been adjusted for the proposed spending levels outlined in
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the Major City Goal Work Programs, Significant Operating Program Change descriptions, and
Capital Improvement Plan project descriptions.
The following summarizes the information included in the updated forecast (Attachment 1).
1. Revenue Forecast
• In this forecast, the base revenue numbers have been reset to reflect the most recent
results and current year forecasts presented at the Mid-Year Budget review in February.
• Overall, most revenues shown in this forecast are growing at rates that are comparable to
those reflected in the last 5-year fiscal plan update.
• Property tax revenues in 2013-14 reflect an increase due to the drop in the amount to be
charged by San Luis Obispo County for property tax administration fees which is
approximately $170,000 per year. In 2014-15, the growth rate is limited to 1.5% based
on information received from the County but then the growth rate is shown to increase at
approximately 3% per year in later years.
• Interest revenue continues to be forecast in amounts much lower than the December
estimates based on the investment advisor’s expectations of the yield being much less
than in prior years. Consistent with city policy the City Treasurer (Director of Finance
and Information Technology) has given guidance to make changes in the way
investments are purchased that should result in an increase in overall yield at the end of
the 5-year period covered by this forecast.
• The December forecast included sales tax, property tax and transient occupancy tax
estimates for both the Chinatown and Garden Street Terraces projects. The original
timeline shown in that forecast indicated that revenue generation from these projects was
to begin in 2015-16 but new information indicates that income will be realized starting
in 2016-17.
• This fiscal forecast assumes that the refund received from San Luis Obispo County for
the Property Tax Allocation Fund overpayment will be used entirely to fund a portion of
the retroactive payment owed to the California Joint Power Authority starting in July
2013.
2. Expenditure Forecast
• Both the one-time and recurring costs resulting from the Significant Operating Program
Changes that are being recommended have been included in this forecast. The value of
the on-going costs is $814,000 after 2014-15.
• A savings rate of 2.25% of non-staffing budget has been assumed for Fiscal Year 2014-
15. At the end of each 2-year cycle, only encumbered monies are carried over to the next
year. A check of the amounts not spent by general fund supported departments for
anything other than employees indicated that departments saved between 2.7% and 2.9%
during each of the last 2-year financial plan cycles. For this forecast, savings were
estimated to be 2.25% only at the end of each 2-year cycle. This is in addition to the 2%
savings assumed each fiscal year on staffing costs.
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• An increase of 1% in the amount of the employer cost for the California Public
Employees Retirement System Program has been assumed in both the 2014-15 and
2015-16 years. This amount is in addition to the projected cost increases already
anticipated in CalPERS rate projections received by the City in December. This
estimated increase results from information shared by the Chief Actuary from CalPERS
in a March 21, 2013 informational conference call sponsored by the California Society
of Municipal Finance Officers (CSMFO). It is worth noting that the Chief Actuary did
not share specific recommendations about a course of action for cities to consider.
However, he indicated that he intends to propose rate hikes in coming years that consider
actuarial assumptions like asset smoothing, mortality rates and the appropriate discount
rate. The PERS Chief Actuary indicated that cities should anticipate impacts to be felt
after 2014-15 and beginning in 2015-16. Additional information is presented a little
later in this report.
• The forecast has not estimated savings from future hiring that will place new employees
into either the 2nd tier and 3rd tier retirement plans that have employer rates that are much
lower than the original plan for public safety employees. Once the city has more history
with these programs, future forecasts will reflect the estimated savings.
• A new internal service fund will be created to account for the collection of resources to
pay the retroactive amount owed to the California Joint Powers Authority. The sources
of funding are recommended to come from the refund received for refund of Property
Tax Administration Fees, from Enterprise Funds based on the normal cost allocation for
insurance premiums and from the General Fund in future years. As a result, transfers
will be made from each of these programs to the new fund.
• An estimate for the increase in the city’s share of the health insurance premium has been
included in the forecast based on the language of the existing bargaining agreements.
• Support of capital programs has been maintained at a fairly level amount over the entire
5-year forecast period.
3. Use of one-time funds above the 20% Reserve
As part of the City’s long term financial sustainability strategy ongoing expenditures are only
recommended when there are ongoing budget resources available to pay for those costs. Funds that
are one time in nature are available for one-time expenditures. Based on the changes incorporated
into the General Fund Five-Year Fiscal Forecast, there is $2.4 million available for allocation to
one-time expenses.
During the 2013-14 Fiscal Year, the one-time funding is proposed to be used for the following
projects or purposes:
o Skate Park Construction: $1,226,300
o One-Time SOPCs:
Permit Streamlining Implementation: $20,000
Revenue Measure Education and Outreach: $50,000
o Investment in the IT Replacement Fund: $500,000
o Investment in the Major Facility Replacement Fund: $500,000
o Total $2,296,300
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It is worth noting that as a result of these projects being shown as expenditures and the fact that they
are being supported by one-time funding, the resulting Revenues Over/(Under) Expenditures
Amount for the year will be shown as a negative value. This is due to the fact that the planned use
of these amounts will draw from fund balance, not from on-going revenues. If this were not
occurring, the General Fund would reflect an excess of revenues over expenditures in the amount of
$336,628.
Throughout the 5-year period covered by this forecast, the General Fund is expected to maintain a
reserve in excess of the minimum 20% requirement of at least $266,000.
4. Use of Lease Financing
As staff evaluated the Capital Improvement Program requests, it became apparent that a change in
handling the cash flow related to these requests was needed to make the available resources stretch
as far as possible. In developing the recommendation, staff evaluated the Budget and Fiscal Policy
concerning the use of debt financing. Staff’s recommendation is that there should be a greater
consideration for the use of lease financing for certain projects and vehicles when it makes sound
economic sense. As a result, the capital spending program reflects the use of lease financing for the
acquisition of a fire apparatus, for the acquisition of mobile computers for the Police Department
and for the financing of a portion of the Los Osos Valley Road Overpass project to match grant and
funding that are available. Payments for the fire apparatus are estimated to be $126,000 per year for
a 5-year period, starting in FY 2014-15. The estimated payments related to the LOVR Overpass are
$425,000 per year for a 30-year term and payments for the mobile computers are estimated at
$184,000 over a 4-year period
5. California Public Employees Retirement Program (CALPERS)
The fiscal forecast reflects anticipated increases in the employer costs related to the first-tier, or
original, benefit plan. CALPERS’ Chief Actuary recently held a phone conference in which he
outlined his proposal for changing the methodology used to recognize market gains and losses and
address other demographic changes that affect the city’s original retirement benefit plan. The recent
changes in retirement legislation have had the effect of forcing CALPERS members who are in the
first tier program but change employers to join a new retirement program with a lower cost benefit
package. This situation, coupled with a growing number of retirements statewide and decreased
retiree mortality rates is creating a situation where the salary base supporting the program benefits
for first tier members is shrinking at a high rate while the value and duration of the benefits is
increasing. In order to sustain this benefit program, CALPERS is adjusting their actuarial
assumptions and is now forecasting that rates for the first tier programs will begin to escalate after
2014-15. At this time the amount of increase can’t be accurately portrayed by CALPERS and city
staff is using all available information to prepare an estimate. For the 5-year fiscal forecast, staff
assumed a 1% increase in the employer rate for 2014-15 and an additional 1% increase in 2015-16.
If the earlier increase is not realized, staff recommends that the value of the increase should be
captured internally and held for use in paying any future increases as they occur.
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With regard to the cost savings that will result from the 2nd tier and 3rd tier benefit programs that
have been implemented, staff has assumed savings from any position that is currently filled with an
employee in the 2nd tier but has not assumed that any savings will result from future position
vacancies. While staff realizes that this is overly conservative there is no credible way to anticipate
which positions will be impacted by turnover and which will transition to either a 2nd or 3rd tier
position versus staying in the 1st tier as a result of a promotion (salary projections for budgeting
purposes are done by position). While ideally these savings could be reprogrammed for other
purposes this may actually provide an opportunity for the city to create a contingency to use for
these future employer rate increases that appear to be coming for the Tier 1 retirement program.
Staff believes this is the most prudent approach to this very dynamic issue.
In spite of this news, it is important to note that while the cost of maintaining the Tier 1 benefit
program will be increasing, it is expected that in the near term, the city will begin to see greater
savings from the Tier 2 and Tier 3 benefit programs that will be realized in future fiscal forecasts.
Major City Goal Work Programs
Attachment 2 details the work programs for the Major City Goals identified by Council during the
public workshop on January 26, 2013. The work programs are provided in draft to offer the City
Council and the community an opportunity to review, comment, and direct changes to the work
programs, and associated resources.
Conceptual approval of the work programs by the Council at this stage is not final approval of the
Major City Goal program or its budget. Formal approval of these work programs will occur when
the Council adopts the 2013-15 Financial Plan in June 2013 after additional workshops and public
hearings. However, if Council finds that the work programs do not accurately reflect Council
priorities and intentions, then direction to staff is necessary before the preliminary budget is
finalized.
It is important to note that each goal has been carefully drafted with existing resources in mind. In
consideration of the total amount of limited funding available, staff has identified areas where
augmenting existing resources in an incremental way would improve the City’s ability to
accomplish a goal. In considering the trade-offs necessary to accomplish all of the goals, the
Council may decide to make adjustments or narrow the scope of certain work programs in order to
augment others. Presenting these work programs now allows for adjustments so that the Preliminary
Financial Plan accurately reflects the City Council’s intentions. Please see Attachment 2 for a
complete discussion of all resources allocated to accomplish these goals.
Major City Goals for 2013-15
Major City Goals –These are the highest priority Council Goals and the attached report
includes the detailed work programs, schedule and new budget augmentations
recommended to achieve each goal. The dollar amounts listed below do not reflect
existing budget resources allocated to achieve the goal.
• Homelessness - Implement comprehensive strategies to address homelessness in our
City in partnership with other entities. Encourage existing, improved, and expanded
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services (including advocating to the County and other organizations for delivery of
case management, drug, alcohol, and detoxification services, and mental health
services), support the establishment of a new homeless services center, and pursue
good-neighbor, safety, and quality of life programs (including restrooms), using
technology as appropriate.
o SOPCs: $155,582 in 2013-14 and $168,514 in 2014-15 (includes $50,000 of
CDBG funding in both years)
o CIP Projects: None
• Neighborhood Wellness - Continue and enhance neighborhood wellness initiatives
– continue to support proactive code enforcement, pursue a residential rental
inspection program; improve street cleanliness; increase public safety enforcement,
and support neighborhood-led initiatives.
o SOPCs: None
o CIP Projects: None
• Fiscal Health - Sustain essential services, infrastructure, and fiscal health: preserve
public health and safety and provide essential services in line with residents’
priorities and sustain the City’s short and long term fiscal health by planning future
revenues (including renewal of Measure Y or an alternative measure), while
implementing contingency planning and efficiency and cost containment strategies
(including implementation of the Compensation Philosophy and monitoring further
pension and benefit issues).
o SOPCs: $50,000
o CIP Projects: None
• Bicycle and Pedestrian Paths - Expand bicycle and pedestrian paths to improve
connectivity and safety, including continued progress on Rail Road Bicycle and
Pedestrian Safety Trail and Bob Jones Trail, and pursuit of other options contained
in the Bicycle Transportation Plan.
o SOPCs: None
o CIP Projects: $1,418,000 in 2013-14 and $1,522,500 in 2014-15 (some
projects in this total are both here and in the Transportation Objective)
• Economic Development - Implement the adopted Economic Development Strategic
Plan – which includes an emphasis on head-of-household jobs, collaboration, and
measureable outcomes.
o SOPCs: $30,000 in 2013-14, and $65,000 2014-15
o CIP Projects: None
• Downtown Renewal - Assess and renew the Downtown consistent with the adopted
Land Use and Circulation Element update, revitalize Mission Plaza (including
consideration of eliminating dogleg), support the continued development of cultural
attractions, enhance lighting/safety components, reduce incidents of illegal activity
and adverse behaviors through enhanced public safety presence and enforcement,
provide pedestrian-friendly walkways, and address limits on alcohol establishments.
o SOPCs: None
o CIP Projects: $105,000 in 2014-14, and $595,000 in 2014-15 (includes
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2013-15 Financial Plan
Strategic Budget Direction and Page 13
Major City Goal Work Programs
potential grant funding of $50,000 in the first year)
• Skate Park - Complete construction of a skate park, utilizing a combination of
public funds, donations, and grant funding where possible.
o SOPCs: None
o CIP Projects: $1,226,300
Other Important Objectives – These are important goals to accomplish and resources
should be made available in the 2013-15 Financial Plan if possible. Summary work
programs and budgets are provided.
• Open Space - Commit funding to expand open space and provide adequate staffing,
planning, and other resources to maintain and enhance open space quality and
amenities.
o SOPCs: $36,100 in 2013-14 and $36,100 in 2014-15
o CIP Projects: $200,000 in 2013-14 and $550,000 in 2014-15 (includes
$350,000 in proposed grant funding in the second year)
• Infrastructure Maintenance - Enhance maintenance of City infrastructure -
including attention to streets, sidewalks, pedestrian walkways, lighting, bicycle
paths, creek & flood protection, parks, open space, urban forest, public buildings,
and other City-owned property.
o SOPCs: $41,100 in 2013-14 and $35,600 in 2014-15
o CIP Projects: $7,391,300 in 2013-14 and 7,052,900 in 2014-15 (total
includes Enterprise Fund projects)
• Transportation - Improve transportation – prioritize the construction of the Los
Osos Valley Road overpass, invest in new sidewalks, bicycle paths, street lighting,
curb cuts, and other amenities to improve the walkability of the City’s
neighborhoods and commercial districts.
o SOPCs: $0
o CIP Projects: $1,308,000 in 2013-14 and $22,097,500 in 2014-15 (some
project are included here and in the Major City Goal for Bicycle and
Pedestrian Paths)
Allocation of Budget Resources For Projects Not Directly Related to Major City Goals
1. Significant Operating Program Changes (SOPCs)
The term SOPC refers to written descriptions required whenever a program operating budget
increases or decreases by more than $7,500. SOPCs are also included in the budget to explain any
staffing related changes, regardless of the cost. In addition to the SOPCs identified as necessary to
achieve Major City Goals, the current work program includes several requests to add resources to
existing operating programs to meet statutory requirements, fund cost increases required to maintain
an existing level of service, or address a public safety requirement. In one case, $252,000 are
eliminated from the Police Department budget as reimbursement for booking fees continues to be
included in the State budget. Examples of cost increases include:
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2013-15 Financial Plan
Strategic Budget Direction and Page 14
Major City Goal Work Programs
• A warranty extension for computer equipment needed to support the City’s computer-aided
public safety dispatch system,
• Increases in the cost of annual software licensing agreements, an increase in funding for the
City’s low-income water and sewer subsidy program, and
• Funding of a firefighter recruit academy to train new firefighters and provide them with
personal protective gear.
The SOPCs not associated with Major City Goals are included in Attachment 3.
2. Capital Improvement Plan
The Capital Improvement Plan (CIP) provides the City with a mechanism to systematically plan,
schedule, and finance capital projects to ensure the maintenance and reliability of the City’s
infrastructure and equipment in a cost-effective and reliable manner. Over the past several years of
expenditure reductions needed to balance revenues and expenditures, investment in the city’s
infrastructure via the City’s CIP program declined. While these types of reductions are an
understandable approach to budget balancing, they are not sustainable over the long-run. The City
Council has expressed fairly consistently (including most recently at the Budget Foundation
Workshop in December 2012), a clear preference for reinvestment in the CIP. The total amount of
new funding recommended by the City Manager for the 2013-15 General Fund CIP is $9,431,425 to
help finance $33,478,892 in new projects using a combination of grant financing ($17,724,702) and
debt financing for $8,005,000 of the total LOVR project cost. The total CIP for all other funds
combined is $19,939,914 for the 2-year period.
The General Fund Five-Year Fiscal Forecast that was presented to the City Council in December
assumed a significant increase in the 2013-14 CIP, with an annual increase of 15% thereafter.
Overall, the attached CIP maintains a significant level of reinvestment in capital infrastructure,
however, funding resources are not available to maintain 15% annual increases in investment in the
later years of the CIP. It is also important to keep in mind that this level of increased investment
would have driven additional operational costs, such as additional design, inspection and/or
construction management staffing. The CIP proposed for 2013-15 is within the existing capacity of
staff to manage. As a result, the City Manager is recommending a substantial increase in the CIP
during the 2013-15 Financial Plan, and maintaining that level of investment through the 5 year CIP
budgeting horizon. Attachment 4 includes the CIP projects proposed as part of the 2013-15
Financial Plan. The additional projects included in the final three years of the CIP (2015-16 through
2017-18) will be included in the Preliminary Financial Plan when it is published on May 24, 2013.
Los Osos Valley Road Interchange
As foreshadowed in the March 19, 2013 project update that was presented to Council, the cost
estimates to complete the US 101/Los Osos Valley Road Interchange have increased beyond what
was estimated in the current Financial Plan. Therefore, the CIP write up and the following
discussion outlines staff’s best estimates of project delivery at this time. Significant changes may
occur depending upon project design changes that may still occur during the permit process with
Caltrans, changes in financing rates, negotiations with construction management services
contractors, and ultimately the bidding climate. However, since the project will be moving into
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2013-15 Financial Plan
Strategic Budget Direction and Page 15
Major City Goal Work Programs
construction during this two-year budget cycle it is timely to review this issue with the Council and
the community.
At this point in time it appears that the City will need to finance approximately $8,005,000 for the
project. This is the projected difference between the total project cost for the project ($23,005,000)
and the STIP Grant we have been allocated ($15,000,000).
The Council should note that the total project cost includes the amount needed to reimburse the
General Fund ($987,110), which has been advanced for right of way (ROW) acquisition. The City
Council previously approved the use of the General Fund for ROW acquisition to expedite the
project after the grant was delayed. Staff is planning on presenting a financing plan for the project
to the City Council in the future. Additional information about the General Fund reimbursement and
other aspects of the debt financing will be presented at that time.
Staff has worked with the State Infrastructure Bank (IBank) to get preliminary information on
financing costs for borrowing the $8,005,000 principal to fund the project. The CIP write up for this
project is based on a 30-year loan amortization and a 4% rate with a $70,000 set up fee. The
General Fund will act initially as the loan repayment mechanism for the annual finance payments
for the loan, and then each year the Transportation Impact Fee (TIF) account will make payments to
reduce the General Fund obligation as TIF revenue is obtained. The proposed financial plan will
assume that this project will be debt financed and that this expense should be prioritized as part of
the CIP expenditures.
3. Fleet Replacement Fund
The City maintains a fund for the replacement of the City’s fleet (including 320 vehicles and other
equipment), such as fire trucks, police motorcycles, heavy construction equipment and other
vehicles that are used to provide service to the community. Maintaining the systematic replacement
schedule allows the City to plan for large expenditures across a longer period of time than the five-
year time horizon of the CIP. The City Manager is recommending that the Council allocate
$1,250,000 to the Fleet Fund to finance a portion of the replacement cost for 79 vehicles in the
City’s fleet during the 2013-15 Financial Plan period. The total purchase price of these vehicles
will be $2,603,900 In addition to the 2-year contributions to the fleet fund, existing cash reserves
will be used along with lease financing for a fire apparatus over a 5-year period beginning in FY
2014-15 with $126,000 annual payments. The proposed replacement of fleet vehicles addresses a
pent-up demand, as limited funding has been made available to replace aging vehicles in the City’s
fleet in the 2011-13 Financial Plan. Descriptions of the proposed fleet replacements are included in
the CIP, Attachment 4.
The City Council should be aware that the proposed reinvestment in the City’s fleet will cause the
Fleet Replacement Fund to dip below the 20% reserve policy level of $1.8 million. With the fleet
purchases proposed, the City will be addressing its most urgent fleet equipment replacement needs.
Over the next two years, this issue will be further evaluated and a recommendation will be made
regarding the fleet reserve policy as a task associated with implementing the Fiscal Health Major
City Goal.
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2013-15 Financial Plan
Strategic Budget Direction and Page 16
Major City Goal Work Programs
4. Information Technology (IT) Replacement Fund
In December 2012, the City Council approved an amendment to the City’s budget policies to
establish an IT Replacement Fund beginning with the 2013-15 Financial Plan. Similar to fleet, the
IT fund allows for a replacement schedule of critical IT infrastructure to be replaced over time.
Over the past several years, the City has made major investments in IT infrastructure including
broadband, emergency communications equipment, data and storage servers, and software
applications that support efficiency and customer service and meet Federal requirements for
security. The IT Replacement Fund will ensure that the City is in a position to replace this
equipment when it is needed. The City Manager is recommending that the Council allocate a total
of $2,105,215 to fund IT projects during 2013-15. Descriptions of the proposed new IT projects are
also included in CIP, Attachment 4.
5. Major Facility Replacement Fund
As part of the General Fund Five-Year Fiscal Forecast presented to the City Council in December,
staff identified the need for major equipment replacement funds, associated policies for the Fleet
and the IT Replacement Funds. Planning for long-term facility needs is a prudent practice that helps
maintain the City’s fiscal well-being. Accordingly, the forecast included funding for a new Major
Facility Replacement Fund. While the current forecast has been revised to reduce some funding
dedicated to this purpose due to fiscal constraints it is still a priority. If the City Council supports
this concept, then staff will work towards developing specific policies related to funding the
replacement of major facilities. Projects considered under this fund would replace or remodel major
City facilities such as fire stations, the police station, and the swimming pool at Sinsheimer Park.
The development of specific policies to manage the fund will be accomplished as part of the Fiscal
Health Major City Goal. In spite of the absence specific Budget and Fiscal Policies related to the
establishment of fund, the City Manager is recommending that the Council allocate $1,181,100 for
reinvestments in major City facilities. Descriptions of the proposed new major facility projects are
also included in the CIP, Attachment 4.
Relationship to Measure Y
In 2006 the citizens of San Luis Obispo approved Measure Y, referred to as the “San Luis Obispo
Essential Services Measure.” Measure Y is a 1/2 cent sales tax that provides San Luis Obispo
residents with a local revenue source of over $6 million annually to maintain essential services
expected by the community. Prior to the decision to place Measure Y on the ballot, the City used a
consultant to conduct a public opinion survey and participated in other outreach methods to solicit
feedback from the community on the services and activities it wanted to support by paying a little
extra to maintain. The following goals emerged as the community’s top priorities for the use of
Measure Y funds:
• Neighborhood street paving and pothole repair
• Traffic congestion relief
• Public safety, including restoring eliminated traffic patrol, Fire Marshal, and fire/paramedic
training positions
• Flood protection
16
2013-15 Financial Plan
Strategic Budget Direction and Page 17
Major City Goal Work Programs
• Senior citizen services and facilities
• Neighborhood code enforcement
• Open Space preservation
Measure Y includes significant accountability provisions. Measure Y revenues and expenditures are
audited and reported annually. The City conducts an annual Measure Y Community Forum to hear
from residents about their priorities for the City. Decisions on Measure Y expenditures must be
made through the City’s budget process. Measure Y also includes an eight- year sunset clause and
will expire if it is not renewed during the 2014 general election.
The integration of Measure Y decision-making with the City’s financial plan process ensures that
Measure Y resources continue to be allocated to the community’s top priorities. Through this
process, the following Council goals are recommended to be funded, at least in part, by Measure Y.
• Neighborhood Wellness
• Bicycle and Pedestrian Paths
• Downtown Renewal
• Skate Park
• Open Space Preservation
• Infrastructure Maintenance
• Transportation
The attached Major City Goal work programs and CIP project descriptions identify the activities
that are linked to Measure Y funding. These are just some of the activities that will be accomplished
with the benefit of this important community resource during 2013-15. The Preliminary Financial
Plan will include a complete discussion of Measure Y revenues and expenditures.
Key Issues for Policy Direction
The following items have been identified by staff and the City Council as issues that should be
addressed as part of the 2013-15 Financial Plan. Policy direction from the City Council on these
issues is requested to ensure that they are addressed in a manner that is acceptable to the community
and City Council members.
1. CJPIA Retroactive Insurance Payment
During the Mid-Year Budget update, staff alerted Council to a pending obligation with the
California Joint Powers Insurance Authority (CJPIA) resulting from a change in the formula used to
calculate the City’s liability and workers compensation annual contributions or “premiums.” For
several years the CJPIA used a funding model that included an annual contribution by each member
and retrospective adjustments made subsequently to reconcile each member’s share of costs based
upon the actual experience and exposure.
Only a portion of the retrospective adjustment was payable each year and the balance rolled over to
the next year. This accumulated retrospective balance is currently estimated to be $3,121,571. This
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2013-15 Financial Plan
Strategic Budget Direction and Page 18
Major City Goal Work Programs
amount has been reduced by applicable retrospective credits. CJPIA is now transitioning to a
prospective formula for calculating annual contributions, which is expected to provide more
budgetary stability and reward effective loss control and risk management with lower rates.
However, as part of this transition, CJPIA is requiring its members to pay off the balance. The final
amount of the retrospective payment and 2013 annual contribution amounts are expected to be
provided to the City in June. Staff has vetted the retrospective computation amount and does not
expect the estimate to change.
Staff proposes establishing a dedicated fund for the purpose of accumulating the resources needed
to pay the retrospective balance. The obligation affects both the General and Enterprise funds.
Staff has allocated the $3.1 million based on liability claims experience, thus determining amounts
due to the City’s funds, as follows.
City Fund Share Based on Liability Claims Experience
General Fund $2,477,487
Water Fund $253,943
Sewer Fund $258,337
Whale Rock Fund $30,754
Transit Fund $17,574
Parking Fund $83,476
Total: $3,121,571
The CJPIA is in the process of finalizing payment plan options that vary in length (up to seven
years) and interest rates (up to 2%) for its members. Staff will work with the CJPIA to develop the
best possible payment plan. In general, staff is proposing to dedicate the Property Tax Allocation
Fund (PTAF) payment from the County, along with any interest earned, to help offset the General
Fund portion of the total cost. In 2013-14, the Enterprise Funds would pay their portion of the cost
and $46,799 from the PTAF monies would be used. In 2014-15, $30,000 from the PTAF deposit is
proposed to be used and the General Fund will pay $445,407.
Over the next year, staff plans to explore all of its options to ensure cost effective liability and
workers compensation coverage. Staff will also continue to monitor the effectiveness of CJPIA’s
prospective funding model for rate stability and value. Additional information will be presented to
the City Council when it becomes available.
2. City Investment Oversight Committee
On January 8, 2013, the City Manager provided the City Council with a memo including
background on State law regarding City investments, the City’s annual investment policy and the
City’s contract with Chandler Asset Management to provide advisory services for the City portfolio
of investments (Attachment 6). The City’s investment policy emphasizes safety, liquidity, and
return, in priority order. As identified in the memo, the City is limited in the types of investment
instruments in which it can invest, consistent with these priorities and State law.
The City’s Investment Oversight Committee is currently comprised of the City Manager, Assistant
City Manager, Finance and IT Director (designated as the City Treasurer), Finance Operations
18
2013-15 Financial Plan
Strategic Budget Direction and Page 19
Major City Goal Work Programs
Manager and the City’s Independent Certified Public Accountant. The Council asked staff to
research a change in the make-up of the committee to include a Council Member, and potentially a
member of the public.
Staff intends to include a Council Member on the Committee, but is concerned about its ability to
include a member of the public due to ethics and disclosure requirements to which the member
would be subject. Staff is requesting that the Council discuss and provide feedback on the burden
placed on a member of the public to disclose potential conflicts of interest through the Form 700
filing requirement, and provide the City Manager and City Treasurer with feedback regarding the
make-up of the Investment Oversight Committee. The City Treasurer will take that input into
consideration, modify the composition of the committee accordingly, and bring back any revisions
to existing City financial policies that would be necessary to reflect any changes implemented to the
committee (i.e., the City’s Investment Management Policy).
Research conducted by staff indicates that there has not been a requirement in the past to conduct
the meetings of the Investment Oversight Committee in accordance with the Brown Act. The City
Treasurer and staff, however, do not feel that implementing Brown Act requirements for meeting
announcements and disclosures made by the committee will be problematic. If the Council wants to
take formal action directly to establish the composition of the committee, appoint the committee’s
membership, or establish the meeting schedule of the committee, rather than to leave those actions
within the authority of the City Treasurer, the committee would evolve from a staff comprised and
directed committee to a legislatively created City advisory body. As such, the committee would
become subject to the Brown Act and would have the same agenda, noticing, and public meeting
requirements of any other Council created body. There would be additional publication and noticing
expenses and staff resources associated with such a transition.
3. Affordable Housing Fund Administration Cost Recovery
The City of San Luis Obispo has had a Housing Programs Manager responsible for implementing
the Community Development Block Grant Program and the City’s Housing Element since 2004.
The 2012-13 Fiscal Year was the first time that the Community Development Block Grant did not
fully cover the cost of this position. One time funding available from the Park Hotel Fund (a
completed CDBG project) was available to cover the gap during the current fiscal year. The City
Manager is recommending that the City use the remainder of the Park Hotel Fund during the 2013-
14 Fiscal Year to cover a portion of the cost of the Housing Programs Manager position, and that
the remainder for this fiscal year and future years be funded through the General Fund. However, an
alternative funding source that would reduce the fiscal impact on the General Fund is proposed to
recover some of the administrative cost of the City’s affordable housing program from the
Affordable Housing Fund. This is consistent with the way other jurisdictions manage the
administrative cost of programs. For example, the County of San Luis Obispo allocates 5% of its
inclusionary housing fee to cover administrative costs. If the Council supports moving in this
direction, additional analysis will be conducted to make a specific proposal as part of the
Preliminary Financial Plan. Conceptually, staff would seek to recover a small, fixed percentage of
the total Affordable Housing Fund balance for administration. This small percentage would not
have a significant fiscal impact on the fund, and would be used specifically to support
accomplishing Affordable Housing Program objectives. If no additional funding is made available,
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2013-15 Financial Plan
Strategic Budget Direction and Page 20
Major City Goal Work Programs
the impact on the General Fund for fully funding the Housing Programs Manager position in 2013-
14 is projected to be $6,158, and in 2014-15 the gap is projected to be $35,214 because of the
exhaustion of available funding in the Park Hotel Fund and anticipated decreases in CDBG funding.
Important Informational Updates
1. Health Care Reform Act Costs
The Affordable Care Act which became effective March 30, 2010, contained numerous changes and
requirements that were to be phased in over a number of years. Staff has been monitoring and
implementing these changes as required by law in concert with the City’s health plan providers. To
date, these changes have not had operational or monetary impacts on the City. However, beginning
January 2014 the employer “pay or play” mandate will begin. This mandate requires agencies to
“play” - provide health insurance coverage that is both acceptable and affordable to all full time
(average 30+ hours a week) employees or “pay” a penalty for each employee that obtains insurance
through an insurance exchange. This requirement is likely to impact many different City operations
(such as Parks and Recreation Youth Services) and further analysis is required because the specifics
are still being determined. Staff will continue to analyze options for complying with this mandate,
evaluate the financial impacts and provide a recommendation to Council prior to the effective date
of January 2014.
2. New Charter Fiber Costs
With the State adoption of the Digital Video Communications Act, local agencies such as the City
of San Luis Obispo do not retain the ability to enter into individual franchise agreements with cable
and other video service providers. The City of San Luis Obispo previously had a franchise
agreement with Charter Communications, and as part of that agreement, received in-kind services
such as access to Charter’s fiber optic network.
At one time the Charter fiber was the backbone of the City’s fiber network and was the only
network communication path between the City’s facilities. Since the City’s original franchise
agreement with Charter was executed, the City has been very successful in reducing the number of
City facilities that rely on Charter fiber as its only connection to the City’s network.
Charter has given the City notice that with the expiration of the franchise agreement, it will begin to
charge the City to use these remaining fiber connections. Charter has not given the City a definite
cost as yet; however, staff estimates the total could be as high as $100,000 annually.
If the City were to give up the Charter fiber, the facilities that will lose their only connection to the
City’s network are:
• Police annex at 1016 Walnut
• Utilities administration building at 879 Morro
• Computers at the Damon Garcia sports fields
• Senior Center at 1445 Santa Rosa
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2013-15 Financial Plan
Strategic Budget Direction and Page 21
Major City Goal Work Programs
If the City were to give up the Charter fiber, the facilities that will lose its secondary network path
are:
• Fire Station 3
• Fire Station 4
• Police Headquarters at 1042 Walnut
• Corporation Yard at 25 Prado
• Parks and Rec Administration
• Water Reclamation Facility
• SLO Swim Center at 902 Southwood Drive
Staff is evaluating the fiber optic infrastructure created in partnership with the County and Cal Poly,
and is looking at other ways to get primary and secondary network connections to its facilities to
avoid this potential cost. Additional information will be provided to the City Council regarding
costs and alternatives as it becomes available.
3. School Resource Officer
During the development of the City’s 2011-13 Financial Plan, the Police Department was tasked
with identifying various budget reductions, and also possible revenue enhancements. At that time
the department had two officer positions assigned to our schools; one was assigned to the
elementary schools and Laguna Middle school and was responsible for delivering the DARE
program. The other position was assigned full time to San Luis Obispo High School in the capacity
of a school resource officer (SRO), providing education, intervention, enforcement, and outreach
services to students and staff at the high school.
Staff identified both positions as budget reduction options, however, staff met with the San Luis
Coastal Unified Schools District Superintendent Dr. Eric Prater to discuss the possibility of the
school district partially funding one or both positions. The school district agreed to fund 75% of the
salary and benefits of one SRO position for the 2011-13 budget. Ultimately the DARE position was
eliminated with the 2011-13 budget and the DARE program was discontinued. Staff has recently
discussed funding options for the 2013-15 Financial Plan with the district’s Superintendent and has
learned that the school district is proposing a revised cost share plan due to budgetary constraints.
The school district has preliminary agreed to fund 50% of their current cost share; as a result the
district’s portion would be 37.5% of salary and benefits for 2013-15, the City’s share would be
62.5%.
As the table below illustrates, this would result in the City’s portion increasing an average of
$62,000 annually or a total of $123,800 for the FY 2013-15 Financial Plan.
FY 2013-15 Prior Cost Share Agreement Proposed Revised Cost Share Agreement
FY
Salary &
Benefits SLCUSD 75% City 25% SLCUSD 37.5% City 62.5%
Increase for
City by year
2013-14 164,200 123,200 41,100 61,600 102,600 61,500
2014-15 166,100 124,600 41,500 62,300 103,800 62,300 *Note: Salary and benefits reflect projections for current SRO; staff utilized staffing projection documents for 2013-15.
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2013-15 Financial Plan
Strategic Budget Direction and Page 22
Major City Goal Work Programs
At this time, there is not enough certainty with respect to the decision that the SLCUSD Board will
make on this issue for the City to act on the potential change. However, staff should know the final
decision prior to City budget adoption and will update the City Council on this situation as more
information becomes available.
Participation of the Enterprise Funds in this Process
The enterprise funds, Water, Sewer, Parking, and Transit, account for about 40% of the City’s
financial operations. While the focus of this report is the General Fund, the enterprise funds have
also participated in this process, examining operations and capital improvement programs in order
to ensure their financial sustainability. If the Council has concerns about any of these options
presented under SOPC (attachment 3) and CIP (attachment 4), it would be helpful to understand
them now. Otherwise, Council will be reviewing the budget and rate recommendations for the
enterprise funds on June 12, 2013.
FISCAL IMPACT
The direction being sought from the Council will provide the City Manager with the information
needed to complete the Preliminary Financial Plan, which will be distributed on May 24, 2013. The
direction being sought will provide the City Manager with the ability to recommend a budget that is
consistent with the City’s budget policies and to maintain fiscal sustainability over the long term.
ATTACHMENTS
1. Updated Five-Year Fiscal Forecast
2. Draft Major City Goal Work Programs and Related SOPCs and CIPs
3. Significant Operating Program Changes
4. Capital Improvement Plan Project Descriptions for 2013-15, and Summary of the 5-Year
Capital Improvement Plan (2013-18)
5. CJPIA Retroactive Payment Background Information (2-28-13 Council Memorandum)
6. City Investment Oversight Committee Background Information (1-8-13 Council
Memorandum)
7. Letter from SLCUSD Superintendent regarding School Resource Officer funding
t:\council agenda reports\2013\2013-04-09\strategic budget direction and mcg work programs (lichtig)\ecar.docx
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s
Ta
x
+ In
‐li
e
u
(B
a
s
e
d
on
"e
f
f
e
c
t
i
v
e
"
1%
ta
x
ra
t
e
)
12
,
0
9
8
,
6
0
0
1
3
,
2
8
9
,
9
5
0
1
3
,
5
2
8
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0
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0
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6
,
2
9
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1
5
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4
7
5
15
,
0
5
8
,
6
4
9
15
,
6
3
4
,
9
9
6
16,408,14517,064,471
Me
a
s
u
r
e
Y 1/
2
%
No
t
e
:
20
1
4
‐15
/
1
5
‐16
Es
t
i
m
a
t
e
s
as
s
u
m
e
re
n
e
w
a
l
5,
6
1
6
,
3
0
0
6,
2
3
7
,
4
6
8
6,
2
7
9
,
8
0
0
6,
3
4
0
,
0
0
0
6,
6
0
0
,
0
0
0
6,
8
6
4
,
0
0
0
7,138,560
7,424,102 7,721,066
Sa
l
e
s
Ta
x
‐
Pr
o
p
o
s
i
t
i
o
n
17
2
27
1
,
3
0
0
30
7
,
4
2
9
28
4
,
6
0
0
28
4
,
6
0
0
28
4
,
6
0
0
28
4
,
6
0
0
293,138
301,932 314,009
Pr
o
p
e
r
t
y
Ta
x
8,
4
4
1
,
1
0
0
8,
3
6
7
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0
8
8
8,
3
7
0
,
2
0
0
8,
3
7
0
,
2
0
0
8,
7
4
0
,
7
7
5
8,
8
7
2
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1
9
5
9,111,745
9,385,096 9,704,190
Pr
o
p
e
r
t
y
Ta
x
in
li
e
u
of
VL
F
3,
5
5
1
,
1
0
0
3,
4
9
2
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3
6
1
3,
5
5
1
,
0
0
0
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5
3
3
,
1
8
9
3,
5
8
6
,
1
8
7
3,
6
3
9
,
9
8
0
3,738,259
3,850,407 3,981,321
Tr
a
n
s
i
e
n
t
Oc
c
u
p
a
n
c
y
Ta
x
4,
8
4
4
,
2
0
0
5,
2
2
2
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0
0
4
5,
3
9
5
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0
0
0
5,
3
9
5
,
0
0
0
5,
7
4
9
,
3
6
1
5,
8
9
8
,
1
9
4
6,092,835
6,437,177 6,806,789
Ut
i
l
i
t
y
Us
e
r
s
Ta
x
4,
5
9
2
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3
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0
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5
8
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0
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5
4,
9
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1
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6
6
2
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7
4
0
4,
7
5
5
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9
9
6
4,
8
7
4
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8
9
5
4,948,018
5,086,563 5,244,246
Fr
a
n
c
h
i
s
e
Fe
e
s
2,
3
5
2
,
1
0
0
2,
4
6
2
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3
4
9
2,
5
2
3
,
0
0
0
2,
4
9
8
,
0
2
7
2,
5
2
3
,
0
0
7
2,
5
4
8
,
2
3
7
2,619,588
2,692,936 2,768,339
Bu
s
i
n
e
s
s
Ta
x
1,
7
9
7
,
8
0
0
1,
8
3
7
,
5
4
8
1,
9
2
3
,
1
0
0
2,
0
5
0
,
0
0
0
2,
1
0
1
,
2
5
0
2,
1
5
3
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7
8
1
2,203,318
2,260,604 2,323,901
Re
a
l
Pr
o
p
e
r
t
y
Tr
a
n
s
f
e
r
Ta
x
13
3
,
7
0
0
14
3
,
9
8
5
18
0
,
0
0
0
18
0
,
0
0
0
18
0
,
0
0
0
18
0
,
0
0
0
183,600
187,272 192,516
Su
b
v
e
n
t
i
o
n
s
& Gr
a
n
t
s
Ve
h
i
c
l
e
Li
c
e
n
s
e
In
‐Li
e
u
Fe
e
s
(V
L
F
)
20
5
,
6
0
0
45
,
7
5
2
‐
‐
‐
‐ ‐ ‐
Ga
s
Ta
x
/
T
D
A
/
T
B
I
D
Tr
a
n
s
f
e
r
s
In
1,
6
5
8
,
4
0
0
1,
4
0
7
,
6
0
0
1,
2
8
1
,
1
0
0
1,
3
9
5
,
4
9
0
1,
5
5
4
,
3
8
7
1,
4
3
7
,
6
8
0
1,407,680
1,407,680 1,407,680
Ot
h
e
r
Su
b
v
e
n
t
i
o
n
s
& Gr
a
n
t
s
59
0
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4
0
0
56
4
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3
4
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32
1
,
5
0
0
1,
5
0
2
,
9
7
3
33
1
,
7
2
1
33
1
,
7
2
1
281,721
283,971 286,598
Se
r
v
i
c
e
Ch
a
r
g
e
s
De
v
e
l
o
p
m
e
n
t
Re
v
i
e
w
Fe
e
s
1,
6
6
8
,
0
0
0
2,
4
5
3
,
7
7
3
2,
0
3
5
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8
0
0
2,
3
6
0
,
9
0
0
2,
1
4
3
,
7
5
0
2,
2
5
0
,
6
2
8
2,340,653
2,434,279 2,531,650
Re
c
r
e
a
t
i
o
n
Fe
e
s
1,
3
0
0
,
7
0
0
1,
7
4
1
,
6
7
6
1,
5
3
2
,
5
0
0
1,
5
1
8
,
3
6
3
1,
5
1
9
,
2
0
0
1,
5
2
7
,
7
0
0
1,562,627
1,606,381 1,651,359
Ot
h
e
r
Se
r
v
i
c
e
Ch
a
r
g
e
s
2,
0
1
8
,
4
0
0
2,
0
8
9
,
8
5
1
1,
8
8
0
,
6
0
0
1,
8
6
0
,
6
4
9
1,
8
5
1
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9
0
0
1,
8
5
7
,
8
0
0
1,859,400
1,864,400 1,869,400
Ot
h
e
r
Re
v
e
n
u
e
s
Fi
n
e
s
& Fo
r
f
e
i
t
u
r
e
s
17
1
,
4
0
0
17
4
,
3
3
1
16
2
,
6
0
0
16
7
,
2
5
0
16
7
,
2
5
0
16
7
,
2
5
0
171,933
176,747 181,696
In
t
e
r
e
s
t
Ea
r
n
i
n
g
s
an
d
Re
n
t
s
54
9
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9
0
0
58
8
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4
5
1
69
5
,
5
0
0
28
9
,
0
0
0
32
4
,
1
9
9
32
4
,
1
9
9
329,000
334,000 349,000
Bo
n
d
Pr
o
c
e
e
d
s
5,
3
8
6
,
3
0
0
Ot
h
e
r
Re
v
e
n
u
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s
17
9
,
3
0
0
86
,
3
3
0
75
,
0
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52
4
,
6
1
7
15
0
,
0
0
0
15
0
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0
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100,000
100,000 100,000
To
t
a
l
Re
v
e
n
u
e
s
52
,
0
4
0
,
6
0
0
6
0
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2
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6
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4
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5
7
,
4
0
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6
,
9
3
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,
2
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7
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0
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9
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0
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8
58
,
4
2
1
,
5
0
9
60
,
0
1
7
,
0
7
1
62,241,69264,498,231
EX
P
E
N
D
I
T
U
R
E
S
& OT
H
E
R
US
E
S
St
a
f
f
i
n
g
Co
s
t
s
,
ne
t
of
re
i
m
b
.
tr
a
n
s
f
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s
an
d
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t
.
sa
v
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g
s
34
,
7
1
9
,
8
0
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3
6
,
2
7
2
,
5
0
0
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5
,
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4
5
,
4
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5
,
9
4
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4
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,
1
3
5
,
2
6
2
36
,
7
5
0
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7
9
6
38
,
1
0
1
,
7
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7
39,223,83940,299,445
Op
e
r
a
t
i
n
g
Pr
o
g
r
a
m
s
‐
No
n
‐st
a
f
f
i
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g
co
s
t
s
(n
e
t
of
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t
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m
a
t
e
d
sa
v
i
n
g
s
)
9,
9
9
4
,
1
0
0
10
,
9
3
9
,
6
5
5
1
2
,
1
9
8
,
2
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5
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3
,
0
6
0
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3
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2
0
3
,
0
9
9
13
,
6
7
8
,
4
7
9
14
,
0
6
3
,
3
2
8
14,046,90514,772,600
Tr
a
n
s
f
e
r
s
to
Go
l
f
,
CD
B
G
37
2
,
8
0
0
53
,
5
6
4
45
,
0
0
0
45
,
0
0
0
46
,
0
0
0
46
,
0
0
0
46,000
46,000 46,000
Bo
n
d
Co
s
t
s
/
D
e
f
e
a
s
a
n
c
e
5,
7
7
8
,
5
0
0
De
b
t
Se
r
v
i
c
e
3,
0
2
3
,
2
0
0
2,
4
3
7
,
2
4
4
2,
6
3
7
,
5
0
0
2,
6
3
7
,
5
0
0
2,
7
6
0
,
1
1
1
2,
9
5
5
,
0
7
1
3,009,051
2,999,103 2,816,219
Tr
a
n
s
f
e
r
to
In
s
u
r
a
n
c
e
Fu
n
d
‐
CJ
P
I
A
Re
t
r
o
pa
y
m
e
n
t
20,407
475,407 475,407
Ca
p
i
t
a
l
Im
p
r
o
v
e
m
e
n
t
Pl
a
n
‐
Eq
u
i
p
m
e
n
t
Re
p
l
a
c
e
m
e
n
t
(F
l
e
e
t
)
‐
50
0
,
0
0
0
50
0
,
0
0
0
50
0
,
0
0
0
50
0
,
0
0
0
62
3
,
9
5
1
623,951
623,951 823,951
Ca
p
i
t
a
l
Im
p
r
o
v
e
m
e
n
t
Pl
a
n
‐
Eq
u
i
p
m
e
n
t
Re
p
l
a
c
e
m
e
n
t
(I
T
)
20
0
,
0
0
0
20
0
,
0
0
0
56
5
,
4
5
8
16
5
,
4
5
8
165,458
165,458 700,000
Ca
p
i
t
a
l
Im
p
r
o
v
e
m
e
n
t
Pl
a
n
‐
Ma
j
o
r
Fa
c
i
l
i
t
y
Re
p
l
a
c
e
m
e
n
t
60
0
,
0
0
0
10
0
,
0
0
0
100,000
100,000 450,000
Ca
p
i
t
a
l
Im
p
r
o
v
e
m
e
n
t
Pl
a
n
‐
Al
l
ot
h
e
r
CI
P
2,
1
3
6
,
9
0
0
3,
7
2
2
,
8
0
0
3,
2
7
3
,
4
0
0
3,
3
1
8
,
4
0
0
5,
2
2
8
,
8
0
0
3,
8
3
1
,
6
0
5
3,777,625
3,777,625 4,077,625
To
t
a
l
Ex
p
e
n
d
i
t
u
r
e
s
50
,
2
4
6
,
8
0
0
59
,
7
0
4
,
2
6
3
54
,
7
9
9
,
5
0
0
5
7
,
7
3
9
,
3
6
0
5
9
,
0
3
8
,
7
3
0
58
,
1
5
1
,
3
6
0
59
,
9
0
7
,
5
9
7
61,458,28864,461,247
Re
v
e
n
u
e
s
Ov
e
r
(U
n
d
e
r
)
Ex
p
e
n
d
i
t
u
r
e
s
1,
7
9
3
,
8
0
0
77
8
,
3
8
5
2,
4
3
7
,
1
7
2
1,
4
7
9
,
2
0
2
(1
,
9
5
9
,
6
7
2
)
27
0
,
1
4
9
109,474
783,404 36,984
FU
N
D
BA
L
A
N
C
E
,
EN
D
OF
YE
A
R
12
,
9
0
7
,
9
0
0
1
3
,
6
8
6
,
2
8
5
1
3
,
4
0
0
,
9
7
2
1
2
,
2
8
3
,
4
1
5
1
0
,
3
2
3
,
7
4
3
10
,
5
9
3
,
8
9
2
10
,
7
0
3
,
3
6
6
11,486,77011,523,754
Re
s
e
r
v
e
@ 20
%
of
Op
e
r
a
t
i
n
g
Co
s
t
s
8,
9
4
2
,
8
0
0
9,
1
6
0
,
9
0
0
9,
6
2
8
,
7
0
0
9,
8
8
4
,
0
0
0
9,
8
6
7
,
6
7
3
10
,
0
8
5
,
8
5
7
10
,
4
3
7
,
1
0
5
10,749,23011,109,491
Ad
j
u
s
t
fo
r
En
c
u
m
b
r
a
n
c
e
/
C
a
r
r
y
o
v
e
r
/
D
e
b
t
Sv
c
Re
s
e
r
v
e
s
(2
,
8
8
2
,
0
7
2
)
Re
s
e
r
v
e
ab
o
v
e
/
(
b
e
l
o
w
)
po
l
i
c
y
le
v
e
l
3,
9
6
5
,
1
0
0
1,
6
4
3
,
3
1
3
3,
7
7
2
,
2
7
2
2,
3
9
9
,
4
1
5
45
6
,
0
7
0
50
8
,
0
3
5
266,261
737,540 414,263
FO
R
E
C
A
S
T
Attachment 1
23
GE
N
E
R
A
L
FU
N
D
FI
V
E
YE
A
R
FI
S
C
A
L
FO
R
E
C
A
S
T
:
20
1
3
‐18
Mi
d
‐Ye
a
r
La
s
t
La
s
t
La
s
t
La
s
t
PR
O
J
E
C
T
I
O
N
FA
C
T
O
R
S
2 Ye
a
r
s
5
Ye
a
r
s
1
0
Ye
a
r
s
1
5
Ye
a
r
s
20
1
2
‐13
2
0
1
3
‐14
2
0
1
4
‐15
2
0
1
5
‐162016‐172017‐18
Po
p
u
l
a
t
i
o
n
0.
4
0
%
0
.
4
0
%
0
.
2
0
%
0
.
5
0
%
0.
2
5
%
0
.
2
5
%
0
.
2
5
%
0
.
2
5
%
0
.
2
5
%
Ho
u
s
i
n
g
Un
i
t
s
0.
7
0
%
0
.
6
0
%
0
.
6
0
%
0
.
7
0
%
0.
6
5
%
0
.
7
0
%
0
.
6
0
%
0
.
6
0
%
0
.
6
0
%
In
f
l
a
t
i
o
n
2.
3
0
%
2
.
3
0
%
2
.
5
0
%
2
.
4
0
%
2.
4
0
%
2
.
5
0
%
2
.
5
0
%
2
.
5
0
%
2
.
5
0
%
Co
m
p
o
u
n
d
Po
p
u
l
a
t
i
o
n
& In
f
l
a
t
i
o
n
2.
7
0
%
2
.
7
0
%
2
.
7
0
%
2
.
9
0
%
2.
7
0
%
2
.
8
0
%
2
.
8
0
%
2
.
8
0
%
2
.
8
0
%
Sa
l
e
s
Ta
x
(S
i
t
u
s
Sa
l
e
s
)
:
Ba
s
e
l
i
n
e
11
.
0
0
%
‐0.
7
0
%
3
.
1
0
%
4
.
7
0
%
4.
5
0
%
5
.
0
0
%
4
.
0
0
%
4
.
0
0
%
4
.
0
0
%
4
.
0
0
%
Ai
r
p
o
r
t
Ar
e
a
An
n
e
x
a
t
i
o
n
1A
:
1%
.
‐
Ai
r
p
o
r
t
Ar
e
a
An
n
e
x
a
t
i
o
n
1A
:
1/
2
‐ce
n
t
‐
Ch
i
n
a
t
o
w
n
(N
e
t
)
:
1%
147,900
Ch
i
n
a
t
o
w
n
(N
e
t
)
:
1/
2
‐ce
n
t
‐
Ne
t
In
c
r
e
a
s
e
3.
6
4
%
3
.
7
4
%
3
.
8
3
%
4
.
9
4
%
4
.
0
0
%
Pr
o
p
e
r
t
y
Ta
x
(A
s
s
e
s
s
e
d
Va
l
u
e
)
‐3.
8
0
%
‐2.
3
0
%
2
.
2
0
%
2
.
3
0
%
1.
1
7
%
3
.
5
6
%
1
.
5
0
%
2
.
7
0
%
3
.
0
0
%
3
.
4
0
%
TO
T
:
Ba
s
e
l
i
n
e
7.
8
0
%
2
.
0
0
%
3
.
4
0
%
4
.
3
0
%
3.
3
1
%
4
.
8
6
%
2
.
5
9
%
3
.
3
0
%
3
.
6
0
%
3
.
8
0
%
Ch
i
n
a
To
w
n
o
125,000125,000
Ne
t
In
c
r
e
a
s
e
6.
5
7
%
2
.
5
9
%
3
.
3
0
%
9
.
1
4
%
5
.
7
4
%
Ut
i
l
i
t
y
Us
e
r
s
Ta
x
‐2.
9
0
%
2
.
4
0
%
2
.
7
0
%
3
.
4
0
%
1.
7
2
%
2
.
0
0
%
2
.
5
0
%
1
.
5
0
%
2
.
8
0
%
3
.
1
0
%
Fr
a
n
c
h
i
s
e
Fe
e
s
1.
4
0
%
2
.
8
0
%
6
.
6
0
%
8
.
0
0
%
1.
4
5
%
1
.
0
0
%
1
.
0
0
%
2
.
8
0
%
2
.
8
0
%
2
.
8
0
%
Bu
s
i
n
e
s
s
Ta
x
0.
2
0
%
1.
6
0
%
3.
2
0
%
5
.
0
0
%
11
.
5
6
%
2
.
5
0
%
2
.
5
0
%
2
.
3
0
%
2
.
6
0
%
2
.
8
0
%
Ga
s
Ta
x
31
.
0
0
%
1
0
.
9
0
%
5
.
3
0
%
4
.
2
0
%
‐0.
8
6
%
1
0
.
2
2
%
‐8.
1
2
%
‐2.13%
De
v
e
l
o
p
m
e
n
t
Re
v
i
e
w
Fe
e
s
‐9.
2
0
%
4
.
9
9
%
4
.
0
0
%
4
.
0
0
%
4
.
0
0
%
Re
c
r
e
a
t
i
o
n
Fe
e
s
Op
e
r
a
t
i
n
g
Pr
o
g
r
a
m
s
:
St
a
f
f
i
n
g
ac
t
u
a
l
a
c
t
u
a
l
2
.
5
0
%
2
.
5
0
%
2
.
5
0
%
Es
t
i
m
a
t
e
d
sa
v
i
n
g
s
‐2.
0
0
%
‐2.
0
0
%
‐2.00%‐2.00%‐2.00%
Op
e
r
a
t
i
n
g
Pr
o
g
r
a
m
s
:
No
n
‐st
a
f
f
i
n
g
2.
7
0
%
2
.
8
0
%
2
.
8
0
%
2
.
8
0
%
2
.
8
0
%
Es
t
i
m
a
t
e
d
sa
v
i
n
g
s
‐2.00%‐2.00%
De
b
t
Se
r
v
i
c
e
:
Ex
i
s
t
i
n
g
De
b
t
2,
6
3
7
,
5
0
0
2,
3
4
2
,
5
0
0
2,342,500
2,342,500 2,342,500
Ca
p
i
t
a
l
Im
p
r
o
v
e
m
e
n
t
Pl
a
n
‐
Al
l
ot
h
e
r
CI
P
FO
R
E
C
A
S
T
ASSSUMPTIONS
Hi
s
t
o
r
i
c
a
l
Tr
e
n
d
s
EX
P
E
N
D
I
T
U
R
E
S
KE
Y
RE
V
E
N
U
E
S
An
n
u
a
l
Pe
r
c
e
n
t
a
g
e
Ch
a
n
g
e
s
20
1
3
‐15
Pr
o
j
e
c
t
i
o
n
Pl
u
s
Co
m
p
o
u
n
d
Population and Inflation
DE
M
O
G
R
A
P
H
I
C
S
CI
P
c
o
s
t
s
r
e
f
l
e
c
t
C
I
P
r
e
q
u
e
s
t
s
s
u
b
m
i
t
t
e
d
b
y
d
e
p
a
r
t
m
e
n
t
s
a
n
d
r
e
c
o
m
m
e
n
d
e
d
b
y
t
h
e
C
I
P
R
e
v
i
e
w
C
o
m
m
i
t
t
e
e
f
o
r
20
1
3
-
1
4
,
2
0
1
4
-
1
5
T
h
e
c
o
m
p
l
e
t
e
5
-
y
e
a
r
C
I
P
w
i
l
l
b
e
p
r
e
s
e
n
t
e
d
i
n
t
h
e
p
r
e
l
i
m
i
n
a
r
y
f
i
n
a
n
c
i
a
l
p
l
a
n
.
Attachment 1
24
GE
N
E
R
A
L
FU
N
D
FI
V
E
YE
A
R
FI
S
C
A
L
FO
R
E
C
A
S
T
20
1
3
‐18
FO
O
T
N
O
T
E
S
:
Be
g
i
n
n
i
n
g
in
20
1
1
‐12
Go
l
f
ac
t
i
v
i
t
i
e
s
ar
e
re
f
l
e
c
t
e
d
in
th
e
Ge
n
e
r
a
l
Fu
n
d
,
so
no
tr
a
n
s
f
e
r
to
th
e
Go
l
f
Fu
n
d
is
re
q
u
i
r
e
d
in
la
t
e
r
ye
a
r
s
.
Pr
o
p
e
r
t
y
Ta
x
Re
v
e
n
u
e
s
in
FY
13
/
1
4
re
f
l
e
c
t
lo
w
e
r
co
u
n
t
y
ad
m
i
n
.
fe
e
(a
p
p
r
o
x
i
m
a
t
e
l
y
$1
7
0
k
)
ba
s
e
d
on
re
c
e
n
t
co
u
n
t
y
ch
a
n
g
e
in
calculation process
In
FY
13
/
1
4
th
e
us
e
of
on
e
‐ti
m
e
mo
n
i
e
s
ca
u
s
e
s
ex
p
e
n
d
i
t
u
r
e
s
to
ex
c
e
e
d
cu
r
r
e
n
t
re
v
e
n
u
e
s
.
Wi
t
h
o
u
t
th
e
us
e
of
on
e
‐ti
m
e
mo
n
i
e
s
,
operating revenue
ex
c
e
e
d
s
ex
p
e
n
d
i
t
u
r
e
s
by
$2
6
6
,
6
2
8
.
Pa
y
m
e
n
t
s
fo
r
CJ
P
I
A
re
t
r
o
a
c
t
i
v
e
ch
a
r
g
e
wi
l
l
be
ma
d
e
di
r
e
c
t
l
y
fr
o
m
th
e
In
s
u
r
a
n
c
e
Fu
n
d
.
Wa
t
e
r
,
Se
w
e
r
,
Pa
r
k
i
n
g
,
Tr
a
n
s
i
t
an
d
Wh
a
l
e
Rock will contribute
ba
s
e
d
on
no
r
m
a
l
co
s
t
al
l
o
c
a
t
i
o
n
pr
o
c
e
d
u
r
e
s
.
Th
e
PT
A
F
re
f
u
n
d
re
c
e
i
v
e
d
wi
l
l
be
de
p
o
s
i
t
e
d
in
t
o
th
e
fu
n
d
fo
r
us
e
in
re
d
u
c
i
n
g
th
e
liability. General Fund
co
n
t
r
i
b
u
t
i
o
n
s
wi
l
l
be
ma
d
e
vi
a
tr
a
n
s
f
e
r
s
to
th
e
In
s
u
r
a
n
c
e
Fu
n
d
.
De
b
t
s
e
r
v
i
c
e
ex
p
e
n
s
e
re
f
l
e
c
t
s
L
O
V
R
d
e
b
t
p
a
y
m
e
n
t
s
b
e
g
i
n
i
n
F
Y
1
4
/
1
5
(
$
3
7
1
,
0
2
0
t
o
$
4
2
5
,
0
0
0
)
;
f
i
r
e
t
r
u
c
k
l
e
a
s
e
b
e
g
i
n
s
1
4
/
1
5
(
$
1
2
6
,
0
4
9
)
;
E
n
e
r
g
y
Co
n
s
e
r
v
a
t
i
o
n
L
e
a
s
e
i
s
r
e
t
i
r
e
d
i
n
F
Y
1
2
/
1
3
(
$
5
7
,
9
0
0
)
;
2
0
0
4
r
e
f
i
n
a
n
c
i
n
g
d
e
b
t
w
i
l
l
b
e
r
e
t
i
r
e
d
i
n
F
Y
1
3
/
1
4
(
$
2
9
4
,
8
7
1
)
;
L
e
a
s
e
o
f
M
o
b
i
l
e
D
a
t
a
C
o
m
p
u
t
e
r
s
f
o
r
P
D
$1
8
4
,
5
4
2
st
a
r
t
i
n
g
in
FY
13
/
1
4
an
d
en
d
i
n
g
in
16
/
1
7
De
v
e
l
o
p
m
e
n
t
Fe
e
s
de
c
r
e
a
s
e
be
t
w
e
e
n
FY
13
/
1
4
an
d
FY
12
/
1
3
du
e
to
th
e
us
e
of
'n
o
r
m
a
l
i
z
e
d
'
le
v
e
l
of
in
c
r
e
a
s
e
.
FY
12
/
1
3
br
o
u
g
h
t
unexpected fees which
ma
y
no
t
be
re
a
l
i
z
e
d
at
th
e
sa
m
e
le
v
e
l
in
th
e
fu
t
u
r
e
.
Ga
s
Ta
x
re
v
e
n
u
e
s
ar
e
fo
r
e
c
a
s
t
hi
g
h
e
r
in
FY
13
/
1
4
ba
s
e
d
on
cu
r
r
e
n
t
tr
e
n
d
in
al
l
o
c
a
t
i
o
n
pa
y
m
e
n
t
s
.
Th
e
su
r
g
e
is
no
t
ex
p
e
c
t
e
d
to
increase payments at the
sa
m
e
le
v
e
l
ov
e
r
ti
m
e
bu
t
wi
l
l
se
t
a ne
w
ba
s
e
fo
r
fu
t
u
r
e
ye
a
r
s
.
Ot
h
e
r
re
v
e
n
u
e
s
in
FY
11
2
/
1
3
in
c
l
u
d
e
sa
l
e
pr
o
c
e
e
d
s
of
$4
2
1
,
0
0
0
fo
r
Ch
i
n
a
To
w
n
pa
r
c
e
l
.
In
FY
14
/
1
5
& FY
15
/
1
6
,
1%
PE
R
S
in
c
r
e
a
s
e
is
fo
r
e
c
a
s
t
fo
r
ea
c
h
ye
a
r
in
an
t
i
c
i
p
a
t
i
o
n
of
ri
s
i
n
g
1s
t
ti
e
r
be
n
e
f
i
t
pr
o
g
r
a
m
co
s
t
in
c
r
e
a
s
e
s
.
Sa
v
i
n
g
s
fr
o
m
ne
w
PE
R
S
be
n
e
f
i
t
pr
o
g
r
a
m
s
is
on
l
y
as
s
u
m
e
d
fo
r
po
s
i
t
i
o
n
s
fi
l
l
e
d
wi
t
h
ne
w
st
a
f
f
as
of
Ma
r
c
h
20
1
3
.
Ad
d
i
t
i
o
n
a
l
sa
v
i
n
g
s
will be realized beyond
th
i
s
am
o
u
n
t
,
bu
t
is
no
t
ac
c
u
r
a
t
e
l
y qua
n
t
i
f
i
a
b
l
e
at
th
i
s
ti
m
e
.
Attachment 1
25
Page intentionally left
blank.
26
ATTACHMENT 2 – MAJOR CITY GOAL WORK PROGRAM
INTRODUCTION
_____________________________________________________________________________________
On January 26, 2013, the City Council met in public session to define its 2013-15 Financial Plan Major
City Goals program. Major City Goals represent the most important and highest priority programs and
projects for the City to accomplish during the upcoming financial plan period. During the workshop,
seven goals and three Other Important Objectives were established and staff was asked to build the work
programs to accomplish the goals.
Each goal and objective is presented with the individual fiscal impact and funding requests for new
initiatives over the two-year Financial Plan period. Staff seeks direction regarding the proposed programs
in preparation of the preliminary 2013-15 Financial Plan.
Major City Goal 2013-14 2014-15
Implement comprehensive strategies to address homelessness in our City
in partnership with other entities. Encourage existing, improved, and
expanded services (including advocating to the County and other
organizations for delivery of case management, drug, alcohol, and
detoxification services, and mental health services), support the
establishment of a new homeless services center, and pursue good-neighbor,
safety, and quality of life programs (including restrooms), using technology
as appropriate.
Significant Operating Program Change
$155,582
$168,514
Continue and enhance neighborhood wellness initiatives – continue to
support proactive code enforcement, pursue a residential rental inspection
program; improve street cleanliness; increase public safety enforcement, and
support neighborhood-led initiatives.
Fiscal Impact for new initiatives: None
Sustain essential services, infrastructure, and fiscal health: preserve
public health and safety and provide essential services in line with residents’
priorities and sustain the City’s short and long term fiscal health by planning
future revenues (including renewal of Measure Y or an alternative measure),
while implementing contingency planning and efficiency and cost
containment strategies (including implementation of the Compensation
Philosophy and monitoring further pension and benefit issues).
Significant Operating Program Change
$50,000
27
ATTACHMENT 2 – MAJOR CITY GOAL WORK PROGRAM
INTRODUCTION
_____________________________________________________________________________________
Major City Goal 2013-14 2014-15
Expand bicycle and pedestrian paths to improve connectivity and safety,
including continued progress on Rail Road Bicycle and Pedestrian Safety
Trail and Bob Jones Trail, and pursuit of other options contained in the
Bicycle Transportation Plan.
Capital Improvement Projects
$1,350,000
$1,449,000
Implement the adopted Economic Development Strategic Plan – which
includes an emphasis on head-of-household jobs, collaboration, and
measureable outcomes.
Significant Operating Program Changes
$30,000
$65,000
Assess and renew the Downtown consistent with the adopted Land Use and
Circulation Element update, revitalize Mission Plaza (including
consideration of eliminating dogleg), support the continued development of
cultural attractions, enhance lighting/safety components, reduce incidents of
illegal activity and adverse behaviors through enhanced public safety
presence and enforcement, provide pedestrian-friendly walkways, and
address limits on alcohol establishments.
Capital Improvement Projects
$105,000
$595,000
Complete construction of a skate park, utilizing a combination of public
funds, donations, and grant funding where possible.
Capital Improvement Project
$1,226,000
Commit funding to expand open space and provide adequate staffing,
planning, and other resources to maintain and enhance open space quality
and amenities.
Significant Operating Program Changes
Capital Improvement Projects
ACUB Grant
Total Fiscal Impact
$ 41,100
$200,000
________
$241,100
$ 41,100
$200,000
$350,000
$591,100
28
ATTACHMENT 2 – MAJOR CITY GOAL WORK PROGRAM
INTRODUCTION
_____________________________________________________________________________________
Other Important Objectives
Enhance maintenance of City infrastructure - including attention to
streets, sidewalks, pedestrian walkways, lighting, bicycle paths, creek &
flood protection, parks, open space, urban forest, public buildings, and other
City-owned property.
Significant Operating Program Changes
Capital Improvement Projects
Total Fiscal Impact
$ 41,100
$7,391,300
$7,431,400
$ 35,600
$7,052,900
$7,088,500
Other Important Objectives 2013-14 2014-15
Improve transportation – prioritize the construction of the Los Osos Valley
Road overpass, invest in new sidewalks, bicycle paths, street lighting, curb
cuts, and other amenities to improve the walkability of the City’s
neighborhoods and commercial districts.
Capital Improvement Projects
$263,000
$23,063,500
29
MAJOR CITY GOALS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
_____________________________________________________________________________
1
GOAL STATEMENT
Implement comprehensive strategies to address homelessness in our City in partnership with other
entities. Encourage existing, improved, and expanded services (including advocating to the County
and other organizations for delivery of case management, drug, alcohol, and detoxification services,
and mental health services), support the establishment of a new homeless services center, and pursue
good-neighbor, safety, and quality of life programs (including restrooms), using technology as
appropriate.
OBJECTIVES
1. Encourage existing, improved, and expanded services for delivery of case management, drug,
alcohol, detoxification, and mental health services.
2. Support the establishment of a new homeless services center.
3. Pursue good-neighbor safety and quality of life programs (including restrooms).
DISCUSSION
Existing Situation
During the past several years the issues of homelessness and its impacts have been broadly discussed
in the community. The City has been a long standing supporter of providing service to those who are
experiencing homelessness. Current efforts by the City include financial support to housing and
service agencies whose mission it is to serve the City’s homeless population. Specifically, the City
is providing grant and general funds to support the Maxine Lewis Memorial Shelter; the Prado Day
Center; the Prado Warming Station; a Grants-in-Aid program award for motel vouchers and other
programs serving the homeless or preventing homelessness; a safe parking pilot program; and
support for design of a future Homeless Services Center.
This Major City Goal effort proposes increased funding for existing efforts where outcomes support
additional services to homeless populations. In addition, the approach recommends an intensified
focus on advocacy to enhance homeless services; contract facilitator for the development of a
Homeless Services Center; overtime funding for additional police support; investigation of options
regarding provision of public restroom facilities; and support of a pilot program for donation
stations.
The following table indicates existing and proposed homeless services and programs to support this
goal. A more complete description of each approach is included in the following pages:
Attachment 2
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_____________________________________________________________________________
2
CDBG GF CDBG GFCDBG*GF
Maxine Lewis Memorial Shelter 75,98845,00075,98846,00068,38946,000
Prado Day Center 0 53,700 0 53,700 0 53,700
Safe Parking Program 0 8,750 0 10,000 0 10,000
Grants-In-Aid Program 0 126,600 0 131,600 0 133,900
Prado Warming Station 0 5,500 0 5,000 0 5,000
Homeless Services Center 50,000 0 50,000 0 50,000 0
Police CAT Overtime 26,000 60,500 60,000
Advocacy to expand homeless services Staff Time Staff Time
Research - public restroom options Staff Time Staff Time
Pilot program- Donation stations Staff Time Staff Time
2012-2013 2013-2014 2014-2015
Existing Funding Proposed Funding
Program
*Assumes reduction of CDBG allocation in 2014-15 of 10%.
The City has also endorsed the priorities and guiding principles of the San Luis Obispo Countywide
10-Year Plan to End Homelessness - known as the 10-Year Plan (Council meeting of January 20,
2009). At that same meeting the City Council voted “to utilize the 10-Year Plan and the Guiding
Principles as guidance for future efforts, both within the City and in cooperation with the regional
partners, to address and prevent homelessness in the County of San Luis Obispo.” Implementation of
the 10-Year Plan is intended to close gaps in the continuum of care for homeless individuals and
families and will link and improve the use of limited funding resources to achieve the goal of
addressing chronic homelessness.
Providing a strategy to work towards programs that transition people out of homelessness has been a
regional effort. The City has partnered with the County, other cities, and nonprofit entities to
provide programs that advance goals outlined in the 10-Year Plan. While the City has a role to
serve, the City is not a social services agency and the City’s role is to support and strategically
supplement efforts led by the County, which has both the financial resources and expertise in social
services.
County Role in Addressing Homelessness
1. Social services agency and regional leader in addressing the needs of the County’s homeless
population.
2. Receives federal and state funding from various sources to provide a wide range of programs and
services aimed at enhancing self-sufficiency while ensuring that safety and basic human needs
are met for the people of the County.
3. Regional expert in social service needs with several departments dedicated to providing services
to the homeless. A list of some of these services include:
a. Case management
b. Mental health services
c. Education
d. Emergency assistance
e. Transitional and permanent
housing
f. Medical services
g. Social services
h. Transportation
Attachment 2
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MAJOR CITY GOALS
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_____________________________________________________________________________
3
i. Drug and alcohol counseling
4. In June of 2009, the County Board of Supervisors created the Homeless Services Oversight
Council (HSOC) as an advisory committee on homeless issues with the following roles and
responsibilities:
a. Provide a planning and policy development forum with local jurisdictions and public
and private service providers to increase homeless service coordination and
efficiency.
b. Compile and monitor data and information regarding the number of homeless and
service utilization.
c. Advise service providers of opportunities and best practices to improve access to
services.
d. Advocate and provide local jurisdictions with recommendations on public funding
allocations based upon local needs and prioritize objectives within the 10-Year Plan.
e. Work with public and private partners, donors and grant makers to establish financial
resources for service coordination and implementation.
5. The County Board of Supervisors recently hired a full-time Homeless Services Coordinator
Program Manager to bring more focus and clarity to the fight against homelessness. The position
coordinates efforts among non-profits, volunteers and local governments to identify gaps in
homeless services and find ways to fill service needs.
City Role in Addressing Homelessness
1. Politically support and strategically supplement efforts lead by the County.
2. Financially support housing and service agencies whose mission it is to develop programs for the
City’s homeless population.
3. Provide funding assistance from Community Development Block Grant (CDBG), Grants-In-Aid
(GIA) and General Fund monies to social service programs, such as Maxine Lewis and Prado.
4. Politically support and implement the 10-Year Plan.
5. Leverage grant and Affordable Housing Fund monies, consistent with the 10-Year Plan, to assist
with the development and preservation of affordable housing.
Project Work Completed and Ongoing
The City facilitates the provision of affordable housing and provides leadership in implementing the
10-Year Plan by partnering with a variety of social service providers and the Countywide Homeless
Services Oversight Council (HSOC). Providing affordable housing is one of the key objectives in
transitioning homeless persons. This effort includes administration of the City’s Grants-In-Aid
(GIA) and CDBG program, Housing Element implementation, awards of the City’s Affordable
Housing Fund to support transitional and low income housing, administration of the City’s
Inclusionary Housing Program, and participation in the planning and execution of a variety of
special projects including the warming station at the Prado Day Center, the safe parking pilot
program, and the proposed Homeless Services Center project.
Many activities that the City supports are not directly related to homelessness, but may serve a
homeless population. These include financial support for certain very-low income and transitional
housing projects, and financial support for social service programs such as Alliance for
Attachment 2
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MAJOR CITY GOALS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
____________________________________________________________________________________
4
Pharmaceutical Access and the Noor Foundation that provide medical support and services to
homeless individuals among their clientele.
Maxine Lewis Memorial Shelter
Until the late 1980’s, sheltering services for homeless persons living in the City were provided by the
County and faith-based organizations. A combination of reduced funding along with the need for a
permanent shelter site led to the construction of Maxine Lewis in 1990. 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 2011-12, daily overnight stays at the shelter were 29,063 and daily
breakfast and dinner meals served were 68,433. CAPSLO estimates these numbers will be similar for
fiscal year 2012-13.
In fiscal year 2012-2013 the City provided a total of $120,984 ($75,988 from CDBG and $45,000 from
General Fund) and the County provided a total of $166,378 ($68,074 from CDBG, $33,446 from
Emergency Shelter Grants (ESG) and $64,858 from General Fund) in funding support to the shelter.
CAPSLO has requested $148,080 in funding support from the City in fiscal year 2013-14, which is a
2.2% increase over their request from 2012. CDBG funding for the shelter is anticipated to be $75,988
for 2013-14 and $68,389 for 2014-15 (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 2013-14 and an additional $1,000 for 2014-15.
Prado Day Center
In 1997, the City partnered with CAPSLO, the interfaith Coalition for Homelessness, the County, the
business community and the Friends of Prado Day Center to construct and operate the Prado Day Center
located on City property adjacent to the Corporation Yard. Under contract with the City, CAPSLO
operates the facility that provides a variety of services, including case management, dental and health
services and meals. In fiscal year 2011-2012, the total number of unduplicated clients was 1,481, total
attendance was 48,789 and daily breakfast and lunch meals served were 64,796. CAPSLO estimates
these numbers will be similar for fiscal year 2012-2013.
In fiscal year 2012-2013 the City provided a total of $53,700 from the General Fund and $11,300 in free
bus tokens and the County provided a total of $94,103 ($29,174 from CDBG, $19,685 from ESG and
$45,244 from General Fund) in funding support to Prado. The City provided the land for Prado at no
charge and no annual lease. In addition, CAPSLO is not required to pay for water, sewer, and trash
service as the City covers these operating expenses. These resources to not cover all on-going operating
cost for the center. An operating deficit is forecast to continue for the 2013-2015 Financial Plan period.
As a result, Friends of Prado Day Center will continue to play a vital role in fundraising from the
community to support the center. Staff recommends continuing General Fund support for Prado in the
amount of $53,700 for 2013-14 and $53,700 for 2014-15.
Safe Parking Pilot Program
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 Prado. On June 22,
2012, CAPSLO initiated the pilot program that provides homeless persons with vehicles a safe place to
temporarily park with the goal of eventually transitioning them into permanent housing. Based on
Attachment 2
33
MAJOR CITY GOALS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
____________________________________________________________________________________
5
reports from CAPSLO and the Police Department, the program is accomplishing its goal of providing a
safe place for those living in their vehicles to sleep while working towards transitioning into permanent
housing. On October 2, 2012, Council received a presentation on CAPSLO’s safe parking pilot program,
including its operation issues, participant success, and lessons learned through the initial months of
operation. At that meeting, Council extended the pilot program for an additional six month period and
directed staff to develop amendments to the Municipal Code to allow a permanent safe parking program.
CAPSLO has estimated the cost to operate and manage the pilot program for the first year will be
$25,300. A significant portion of this cost is associated with case management, which is a requirement
of the program. This equates to a cost of approximately $5,000 per vehicle on an annual basis. Both the
City and County contributed $8,750 each to support operation of the pilot program for the first year with
CAPSLO absorbing the remaining costs.
Staff is currently developing amendments to the Municipal Code to allow a permanent safe parking
program consistent with Council direction. Until the amendments are adopted, costs associated with an
ongoing citywide program are unknown since they will be based on demand, site availability and
program requirements. At this time, staff recommends funding the safe parking program in the amount
of $10,000 for 2013-14 and $10,000 for 2014-15. This recommendation is based on the marginal cost
increase for the existing program, approval of an expanded program during the 2013-15 Financial Plan
period and the average cost per vehicle of other operating safe parking programs in the state. This
recommendation is a challenge allocation and predicated upon continued partnership and financial
support from the County and site operator. Please refer to the Prado Day Center Safe Parking &
Warming Station Significant Operating Program Change (SOPC) request for more information.
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. To be eligible for funding, projects
must be proposed by non-profit organizations with a base in the City or neighboring city; funding
assistance must be tied to at least one Council established funding priority; and the request must be
consistent with the Human Relation Commission’s statement of purpose and bylaws. Priority funding
areas are recommended by the Human Relations Commission after hearing public testimony at a
Community Needs Workshop held annually. The Council adopted priorities for 2013 are:
• Homeless prevention including supportive services and transitional housing
• Hunger and malnutrition prevention
• Supportive physical and mental health services
• Services for seniors and/or people with disabilities
• Supportive services for youth and their development; especially targeted to youth at risk
During the past few years, service providers have repeatedly testified at Community Needs Workshop
hearings, stating a significant increase in clients and decreases in funding due to the challenging
economic times. A seven year analysis (2006 through 2012) supports the testimony and indicates a
steady increase in the number of applications received and the total amount of funds requested (see chart
below). While the Grants-In-Aid program has been protected from budget reductions during the past
five years, the percent of requests funded through the program has decreased from a high of 72% in
2006 to 57% in 2012.
Attachment 2
34
MAJOR CITY GOALS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
____________________________________________________________________________________
6
In fiscal year 2012-2013 the City allocated $126,600 to the GIA program. The total funding requested
during the application process was $221,710, which amounts to approximately 43% more than available
funding. Prior to 2008, GIA funding levels increased incrementally based on Consumer Price Index
(CPI); however, due to budget constraints the funding has remained at $126,600 since 2008. Staff
recommends increasing GIA funding by $5,000 for 2013-14 and an additional $2,300 for 2014-15 to
provide added resources to meet Council’s priorities.
Housing Programs
The Council identified the Affordable Housing Program as a Major City Goal in the 2007-09 Financial
Plan and an Other Important Objective in the 2011-13 Financial Plan. The Housing Programs Manager
is responsible for developing and implementing programs to promote affordable housing which address
a broad range of housing needs and income levels, including:
• Administering the CDBG program that provides annual funding for eligible affordable housing
projects and operational support for the Homeless Shelter.
• Administering the Inclusionary Housing program with over 250 affordable housing units.
Reviewing new development projects to ensure provision of affordable housing or payment of an
in-lieu fee is completed.
• Implementing Housing Element policies and programs that increase provision of affordable
housing.
• Implementing an affordable housing incentive program, which include options such as fee
waivers, exceptions to property development standards and density bonuses.
• Working closely with the Housing Authority, Housing Trust Fund, and other non-profit
organizations on affordable housing projects and programs.
• Expanding the range of housing assistance available by seeking grants, loans and other funding
sources.
• Administering the Affordable Housing Fund that has provided approximately $6,000,000 in
direct assistance and leveraged other grant and tax credit financing to various affordable housing
projects.
31 33 40 34
39 39 38
31 30 32 26 26 31 31
$-
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
2006 2007 2008 2009 2010 2011 2012
Am
o
u
n
t
Year
Grants in Aid Applications and Approved Funding
Total Requested
Total Granted
Attachment 2
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MAJOR CITY GOALS
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____________________________________________________________________________________
7
• Assisting low and moderate income households in the purchase or rent of affordable housing.
As part of the 2013-15 Financial Plan, the City is facing an on-going budget gap for the Housing
Programs. This gap is a result of the direct reduction in CDBG funding from the federal government.
Historically, the Housing Programs has been funded through CDBG funds. CDBG program
administration is limited to 20% of the City’s CDBG allocation, which results in a $24,082 funding gap
for the Housing Programs for the 2013-14 fiscal year. This is due to the ongoing decreases in available
CDBG funding that is transferred to the City. Based on the latest available information from the County
and the U.S. Department of Housing and Urban Development (HUD) continued funding reductions to
the CDBG program are anticipated for the City’s upcoming 2013-2015 Financial Plan period, resulting
in an on-going budget gap for the Housing Programs.
In the 1980s the City utilized CDBG funding to provide a loan to the Park Hotel for historic
rehabilitation efforts. A separate fund and account were established to track the re-payment of the Park
Hotel loan, which was repaid in March 2004. The Park Hotel Fund was used to close the funding gap
for the Housing Programs in fiscal year 2012-13 and the fund currently has a balance of $17,924. Staff
recommends using the remaining funds in the Park Hotel Fund to partially fill the Housing Programs
funding gap in fiscal year 2013-14 with the remaining gap ($6,158 in 2013-14 and $35,214 in 2014-15)
filled by General Fund dollars for the 2013-15 Financial Plan period. Please refer to the Housing
Programs SOPC for more information.
Warming Station
In 2010, the City amended the use permit for the Prado 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 people seeking shelter. The warming station serves an average of
200 individuals monthly during the winter months.
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 and CAPSLO does not have funding to support this function.
The warming station was open 23 days in fiscal year 2011-12 at a cost of $15,074. Of this amount, the
City contributed $2,500 and the County contributed $5,000 to support operations. CAPSLO has
requested $5,500 in funding support from the City in fiscal year 2012-13, which is $3,000 more than
fiscal year 2011-12. Although warming station operating costs have remained stable, CAPSLO’s
funding request has increased due to reductions in anticipated donations and funding support from the
Friends of Prado. CAPSLO estimates similar operating costs during the 2013-15 Financial Plan period.
Staff recommends funding the warming station in the amount of $5,000 for 2013-14 and $5,000 in 2014-
15. This recommendation is a challenge allocation and predicated upon the continued partnership and
financial support from Friends of Prado and the County. Please refer to the Prado Day Center Safe
Parking & Warming Station SOPC for more information.
Homeless Services Center
In October of 2009, CAPSLO submitted an application to the City for a new homeless services center at
3451 South Higuera Street. The facility would combine services currently provided at Maxine Lewis
Attachment 2
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MAJOR CITY GOALS
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____________________________________________________________________________________
8
and Prado, consistent with the 10-Year Plan. The County owns the property and has agreed to lease
CAPSLO the land for $1 a year. Project highlights includes:
• Site area = 1.1 acres
• Building size = 25,000 s.f.
• Parking spaces = 60 vehicle, 6 motorcycle and 20 bicycle
• Capacity = 200 shelter spaces
• Services offered = job training, case management, onsite classrooms, library and resource
center, medical examinations and consultation, and drug, alcohol and mental health services.
On June 23, 2010, the Planning Commission approved a Use Permit to allow a homeless services center
at the proposed location. CAPSLO is working to finalize the design concept for the facility, which will
require review and approval by the Architectural Review Commission. Both the City and County have
awarded CAPSLO CDBG funds for pre-development design costs in the amount of $125,000 and
$100,000, respectively.
Members of the community have expressed concerns about the location of the proposed Homeless
Services Center at 3451 South Higuera Street. Specific concerns articulated include inadequate site area
to accommodate the proposed Center, large number of shelter beds proposed (200), lack of adequate
vehicle parking and the potential for increased impacts to surrounding businesses related to illegal
behaviors.
These concerns have prompted CAPSLO to suspend its fundraising capital campaign for facility
construction and consider alternatives to address neighborhood compatibility. The City is working with
CAPSLO to address facility impacts, including modifications to delivery of homeless services and
programs as well as consideration for reducing the number of shelter beds; development of a good-
neighbor policy to reduce impacts on the surrounding neighborhood; and consideration of alternative
site locations for the facility.
In order to effectively and efficiently move the project forward, a Memorandum of Understanding
(MOU) is recommended between the City, County and CAPSLO to formalize the common objectives
and methods for achieving development of a homeless services center. The City’s Administration
Department will reprioritize existing activities to facilitate development of an MOU. Staff also
recommends continuing to fund the homeless services center’s pre-development design costs through
annual CDBG allocations in the amount of $50,000 for 2013-14 and $50,000 for 2014-15.
Homeless Services Advocacy
City staff has established a Homeless Issues Working Group to support and implement the 10-Year Plan
and to identify, evaluate, and implement strategies to reduce the impacts of homelessness on the City.
The Working Group meets bi-monthly and is made up of executive team members that have
programmatic responsibility in areas that serve the homeless population, or serve community members
that are impacted by homelessness.
The City’s Housing Programs Manager (HPM) provides 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 HPM implements the General Plan
Housing Element, which contains policies and programs that support housing and service agencies
Attachment 2
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MAJOR CITY GOALS
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____________________________________________________________________________________
9
whose mission it is to develop programs for the City’s homeless population. The HPM promotes
collaborative efforts and opportunities to address the needs of the homeless population and acts as the
City liaison to the HSOC and FPDC.
The City should continue to expand partnerships with the County, other cities, and nonprofit entities to
provide programs that advance goals outlined in the 10-Year Plan. The City’s Administration
Department will reprioritize existing activities to facilitate improved collaboration and communication
between regional partners for delivery of expanded homeless services and resources in support of an ad
hoc subcommittee of the City Council.
Police Department – Community Action Team (CAT)
In November 2012, the City Manager approved the Police Department’s efforts in designating a
permanent specialized two officer unit known as a Community Action Team (CAT). This team was
formed through the shifting resources by removing one officer from the Special Enforcement Team
(SET) and one from Patrol.
The mission of CAT is to address adverse and illegal behaviors such as public intoxication and
aggressive panhandling that impact the community. In any given day police calls for service or self-
initiated activity dealing with these adverse behaviors can account for up to 30% of all calls. Many of
these calls involve people who are not housed and/or are transients attracted to the City by the services,
the perception that the City leniently enforces laws, that the community is tolerant of antisocial
behavior, and the mild climate amongst other reasons. The CAT team approach will combine the efforts
of enforcement, intervention and education. Some examples of CAT duties include:
• Liaison with the City Transient Task Force to circulate information, identify trends and address
concerns regarding the transient population.
• Coordinate with outreach groups including Prado, Maxine Lewis, Transitions Mental Health and
Adult Protective Services.
• Develop a caseload of frequent contacts and criminal offenders.
• Work with the District Attorney, Probation, Parole and other Law Enforcement agencies to
investigate, enforce and track offenders.
• Work closely with City Park Rangers to locate and identify individuals living in illegal
campgrounds, vehicles and other illegal locations.
• Act as a liaison and trainer for the San Luis Obispo Police Department to provide consultation,
education and training with regard to the transient and mentally ill population.
• Participate in various crime prevention activities that could include education, marketing and
public speaking throughout the community.
The CAT program is currently a part of the Police Department’s operational budget, which is being
carried forward into the 2013-15 Financial Plan. In order to operate the CAT program as intended and
retain its ability to impact adverse behavior, the Police Department recommends allocating $60,500 in
additional overtime. The activities of the CAT occur citywide, and are expected to help the City
accomplish three of its Major City Goals, including Homelessness, Downtown Renewal and
Neighborhood Wellness.
It is expected that the newly formed CAT team will work a flexible schedule, however, will not be
capable of operating seven days a week. In order to complement vacancies for a CAT presence the
Attachment 2
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MAJOR CITY GOALS
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____________________________________________________________________________________
10
department has analyzed its ability to supplement CAT with overtime by patrol officers. The department
maintains a $355,800 annual patrol operations overtime budget. In order to staff two officers at 8 hours
each on a weekly basis for one year, the patrol overtime budget would increase an additional $60,500, an
increase of 17%. This supplemental team would be available to address immediate concerns when the
permanent CAT team is not working and still provide an effective presence to create consistency within
the expectations of the program.
Support CAPSLO Good Neighbor Policies
The Police Department has worked with CAPSLO in an advisory capacity in support of their Good
Neighbor Policies requiring participants in services to be good stewards and citizens in our community.
The department will continue to work with CAPSLO to encourage expansion of its Good Neighbor
Policies to address the adverse impacts of negative client behavior citywide.
Restroom Facilities
Providing restroom facilities for those members of the homeless community who are not participating in
provided services will continue to be an issue. Cities across the country have struggled to deal with
restroom issues in a variety of ways, but remain challenged to provide a reliable and quality solution,
particularly when 24 hour operations are expected. Options such as self-cleaning restrooms have not
proved effective and have required regular manual cleaning. Restrooms have become locations for
illegal activities. Vandalism is very common. Some cities have closed restrooms rather than deal with
the maintenance, repair, and attraction of undesirable behavior that the restrooms result in.
Significant research into the issue will be needed to find the best solution possible for the City to
implement. Possibilities include upgrading existing facilities to improve vandal resistance, contracting
for portable restrooms with high cleaning frequencies to maximize cleanliness and prevent plumbing
damage, or restroom monitoring with security personnel. During the first year, solutions used in other
communities will be identified, along with any unique ideas for San Luis Obispo. Council will then be
able to provide guidance on how best to proceed and provide any necessary resources. Implementation
of the preferred approach will follow in the second year.
Donation Stations
The City of San Luis Obispo has recognized an increase of homelessness in our community over the
years. Social service providers in SLO have indicated 50- 60% of their clients come from outside San
Luis Obispo County. Existence of a genuine compassion for those in need and willingness to provide
meaningful services and money to a segment of this population has been a variable making San Luis
Obispo an attractive destination location for homeless individuals. Although several public and private
assistance programs are available to those who seek assistance, a segment of this population utilizes
solicitation or “panhandling” as a means to produce an income. This population frequently loiters in
more populated areas such as shopping centers and the downtown core to solicit funds from passing
pedestrians and motorists. Social service providers believe the majority of panhandlers are considered
“program resistant”, meaning they are not willing to commit to positive life choices needed to transition
out of homelessness. Many in this subset have severe substance dependencies and cash handouts many
times support addictions, and consequently have adverse impacts on a community by creating an
enabling environment, drawing more program resistant individuals from other areas.
Attachment 2
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MAJOR CITY GOALS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
____________________________________________________________________________________
11
A number of communities have been successful in the use of parking meters as “donation stations” for
citizens that feel compelled to give money to help others in need. Money collected at these donation
stations can be earmarked for specific entities or causes depending on how the program is developed.
It’s recognized that the value of a dollar can go much further in the hands of a social services outlet as
opposed to directly giving that dollar to a panhandler where there is no accountability to its benefit. This
outlet allows a conscientious donor an immediate alternative to provide assistance to a responsible entity
that can facilitate adequate services for those with legitimate needs and subsequently reduce the odds
that a program resistant panhandler will be able to perpetuate their condition and/or addiction, strain
local resources and detract from the quality of life in San Luis Obispo.
There are numerous successful meter donation station examples across the county that could be
modeled. The concept is worthy of additional research and consideration for implementation. Further
discussion needs to take place to identify the proper entities to establish direction, oversight and
continuing maintenance should a program be developed. Many meter donation programs are operated
through private entities who become direct beneficiaries of the donations. The City would engage and
provide a supportive role as a program becomes developed.
Proposed Work Program
In addition to the items the City is currently working on to address homelessness above, the following
key elements should be included in the work program:
Objective: Encourage existing, improved, and expanded services
1. Create a City Council appointed ad hoc subcommittee including two members of the Human
Relations Commission to lobby on behalf of the City with the County, social services providers and
non-profit organizations for delivery of existing, improved and expanded services, including case
management, drug, alcohol, detoxification, and mental health services. The Council will appoint
members to the subcommittee to assist with coordinating and supporting the City’s advocacy efforts
consistent with the adopted legislative platform, Major City Goal, and the 10-year plan.
2. Continue the City’s Homeless Issues Working Group, and HSOC and FPDC participation to support
and implement the 10-Year Plan and identify, evaluate, and implement strategies to reduce the
impacts of homelessness on the City.
3. Continue, and increase where feasible, financial support for Maxine Lewis, Prado, Safe Parking
Program, GIA Program, Housing Programs and Warming Station.
4. Utilize the Human Relations Commission (HRC) to outreach to the community and maintain focus
and strategic support and direction on homeless issues.
5. Continue to implement Housing Element programs.
6. Work with developers to include affordable housing units in projects and to complete housing
projects in process.
Attachment 2
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MAJOR CITY GOALS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
____________________________________________________________________________________
12
7. Look for new opportunities to use Affordable Housing Fund and grant monies to leverage other
funds for affordable housing projects.
Objective: Support the establishment of the new homeless services center
8. Formalize the common objectives and methods for achieving development of a Homeless Services
Center between the City, County and CAPSLO via a MOU. The MOU should outline details
surrounding site selection, public engagement and funding.
9. Continue political and financial support for the Homeless Services Center.
Objective: Pursue good-neighbor, safety and quality of life programs
11. Continue to initiate steps to develop a coordinated approach to illicit activities associated with illegal
activities in the Downtown, illegal camping and habitation in the City’s creeks and open spaces with
particular emphasis on the use of the CAT team to address homeless related issues. Seek to enhance
the CAT program with the allocation of additional overtime resources to address immediate
concerns when the permanent CAT team is not on shift.
12. Investigate, analyze, and implement reasonable options for improved restroom availability for the
homeless. Analysis will include, but will not be limited to developing facilities which provide safe
access and use, allow for extended restroom open hours, provide facility security, minimize illegal
activity, and keep maintenance costs within affordable boundaries. It will also include review of the
restroom facility projects in the existing City’s Capital Improvement Plan and research of what
technologies and ‘lessons learned’ have been employed in other agencies which can be incorporated
into new restrooms to support this goal.
13. Support the involvement of a private entity to initiate a donation station program that will serve to
provide funding for local homeless services and raise public awareness that donations go further than
giving directly to a panhandler.
14. Continue to work with CAPSLO to develop a comprehensive Good Neighbor Policy.
WORK PROGRAM CONSTRAINTS AND LIMITATIONS
1. Declining CDBG funds are available for Homeless Shelter support.
2. Allocation of resources to address homeless issues given other competing priorities. Currently,
resources committed to homeless issues are pulled away from other important City activities, such as
the affordable housing program, park and open space patrols as well as open space maintenance,
traffic safety and operations and police patrol.
3. Timing constraints and community concerns associated with the development of a new Homeless
Services Center.
Attachment 2
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MAJOR CITY GOALS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
____________________________________________________________________________________
13
4. The City’s limited ability to control the decisions and funding of outside agencies and service
providers. The provision of homeless services and implementation of the 10-Year Plan requires a
variety of agencies and service providers to commit to, and accomplish, their related work programs.
5. Required land use entitlements for the proposed Homeless Services Center and Safe Parking
Program (use permit, architectural review, environmental review, etc.)
6. Vast number and divergent objectives of stakeholders or decision makers including the County,
social service agencies, non-profit organizations, business and property owners, residents and
neighborhood groups (see “Stakeholders” below).
7. Challenges associated with providing clean and safe restroom facilities.
8. The Police Department expects the consistent presence of a CAT team directed at dealing with adverse
behaviors will provide a benefit to the community, however, its efforts will be spread thin as the team tries to
address the varied needs of each of the Major City Goals.
9. Finding an interested lead entity to coordinate a donation station program and finding locations
where donation stations will be accepted by adjacent businesses and property owners.
STAKEHOLDERS
1. Residents
2. Homeless individuals and families
3. Homeless advocates
4. Business/Property Owners (Chamber)
5. Social service agencies
6. Faith-based organizations (Churches)
7. Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO)
8. Workforce Housing Coalition (WHC)
9. San Luis Obispo County Housing Trust Fund (HTF)
10. Friends of Prado Day Center
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. Mission Community Services Corporation
17. Transitions Mental Health Association
18. Women’s Shelter Program of SLO County
19. AIDS Support Network
20. Tri-Counties Housing Corporation
21. Housing Authority of San Luis Obispo (HASLO)
22. Homeless Services Oversight Council (HSOC)
23. City Departments (Administration, City Attorney, Finance, Fire, Police, Public Works, Parks and
Recreation and the Human Relations Commission).
24. County Supervisors and County staff
Attachment 2
42
MAJOR CITY GOALS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
____________________________________________________________________________________
14
ACTION PLAN
Task Date
Objective: Encourage existing, improved, and expanded services
1. Create a City Council appointed Homeless Advocacy ad hoc subcommittee
including two members from the Human Relations Commission to lobby on
behalf of the City with the County, social services providers and non-profit
organizations for delivery of existing, improved and expanded services,
including case management, drug, alcohol, detoxification, and mental health
services.
2. Continue the City’s Homeless Issues Working Group, and HSOC and FPDC
participation to support and implement the 10-Year Plan and identify, evaluate,
and implement strategies to reduce the impacts of homelessness on the City.
3. Continue, and increase where feasible, financial support for Maxine Lewis,
Prado, Safe Parking Program, GIA Program, Housing Programs and Warming
Station.
4. Utilize the Human Relations Commission to outreach to the community and
maintain focus and strategic support and direction on homeless issues.
5. Continue to implement Housing Element programs.
6. Work with developers to include affordable housing units in projects and to
complete housing projects in process.
7. Look for new opportunities to use Affordable Housing Fund and grant monies
to leverage other funds for affordable housing projects.
12/13
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Objective: Support the establishment of a new homeless services center
8. Execute an MOU between the City, County and CAPSLO to formalize the
common objectives and methods for achieving development of a Homeless
Services Center.
9. Continue, and increase where feasible, financial support for the Homeless
Services Center.
12/13
Ongoing
Objective: Pursue good-neighbor, safety and quality of life programs
10. Implement a CAT team concept to address adverse transient/homeless
behaviors.
Ongoing
Attachment 2
43
MAJOR CITY GOALS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
____________________________________________________________________________________
15
Task Date
11. Work with CAPSLO to enhance and support a comprehensive Good Neighbor
Policy.
12. Research restroom options and constraints. 12/13
13. Develop all elements needed for donation station implementation, including
monitoring, maintenance, fund collection, deposition of funds, identification of
recipients, and locations.
12/13
14. Council direction on option for restroom provision. 1/14
15. Funding request for restroom implementation. 2/14
16. Collaborate with interested private entities to implement a donation station
program
17. Start restroom implementation with completion date dependent upon solution.
2/14
7/14
KEY WORK PROGRAM ASSUMPTIONS
1. The County will cooperate and provide focus and attention to the City’s homeless issues by taking a
leadership role in implementing the 10-Year Plan.
2. The City will commit sufficient staff and resources to complete the work plan.
3. The Human Relations Commission will be utilized to outreach to the community and maintain focus
and strategic support and direction on homeless issues.
4. The City cannot solve the problem of homelessness throughout the entire County.
5. Improved implementation of the 10-Year Plan will not serve all homeless individuals and families
due to resource constraints; individual ability to participate in programs due to addiction or mental
health challenges; and/or program requirements (program management, oversight and operational
costs, case management, residency requirements, etc.).
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, Parks and Recreation and the
Human Relations Commission. The City’s Administration Department will be utilized to coordinate and
support the City’s advocacy efforts and develop collaboration for creation of a Memorandum of
Understanding between the City, County and CAPSLO for the development of a Homeless Services
Center. The Housing Programs Manager is tasked with facilitating provision of affordable housing and
represents the City on the 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.
Attachment 2
44
MAJOR CITY GOALS
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
____________________________________________________________________________________
16
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
Accomplishing this goal will require ensuring staff and financial resources are available to work on and
fund these efforts; continuing to provide, and expand where feasible, financial support for Maxine
Lewis, Prado, Safe Parking Program, GIA Program, Housing Programs, Warming Station and Homeless
Services Center; create a Council appointed Homeless Advocacy ad hoc subcommittee; implement
Housing Programs and create an MOU between the City, County and CAPSLO for the development of
the Homeless Services Center.
Cost Summary
2013-14 2014-15
Maxine Lewis Memorial Shelter 1,000 1,000
Safe Parking Program* (SOPC ) 10,000 10,000
Grants-In-Aid Program 5,000 7,300
Housing Programs (SOPC ) 24,082 35,214
Prado Warming Station** (SOPC) 5,000 5,000
Homeless Services Center (CDBG)50,000 50,000
Patrol Overtime for CAT deployment (SOPC) 60,500 60,000
Total $155,582 $168,514
SOPC/Increase in Operating Program
* The Safe Parking Pilot Program is currently funded out of the Ventures and Contingencies.
** The Prado Warming Station was funded out of the Ventures and Contingencies in fiscal year 2011-12 and the City
recently received a funding request from CAPSLO in the amount of $5,500 for fiscal year 2012-2013.
Funding Sources
2013-142014-152013-142014-15
General Fund 87,658118,514
Unrestricted CDBG Savings (Park Hotel Fund)17,924 0
CDBG (Homeless Services Center design costs)50,00050,000
Total $155,582$168,514 $0 $0
Operating Programs Capital Improvement Plan
GENERAL FUND REVENUE POTENTIAL
This is not a revenue-generating work plan. However, portions of the Maxine Lewis Shelter support,
Housing Programs Manager position and Homeless Services Center design costs will continue to be
offset by CDBG funds. In addition, staff will continue to seek grant opportunities and partnerships to
offset work plan costs to the General Fund.
OUTCOME—FINAL WORK PRODUCT
The Action Plan outlined above will close gaps in the continuum of care for homeless individuals and
families and will link and improve the use of limited funding resources to further the goal of ending
chronic homelessness.
Attachment 2
45
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
Summary of Change: Fully funding the Housing Programs will require the City to augment Community Development
Block Grant (CDBG) funds.
Fiscal Impact: Ongoing cost of $6,158 in 2013-14 and $35,214 in 2014-15.
Service Level Impact: Continuing to fund the Housing Programs Manager as a full-time position will support the Major
City Goal to implement comprehensive strategies to address homelessness, support efforts to encourage homeless services
and facilitate the development of affordable housing. The Housing Programs Manager position is vital to achieving
affordable housing goals, administering the CDBG grant program and updating the Housing Element, a mandated work
program for 2013-2015.
KEY OBJECTIVES
1. Support and assist achievement of the 2013-15 Major City Goal to address homelessness.
2. Continue to accomplish ongoing Council direction to facilitate affordable housing.
3. Administer the CDBG grant program in accordance with Federal guidelines.
4. Maintain the affordable housing program that monitors affordable unit compliance, prepares revised notes and deeds
to support refinancing opportunities and sales.
5. Evaluate and make recommendations for use of affordable housing funds to leverage other grant and tax credit
financing to assist affordable housing development.
6. Implement Housing Element programs
7. Update the Housing Element in compliance with state requirements.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
As part of the 2013-15 Financial Plan the City is facing an on-going budget gap for funding the Housing Programs. The
Community Development Department funds the program through Community Development Block Grant (CDBG) funds.
The City participates with four other cities (Arroyo Grande, Atascadero, Grover Beach, and Paso Robles) and the County
to qualify for these Federal funds. This participation allows the County and associated cities to be considered an
entitlement Urban County. This means that the respective jurisdictions do not need to compete for these grant funds but
rather the County receives an amount based upon the demographics of the collective communities and distributes the
funds accordingly.
CDBG regulations allow up to 20% of the funds to be used to administer the grant program and implement housing
programs that support housing for low income constituents. The City has designated the full 20% to support the Housing
Programs. Due to reductions in the Federal budget, grant funds awarded through the CDBG program have been
diminishing nationwide over the last ten years. In the past, 20% of the City’s yearly award fully covered the cost of the
salary and benefits of the Housing Programs Manager position in addition to non-staffing costs such as training. FY 2012-
2013 was the first year the 20% allowed did not fully cover the cost of the Housing Programs and the Council used one-
time unrestricted CDBG savings to fill the $16,000 gap. Looking forward, it is anticipated that CDBG grant amounts will
continue to diminish and require the City to commit additional funding in order to maintain a full time position. The chart
below shows the amount of CDBG funding the City has received over the last five years and how the grant amounts have
been allocated to the Housing Programs:
Fiscal Year CDBG Award 20% Allowed for
Administration
GAP for Housing
Programs
2014-15 est $455,929 $ 91,186 $ 35,214
2013-14 est $506,588 $ 101,318 $ 24,082
2012-13 $ 506,588 $ 101,318 $ 16,000
2011-12 $ 568,370 $ 113,674 $ 0
2010-11* $ 681,597 $ 136,319 $ 0
Attachment 2
46
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
2009-10 $ 629,608 $ 125,922 $ 0
2008-09 $ 620,171 $ 124,034 $ 0
* Included additional ARRA funds from Federal Stimulus package
During the years the City received larger CDBG allocations, the 20% administrative allowance helped cover costs not
only for the Housing Programs, but also defrayed costs for portions of positions in Finance and Public Works where staff
was assisting with billing and/or overseeing CDBG-funded projects. For example, in 2003, the year the Housing
Programs Manager position was created, the City received approximately $875,240 (20% of which was $175,048). As the
funding has diminished, this administrative amount has been focused on funding the Housing Programs Manager position
because it is directly responsible for managing the grant program and for administering the affordable housing program.
Future Forecast
Several factors will affect funding both in the near future and in the longer term. Based on recent discussion with the
County, staff anticipates that CDBG funding for 2013-14 will be similar to what the City received in FY 2012 – roughly
$506,588. The final amount will not be known until the Federal Government adopts its budget for 2013-14. The financial
situation at the Federal level will affect future funding to the County and hence the amount of pass-through funds received
by the City. Early input is that this could result in reductions in funding of up to 10 % in FY 2014-15.
County staff is responsible for the urban county grant management and direct reporting to the Federal Government as well
as monitoring local grantees – the cities and their respective grantees. A recent audit of the County by the Federal
government revealed the need for more robust monitoring and reporting actions on the part of the Urban County program.
County staff alerted the respective cities participating in the program that the County will most likely need to retain more
of the overall CDBG 20% administrative funds for its own staffing needs to address this requirement. County staff is still
in the process of evaluating the dollar amount required to support their staff needs. The City and County have a three-
year cooperation agreement that details the distribution of CDBG funds and this agreement is valid until June 2015. The
County is bound by this agreement until that time and staff does not anticipate the County requesting to renegotiate the
agreement earlier than 2015 to reflect the lower administrative funding passed through to the City.
GOAL AND POLICY LINKS
1. The Council identified a 2013-15 Major City Goal to implement comprehensive strategies to address
homelessness.
2. The Council identified the Affordable Housing Program as a Major City Goal in the FY 2007-2009 Financial Plan
and as a continuing program of the City.
3. Housing Element Policies and programs identify a work program that requires staffing to accomplish. There are
approximately 91 programs in the Housing Element, including policies that support City participation in
achieving the Ten Year Plan to end Chronic Homelessness (Ten Year Plan). The Housing Programs manager is
the point person for leading the implementation of these programs.
4. The State of California Housing and Community Development requires jurisdictions to document implementation
of their Housing Element programs and to conduct a public process to update the Housing Element every five
years to address their assigned Regional Housing Needs Allocation (RHNA). The RHNA will be assigned in the
Spring of 2013 and the Housing Element must be updated by June 2014. The Housing Programs Manager is the
project lead for this update effort.
5. Federal CDBG guidelines/requirements for sub-recipient performance require the attention of a dedicated staff
person to ensure that monitoring, reporting, environmental review, the public process, and contracting are
conducted according to Federal requirements. The Housing Programs Manager provides this grant oversight.
PROGRAM WORK COMPLETED
The Housing Programs Manager continues to provide CDBG management, oversight, and reporting. He works with
developers and affordable housing providers in an effort to achieve more affordable housing for the City. The Housing
Attachment 2
47
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
Programs Manager provides a City presence on the Housing Trust Fund Board – a funding non-profit dedicated to
assisting development of affordable housing – and the Friends of Prado Board – the support arm for the daytime homeless
services facility. He also serves on the Workforce Housing Coalition Board and is the City’s liaison to the Homeless
Services oversight Council. He seeks grant funds to assist with or leverage other funds to accomplish affordable housing
projects. He completes the City portion of the tax credit applications for affordable housing projects and helps evaluate
requests for Affordable Housing Funds. He monitors the existing inclusionary housing and assists homeowners and
prospective homeowners in the transfer documents required when affordability agreements are in place. The Housing
Programs Manager has been involved in helping start the Safe Parking pilot program and in crafting a draft ordinance for
Council review.
ENVIRONMENTAL REVIEW
The Housing Programs already exists and no environmental review is required to fill this funding gap.
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no constraints or limitations to implementing the program, such as regulatory permits, significant public
involvement, or special review considerations. The Housing Programs has been staffed for years and this request is
intended to continue staffing the program by securing unrestricted CDBG savings (Park Hotel Fund) and General Funds to
augment CDBG funds where a gap exists.
STAKEHOLDERS
Developers (to encourage provision of affordable housing); County staff, HUD contacts, and grant recipients (for
monitoring and management of the CDBG grant program); social services providers, community members, homeless
individuals, and decision-makers (to assist in the implementation of The 10 Year Plan); Low income households (for
purchasing or refinancing housing units in the City’s inclusionary housing program); Housing groups and the financial
community (for funding affordable housing providers and to evaluate use of affordable housing funds) and City staff (for
review of development projects and efforts to achieve affordable housing).
IMPLEMENTATION
The implementation will occur immediately. No changes are proposed other than fully funding the Housing Programs
with additional unrestricted CDBG savings (Park Hotel Fund) and General Fund dollars to cover any gap in funding in the
CDBG grant.
Task Date
1. Allocate funding to fill the funding gap for the Housing Programs. July 2013
2. Allocate funding to fill the funding gap for the Housing Programs. July 2014
KEY PROGRAM ASSUMPTIONS
Estimate of the gap in funding were derived by coordinating with County staff and information provided by Federal
Government contacts. The funding gap could change depending on the overall amount of CDBG funding awarded to the
County.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
If this request is approved, the current Housing Programs Manager will continue as full time staff in the position.
Attachment 2
48
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
Project Team:
The Housing Programs Manager reports to the Long Range Planning Division Manager and the Community Development
Director to ensure programs are implemented within grant limitations and Council priorities are addressed. The Finance
Department is involved in accounting for CDBG funds and in being responsive to yearly audits.
ALTERNATIVES
1. Continue the Status Quo. The grant funding to support the Housing Programs has decreased. Continuing the status
quo means the Housing Programs manager position would become a part-time position and support for housing
programs would decline. This would have negative impacts on the affordable housing program and the City’s ability
to complete the required Housing Element update.
2. Defer or Re-Phase the Request. The programs being supported by this grant funding are on-going and hence the
request cannot be deferred or re-phased. Unrestricted CDBG savings (Park Hotel Fund) and General Funds will be
needed to augment grant funding in order to maintain a full time Housing Programs Manager position.
3. Change the Scope of Request. The Housing Programs Manager is a full-time staff position. If less funding is
approved, the position allocation will need to be reconsidered (perhaps to ¾ time) and the scope of work able to be
completed by this position will be negatively impacted (including CDBG grant reporting, environmental review and
monitoring; on-going administration of inclusionary housing units; required Housing Element update; affordable
housing fund administration; participation on Housing Trust Fund Board; work with development community to
achieve affordable housing; collaboration with non-profit partners.
4. Implementation in a Different Way. The request supports maintaining a full time staff position that has been
effective in administering the City’s affordable housing and CDBG grant programs as well as leveraging grant funds
for many years. The effectiveness of this position is directly attributable to constructive relationships developed
within the community – the Housing Programs Manager works with stakeholder groups, the financial community,
developers, the County (as the urban county CDBG grant recipient and distributor), social services providers,
residents, and low income families.
One option would be to create a contract position and advertise the position’s compensation at a rate that could be
supported by CDBG funding alone. This type of position would not have these same established relationships in the
community and the contract would need to be reduced when CDBG funding is reduced. Training a contractor to
understand the local context and culture as well as the history of decisions within the Housing Programs in order to
adequately represent the City on the various boards would require staff resources that would impact the ability of
other staff in Community Development Department to accomplish identified Council goals. In addition, it is doubtful
that the reduced amount of funding would secure enough contract staff time to address all of the program
requirements and would require re-assignment of existing staff in order to accomplish work associated with this high
priority position.
Another option is to recover Affordable Housing Fund administration costs. The City has the ability to recover some
of the administrative costs of the City’s affordable housing program from the Affordable Housing Fund. This is
consistent with the way other jurisdictions manage the administrative cost of in-lieu fee programs. For example, the
County of San Luis Obispo allocates 5% of its inclusionary housing fee to cover administration costs. If the Council
supports moving in this direction, additional analysis will be conducted. Staff would seek to recover a small, fixed
percentage of the total Affordable Housing Fund balance for administration. This small percentage would be used
specifically to support accomplishing Affordable Housing Program objectives. Depending on the percentage
allocated from the Affordable Housing Fund, General Fund support may still be needed in future years.
Finally, the City could determine to pursue CDBG funds independently from the entitlement currently obtained
Attachment 2
49
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
through participating under the Urban County. This approach would change the City’s CDBG grant program status
from entitlement to competitive since the City lacks the required 50,000 in population required to be considered a
metropolitan area by HUD. Independent requests by non-entitlement jurisdictions for CDBG funds are highly
competitive and must be much more closely tied to the fundamental beneficiaries for this particular grant. Currently
street projects are augmented with approximately $100,000 in CDBG funds yearly to construct handicap ramps.
Since these types of projects most likely would not be competitive in the grant process, this cost would shift to the
General Fund. There would be no guarantee of yearly grant awards and the City would be responsible for the detailed
reporting and monitoring that is currently the County’s responsibility (in addition to the work required of the City as
sub-recipient). In addition, this approach is inconsistent with recent HUD direction for jurisdictions to consolidate
into Urban Counties to reduce program administration costs. Therefore, opting out of the Urban County as an
entitlement jurisdiction and pursuing CDBG funds independently on a competitive basis is not recommended.
5. Existing Program Evaluation. The Housing Programs Manager is responsible for administering CDBG funds in
accordance with federal guidelines in addition to managing the City’s affordable housing programs. Loss of this
position would result in the need to abandon other work efforts so that reassigned staff could conduct the work
required to maintain the current affordable housing program (inclusionary units, affordable housing fund request
evaluation, Housing Program implementation, required Housing Element update, etc.). The City would need to make
substantial changes in on-going programs in order to continue to participate in the Urban County’s yearly CDBG
award because existing staff would need to abandon other work efforts in order to absorb all position duties.
OPERATING PROGRAM
Housing Programs
COST SUMMARY
The cost for maintaining the Housing Programs will cost approximately $59,926 for the 2013-15 Financial Plan. This gap
is proposed to be filled by using $17,924 in unrestricted CDBG savings (Park Hotel Fund) and $41,372 in General Fund
dollars for the two-year period. If CDBG funding increases or decreased, the amount of General Fund dollars would be
reduced or increased.
Line Item Description Account No.2013-14 2014-15
Staffing 123,400 124,400
Housing Programs Manager (salary & benefits)60650-7010 123,400 124,400
Other Operating Cost 2,000 2,000
Housing Program (Computer Supplies)60650-7413 500 500
Housing Program (Publications & Subscriptions)60650-7427 500 500
Housing Program (Education & Training)60650-7459 1,000 1,000
Total Operating Costs 125,400 126,400
Offsetting Cost Savings or Revenues
CDBG Grant Funds (101,318)(91,186)
Unrestricted CDBG Savings (Park Hotel Fund)(17,924)
Net Operating Costs 6,158 35,214
Attachment 2
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
PRADO DAY CENTER SAFE PARKING & WARMING STATION
Summary of Change: Continuing the Safe Parking Program and providing ongoing funding for the seasonal warming
station will require the City to allocate General Funds to augment support for services provided at the Prado Day Center.
Fiscal Impact: Ongoing cost of $15,000 in 2013-14 and $15,000 in 2014-15.
Service Level Impact: The key objectives of this request are to support the Major City Goal to implement
comprehensive strategies to address homelessness and to respond to Council direction to develop regulations to allow on-
going safe parking programs under identified conditions. This increased funding will also provide financial support for
operation of the Prado Day Center’s seasonal warming station in the event of inclement weather.
KEY OBJECTIVES
1. Support services that assist the 2013-15 Major City Goal to address homelessness.
2. Implement programs that support the 10 Year plan to End Chronic Homelessness.
3. Leverage funds from the County and services provided by the Community Action Partnership of San Luis Obispo
(CAPSLO) to more fully develop a safe parking program based on lessons learned from the pilot program.
4. Provide financial support for continued operation of the seasonal warming station at Prado Day Center during
inclement weather.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
In recent years, RVs and automobiles have increasingly emerged as a form of shelter for persons unable to obtain
transitional or permanent housing and are seeking to escape the elements. Some people have found themselves in this
position because of the economy, the scarcity of transitional and affordable housing, and/or limited shelter beds. Strained
social service resources make it increasingly difficult to assist people who find themselves without homes and shelter. As
health and safety issues have occurred, interest has grown in a safe parking program that could help mitigate the impacts
of people living in vehicles on City streets by providing a safe place to park and access to case management with the goal
of eventual transition to permanent housing.
CAPSLO estimated the cost to operate and manage the pilot program for the first year will be $25,300. A significant
portion of this cost is associated with case management, which is a requirement of the program. This equates to a cost of
approximately $5,000 per vehicle on an annual basis. Both the City and County contributed $8,750 each to support
operation of the pilot program for the first year with CAPSLO absorbing the remaining costs.
Staff is currently developing amendments to the Municipal Code to allow a permanent safe parking program consistent
with Council direction. Until the amendments are adopted, costs associated with an ongoing citywide program are
unknown since they will be based on demand, site availability and program requirements. At this time, staff recommends
funding the safe parking program in the amount of $10,000 for 2013-14 and $10,000 for 2014-15. This allocation is for
services for up to 5 vehicles at the Prado Day Center site. This recommendation is based on the marginal cost increase for
the existing program, approval of an expanded program during the 2013-15 Financial Plan period and the average cost per
vehicle of other operating safe parking programs in the state. This recommendation is a challenge allocation and
predicated upon continued partnership and financial support from the County and site operator.
In 2010, the City amended the use permit for the Prado 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 people seeking shelter. The warming station serves
an average of 200 individuals monthly during the winter months.
Attachment 2
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
PRADO DAY CENTER SAFE PARKING & WARMING STATION
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 and CAPSLO does not have funding to support this function. The warming station was open 23
days in fiscal year 2011-12 at a cost of $15,074. Of this amount, the City contributed $2,500 and the County contributed
$5,000 to support operations. CAPSLO has requested $5,500 in funding support from the City in fiscal year 2012-13,
which is $3,000 more than fiscal year 2011-12. Although warming station operating costs have remained stable,
CAPSLO’s funding request has increased due to reductions in anticipated donations and funding support from the Friends
of Prado. CAPSLO estimates similar operating costs during the 2013-15 Financial Plan period. Staff recommends funding
the warming station in the amount of $5,000 for 2013-14 and $5,000 in 2014-15. This recommendation is a challenge
allocation and predicated upon the continued partnership and financial support from Friends of Prado and the County.
GOAL AND POLICY LINKS
1. The Council identified a 2013-15 Major City Goal to implement comprehensive strategies to address
homelessness
2. Housing Element Policies and programs include support of local and regional efforts to address homelessness.
3. A permanent citywide safe parking program is consistent with and implements Strategy 1.2 of the 10-Year Plan.
This strategy seeks to increase the supply of short-term “interim” and transitional housing as a supplement, and
not an alternative, to permanent supportive housing. Interim housing should be linked with the community
services centers and structured so that is connects clients with support services and a case management plan to
help them move toward greater stability.
PROGRAM WORK COMPLETED
On March 20, 2012, the City Council authorized Community Action Partnership of San Luis Obispo County, Inc.
(CAPSLO) to operate a safe parking pilot program for up to five vehicles for a portion of property located at 43 Prado
Road. Council also directed staff to report on the success of the pilot program and develop changes to the Municipal Code
to establish a permanent safe parking ordinance. On June 22, 2012, CAPSLO initiated the pilot program that provides
homeless persons with vehicles a safe place to temporarily park overnight with the goal of eventually transitioning them
into permanent housing.
The safe parking pilot program has been operating at the Prado Day Center parking lot since June 2012. The program has
operated at or near the five vehicle capacity since initiation and is accomplishing its goal of providing a safe place for
those living in their vehicles to sleep while working towards transitioning into permanent housing. Staff is currently in
the process of developing amendments to the Municipal Code to allow expansion of the safe parking program consistent
with Council direction.
The City has a contract with CAPSLO to provide services at the Prado Day Center and CAPSLO has received a
conditional use permit from the City to use the Day Center for a warming station during inclement weather.
ENVIRONMENTAL REVIEW
The proposed Safe Parking Program ordinance will be accompanied by an environmental determination. Funding for on-
going operation of the current location at 43 Prado Road does not trigger environmental review. Any new sites will be
reviewed in context of the new ordinance once adopted. No environmental review is required for the on-going operation
of the seasonal warming station.
PROGRAM CONSTRAINTS AND LIMITATIONS
Implementing additional safe parking sites may prompt public involvement, however continuation of the existing safe
parking program at 43 Prado is not anticipated to generate controversy. The degree to which additional sites are made
available will be dependent on applications from property owners, funding from County partners, and the ability of
CAPSLO or other social service provider to address the needs of the participants.
Attachment 2
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
PRADO DAY CENTER SAFE PARKING & WARMING STATION
STAKEHOLDERS
Social services providers; residents; business and property owners; faith-based organizations; homeless individuals and
families; decision-makers (to assist in the implementation of The 10 Year Plan); and the County.
IMPLEMENTATION
The implementation will occur immediately. No changes are proposed other than allocating funding for the safe parking
program and warming station at the Prado Day Center with General Fund dollars.
Task Date
1. Allocate funding for the safe parking program July 2013
2. Initiate new contract to reflect new funding amount and warming station conditions
3. Allocate funding for the safe parking program
July 2013
July 2014
KEY PROGRAM ASSUMPTIONS
Financial support by the City for the safe parking program and warming station is predicated upon continued partnership
and financial support by the County, Friends of Prado and site operator.. The funding recommendations are based on the
marginal cost increase for the existing programs, approval of an expanded safe parking program during the 2013-15
Financial Plan period and the average cost per vehicle of other operating safe parking programs in the state. Funds for the
warming station will not be expended if the weather does not warrant opening a warming station.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
If this request is approved, the Housing Programs Manager will administer the contract with CAPSLO for the Prado Day
Center’s services (including routine operations, warming station, and safe parking program) and advise during the review
process for additional safe parking program sites.
Project Team:
The Housing Programs Manager position reports to the Long Range Planning Division Manager and the Community
Development Director to ensure programs are implemented within budget and parameters assigned by Council. The
Finance Department is involved in accounting for funds and Human Resources as the liaison to the Human Relations
Commission.
ALTERNATIVES
1. Continue the Status Quo. The status quo reflects one-time funding for the safe parking program and warming
station. There hasn’t been a permanent funding source identified to continue the safe parking program or warming
station.
2. Defer or Re-Phase the Request. The expansion of additional sites for safe parking may be deferred, however, this
would not be responsive to the Council’s goal to implement comprehensive strategies to address homelessness.
Deferring funding for the warming station would result in fewer days the facility would operate.
3. Change the Scope of Request. The Council could opt to fund the safe parking program and warming station at lower
amounts or to require the County or CAPSLO to provide the funding for additional safe parking program sites and
days of warming station operation. Since the allocations are structured as challenge “grants”, the City will be assured
Attachment 2
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
PRADO DAY CENTER SAFE PARKING & WARMING STATION
that others are contributing equally. To this end, changing the scope of what the City will allocate could result in
fewer safe parking program sites and days of warming station operation.
4. Implementation in a Different Way. The Council could opt to not fund the safe parking program or warming station.
City assistance would be limited to processing application requests for additional safe parking facility locations.
5. Existing Program Evaluation. The safe parking pilot program has been operational for nine months and has assisted
several homeless individuals and families transition to permanent housing. Lessons learned from the pilot program
have been incorporated into the criteria being developed for the Municipal Code amendments. The warming station
was open 23 days in fiscal year 2011-12 and served an average of 200 individuals monthly during the winter months.
OPERATING PROGRAM
Housing Programs
COST SUMMARY
The City’s contribution to operate the safe parking program and the warming station is proposed to cost approximately
$15,000 annually.
Line Item Description Account No.2013-14 2014-15
Other Operating Expenditures 15,000 15,000
Safe Parking Program 60650 10,000 10,000
Warming Station 60650 5,000 5,000
Total Operating Costs 15,000 15,000
Attachment 2
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
INCREASE POLICE OVERTIME
Summary of Change: Increasing the Patrol overtime budget to accomplish comprehensive strategies to address
homelessness, enhance neighborhood wellness and renew the downtown will cost $60,500 in 2013-14 and $60,000 in
2014-15.
Fiscal Impact: Ongoing cost of $60,500 in 2013-14 and $60,000 in 2014-15.
Service Level Impact: Increasing public safety service levels will enable the Police Department to effectively support
the Major City Goals established by the City Council.
KEY OBJECTIVES
1. Increase service levels to address concerns with homelessness, neighborhoods and the downtown.
2. Provide additional resources to the community.
3. Support partnerships with the community and other service agencies.
4. Meet expectations of the Major City Goals related to homelessness, neighborhood wellness and renewal of the
downtown.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
Department staff has developed a work program to partner with City departments, the community and service
organizations to strategically address Major City Goals as presented by the City Council. Staff reviewed the goal
objectives and determined the Police Department develop strategies to address the goals of implementing comprehensive
strategies to address homelessness, enhancing neighborhood wellness initiatives and to assess and renew the downtown.
Staff is requesting an increase to staff extra Community Action Team patrols. This approach will ultimately enable the
department to address staffing challenges and other constraints to meet the expectations of each of these goals.
Community Action Team (CAT)
In November 2012, the City Manager approved the Police Department’s efforts in designating a permanent specialized
two officer unit known as a Community Action Team (CAT). This team was formed through the shifting resources by
removing one officer from the Special Enforcement Team (SET) and one from Patrol.
The mission of the CAT team is to focus a directed effort to provide service to the community’s homeless population. In
any given day police calls for service or self-initiated activity dealing with this populous accounts for up to 30% of all
calls. The CAT team approach will combine the efforts of enforcement, intervention and education. Some examples of
CAT duties include:
• Liaison with the City Transient Task Force to circulate information, identify trends and address concerns
regarding the transient population.
• Coordinate with outreach groups including Prado, Maxine Lewis, Transitions Mental Health and Adult Protective
Services.
• Develop a caseload of frequent contacts and criminal offenders.
• Work with the District Attorney, Probation, Parole and other Law Enforcement agencies to investigate, enforce
and track offenders.
• Work closely with City Park Rangers to locate and identify individuals living in illegal campgrounds, vehicles
and other illegal locations Including creeks or open space.
• Act as a liaison and trainer for the San Luis Obispo Police Department to provide consultation, education and
training with regard to the transient and mentally ill population.
Attachment 2
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
INCREASE POLICE OVERTIME
• Participate in various crime prevention activities that could include education, marketing and public speaking
throughout the community.
The CAT program is currently a part of the Police Department’s operational budget, which is being carried forward into
the 2013-15 Financial Plan. In order to operate the CAT program as intended and retain its ability to impact adverse
behavior, the Police Department recommends the hiring of two full time bicycle officers to address the other Major City
Goals of Neighborhood Wellness and Assess and Renew the Downtown. The CAT concept will have partial crossover
into these other goals, but will be unable to bear the entirety of the expectations in all the goals presented. Please refer to
the other goal priorities, Neighborhood Wellness Initiatives for the analysis of hiring one bicycle officer position and
Assess and Renew Downtown for an analysis of hiring a second bicycle officer position.
CAT Supplement with the use of Patrol
It is expected that the newly formed CAT team will work a flexible schedule, however, will not be capable of operating 7
days a week. In order to complement vacancies for a CAT presence the department has analyzed its ability to supplement
CAT with overtime by patrol officers. In 2012-13, the annual patrol overtime budget was $355,800. In order to staff two
officers at 8 hours each on a weekly basis for one year, the patrol overtime budget would increase an additional $60,500,
an increase of 17%. This supplemental team would be available to address immediate concerns when the permanent CAT
team is not working and still be an effective presence to create consistency within the expectations of the program.
Use of Volunteers
The Police Department is considering the use of Volunteers in Police Service (VIPS) to increase police presence
throughout the City to include the downtown core. These volunteer patrols would not engage in any type of enforcement.
The cost of equipping the volunteers would be negligible; primarily consisting of uniforms and portable radios, which can
be absorbed in the department’s budget.
GOAL AND POLICY LINKS
1. Major City Goal: 2013-15 Implement comprehensive strategies to address homelessness in our City in partnership
with other entities. Encourage existing, improved, and expanded services (including advocating to the County and
other organizations for delivery of case management, drug, alcohol, and detoxification services, and mental health
services), support the establishment of a new homeless services center, and pursue good-neighbor, safety, and quality
of life programs (including restrooms), using technology as appropriate.
2. Major City Goal: 2013-15 Continue and enhance neighborhood wellness initiatives – continue to support proactive
code enforcement, pursue a residential rental inspection program; improve street cleanliness; increase public safety
enforcement, and support neighborhood-led initiatives.
3. Major City Goal: 2013-15 Assess and renew the Downtown consistent with the adopted Land Use and Circulation
Element update, revitalize Mission Plaza (including consideration of eliminating dogleg), support the continued
development of cultural attractions, enhance lighting/safety components, reduce incidents of illegal activity and
adverse behaviors through enhanced public safety presence and enforcement, provide pedestrian-friendly walkways,
and address limits on alcohol establishments.
4. Patrol Services Operating Program Goal: Continue to develop and implement proactive policing strategies focusing
on neighborhood safety and quality of life.
5. Patrol Services Operating Program Goal: Continue efforts with the current Park Team; partnering officers and park
maintenance workers to more effectively collaborate and resolve issues surrounding City parks.
Attachment 2
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
INCREASE POLICE OVERTIME
6. Patrol Services Operating Program Goal: Develop strategies to assign officers designated areas of the City to address
neighborhood and business concerns.
7. Patrol Services Operating Program Goal: Continue to develop and deploy the Community Action Team to address
adverse behavior in the downtown.
PROGRAM WORK COMPLETED
Staff has developed a proposed work program to address concerns identified in the Major City Goals. Additionally, the
department has discussed the impacts of the additional resources and the anticipated outcomes.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The Police Department expects the consistent presence of a CAT team directed at dealing with adverse behaviors will
provide a benefit to the community, however, its efforts will be spread thin as the team tries to address the varied needs of
each of the Major City Goals.
STAKEHOLDERS
Police Department
Community
Other City Staff
IMPLEMENTATION
The Police Department is moving forward with the implementation of a CAT team within its existing operating budget
and will continue to do so into the 2013-2015 financial plan.
KEY PROGRAM ASSUMPTIONS
Key assumptions are based on identifying the needs to fulfill the Council’s Major City Goals. Staff has also created work
programs in conjunction with other City departments that outline work efforts to meet these goals.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Steve Gesell, Chief of Police
Chris Staley, Police Captain
Keith Storton, Police Captain
Project Team:
Police Department
Attachment 2
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
INCREASE POLICE OVERTIME
ALTERNATIVES:
1. Continue the Status Quo. The Police Department will continue to address Major City Goals within the departments
existing resources.
OPERATING PROGRAM
80200 – Patrol Services
COST SUMMARY
The following table reflects costs associated with supplementing CAT related overtime, and a video surveillance camera
system.
Line Item Description Account No.2013-14 2014-15
Staffing 60,500 60,000
Special Events Overtime CAT 100-80200-7024 60,500 60,000
Total Operating Costs 60,500 60,000
Attachment 2
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Attachment 2
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MAJOR CITY GOALS
CONTINUE AND ENHANCE NEIGHBORHOOD WELLNESS INITIATIVES
GOAL STATEMENT
Continue and Enhance Neighborhood Wellness Initiatives. Continue to support proactive code enforcement,
pursue a residential rental inspection program, improve street cleanliness, increase public safety enforcement, and
support neighborhood led initiatives.
OBJECTIVE
Support and foster neighborhood wellness and to promote the preservation of residential neighborhoods through
the implementation and expansion of proactive code enforcement programs and policies, enhanced public safety
efforts, and collaboration with neighborhood groups.
DISCUSSION
Proposed Work Program
The distinct efforts can be broken out as follows:
A. Continue to support proactive code enforcement
B. Pursue a residential rental inspection program
C. Improve street cleanliness
D. Increase public safety enforcement
E. Support neighborhood led initiatives
Existing Situation and Proposed Implementation
1. Continue to support proactive code enforcement
Since the deployment of two Neighborhood Services Specialists in June 2012, the number of code enforcement
cases has been increasing. The total number of cases opened in 2012 was 759, up from 605 in 2011, a 25%
increase. The size of this increase was relatively modest due to the initial soft startup of the program primarily
focused on outreach efforts in the first months. A similar and possibly greater increase is expected in 2013 as the
program ramps up. Of the new cases in 2012, compliance has been obtained in 88% of them. A number of
additional administrative tools can be employed by the Community Development Department to further improve
the compliance rate and to make the overall code enforcement process more effective. These include the
implementation of a lien process, collection of incurred costs, the recordation of notices of substandard
conditions, and the establishment of a revolving abatement fund.
The City engaged a new collection agency in June 2012 to collect delinquent administrative fines and fees. The
collection of these types of fees is speculative since many of the individuals who are charged with a fine will seek
to avoid payment or may have limited means to repay the debt. The City’s Finance Department will take all steps
necessary to ensure that the collection agency utilizes all available means to pursue collection of these fines. (Due
to the short span of time that has elapsed since this collection agency was hired, no track record has yet been
established with regard to their effectiveness in collecting fines that were previously levied.) However, a recovery
rate of 10-20 percent is typical and expected.
The implementation of a lien process, as authorized by SLOMC 1.24.140, could also be utilized in conjunction
with the collection process to better recover these delinquent monies when a lien is appropriate (i.e. the property
owner is liable for the fine). Such a process would result in the imposition of a nuisance abatement lien or special
Attachment 2
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MAJOR CITY GOALS
CONTINUE AND ENHANCE NEIGHBORHOOD WELLNESS INITIATIVES
assessment against the property while the traditional collection process is also applied. In addition, pursuant to
the CA Health & Safety Code Section 17980.10, the City is allowed to recover any costs incurred in an abatement
action involving a public nuisance. The recovery of incurred costs on cases where property owners are
intransigent and don’t readily correct violations could lessen the burden on the General Fund and provide an
additional incentive for compliance.
Another tool that can be used to gain compliance is the recordation of Notices of Substandard Conditions. The
recordation of a notice with the County Record generally is intended to provide notice of the existence of the
violations to any prospective purchaser of a property prior to the close of escrow, since it will be discovered by a
title report. This type of notice serves to inform lending institutions and potential purchasers of property that there
are outstanding violations and pending code enforcement action. Banks will typically require the correction of
violations and the release of the notice as a condition of loan approval. Often purchasers buy property without full
knowledge that violations exist, and ultimately end up being victimized. Generally, the California real estate
disclosure laws, although intended to remedy these situations, provide a three year window of opportunity for a
purchaser of residential property to seek remuneration for undisclosed violations such as unpermitted
construction. In cases where property owners are intransigent in correcting violations, a Notice of Substandard
Conditions should be recorded.
A revolving abatement fund is another tool that can be very effective in resolving code violations. In some cases,
after other administrative processes have failed to gain compliance, a jurisdiction may be left with only three
viable options: 1) a criminal complaint through the courts, 2) taking steps to physically abate the violation, or 3)
doing nothing and allowing the violation to remain. Often, the second option will be more cost effective and
appropriate than court action and a trial. In practice this could involve hiring a contractor to remove debris from
yards, board up a substandard building, abate overgrown weeds, or trim an overgrown hedge that creates a traffic
hazard. This action generally requires an administrative hearing prior to the abatement and a post abatement
hearing to impose incurred costs and a lien. In order to establish an abatement fund, seed money needs to be
allocated. If a revolving fund is desired then the revenue collected from incurred costs can be used to replenish
the fund. Staff believes that an initial allocation of $25,000 would be adequate to startup a revolving fund to
abate nuisances. No funding is requested at this time, but future fines could be directed to create this fund.
Allocations in future years would be dependent on the amount of use and the rate of recovery of incurred costs.
In addition an abatement fund could also be used for the relocation of tenants displaced from substandard
buildings, to prevent them from become homeless. Under the State Housing Law, relocation costs are ultimately
the responsibility of the property owners; however when owners aren’t forthcoming in meeting this responsibility
in a timely manner, the City may need to step in to pay relocation costs. The City can later seek recovery of such
expenses and other incurred costs as noted above.
2. Student Neighborhood Assistance Program (SNAP)
The Police Department utilizes the Student Neighborhood Assistance Program (SNAP) as first responders to
noise complaints in the neighborhoods as well as assisting with parking enforcement in the residential parking
districts. The changes to the Noise Ordinance which occurred in May 2010 combined with proactive enforcement
by the Police Department has shown a 30% decrease in noise complaints over the last 2 ½ years. To continue this
positive trend, the department will be working to create a more effective information and education plan to better
share the noise related laws to all residents. In addition to multi-media outreach, the Neighborhood Outreach
Manager will be actively pursuing opportunities to present the noise abatement information in person to
neighborhood groups, student clubs and organizations, and housing and resource fairs at the community college,
university and community events. The Neighborhood Outreach Manager will also be coordinating and producing
the renewed Neighborhood Wellness Newsletter to be shared with community on a quarterly basis. The newsletter
will be a written supplement to the bi-monthly Neighborhood Wellness Meetings and provide a synopsis of what
each City department is actively working on with regards to the Neighborhood Wellness Goal and a variety of
Attachment 2
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MAJOR CITY GOALS
CONTINUE AND ENHANCE NEIGHBORHOOD WELLNESS INITIATIVES
other neighborhood related projects of interest. Additionally, SNAP may be used as a means to supplement
parking enforcement with regards to the overnight vehicle camping ordinance that was recently adopted.
3. Parking Services
Public Works will continue to proactively enforce parking violations in daytime residential parking districts
Monday through Saturday. Parking Services issues all residential parking permits and processes all parking
appeals and new requests for residential parking districts. Additionally Parking Services responds to calls for
service in all residential areas to enforce parking violations and to issue 72 hour warning notices when necessary
to assist the Police Department.
4. City Attorney Support
Proactive code enforcement has increased demand for support service from the City Attorney’s Office. The
Assistant City Attorney is considered a member of the code enforcement team and code enforcement staff may
consult with the Assistant City Attorney as needed throughout any code enforcement case. Thus, by being
proactive, the numbers of code enforcement cases has increased, which means the volume of cases in which the
City Attorney’s Office advises upon has increased. Advising code enforcement staff on a particular case is in
addition to the advice that the City Attorney’s Office provides as it relates to establishing new code enforcement
programs and policies. Furthermore, an increased volume in code enforcement actions makes it more likely that
administrative or court action will be involved. Either the City or the City Attorney in the name of the People will
need to initiate legal action to compel compliance, or alternatively, the City may need to defend itself from any
challenges to a code enforcement action. For example, in the 2009-2011 fiscal plan, the City Attorney’s Office
handled a total of 22 municipal code violations in Court. In the 2011-13 fiscal plan, to date, the City Attorney’s
Office has filed 40 misdemeanor complaints, and is reviewing another 47 cases that have been referred for filing.
The City Attorney’s Office also has represented the City in four trial de novos in Court, which is when an
individual appeals an administrative citation for review by the Superior Court. In addition, during the 2011-2013
fiscal plan, there have been two lawsuits filed against the City relating to the City’s code enforcement actions.
Pursue a Residential Rental Inspection Program
A significant proportion of the housing units in the City of San Luis Obispo are rentals. Based on the 2010
Census, the City had 20,553 dwelling units and 61.8%, or approximately 12,700 of them are rentals. In
comparison, the statewide rental rate is about 43%of the housing stock. Within the City, multifamily rentals
comprise about 40.6 percent, or approximately 8,300 units, while the remaining 4,400 are single family dwellings.
The proportion of rental units appears to be increasing and as recently as 2008 was at 58% of total units based on
US Census data. It is estimated that approximately 1.3% of the 3.8% increase in rental units is due to new
multifamily construction, and 2.5% is attributable to the transition of owner-occupied units to rentals.
As properties are converted from owner-occupied to rental units a number of problems may manifest and impact
the overall livability and safety of the City’s neighborhood and residents. A rental housing inspection program
can help to stabilize and preserve neighborhoods by addressing substandard conditions, unsafe fire hazards, and
improving the maintenance of properties.
There are several existing programs that regulate or otherwise address an assortment of problems associated with
rental properties throughout the City. These include:
1. Multi-family Housing Inspection Program
The California Health & Safety Code, Section 13146.2(a) requires city Fire Departments to inspect multi-family
rental units annually. The program provides for inspections of rental housing properties having three or more
units and has a limited focus, which is on fire safety. Inspections are conducted by Fire Prevention Officers.
When illegal conversions or other housing or building code violations are discovered they are referred to the
Community Development Department.
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MAJOR CITY GOALS
CONTINUE AND ENHANCE NEIGHBORHOOD WELLNESS INITIATIVES
2. Business Tax and Business License Ordinances
Currently, all rental businesses that operate in the City are required to obtain a business tax certificate and a
business license. The business tax is levied at an annual rate of .0005 of gross receipts while the business license
is a flat fee. To date, the City has issued 2,888 tax certificates to residential rental businesses. However, since the
tax certificate is issued to the rental business entity rather than by individual rental property, this number does not
reflect the number of rental units in the City, and consequently the registration process doesn’t identify the
individual rental addresses associated with each tax certificate.
3. Code Enforcement – Complaint Driven
The Community Development Department employs two (2) Code Enforcement Officers who respond to citizen
complaints regarding violations of the municipal code and State Housing and Building Codes. These officers also
work proactively as time permits.
4. Proactive Code Enforcement
In 2012 two (2) Neighborhood Services Specialists were added to the Community Development Department to
commence a proactive code enforcement program focused on property maintenance and other housing related
violations in visible yards in residential areas.
5. Noise abatement
The Police Department, with the assistance of SNAP staff from Cal Poly, enforces the City’s ordinances related to
noise and unruly gatherings.
6. Weekend Residential Parking Control
Parking Services added a part-time Parking Officer to patrol residential neighborhoods on the weekends from
8:00 am to 5:00 pm as part of the 2011-13 Neighborhood Wellness Major City Goal. The Officer pro-actively
issues parking violations and reports any neighborhood code violations, providing digital pictures and the address
to the Neighborhood Services. The Officer is averaging approximately 68 parking citations per month and reports
about 20 properties a month to the Neighborhood Services office that result in open cases. The officer attends
internal meetings to report on their observations and coordinate with other City staff. This position is funded for
the 2013-15 Parking Enterprise budget and will continue unless it is not approved.
Azusa’s Rental Housing Inspection Program
In order to address the problems associated with rental properties, a number of jurisdictions in California have
adopted rental housing inspection programs. These include, but are not limited to the cities of Azusa, Berkeley,
Brentwood, Highland, Sacramento, Santa Cruz, and San Bernardino, as well as the Counties of Contra Costa and
Sacramento. Many of these jurisdictions are relatively recent adopters and their rental housing programs are in
their infancy.
The City of Azusa’s Rental Housing Inspection Program is notable in that it is one of the oldest programs in the
State, having been established in 1989. It is often cited as the model for other programs in the State. From a
statistical standpoint, Azusa is similar to San Luis Obispo in population (46,361 to 45,525), but shows some
variation in the number of housing units (13,386 to 20,553), estimated percentage of rentals (48% to 61.8%) and
number of rental units (6,372 to 12,700). Azusa also does not have the impacts associated with hosting a major
university and a sizable student population. Nevertheless, the City of Azusa’s Rental Housing Inspection Program
is probably the best model available to use in designing a similar program for San Luis Obispo.
The Azusa Rental Housing Inspection Program has been in effect since 1989 and is based on an ordinance that
requires all rental housing in the City of Azusa to be registered with the City and to be inspected annually to
insure compliance with state and local housing and property maintenance codes. The program consists primarily
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of exterior inspections of rental units, however, if the rental unit is in a high crime or blighted area the inspector
will request to inspect the interior of units with a signed consent form. In addition, if during the course of an
inspection a tenant complains of substandard living conditions within their unit, an interior inspection will be
made with written consent from the tenant. During the course of the inspections the assigned inspector will
contact tenants and ask if there are problems. In large multifamily complexes this is done on a random basis, such
that each tenant is not necessarily contacted.
The scope of the inspections include any and all observable violations such as improper maintenance and
dilapidation of buildings, substandard housing conditions, accumulation of debris and junk, abandoned vehicles,
overgrown or unmaintained vegetation, inadequate sanitation, and illegal/unpermitted construction. Azusa’s
program includes all rental unit types including single-family, duplexes, triplexes, and multifamily complexes.
Once an inspection is complete the owner is issued a Notice of Violation if deficiencies are found and required to
make corrections in a timely manner, typically 5 days for the more serious violations, and 30 days for others.
When violations are found the owner is charged for all incurred costs resulting from a follow up inspections or
further enforcement action necessitated by noncompliance. As a matter of policy, properties that pass the initial
inspection with either no violations or very minor violations may be exempted from reinspection for 2-3 years.
A key element of Azusa’s program is the ability to withhold the connection of water, electricity and gas utilities
for any dwelling unit that has been vacated by its prior tenants if the unit is not registered in the Rental Housing
Inspection Program (AMC Sec. 14-353). Since tenancies change relatively frequently and landlords prefer not to
pay for utilities, this requirement is effective in maximizing the number of properties that participate in the
program.
The City of Azuza’s current staffing is:
• 1 Supervisor
• 1 Administrative Assistant
• 2 Code Enforcement Officers (CEO’s)
Formerly, the City has four Code Enforcement Officers for the program. While this program is often cited as a
model, and even though it has been in place for over 20 years, challenges still exist in inspecting rental units at the
frequency prescribed in the program.
Their annual rental inspection fees are as follows:
• $111 per Single-family Dwelling
• $118 per Duplex
• $111 per Multi-family Parcel, plus $7 per additional unit
In addition to the fee revenue, they have substantial revenues ranging from $200,000 to $300,000 per year from
administrative citations and incurred costs. Fines and costs, when not paid upon notice to the owner, are collected
through a property lien process.
A preliminary review of a number of other rental housing programs in other California jurisdictions was
undertaken by staff, and the results are summarized in Attachment A.
The development of a comprehensive 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, such a
program should be designed so that it is fee supported without any significant financial impact on the general
fund. A myriad of options, considerations and impacts need to be reviewed and analyzed in order to develop a
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program that meets the needs of the community and achieves the desired outcomes encompassed in the idea of
Neighborhood Wellness; healthy, safe, attractive and sustainable neighborhoods. Some of these necessary
considerations and tasks include:
1. Conduct extensive outreach and receive input from stakeholders to include, residents, neighborhood groups,
Cal Poly students and administration, the business community, board of realtors, property owners, the
Council, and any other affected groups.
2. Determine the expected frequency of inspections.
3. Determine the scope of inspections; exterior only, exterior plus interior with probable cause, exterior and
interior, et cetera. Determine appropriate tools to achieve outcomes.
4. Determine and develop an effective organizational structure and a lead department with clear roles and
responsibilities.
5. Identify staffing and program costs. Consider whether existing resources can be reallocated to this effort, if
outside contractors can be effective and recommend the best model to achieve desired outcomes.
6. Develop a fee structure that results in full cost recovery and that considers placing the greatest burden on
substandard properties as opposed to those that are well maintained.
7. Create thorough mechanisms for the collection of delinquent fees and incurred costs (e.g. tax liens,
recordation of Notice, etc.).
8. Determine how fees will be collected. Consider whether fees can be collected as part of the Business
Tax/Licensing process, property tax billing or other method that ensures efficient and effective collection of
fees
9. Implement automated systems for tracking registration, inspection scheduling, complaints, and case
management.
10. Determine if any exemptions (e.g. occupancy by spouse not on title, occupancy by children of owner, for
second dwelling units if one is owner occupied, “granny flats”, etc.) are appropriate.
11. Developing robust appeals and hearing process.
12. Draft a rental inspection ordinance that takes into account community needs and best practices.
13. Identify appropriate organizational structure and develop any amendments to job descriptions and work
flow. The assumptions at this time include a need for additional Code Enforcement Officers and or Fire
Prevention Officers for an expanded Rental Housing Inspection Program and additional administrative
support to assist the noticing, scheduling and paperwork requirements of the program. Final analysis will be
completed by the Human Resources department to verify compensation is commensurate with the duties and
responsibilities of the position and it is classified equitably compared to other positions within the
organization. Consider whether a rental inspection program should be merged with the Fire Department’s
existing Multi-family Housing Inspection Program in order to have a comprehensive residential rental
inspection program, or have it remain separate
Significant outreach to stakeholders needs to occur before a comprehensive plan can be formulated. The overall
scope of the project including staffing, inspection frequency, program costs, fees and other considerations will be
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dependent upon stakeholder input. Additional research of similar programs in other cities will enable us to
identify best practices.
Improve Street Cleanliness
The City received requests from some community members to increase the effectiveness of street sweeping where
significant overnight, on-street parking occurs. The condition is not consistent across City areas, and the proposed
approach would address those areas where parking is significant, to minimize costs. Once the problematic areas
are clearly delineated, an education campaign will be used as the first approach to encourage voluntary
compliance. The impacts of this can be evaluated, and if additional efforts are appropriate, informational, and
enforceable signage will be investigated for follow up. Enforceable signage will require ticketing to be
meaningful, and police and parking enforcement resource availability will have to be prioritized against all other
initiatives requiring their attention.
Increase Public Safety Enforcement
1. Community Action Team (CAT)
Since March of 2012 the Police Department has implemented a trial Community Action Team (CAT) program on an
interim basis to help address the negative effects of criminal and anti-social behavior in the City. CAT officers have
focused their efforts by being pro-active and regularly provide extra patrol in locations such as bus stops, City Hall,
the Mission, Downtown, creeks, parks and neighborhoods.
CAT has proactively circulated through downtown city creek areas (and its perimeter) and has come across wanted
parolees, probationers and other suspects of crime. On several occasions the team has located wanted persons,
including numerous items of stolen property that could be traced back to burglaries that took place in our City.
In November 2012, the City Manager approved the Police Department’s efforts in designating a permanent two
officer CAT unit. The department shifted resources and deployed (1) Special Enforcement Team (SET) position
and (1) Patrol Officer position to accomplish this goal. The mission of CAT will be to continue to address adverse
behaviors and their impacts on the community. The CAT team approach is not limited to enforcement, and will
also incorporate intervention and education as they work with a variety of social, mental health and legal agencies
that provide services to address long term needs and solutions for the community.
The CAT program is currently part of the Police Department’s operating budget which is being carried forward
into the 2013-15 Financial Plan.
CAT Overtime Patrols
The newly formed CAT team will work a flexible schedule, however, will not be capable of operating 7 days a
week, 24 hours per day. In order to complement this CAT presence the department has analyzed its ability to
supplement CAT with overtime by patrol officers for 16 hours a week. This supplemental team would be
available to address immediate concerns when the permanent CAT team is not working and still be an effective
presence to create consistency within the expectations of the program. A portion of the responsibilities by this
supplemental team will have an influence on the downtown area, however, their need will continue to be
citywide. CAT overtime funding is requested as part of the Homelessness Major City Goal.
2. Support Neighborhood Led Initiatives
This portion of the goal proposes promoting “Neighborhood Watch” activities; supporting neighborhood groups,
and providing assistance to neighborhood events/projects.
Neighborhood Watch: The Police Department offers neighborhoods assistance in establishing Neighborhood
Watch. Hard copy “Neighborhood Watch” posters are available and the Neighborhood Outreach Manager and
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officers can attend neighborhood gatherings to guide the start-up process to ensure residents have a solid
understanding of the resources that are available should crime or suspicious happenings need to be reported.
Neighborhood Groups: While not all neighborhood residents feel strongly about having an association or
organization through which to provide input on City initiatives or service, there is still an opportunity to support
neighborhoods that do have this desire. With current technology, noticing, outreach, and staff assignments can be
organized around identified neighborhood boundaries. The Land Use and Circulation Element update (LUCE)
will propose neighborhood boundaries, but this effort can be taken a step further to include contact information
for self-identified representatives of neighborhood groups. Parks and Recreation staff and Police Officers who
serve the particular sector of the City can become more familiar with their respective area assignments. Noticing
and outreach can be customized to address neighborhood residents as well as any groups representing the area.
City staff already conducts outreach for projects through the use of postcards, legal ads, and news releases. An
expanded effort would involve developing and maintaining a database of neighborhood boundaries and associated
representatives in order to target communication efforts to address interested residents on projects or policy
initiative.
Matching Grants: This effort proposes the City subsidize matching “grants” up to a certain limit to fund
neighborhood-sponsored improvement projects (i.e. landscaping a common area; setting up a neighborhood
website; or hosting a neighborhood clean-up work day). The City of Bellevue, Washington, has an established
program that could be used as a model. That program has guidelines that define the amount of neighborhood
involvement required for a qualifying project and assigns the responsibility to the neighborhood for on-going
maintenance of whatever improvement has been funded. Guidelines are provided to help the neighbors identify
the project, develop a work program and budget, as well as hints on how to ensure the project has support from
the residents in the area. If supported, staff would bring forward a program proposal including guidelines, amount
of funding to start the program, types of qualifying projects, and the review process to approve and monitor the
matching grants. At this time, no funding is proposed. Staff will seek additional Council direction in March of
2015. By waiting until the LUCE is adopted, the program will be consistent with direction coming from updated
policies and programs.
Police Park and Neighborhood Program: The Police Department began a pilot program this year that involved
assigning individual officers to the specific parks throughout the city. The officers have worked with the assigned
park maintenance personnel for their specific park to address any ongoing or new problems with each park. The
intent of the department is to increase this program model for the new designated neighborhoods that are being
identified. The Land Use and Circulation Element update (LUCE) will propose neighborhood boundaries within
the next year. Once the mapping of each neighborhood is complete officers will be assigned specific
neighborhoods to take responsibility for problems and be a resource for those who live in these neighborhoods.
This will ensure connectivity with the residents and a specific person to solve recurring or new problems. This
project is in line with the community policing model that has been used successfully in other communities.
PROJECT WORK COMPLETED
Continue to support proactive code enforcement
Proactive code enforcement commenced in June 2012 with the hiring of two neighborhood services specialist
with a focus on property maintenance violations in visible yards throughout the City’s residential neighborhoods.
Due to turnover in these new positions the program is still ramping up. A vacancy was filled on January 31, 2013,
and the new Neighborhood Services Specialist is currently being trained.
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Pursue a residential rental inspection program
The City Council has considered aspects of a Rental Housing Inspection Program in the past. On March 1, 2005,
the City Council held a study session and reviewed a Council Agenda Report which provided several options for a
Rental Property Inspection Program. At that time the City Council elected not to go forward with the
development of such a program.
September 29, 2009 Council Agenda Report discussed options for regulating residential rental properties through
the Business Tax/Licensing Program. By consensus the Council agreed to provide direction to require residential
rental properties obtain business licenses.
Improve street cleanliness
The City currently provides monthly street sweeping to neighborhoods throughout the year, with arterials and the
downtown area completed more frequently, to address bicycle safety, high volumes of trash debris, and improve
water quality.
Increase public safety enforcement
The police department has dedicated services to the enhancement and quality of life issues that affect our
neighborhoods. With the ongoing utilization of SNAP (Student Neighborhood Assistance Program) and the
implementation of fines and ordinances that curb behavior, noise complaints in the neighborhoods have decreased
over the years. Additionally, increased police officer enforcement in the neighborhoods during critical times of
the year such as the start of fall quarter for Cal Poly, Halloween, St. Patrick’s day, and graduation weekend has
been a beneficial approach in sending a message of low tolerance for the adverse behaviors associated with
excessive noise and partying.
Currently the police department is operating a pilot Community Action Team (CAT) citywide which includes
residential areas and creeks adjacent to these residential areas. This two officer unit has been operating within
patrol staffing levels, but also with the use of overtime to meet the need of this specialized enforcement until a
permanent team can be put into place. The CAT team has had a significant impact enhancing relationships and
dealing with the adverse behavior of the homeless population that has refused to utilize the social services our
community offers.
Neighborhood led initiatives
The City will be identifying neighborhood areas as part of the Land Use and Circulation Elements update. While
the boundaries of these areas change with the perceptions of the residents within them, they generally represent
geographic areas for which residents have expressed a connection. This effort has not yet been completed
however it appears that numerous neighborhood areas have been identified. These smaller areas will most likely
be grouped into larger areas for which community outreach and services may be organized.
WORK PROGRAM CONSTRAINTS AND LIMITATIONS
Continue to support proactive code enforcement
The Police Department will continue noise abatement and residential parking enforcement with existing resources
(SNAP). The quarterly Neighborhood Wellness newsletter and improved education and outreach noise abatement
plan will also be done with existing resources.
The implementation of additional enforcement tools will require a collaboration of work effort between the City
Attorney’s Office, the Community Development Department, Public Works and the Fire Department. These tools
should be developed over the next six to twelve months in order to be absorbed within the existing heavy work
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load of these departments. In addition, discussions with community groups should be undertaken to gain input for
the development of policies for the use of the enforcement tools.
Pursue a residential rental inspection program
It is anticipated that there will be some challenges in identifying a comprehensive list of rental properties, since at
present there is no database of rental properties. It is likely that at the time of program inception all rental units
may not be able to be identified by the resources currently available to the City (i.e. tax assessor roles, water
billings, etc.). Some rentals may ultimately have to be identified by field investigation.
Improve street cleanliness
If an enforceable mechanism is needed to allow gutter sweeping on some residential streets, additional resources
will be needed. Signage funding will be required, and requested through the 2013-14 Financial Plan Supplement,
and police or parking enforcement of no parking is required. If no parking is to be staged so that only one side of
a street is affected at one time, all affected residential sweeping routes will have to be revised. This will take
additional time, and may have additional costs associated with it, due to the reduced efficiency of operations.
Increase public safety enforcement
The Police Department is tasked with three Major City Goals to Develop Comprehensive Strategies to Address
Homelessness, Enhance Neighborhood Wellness and Assess and Renew the Downtown. The Police Department
has been successfully testing and will be implementing a permanent Community Action Team (CAT); however,
in doing so it has allocated two police officer positions from other areas of the department to meet a community
wide need to address the adverse behaviors associated with a segment of the population that touches each of the
Major City Goals. By diverting existing resources and concentrating on the impacts of the homeless issue the
Police Department is having to reprioritize levels of service which may have unintended consequences. Ensuring
that all community needs are addressed will be a challenge.
Support neighborhood led initiatives
The limited amount of General Funds available for City match of neighborhood projects could pose a barrier to
achieving bigger projects desired in neighborhoods. The types of projects for which a neighborhood group might
want to take responsibility, however, can be achieved with small amounts of funding. The activity of a
neighborhood project can achieve not only physical improvements but also provide community-building
connections. There may be some concern regarding a neighborhood project that does not have neighborhood
consensus. Guidelines will need to be developed to define how much participation and agreement within the
neighborhood is required. There may also be some concern about what projects get funded if demand exceeds
funding. Guidelines will need to address the possibility of a competitive evaluation of projects on a yearly basis.
The City is already well-positioned to accomplish neighborhood notification and outreach. Some additional work
to create GIS programs to mail-merge notifications and informational bulletins will be required.
STAKEHOLDERS
Neighborhood and Student groups, Cal Poly, Cuesta College, Property Managers and Landlords, Business
Communities, residents, and City Departments
ACTION PLAN
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Task Date
Proactive Code Enforcement
1. Develop a code enforcement hearing officer program and associated training protocols Ongoing
2. Produce and distribute quarterly Neighborhood Wellness newsletter
3. Noise abatement and residential parking district enforcement by SNAP
4. Improved education/outreach plan for neighborhood noise abatement
5. Implement a lien process for uncollected fines and incurred costs.
6. Establish an Abatement Fund.
7. Conduct comprehensive municipal code review to identify possible amendments to code to facilitate
code enforcement efforts
Ongoing
Ongoing
August 2013
August 2013
Sept. 2013
Nov. 2013
Rental Inspection
8. Identify best practices and complete a draft outline of the program August 2013
9. Conduct outreach with stakeholders to obtain input on the draft program outline
10. Review stakeholder input with Council and receive policy direction
Sept-Mar 2014
April 2014
11. Revise program outline and draft an ordinance
12. Conduct outreach with stakeholders on the revised program outline and ordinance
13. Agendize the Ordinance for public hearing and Council Adoption
14. Begin rental inspection program if adopted by the City Council
May 2014
June 2014
July 2014
March 2015
Street Cleanliness
15. Identify problematic areas Oct 2013
16. Develop informational materials and delivery methodology to educate residents on their sweeping
day and the benefits of keeping cars off the streets for the sweeping
Dec 2013
17. Evaluate informational campaign effectiveness Mar 2014
18. If needed, develop and implement enforcement activities Oct 2014
Public Safety Enforcement
19. Implementation and coordination of CAT team to address neighborhood concerns July 2013
20. Increase OT coverage for patrol officers to supplement CAT enforcement July 2013
21. Continue the development of park and neighborhood officers within identified geographical
boundaries for residential connectivity and collaboration
Ongoing
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Neighborhood Initiatives
22. Obtain Council direction for guidelines and process for “Neighborhood Match” grants for
neighborhood improvement projects
23. Develop Database of neighborhood boundary areas and contact information
Jan 2014
Jan 2015
24. Complete neighborhood tree plantings – as requested Ongoing
KEY WORK PROGRAM ASSUMPTIONS
It is assumed that street parking, preventing gutter sweeping, is more problematic when Cal Poly is in
regular session. Problem evaluation will therefor occur in the Fall.
RESPONSIBLE DEPARTMENT
A. Continue to support proactive code enforcement – CDD, City Attorney’s Office, PD, Public Works for
their respective portions.
B. Pursue a residential rental inspection program – CDD and Fire with support of City Attorney’s Office
C. Improve street cleanliness – Public Works
D. Increase public safety enforcement - PD
E. Support neighborhood led initiatives – CDD, Public Works, and PD
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
Cost Summary
2013-142014-152013-142014-15
Neighborhood Match Grants 5,000
Total $0$5,000 $0 $0
Operating Programs Capital Improvement Plan
Funding Sources
2013-142014-152013-142014-15
General Fund 5,000
Total $0$5,000 $0 $0
Operating Programs Capital Improvement Plan
GENERAL FUND REVENUE POTENTIAL
The implementation of a lien process for unpaid fines and incurred costs would result in additional revenues for
the General Fund. In most cases the revenue from such liens would not be realized until 6 to 18 months or longer
following recordation, due to the fact that property tax collection is on a biannual basis and the potential
occurrence of delinquencies.
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As part of the development of a Rental Housing Inspection Program the establishment of a fee structure that
results in full cost recovery should be pursued. As a result, the program should be revenue neutral.
OUTCOME—FINAL WORK PRODUCT
Improve Quality of Life and Increase Public Safety Enforcement – Improved quality of life is the intended
outcome by enforcing laws that impact neighborhoods. An element of connectivity with our residential
communities has always been a goal of the Police and Community Development Departments. SNAP patrols and
ordinance creations/enhancements have been successful historical efforts to enhance these relationships which has
reduced noise and party calls for service. Offering a more consistent presence in the neighborhoods with bicycle
patrol and the assignment of park/neighborhood officers can increase this connectivity and enhance neighborhood
wellness beyond the levels that are currently being offered.
The development of a more effective information and education campaign, improved compliance rates for code
enforcement cases through the implementation of additional enforcement tools. Relief to the general fund for
some code enforcement costs due to recovery of incurred costs. Implementation of a Rental Housing Inspection
Programs to address substandard housing conditions, reduce the occurrence of violations, and reduce the negative
impacts of incompliant housing on neighborhoods and to improve Neighborhood Wellness.
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GOAL STATEMENT
Sustain essential services, infrastructure, and fiscal health: preserve public health and safety and provide essential
services in line with residents’ priorities and sustain the City’s short and long term fiscal health by planning future
revenues (including renewal of Measure Y or an alternative measure), while implementing contingency planning,
efficiency measures, and cost containment strategies including implementation of the Compensation Philosophy
and monitoring further pension and benefit issues.
OBJECTIVES
1. Sustain essential services, infrastructure, and fiscal health: preserve public health and safety and provide
essential services in line with residents’ priorities.
2. Sustain the City’s short and long term fiscal health by planning future revenues (including renewal of
Measure Y or an alternative measure), while implementing contingency planning.
3. Implement efficiencies and cost containment strategies including compliance with the City’s Compensation
Philosophy and continued monitoring of pension and other significant benefit costs.
DISCUSSION
Existing Situation
Between 2003 and 2006, the City of San Luis Obispo experienced significant fiscal challenges that were
caused by a number of factors impacting both revenues and costs. These included State budget
takeaways, insurance cost increases, decline and subsequent slow growth of key revenues, new service
costs, CalPERS investment losses that increased retirement costs, reduced grant revenues, and higher
costs in utilities, fuel and construction.
These challenges resulted in over $10 million in budget reductions and service cuts. Some of the
reductions in service during this time period included the elimination of traffic officers, the elimination
of a full-time Fire Marshall, the suspension of the neighborhood street paving program, the elimination
of funding for creek and flood protection, the discontinuation of funding for open space acquisition, the
under-staffing of code enforcement operations and cuts to cultural and social service programs
Although there were a number of factors creating fiscal challenges on both the revenue and expenditure
side, City stewardship was not one of the problems. A detailed report prepared at the time compared
City finances and service outcomes with similar cities in California that showed the effectiveness of the
City as a steward of community resources. In response to these challenges, the City tightened its belt and
became an extremely lean organization, it continued to follow best practices as a national leader in
financial planning and reports, and continued to receive highly regarded audits.
To address this difficult budget situation, City leaders evaluated a wide range of possible new revenue
options and concluded that a sales tax would be the best option for several reasons, including San Luis
Obispo’s low combined sales tax rate, over 50% of sales tax proceeds are paid by non-residents,
housing, food and prescription drugs are exempt, and many other cities in the County use a local sales
tax to fund the particular services desired by their residents. In May 2005, the Council considered an
evaluation of the feasibility of a revenue ballot measure, which was based on a scientific public opinion
survey. The survey showed that a general-purpose sales tax of not more than ½-cent would be viable.
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With this information in hand, the City Council directed staff to continue outreach and education efforts
and engage the community regarding the budget situation. With consultant assistance, staff conducted a
significant community outreach program that included two public opinion surveys, briefings with every
advisory body, ongoing briefings with City employees, formation of a speakers bureau that made 46
presentations leading up to the decision to place the measure on the ballot, creation of an ad-hoc
community group to provide advice to the City Manager composed of 27 leaders from all walks of
community life, four information mailers sent to all registered voters, mailing of over 550 information
letter to a wide range of community leaders, a town hall forum, and other efforts aimed at educating
voters and gathering input regarding the communities thoughts on a potential sales tax measure.
The result of this community outreach effort was the decision to put Measure Y on the ballot. Measure
Y includes some significant oversight and accountability features. These oversight and accountability
features include a requirement for an annual audit of revenues and expenditures, integration of Measure
Y into the City budget process, annual community meetings to solicit input and feedback on Measure Y
expenditures, and an eight year sunset clause. Ultimately, Measure Y was approved by over 64% of the
vote. It went into effect on April 1, 2007, and will sunset on March 31, 2015, if it is not reauthorized.
After Measure Y was adopted, the City’s fiscal challenges continued. Costs continued to increase and
two unexpected events occurred. The first was a binding arbitration award for employees represented by
the San Luis Obispo Police Officers Association that resulted in a $5.4 million dollar expense in 2008
and over $3 million in ongoing annual costs. In August 2011, San Luis Obispo voters repealed binding
arbitration for Police and Fire. The second was the Great Recession that resulted from the collapse of
the housing market. With significantly less disposable income and high unemployment across the State
and country, San Luis Obispo’s economy felt the effects. In 2012, only one of its revenue sources
(Transient Occupancy Tax) had recovered to pre-recessionary levels.
However, with Measure Y in place, the City of San Luis Obispo was able to maintain essential services
including a robust neighborhood street paving program, increased neighborhood code enforcement,
additional public safety personnel including a traffic sergeant and full-time Fire Marshall, and a creek
protection and flood prevention program was implemented improving the capacity of the City’s storm
water system and reducing flooding. Additional open space areas, such as Froom Ranch were acquired;
Johnson Ranch was opened to the public; many other great successes have been realized with the use of
Measure Y revenue.
The November 2014 General Election is the last opportunity to renew Measure Y, or propose an
alternative revenue measure, before the City’s ½-cent sales tax sunsets. This circumstance presents an
opportunity for the City to engage the community once again about its preferences with respect to use of
local revenues. The proposed work program is similar to efforts taken in 2006 to engage the community
about the services they would like the City to deliver. The proposed education and outreach program
includes the formation of an Advisory Committee to the City Council, and is intended ensure that any
decisions made by the Council regarding Measure Y are informed by reliable input from the whole
community.
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Additional Fiscal Health Background
In addition to the planning that went into the passage of Measure Y and as part of the 2011-13 Financial
Plan, the City worked with employee groups to implement Council’s labor relations objectives that
included a 6.8% reduction in total compensation, a shift from the employer paying the Member
Contribution to CalPERS to the employee paying the full Member Contribution, and implementation of
a lower, second tier retirement formula that included the average of three years of compensation in
calculating final compensation. Further, with the passage of the Public Employees’ Pension Reform Act
(PEPRA), even lower pension benefit formulas have been implemented for “new employees” as defined
under that law. Long-term agreements were negotiated with every employee group, further resulting in
cost containment as those agreements do not include cost of living increases and only minimal increases
to the City’s contribution to health contributions. This shared sacrifice is indicative of the highly
committed workforce the City has been fortunate to retain. These concessions were integral in helping
the City move toward long-term financial sustainability.
In addition to controlling costs associated with its workforce, the City uses outside experts to evaluate
the organizational effectiveness and efficiencies of City departments on a bi-annual basis. The
Administration Department budget includes $37,500 in bi-annual funding that is reserved for
organizational assessments to evaluate the effectiveness of City operations and identify efficiencies. For
example, in 2011, the City hired a consultant to conduct an organizational assessment of the Public
Works Department. The cost of the assessment was $, and to date the City has saved $ by implementing
its recommendations. During the 2013-15 Financial Plan period, the Policy Department will be the next
City department to conduct an assessment.
Proposed Work scope
The proposed work scope is organized to address each of the identified objectives (in bold below) in this major
city goal.
Sustain essential services, infrastructure, and fiscal health: preserve public health and safety and provide
essential services in line with residents’ priorities.
By continuing the City’s history of a comprehensive financial planning process that is founded on community
input through significant outreach to community members, the financial planning process reflects residents’
priorities in major city goals. Instead of reiterating efforts to sustain essential services and infrastructure, staff has
identified the pertinent major city goal work programs below.
• Implement comprehensive strategies to address homelessness in our City.
• Continue and enhance neighborhood wellness initiatives.
• Expand bicycle and pedestrian paths.
• Implement the adopted Economic Development Strategic Plan.
• Assess and renew the Downtown.
• Complete construction of a skate park.
Sustain the City’s short and long term fiscal health by planning future revenues (including renewal of
Measure Y or an alternative measure), while implementing contingency planning.
Develop Key Information and Community Input Regarding Measure Y Revenues and Expenditures
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MAJOR CITY GOALS
SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
• Create an advisory group appointed by the City Council to guide outreach efforts and make
recommendations to staff and the City Council regarding future revenues.
• Analyze Measure Y revenues and expenditures and identify community-wide benefits generated through
the use of this local revenue source.
• Conduct a public opinion research regarding residents’ priorities and report the results back to the
community.
Revenue Contingency Planning
• Based on community input, consider options for alternative revenue measures, advisory measures, or
other revenue alternatives in line with residents’ priorities.
• Conduct a series of study sessions with the City Council regarding the budget reductions that would need
to occur if Measure Y, or a different revenue measure, is not reauthorized.
Revenue Measure Outreach and Education
• Educate the community regarding the benefits of local revenue sources, such as Measure Y, through a
variety of methods and informational outlets, including:
o Organize a speakers bureau of community members to engage the community about the benefits
of Measure Y.
o Make staff available to present information regarding Measure Y benefits at a wide variety of
community meetings and to service organizations.
o Present useful information about the benefits of Measure Y on the City’s website.
o Use Facebook and Twitter to highlight key information and bring interested citizens to the
website.
o Direct mailing to households in the City providing important information about Measure Y and
to solicit feedback regarding reauthorization.
• Conduct annual Measure Y Community Forum.
Determine Next Steps Regarding Potential Revenue Measure to Address Fiscal Health
• City Council consideration of a ballot measure to reauthorize the City to collect a ½-cent sales tax, or
authorize a different revenue measure if in line with residents’ priorities.
• If reauthorization of Measure Y or a new revenue measure is not placed on the ballot, begin to implement
contingency plans for necessary, future budget reductions.
• If a proposed revenue measure fails at the ballot box, begin to implement contingency plans for necessary,
future budget reductions.
The following provides further detail on some of the key points articulated in the above work scope.
Revenue Measure Advisory Committee. As part of this work program, staff is recommending that the City
Council appoint a Advisory Committee to analyze the City’s stewardship of Measure Y resources, seek
community input regarding priorities, develop recommendations regarding alternatives for reauthorization of
Measure Y or the creation of a new revenue measure, and to help perform community outreach and education.
Council appointment of this committee will ensure broad representation of community members with different
backgrounds and interests and will foster a thorough debate on the relevant issues.
Public opinion research. A public opinion survey will surface the level of citizen satisfaction with City services
and will highlight community priorities. It is crucial to collect unbiased, verifiable information in order to
understand the community’s views on important issues that might be addressed with a future revenue measure. It
is also important to understand community priorities and what programs residents would want to support through
a local sales tax revenue measure.
Attachment 2
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MAJOR CITY GOALS
SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
A critical component of the proposed public opinion research is tracking questions that were asked of the public
in 2005, 2006, 2010 and again in 2011. From the results of this research, the City and the advisory committee can
evaluate a variety of considerations associated with placing a revenue measure on the ballot, including the content
of a potential advisory measure to help inform the City Council regarding how revenues should be allocated.
Community outreach/education. Providing accurate and comprehensive educational information about the use
and need for the revenue is appropriate and allowed by law. A focused and comprehensive communications
strategy must be implemented to educate the community on the importance of local revenues in maintaining
essential City services. Funding for community education and outreach is included in this request. After
completion of the public opinion survey and subsequent assessment of the course of action, an appropriate
outreach and education component will be developed. The efforts would be informed by the use of a consultant
and often include direct mailing and other methods to provide important information and solicit feedback from
registered voters.
Contingency Planning. Contingency planning is proposed for two key purposes. First, to help the community
understand the trade-offs that will be necessary if the City loses the revenue associated with its local ½-cent sales
tax. The second is to inform the 2015-17 Financial Plan process, which will have to include service reductions
currently estimated at over $7 million in 2015-16 to maintain reserves at policy levels..
Implement efficiencies and cost containment strategies including compliance with the City’s Compensation
Philosophy and continued monitoring of pension and other significant cost drivers.
Continue to closely review and monitor the City’s fiscal condition
• Update General Fund Five-Year Forecast at least twice annually, at mid-year and with recommended
budget while ensuring that effective revenue and expenditure trend monitoring tools and processes are
utilized.
• Prepare focused reports on areas of interest for cost containment to city management and City Council,
such as projected pension cost trends, insurance program costs, and investment performance and
strategies.
Continue emphasis on effectiveness and efficiency of the City organization
• Continue to perform organizational reviews; prioritizing the implementation of recommendations that are
focused on improving effectiveness and efficiency.
• Continue to review and implement ideas for cost savings or increased revenues as recommended by staff
and community members.
• Continue use of benchmarking and best practice reviews in evaluating recommendations.
• Implement benchmark analysis to compare key financial and outcome measures with comparable
jurisdictions.
• Identify opportunities for managed competition in City functions as identified from the results of
benchmark analysis and organizational or best practice reviews.
• Examine feasibility of establishing a system to and monitor performance measurements versus workload
measurements.
• Evaluate cost-effectiveness of leasing instead of purchasing equipment.
Identify and address long-term liabilities that are important to our fiscal sustainability
• Refine five-year capital improvement program that will responsibly protect the City’s infrastructure
assets, including building facilities, and develop plan for funding as needed. Establish replacement and
funding plans for equipment.
• Establish replacement and funding plans for information technology assets.
Attachment 2
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MAJOR CITY GOALS
SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
• Periodically review liability and workers compensation claims trends and update a plan of funding if
needed.
• Monitor liability and workers compensation claims to ensure best practices are implemented, focusing on
prevention are implemented and costs reduced.
Continue to monitor personnel costs and develop strategies to effectively manage these costs
• Continue to monitor personnel costs.
• Continue to monitor pension costs and consider strategies to effectively reduce liabilities associated with
the pension program.
• Continue to monitor effects of the Affordable Care Act while ensuring compliance and mitigating long-
term cost impacts.
• Evaluate the City compensation structure in compliance with the adopted Compensation Philosophy
including comparing compensation for classifications recruited from primarily the local labor market to
local private and public sector organizations.
• Review and revise if necessary, a labor relations strategy in preparation for negotiations with employee
associations.
Continued focus on Sustainability. The City’s comprehensive two year financial planning process includes many
avenues for citizens to provide input to Council regarding their priorities for the community. Further, this process
provides a means to match specific work programs and resources with those priorities to ensure completion.
Currently the city is experiencing modest growth in its major revenue sources such as property taxes, sales taxes
and Transient Occupancy Taxes. In spite of this, staff continues to rely on sound economic forecasting tools as
well as information from sources such as Beacon Economics to maintain a close eye on the health of the local
economy. In addition, the city:
• Subjects its audited financial statements and the annual budget document to the scrutiny of the
Government Finance Officers Association which evaluates the completeness and accuracy of the
information contained in these reports. It is important to note that the city has been received an award
from the GFOA for many years based on the quality of these documents.
• Focuses on what is required to maintain the AA+ credit rating assigned by Fitch Ratings and Standard &
Poors.
• Budget policies require the adoption of a balance budget over the two-year period of the Financial Plan.
Project Work Completed.
The City has a number of key programs and policies in place that are focused on preserving the City’s fiscal health,
improving productivity, and containing costs. These include:
• A reserve policy which requires a General Fund balance that is at least 20% of operating expenditures and
20% working capital levels for Water, Wastewater, and Parking Enterprise Funds.
• Robust annual and interim financial reporting.
• Multi-year budgets and long-term financial planning.
• Use of technology to improve customer service, productivity, and access to information.
• Strong fiscal policies to guide key financial decisions, including the requirement that a balanced budget is
adopted over the two-year period of the Financial Plan.
• Efficient and effective human resources management.
• Formal organizational reviews on a systematic, ongoing basis.
• Review, updating, and adoption of the City’s Compensation Philosophy in March 2011 that serves as the
City’s “guiding principle” regarding pay and benefits and includes consideration of local private and public
sector data.
• PERS cost and program review in February 2011.
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MAJOR CITY GOALS
SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
• A review of personnel cost drivers by Council in April 2011 that set the stage for development of Council’s
labor relations objectives.
• Successful negotiation of ongoing compensation reductions totaling 6.8% of total compensation through the
development of a budget-driven negotiation strategy and Council’s labor relations objectives.
• Successful negotiation of second tier, lower pension benefit formulas for all employee groups and
implementation of lower third tier pension formulas in compliance with the PEPRA.
• Collaboration with the Human Resources Association of the Central Coast and Cal Poly Human Resources
program to further improve upon a biennial compensation and benefits survey that will provide local data for
the City to consider when examining its compensation structure.
• Successfully refinancing existing debt to take advantage of lower interest rates and generate significant
annual savings in debt service costs.
• The recently updated Utility User’s Tax Ordinance, approved with over 84% of the vote, protects against
future challenges and the potential erosion of this revenue stream by a successful challenge.
• Developed the Airport Area Specific Plan in order to ensure that the future development of this area occurs
within defined parameters and with the developer providing the financing for much of the required public
improvements.
WORK PROGRAM CONSTRAINTS AND LIMITATIONS
Constraints for this Major City Goal include:
1. The current and projected staff turnover and competing priorities that may affect staff capacity to perform
high level analysis and implementation.
2. The need to transition and orient a Finance and Information Technology Director during 2012-13 and the
potential reorganization of this department during 2013-14.
3. Uncertainties around other levels of government which impact our community. This includes impacts of
the State budget crisis, and its effect on county services and local government employment.
4. The City’s obligation to meet and confer with labor organizations regarding changes in wages, hours, and
working conditions.
5. Legislative changes and potential costs or savings associated with those changes including the Affordable
Care Act.
6. Participation in a risk pool for liability and workers compensation which brings many benefits but also
means the City is subjected to changes in premiums as a result of other entities, not just their own
experience.
7. Participation in CalPERS and the anticipated increases in contribution rates due to unrealized investment
returns and changes in demographics outside the City’s control.
8. The uncertain response from the general public to the idea that Measure Y may be extended.
STAKEHOLDERS
The stakeholders for this Major City Goal are both internal to the organization and external. Community members
have a vested interest in the long-term fiscal health of the City and preservation of critical services and assets.
Internal stakeholders include all City employees.
Administration, Human Resources and Finance and Information Technology will be active in the development
and implementation of the tasks identified. However, every department will be involved in accomplishment of
this goal.
Attachment 2
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MAJOR CITY GOALS
SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
ACTION PLAN
Plan future revenues including renewal of Measure Y or an alternative measure, as well as
contingency planning Date
1. Create a nine-member Advisory Committee appointed by the City Council to guide outreach efforts,
advise staff in the creation of the outreach effort, and implementation of the Major City Goal work
plan, as well as provide advice and counsel to the City Council regarding future revenues.
2. Analyze Measure Y revenues and expenditures and identify community-wide benefits generated
through the use of this local revenue source.
July – August
2013
August –
September
2013
3. Conduct a survey regarding residents’ priorities and report the results back to the community.
4. Conduct study session to review options for alternative revenue measures, advisory measures, or
other revenue alternatives in line with residents priorities.
5. Prepare background information and alternatives for contingency planning and conduct a series of
study sessions with the City Council regarding likely budget reductions and other contingency
planning that would need to occur if Measure Y, or a different revenue measure, is not reauthorized.
September
2013
December
2013
July –
February 2014
6. Provide information to the community regarding the benefits of locally controlled revenue sources,
such as Measure Y, through a variety of methods and informational outlets, including:
a. Organize a speakers bureau of community members to engage the community about the
benefits of Measure Y
b. Make staff available to present information regarding Measure Y benefits at a wide variety
of community meetings and to service organizations
c. Present useful information about the benefits of Measure Y on the City’s website
d. Use Facebook and Twitter to highlight key information and bring interested citizens to the
website
e. Direct mailing to registered voters
January-
November
2014
7. Conduct annual Measure Y Community Forum. March 2014
8. City Council consideration of a ballot measure to reauthorize the City to collect a ½-cent sales tax,
or authorize a different revenue measure if in line with residents’ priorities.
9. If reauthorization of Measure Y or a new revenue measure is not placed on the ballot, begin to
implement contingency plans for necessary, future budget reductions.
10. If a proposed revenue measure fails at the ballot box, begin to implement contingency plans for
necessary, future budget reductions.
May 2014
July 2014
November
2014
Continue to closely review and monitor the City’s fiscal condition Date
1. Update General Fund Five-Year Forecast at least twice annually, at mid-year and with the
recommended budget while ensuring that effective revenue and expenditure trend monitoring tools
and processes are utilized.
Ongoing
2. Prepare focused reports on areas of interest to city management and Council such as projected
pension cost trends, insurance program costs, and investment performance and strategies.
Ongoing
Attachment 2
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MAJOR CITY GOALS
SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
Continue emphasis on effectiveness and efficiency of the City organization Date
1. Continue to perform organizational reviews; prioritizing the implementation of recommendations
focused on improving effectiveness and efficiency.
Ongoing
2. Continue to review and implement ideas for savings or increased revenues as recommended by staff
and community members.
3. Continue use of benchmarking and best practice reviews in evaluating recommendations.
4. Implement benchmark analysis to compare key financial and outcome measures with comparable
jurisdictions.
5. Identify opportunities for managed competition in City functions as identified from the results of
benchmark analysis and organizational or best practice reviews.
6. Examine feasibility of establishing and monitoring performance measures instead of workload
measures.
7. Evaluation cost effectiveness of leasing instead of purchasing equipment.
Ongoing
Ongoing
September
2013
Ongoing
December
2014
Ongoing
Identify and address long-term liabilities that are important to our fiscal sustainability
Date
1. Refine five-year capital improvement program that will responsibly protect the City’s
infrastructure assets, including building facilities, and develop plan for funding as needed.
Ongoing
2. Establish replacement and funding plans for equipment.
3. Establish replacement and funding plans for information technology assets.
October 2013 –
February 2014
October 2013 –
February 2014
4. Periodically review liability and workers compensation claims trends and update a plan of
funding if needed.
5. Monitor liability and workers compensation claims to ensure best practices focusing on
prevention are implemented and costs reduced.
Ongoing
Ongoing
Continue to monitor personnel costs and develop strategies to effectively manage these
costs
Date
6. Continue to monitor personnel costs.
7. Continue to monitor and support appropriate pension reform.
8. Continue to monitor pension costs and consider strategies to effectively reduce liabilities
associated with the pension program.
Ongoing
Ongoing
Ongoing
Attachment 2
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MAJOR CITY GOALS
SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
9. Analyze the effects of the “pay or play” mandate pursuant to the Affordable Care Act and
recommend a plan of funding if applicable.
10. Assist in the development and coordination of the HRACC compensation and benefits
survey to ensure appropriate local private sector data is available for use in future analysis.
Participate in the survey.
11. Conduct a market compensation comparison of benchmark classifications in SLOCEA and
management.
12. Develop a labor relations strategy to guide upcoming negotiations.
13. Conduct labor negotiations consistent with Council’s labor relations strategy with
represented employee groups; initiating negotiations prior to expiration of current
agreements
November 2013
July – December 2013
January – June 2014
June – December 2014
September 2014 – June
2015
KEY WORK PROGRAM ASSUMPTIONS
1. It is assumed that this work program can be accomplished within existing resources plus the one-time cost of
the services identified in the SOPC. This assumption is based on current staffing levels remaining static.
2. Budget and fiscal policies and plans that have served the City well in the past will remain in place and
continue to be effectively implemented.
3. The City will work constructively and collaboratively with employee associations, adhering to its obligation
to meet and confer on matters affecting wages, hours, and working conditions.
4. Cost estimates for services are based on the range of similar work done in the past. Costs will vary based on
the scope of the review and consultant selected.
5. Organizational changes will be managed using fundamental change principles including meaningfully
engaging employees in developing solutions, communicating extensively and frequently about changes
anticipated, listening and acting upon input from employees, and celebrating successes and learning from our
efforts.
RESPONSIBLE DEPARTMENT
The Finance and Information Technology Department will take the lead role for this work program, with
significant support from the Human Resources and Administration Departments.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
Cost Summary
2013-142014-152013-142014-15
Local Revenue Measure Ed. and Outreach 50,000
Total $50,000 $0 $0 $0
Operating Programs Capital Improvement Plan
Attachment 2
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MAJOR CITY GOALS
SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
Funding Sources
2013-142014-152013-142014-15
General Fund 50,000
Total $50,000 $0 $0 $0
Operating Programs Capital Improvement Plan
GENERAL FUND REVENUE POTENTIAL
The potential revenue generation from the passage of the renewal of Measure Y or a similar ballot initiative or
other local revenue initiative could be as much as $6.3 million per year, which is in line with the projected income
generated by Measure Y in 2012-13. Savings from the other efficiency and cost containment strategies are
unknown at this time. Certain cost containment proposals, if adopted, may not result in immediate annual savings
but could provide a reduction in future liability costs.
The potential impact on the General Fund if a local revenue measure is not enacted to succeed Measure Y was
presented to the City Council during the December 18, 2012 report on the update to the five year fiscal forecast.
In that presentation it was shown that by the end of the first fiscal year after Measure Y sunsets, the General Fund
would no longer be able to maintain a 20% reserve level and within 3 years the General Fund would be insolvent
in the absence of significant service reduction actions.
OUTCOME—FINAL WORK PRODUCT
By attaining the city’s goal of sustaining its short and long term fiscal health, the city will be in a position to
maintain service levels that are in line with the citizen’s priorities. This includes providing adequate public safety
response, providing reliable utility services and providing a roadway network that is both adequate and well
maintained.
Attachment 2
84
Attachment 2
85
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
LOCAL REVENUE MEASURE EDUCATION AND OUTREACH
Summary of Change: Provides funding for support of an ad-hoc City Council advisory group, a community priorities
survey, and public outreach materials to inform the community about Measure Y and solicit feedback regarding desirable
uses of future revenues.
Fiscal Impact: One-time cost of $50,000 in 2013-14.
Service Level Impact: This program will generate the information necessary for the City Council to make informed
decisions regarding renewal of Measure Y or an alternative revenue measure.
KEY OBJECTIVES
1. Supports an ad-hoc advisory group appointed by the City Council to advise the Council and staff regarding
reauthorization of Measure Y or an alternative revenue measure.
2. Fund a community priorities survey similar to past surveys to allow decision makers to better understand community
priorities and top issues of concern.
3. Funds for the creation and distribution of public outreach materials to inform the community about Measure Y and
solicit feedback regarding desirable uses of future revenues.
4. Generate the information necessary for the City Council to make informed decisions regarding renewal of Measure Y
or an alternative revenue measure.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
The November 2014 General Election is the last opportunity to renew Measure Y, or propose an alternative revenue
measure, before the City’s ½-cent sales tax sunsets. This circumstance presents an opportunity for the City to engage the
community once again about its preferences with respect to use of local revenues. The proposed work program is similar
to efforts taken in 2006 to engage the community about the services they would like the City to deliver. The proposed
outreach program includes the formation of an Advisory Committee to the City Council, and is intended to ensure that
information used by the Council regarding Measure Y is supported by reliable input from the broadest cross section of the
community.
GOAL AND POLICY LINKS
This program supports achievement of the Major City Goal to sustain essential services, infrastructure and fiscal health.
PROGRAM WORK COMPLETED
During 2011, City staff engaged the community in a conversation about Measure Y reauthorization as part of a previous
Major City Goal to determine optimal timing for placement of reauthorization on the ballot. The City Council decided not
to place a revenue measure on the 2012 ballot, however, a great deal of education and outreach occurred that resulted in
valuable feedback from the community and input to the City Council regarding the decision to wait until 2014 to
potentially seek reauthorization.
In addition, the City has now conducted four community priorities surveys since 2005, which has allowed it to track
certain questions regarding support for Measure Y over time. These past surveys will be invaluable in understanding
responses to a new survey, and will assist the Advisory Committee, staff and the City Council in its recommendations and
decision-making regarding a potential 2014 revenue measure.
Attachment 2
86
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
LOCAL REVENUE MEASURE EDUCATION AND OUTREACH
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The City of San Luis Obispo faces a primary constraint and limitation in that public resources cannot be used for the
purpose of furthering a campaign or otherwise influencing the outcome of an election. The City’s communications are,
therefore, limited to the factual presentation of information and conducting outreach efforts to ensure that this information
reaches as many registered voters as possible. The City went through a very significant education and outreach process
when Measure Y was originally approved in 2006. In addition, communities throughout California have placed revenue
measures on the ballot and important lessons can be learned from reaching out to other organizations, including cities in
our County such as Arroyo Grande, Pismo Beach and Paso Robles, to learn about the steps they followed in making the
decision to place a revenue measure on the ballot.
STAKEHOLDERS
The primary purpose of the proposed program is to conduct an education and outreach program to the residents of the City
of San Luis Obispo. However, the stakeholders include the entire community, including property owners and business
owners that benefit from City services.
IMPLEMENTATION
Plan future revenues including renewal of Measure Y or an alternative measure Date
1. Create a nine-member Advisory Committee appointed by the City Council to guide outreach efforts,
advise staff in the creation of the outreach effort, and implementation of the Major City Goal work
plan, as well as provide advice and counsel to the City Council regarding future revenues.
2. Analyze Measure Y revenues and expenditures and identify community-wide benefits generated
through the use of this local revenue source.
July – August
2013
August –
September
2013
3. Conduct a survey regarding residents’ priorities and report the results back to the community.
4. Consider options for alternative revenue measures, advisory measures, or other revenue alternatives
in line with residents’ priorities.
5. Prepare background information and alternatives for contingency planning and conduct a series of
study sessions with the City Council regarding likely budget reductions and other contingency
planning that would need to occur if Measure Y, or a different revenue measure, is not reauthorized.
September
2013
December
2013
July 2013 –
February 2014
6. Provide information to the community regarding the benefits of locally controlled revenue sources,
such as Measure Y, through a variety of methods and informational outlets, including:
a. Organize a speakers bureau of community members to engage the community about the
benefits of Measure Y
b. Make staff available to present information regarding Measure Y benefits at a wide variety
of community meetings and to service organizations
c. Present useful information about the benefits of Measure Y on the City’s website
d. Use Facebook, Twitter and other social media sources to highlight key information and
January-
November
2014
Attachment 2
87
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
LOCAL REVENUE MEASURE EDUCATION AND OUTREACH
bring interested citizens to the website
e. Outreach via direct mailing to inform and educate residents about uses and benefits
7. Conduct annual Measure Y Community Forum. March 2014
8. City Council consideration of a ballot measure to reauthorize the City to collect a ½-cent sales tax
or authorize a different revenue measure if in line with residents’ priorities.
9. Provide information and education about facts concerning the history of uses and benefits of
Measure Y as well as information and education on the ballot measure.
10. If reauthorization of Measure Y or a new revenue measure is not placed on the ballot, begin to
implement contingency plans for necessary, future budget reductions.
11. If a proposed revenue measure fails at the ballot box, begin to implement contingency plans for
necessary, future budget reductions.
May 2014
June –
November
2014
July 2014
November
2014
KEY PROGRAM ASSUMPTIONS
The key assumption made in the proposed work plan is that community members will be heavily engaged in this
important issue and will be willing to serve on an ad hoc advisory committee, and assist staff with community education
and outreach efforts, including the speakers’ bureau. Without community support in these efforts, it would be more
difficult for City staff to solicit sufficient feedback to make a knowledge-based recommendation regarding placement of a
new revenue measure on the ballot.
In addition, staff is assuming that the City Council will support consultant services for public opinion research and
assistance with the education and outreach program. There are many consultants locally and across the State that
specialize in the work of gaining feedback from residents to determine priorities, which can then be translated into a ballot
measure for voter consideration. Since 2005, the City has utilized Fairbane, Moslin, Maulin, Metz and Associates (FM3)
that has conducted the four previous surveys. This has resulted in comparable data which has allowed trend analysis. An
assumption has been made that FM3 will be used for this survey so that data and reliable trend analysis can be conducted.
However, other consultants could competently complete this scope of work. Overall, this should be considered a minor
investment for securing a revenue source that is critically important for maintaining essential services and the standard of
living in our community.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
The City Manager and the Finance & IT Director will lead the project team and provide support to the advisory
committee, along with executive team members as assigned.
Project Team:
All City department heads and key program managers whose programs utilize Measure Y funding will be part of the
project team.
Attachment 2
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SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
LOCAL REVENUE MEASURE EDUCATION AND OUTREACH
ALTERNATIVES
1. Continue the Status Quo. If the City Council chooses not to invest in the consultant services necessary to conduct a
survey, and other important outreach efforts, its decisions will not be based on a complete understanding of
community priorities and preferences. It is important to keep in mind that while the proposed speakers bureau and
outreach efforts to be conducted by staff will reach a large segment of the community that is already engaged in
municipal issues and willing to participate in these discussions, approval of a revenue measure requires at least 50%
of the vote. In order to understand the issues and concerns of this larger population, a survey methodology and other
consultant services are needed.
2. Change the Scope of Request. In developing the budget for this request, staff has met with representatives from the
League of California Cities who have knowledge of costs associated with efforts to place revenue measures on local
ballots throughout the State and researched the scope of work and cost of services when Measure Y was placed on the
ballot in 2006. However, because of competing priorities the scope has been scaled back. The City Council could
decide to augment the scope, however, reduction of the scope is not recommended. Staff will certainly work to save
costs wherever possible.
3. Implementation in a Different Way. Contract services are proposed because City staff does not have the expertise
necessary to conduct a formal survey, or to develop the materials to communicate key information to the public about
this important revenue measure. The proposed method of implementing this program is informed by previously
implemented voter outreach efforts that have been effective and increasing voter knowledge and awareness.
OPERATING PROGRAM
Administration
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Contract Services 45,000 0
Community Priorities Survey 25100-7227 30,000
Education and Outreach Coordination 25100-7227 15,000
Other Operating Expenditures 5,000 0
Materials and Support for Advisory Committee 25100-7227 5,000
Total Operating Costs 50,000 0
Attachment 2
89
MAJOR CITY GOALS
EXPAND BICYCLE AND PEDESTRIAN PATHS
GOAL STATEMENT
Expand bicycle and pedestrian paths to improve connectivity and safety, including continued progress on Rail
Road Bicycle and Pedestrian Safety Trail and Bob Jones Trail, and pursuit of other options contained in the
Bicycle Transportation Plan.
OBJECTIVE
Continue and expand upon projects and programs which improve and encourage bicycling and walking in San
Luis Obispo.
DISCUSSION
1. Proposed Workscope. The work program implements high priority projects and programs identified in the
City’s Bicycle Transportation Plan.
2. Existing Situation. The Transportation Planning and Engineering Program implements the analysis,
planning, design, construction and operations of the City’s circulation systems. Over the past decade
significant progress has been made expanding the City’s bicycle and pedestrian facilities.
Bicycle Facility Type Constructed Constructed Proposed New
as of 2002 as of 2012 (per City Plans)
Class I Bicycle/Pedestrian
Trail
1.5 miles 7.2 miles 26.1 miles
Class II Bike Lanes 25 miles 29.7 miles 17.9 miles
Class III Bike Routes n/a 20.6 miles 0 miles
Bicycle Boulevards 0 miles 0.5 miles 5.9 miles
Racks w/ Plaques Donations 0 42 racks/174 spaces n/a
Sidewalks n/a 202.1 miles 35.4 miles
The current Transportation work program includes many multi-year high priority projects that will extend into
the FY 2013-15 Financial Plan period. Examples of these high priority projects include: the Land Use and
Circulation Element update, the Los Osos Valley Road interchange project, the Bicycle Transportation Plan
update, oversized vehicle parking regulations, the Palm Nipomo parking structure project, the Prado Road
extension, and the conversion of the relinquished Route 227 traffic signal facilities. Implementing these
projects along with the Program’s other duties and assignments have been challenging with existing
resources. This Action Plan therefore identifies the projects that can be accomplished utilizing current
staffing as well as a list of optional tasks that could be included should additional resources be provided.
3. Project Work Completed. In the past several years, the City completed construction of a number of
bikeways including the northern segment of Railroad Safety Trail providing a Class I bikeway adjacent to the
railroad tracks between Hathway Street and the Cal Poly State University campus, a Class I bikeway on Los
Osos Valley Road between Oceanaire and Laguna Lane to improve pedestrian and bicycle access between the
two neighborhoods, and a pedestrian/bicycle bridge on the Bob Jones City-to-Sea Trail providing a trail
connection to the Prado Road/South Higuera intersection. Additionally the City constructed a number of
miscellaneous bikeway improvements identified in the City’s Bicycle Transportation Plan including bike
lanes on Sacramento Drive and shared lane markings on Monterey Street and Broad Street. Finally, the City
Attachment 2
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MAJOR CITY GOALS
EXPAND BICYCLE AND PEDESTRIAN PATHS
has continued to make progress in the planning and design of other bicycle and pedestrian paths including the
Bob Jones Trail Octagon Barn connection and the Railroad Safety Trail south of Hathway Street.
WORK PROGRAM CONSTRAINTS AND LIMITATIONS
1. In 2009, half of the 0.5 FTE General Plan funded Transportation Programs Assistant position was
transferred to the Transit Fund and in 2011 half of the 1.0 FTE the Principal Transportation Planner
position was transferred to the Parking Fund.
2. Although verbal support has been received from Union Pacific Railroad (UPRR), California Highway
Patrol (CHP), and Public Utilities Commission (PUC) on the Railroad Safety Trail Taft to Pepper project,
project approvals are not guaranteed.
3. The reductions in staffing identified above limit our ability to pursue all grant sources with the attention
needed to be successful in a highly competitive grant environment.
4. Funding miscellaneous bikeway improvements is very cost effective when it can be done in conjunction
with other City activities such as pavement maintenance. If activities such as restriping City streets are
postponed due to budget constraints, fewer bikeway improvements can be made.
5. The allocation of TIF funds to the Los Osos Valley Road interchange project limit the availability of these
funds for bicycle projects.
STAKEHOLDERS
The primary stakeholders include bicyclists and pedestrians. Other stakeholders include the entire community
that benefits directly or indirectly from bicycle and pedestrian paths.
ACTION PLAN
Task Date
Railroad Safety Trail
1. Complete design of Class I bikeway- Taft to Pepper (contingent on TIF and future grant funding
availability).
Bob Jones City-to-Sea Trail
2. Complete construction of Class I bikeway connection to LOVR.
3. Complete route planning of Class I bikeway- Octagon Barn Connection.
4. Begin design of bicycle facilities as part of the Prado Road bridge at San Luis Creek project
(contingent on TIF and debt financing funding availability).*
06/14
02/14
04/14
07/13
10/14
6/14
On-going
On-going
On-going
On-going
On-going
Other Bicycle and Pedestrian Paths
5. Complete design and begin construction of bicycle facilities as part of the LOVR interchange
project (contingent on TIF, grant, and debt financing funding availability).*
6. Construct Class II bike facilities on Prado Road as part of the Serra Meadows Project (constructed
by developer).
7. Construct miscellaneous bikeway improvements identified in the Bicycle Transportation Plan.
8. Construct sidewalk ramps and repair sidewalks.
9. Maintain pedestrian and bicycle paths.
Other Efforts that Support Bicycling and Walking
10. As time permits, seek funding for the construction of bikeways and pedestrian facilities within the
City.
11. Complete curb ramps, sidewalks, on-street bicycle facility paving, drain grate upgrades, and striping
Attachment 2
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MAJOR CITY GOALS
EXPAND BICYCLE AND PEDESTRIAN PATHS
improvements in conjunction with City street paving projects.
12. Perform pavement maintenance on bicycle and pedestrian paths.
13. Complete 2013 Bicycle Transportation Plan update.
14. Conduct biennial vehicle, bicycle, and pedestrian traffic counts, speed surveys and travel time
studies (contingent on TIF funding availability).*
15. Continue bicycling educational efforts.
16. Continue alternative transportation marketing efforts
17. Continue annual Halloween Safety campaign.
18. Continue annual bicycle safety rodeo.
19. Continue providing more short term bicycle parking through the Racks with Plaques bicycle rack
donation program.
20. Continue to implement General Plan and Specific Plan transportation policies, programs, and
improvements via private development projects.
21. Promote bicycling among City employees.
*Projects that are also identified in the “Improve Transportation” Other Important Objectives. Costs for these tasks
are accounted for in the Other Important Objectives.
On-going
08/13
On-going
On-going
On-going
On-going
On-going
On-going
On-going
On-going
KEY WORK PROGRAM ASSUMPTIONS
1. The Palm Nipomo parking structure project continues to be worked on as time permits.
2. Approvals from other jurisdictions and entities such as UPRR, CHP, and PUC will be obtained within
reasonable time frames.
RESPONSIBLE DEPARTMENT
The Public Works Department will be responsible for achieving this goal and completion of the identified steps.
The Natural Resources Manager, City Biologist and Community Development Department will assist with
environmental issues that may arise on the Railroad Safety Trail and Bob Jones City-to-Sea Trail projects. The
City Attorney’s office will assist with securing Union Pacific Railroad, California Highway Patrol, and Public
Utility Commission approvals.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
The financial and staff resources needed to complete this goal have been and will be included in the Public Works
Department operating and capital improvement plan (CIP) budgets. Transportation Impact Fees (TIF), General
Fund and grant funding are expected to pay for these bikeway improvements. The City will hire a consultant to
secure the approvals needed for the Railroad Safety Trail. The City will hire consultants to prepare construction
documents.
If Council opts to include additional projects in this work effort additional staff resources and capital funding will
be needed to complete them.
Attachment 2
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MAJOR CITY GOALS
EXPAND BICYCLE AND PEDESTRIAN PATHS
Cost Summary
2013-142014-152013-142014-15
RR Safety Trail - Taft to Pepper 525,0001,234,000
Bob Jones Trail - LOVR 600,000 0
Pedestrian and Bicycle Pathway Maintenance 60,00060,000
Misc. Bicycle Facility Improvements 25,00025,000
Sidewalk Repairs 25,00025,000
Sidewalk Ramp Construction 115,000105,000
Total $0$0$1,350,000$1,449,000
Operating Programs Capital Improvement Plan
Funding Sources
2013-142014-152013-142014-15
General Fund 120,000 110,000
Traffic Impact Fees 525,000
Existing Grant/CDBG 705,000105,000
Future Grants 1,234,000
Total - - 1,350,000 1,449,000
Operating Programs Capital Improvement Plan
GENERAL FUND REVENUE POTENTIAL
This project will not result in increased General Fund revenues directly, but by providing improvements for
bicyclists and pedestrians, it is hoped that impacts to the City’s roadway system will be reduced and less monies
will be needed for roadway paving and widening.
OUTCOME—FINAL WORK PRODUCT
Bicycling and walking will be enhanced throughout the City because new facilities will be designed and
constructed, existing facilities will be improved, and campaigns that promote and educate bicycling will be
undertaken.
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TRANSPORTATION
RAILROAD SAFETY TRAIL - TAFT TO PEPPER
Project Description
Extending the Railroad Safety Trail south from Taft Street, on the west side of the California / US 101 overpass, and continuing through the California Highway
Patrol property to a bicycle/pedestrian bridge over Union Pacific Railroad corridor to Pepper Street will cost $525,000 in 2013-14 to complete design and land
acquisition, and $1,234,000 in 2014-15 for construction.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Expand bicycle and pedestrian paths & Improve transportation
Need and Urgency
In November 2000, the Council adopted the preliminary alignment plan for the Railroad Safety Trail. Since that time grants have been applied for and work
continues with Union Pacific Railroad to receive approval for specific segments, using a phased approach. In 2009 the bike path and fencing was installed along
California Boulevard between Foothill Boulevard and Hathway Street. The necessary easement to extend the path farther south was not granted by Union Pacific
Railroad (UPRR). An alternative alignment has been developed, shifting the bike path onto California for a short distance to get over US 101, passing through
State property, and over the railroad corridor via a bridge to Pepper Street.
The City received a $495,000 BTA grant to design and construct the Railroad Safety Trail bridge over Highway 101. When design plans and easements were not
approved by UPRR, the City received a time extension for the remaining $416,000 of grant funds until April 1, 2015 to provide the City the time needed to obtain
approvals from UPRR, the California Public Utilities Commission, and the California Highway Patrol to design and construct the project. In order to be eligible
for future grant funding, it is imperative that the City utilize these grant funds in a timely manner.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
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TRANSPORTATION
RAILROAD SAFETY TRAIL - TAFT TO PEPPER
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Caltrans, CPUC, and easement required from California Highway Patrol) n/a
Operating Program Number and Title:
50500 Transportation Planning and Engineering
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 91111 RRST Taft to Phillips
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Land Acquisition $275,000 $275,000
Design $250,000 $250,000
Construction $416,000 $1,084,000 $1,500,000
Construction Management $150,000 $150,000
Total$416,000$525,000$1,234,000 $0 $0 $0$2,175,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Contract Services $2,200$2,200$2,200$6,600
Total $0 $0 $0$2,200$2,200$2,200$6,600
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: The path extension will require ongoing maintenance of the
asphalt surface (long term) and landscaping (ongoing shown in table.) General Fund would assume ongoing maintenance costs.
Anticipated Facility Life Span: Asphalt pathway life is anticipated to be 9 years and 50-years for the bridge.
Budget to Date 2013-142014-152015-162016-172017-18 Total
BTA Grant - Hwy 101 bridge*$416,000 $0 $0 $0 $416,000
TIF**$0$525,000 $0 $0 $525,000
Future Grant***$0 $0$1,234,000 $0 $1,234,000
Total$416,000$525,000$1,234,000 $0 $0 $0$2,175,000
Project Funding by Source
*BTA Grant funding availability is subject to grant re-scope approval by Caltrans.
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TRANSPORTATION
RAILROAD SAFETY TRAIL - TAFT TO PEPPER
**TIF estimated funding amount pending construction completion of RRST Hathway to Taft project. (We’ll know this before final print)
***Future grant anticipated once construction plans are complete and UPRR and State Approvals are obtained. Construction will not proceed until grant is
obtained.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is already submitted as a phased project.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 400
Environmental Review Planning Development Review 40
Project Proponent Transportation Planning & Eng. 120
Construction Management CIP Engineering – Construction 240
Contract Administration CIP Engineering – Administration 100
Environmental Review Planning 40
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TRANSPORTATION
RAILROAD SAFETY TRAIL - TAFT TO PEPPER
Location Map
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TRANSPORTATION
BOB JONES TRAIL CONNECTION AT LOS OSOS VALLEY ROAD
Project Description
Constructing the southern bridge connection of the Bob Jones City-to-Sea trail at Los Osos Valley Road will cost $600,000 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Expand bicycle and pedestrian paths
Need and Urgency
Currently the section of the Bob Jones trail between Prado Road and Los Osos Valley Road is a dead-end with no outlet at Los Osos Valley Road. The deadend
trail has minimal traffic as a result and has been of concern for some users. This project provides a physical connection needed to complete the bike path segment
from Prado Road to Los Osos Valley Road to provide for a “though” use. The project was originally included as part of a larger project titled “Bob Jones Bike
Trail Bridge Connections” in the 2007-09 Financial Plan.
When the “Bob Jones Bike Trail Bridge Connections” Capital Improvement Program (CIP) project was proposed in 2007, it was assumed that the southern
connection could be made fairly inexpensively by using the freeway shoulder of US 101. This was based upon initial discussion with the State of California,
Department of Transportation (Caltrans). In 2010, after a formal submittal, Caltrans concluded that encroachment into the shoulder area could not be done and that
an alternative would need to be developed. An alternate design concept has been completed which includes the installation of a bridge and a final connection to
Los Osos Valley Road. The construction documents are currently being completed with an anticipated construction start of Fall 2013.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Caltrans) n/a
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TRANSPORTATION
BOB JONES TRAIL CONNECTION AT LOS OSOS VALLEY ROAD
Operating Program Number and Title:
50500 Transportation Planning and Engineering
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 91098 Bob Jones Trail at LOVR
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Environmental / Permit $0 $0
Design $175,000 $175,000
Construction $234,665$600,000 $834,665
Construction Management $52,550 $52,550
Total$462,215$600,000 $0 $0 $0 $0$1,062,215 Budget to Date funding has been re-phased based on project needs and funding constraints using all grant funds for construction and general funds for project
support.
Budget to Date 2013-142014-152015-162016-172017-18 Total
Utilities $0
Maintenance materials $0
Property rental/lease $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: This project will install an asphalt bike path surface and
bridge. Both items will require future maintenance funding to seal the path and complete minor and major maintenance to the structure. The asphalt maintenance
would be accomplished through the pathway maintenance program at a cost of approximately $15,000 every 10 years.
Anticipated Facility Life Span: The life span of the asphalt is 9 years, with lifespan extension through a regular sealing program and 50-years for the bridge.
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BOB JONES TRAIL CONNECTION AT LOS OSOS VALLEY ROAD
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $227,550 $227,550
Grant - USHA $371,665 $371,665
Grant RSHA $50,000
Grant - TE $600,000 $600,000
Total$649,215$600,000 $0 $0 $0 $0$1,249,215
Project Funding by Source
In 2012, the City received $600,000 in RIP-STP Enhancement funds for construction of the project.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 400
Environmental Review Community Development 40
Project Proponent Transportation Planning &Eng. 100
Construction Management CIP Engineering – Construction 120
Contract Administration CIP Engineering - Administration 100
Environmental Review Planning 40
Location Map
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TRANSPORTATION
BOB JONES TRAIL CONNECTION AT LOS OSOS VALLEY ROAD
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
BICYCLE FACILITY IMPROVEMENTS
Project Description
Constructing small-scale, miscellaneous bicycle facility improvements identified in the City’s Bicycle Transportation Plan will cost $25,000 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority – List: Expand bicycle and pedestrian paths
Need and Urgency
Relief of traffic congestion and the development of bikeways were two high priority concerns received from public comments as part of the goal setting process of
the 2011-13 Financial Plan. This funding allows the City to complete small-scale bicycle facility improvements in a cost efficient manner by incorporating them
into larger projects such as the City’s annual pavement maintenance project. Past projects include removal of storm drain grates that impact bike lanes, bike lane
signing and striping, and shared lane markings in conjunction with City paving projects, and striping for new on-street bike parking downtown. The 2009-11
American Community Survey estimates that 3% of County residents commute by bike to work in comparison to 6.7% of City residents. Improving bikeways
encourages bicycle riding as an alternative travel mode, supporting congestion relief and greenhouse gas emission reduction.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: City Encroachment Permit
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
BICYCLE FACILITY IMPROVEMENTS
Operating Program Number and Title:
50500 Transportation Planning and Engineering
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90572 Bicycle Facility Improvements Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction on-going $25,000$25,000$25,000$25,000$25,000$125,000
Total $0$25,000$25,000$25,000$25,000$25,000$125,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Generally, the improvements rebuild older existing
structures or modify existing striping. Fewer complaints may be received regarding bicycling conditions through improvements. As of December 1, 2012 the
balance of the project account was $50,333. The amount of funding spent year to year varies given the projects implemented within the paving area. In FY 2011-
12, over $36,000 was spent on bicycle facility improvements using carry over from previous years.
Anticipated Facility Life Span: Life span of the facility will vary depending upon the work. Concrete drainage inlets can last indefinitely. Striping is removed and
replaced approximately every 8 to 10 years with street resurfacing work.
Budget to Date 2013-142014-152015-162016-172017-18 Total
Traffic Impact Fees*ongoing $0 $0 $0 $0 $0 $0
General Fund $25,000$25,000$25,000$25,000$25,000$125,000
Total $0$25,000$25,000$25,000$25,000$25,000$125,000
Project Funding by Source
* Project was funded in prior years by TIF funds however, the Los Osos Valley Road Interchange Bond Indebtedness payments are likely to absorb most of the
annual TIF received by the City for the foreseeable future.
Reduced / Enhanced Project Alternatives
Reduced project is feasible or advantageous – Cost of reduced project: $10,000 annually would provide a minimal level of funding to complete some
work.
Project can be phased – Number of years for phasing: Project is submitted as a phased project
Project Team
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
BICYCLE FACILITY IMPROVEMENTS
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 40
Construction Management CIP Engineering - Construction 50
Project Administration CIP Engineering - Administration 16
Project Proponent Transportation Planning & Eng. 10
Site List – For multi-year projects
Location
Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Various Locations 2013 Area 6
Various Locations 2014 Area 7
Various Locations 2015 Area 8
Various Locations 2016 Area 1
Various Locations 2017 Area 2
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK REPAIRS
Project Description
Repairing various City sidewalks in Pavement Areas 7 & 8 will cost $25,000 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
Areas of the City’s sidewalks are damaged by street tree roots or other influences. Damaged areas are often displaced resulting in an uneven walkway that can
pose difficulties to pedestrians. These damaged areas of curb, gutter, and sidewalk are repaired in advance of pavement maintenance work to prevent cutting into
new pavement during construction.
There are also opportunities throughout the year for public / private partnerships where small amounts of funding can be leveraged to provide a better sidewalk
repair or replacement, than would be provided by either party. For example, if a property owner must remove a narrow piece of sidewalk to install a utility, the
City can augment that work and expand it somewhat to include an adjacent damaged area or narrow strip of gray sidewalk in the Mission Style district. These
augmentation activities are anticipated to be less than 15% of the total budgeted amount.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK REPAIRS
Operating Program Number and Title:
50300 Streets and Sidewalk Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90849 Sidewalk Repair Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction on-going $25,000$25,000$25,000$25,000$25,000$125,000
Total $0$25,000$25,000$25,000$25,000$25,000$125,000 Projected annual project costs have been reduced by $10,000 from the 2011-13 Financial Plan projection to reflect current annual spending by Street Maintenance
for materials to now be shown in the maintenance operating budget.
Detail of ongoing costs and alternatives to ongoing costs: These facilities already exist so there will be no additional operating costs. The replacement of damaged
sidewalk with new sidewalk will reduce the maintenance costs because ongoing grinding or patching of raised areas and sunken areas will not be required for a
period of years.
Anticipated Facility Life Span: Sidewalk can last indefinitely; however, sidewalk areas around trees have a shorter life span and may need to be repaired within 10
years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund on-going $25,000$25,000$25,000$25,000$25,000$125,000
Total $0$25,000$25,000$25,000$25,000$25,000$125,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Reduced project is feasible – Cost for installation of 30 lineal feet of curb, gutter and sidewalk is approximately $6,000 by contract. Project budget can be
reduced to desired funding level.
Project can be phased – Number of years for phasing: Project is submitted as a phased project.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 120 hours per year
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK REPAIRS
Contract Administration CIP Engineering - Administration 90 hours per year
Construction Management CIP Engineering – Construction 200 hours per year
Site List – For multi-year projects
Location
Estimated Year of Construction Pavement Area
(for projects in right-of-way)
Various Locations 2014 Area 7
Various Locations 2015 Area 8
Various Locations 2016 Area 1
Various Locations 2017 Area 2
Various Locations 2018 Area 3
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK RAMP CONSTRUCTION
Project Description
Constructing curb ramps for accessibility in conjunction with street reconstruction projects and as requested by the public will cost $115,000 in 2013-14 and
$105,000 annually through 2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Enhance maintenance of City infrastructure
Need and Urgency
The City has an established system of streets with curbs, gutters, and sidewalks. This system works well for most people but can be challenging to negotiate for
those with physical disabilities. One of the impediments to travel is the difference in elevation between the street grade and the sidewalk grade at points of
transition. While it would be difficult to furnish continuous access between the street and the sidewalk, it is feasible to provide access at corners where people
using the sidewalk most often cross the street. The method of access that works best is a ramp with a safe transition.
The City has identified 1,846 points at intersections where pedestrians cross the street. More than 40 percent of these crossing points already have some sort of
transition ramp provided; however, many of these were built some years ago and do not conform to current standards that allow ready use by wheelchairs. The
remaining 60 percent of crossing points continue to have a step between the street and sidewalk.
The Americans with Disabilities Act (ADA) requires that any alteration to a street include construction of an accessible ramp where none exist, and to make
compliant any ramps that existed previously. Some ADA compliance problems have arisen from differing interpretations of the term "alteration;" however, the
courts have made a determination on this issue and any overlay work requires ramp construction / upgrade. Any ramps required in order to meet legal obligations
relative to paving, that are not funded from this program, will be funded from the paving program, reducing funding available for street work. Microsurfacing does
not require ramp work.
In addition to building ramps in conjunction with street reconstruction, staff includes a small number of ramps that are requested by members of the public to
address access issues on commonly used routes of travel. One ramp scheduled to start design work in 2013-14 will require detailed survey work and hydraulic
analysis in conjunction with other design efforts.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK RAMP CONSTRUCTION
Specifications or construction documents complete n/a
Environmental Review and Permits Required
Environmental Review - Notice of Exemption & NEPA Clearance for CDBG Funding
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: n/a
Operating Program Number and Title:
50300 Streets and Sidewalk Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 99868 Sidewalk Ramps Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design ongoing $40,000$30,000$30,000$30,000$30,000$160,000
Construction ongoing $75,000$75,000$75,000$75,000$75,000$375,000
Total $0$115,000$105,000$105,000$105,000$105,000$535,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Maintenance materials $2,000$2,000$2,000$2,000$2,000$10,000
Total $0$2,000$2,000$2,000$2,000$2,000$10,000
Ongoing Costs by Type
There will be minor additional costs associated with maintenance of ramps versus maintenance of sidewalk due to the need to maintain the truncated dome surface
(yellow tactile pad); however the addition of the truncated dome surface is required.
Anticipated Facility Life Span: The concrete ramp will last indefinitely; however, accessibility requirements may change and require replacements. The dome
surfacing life span also varies and is shown as an ongoing cost in the table above. It is anticipated to have a 5 to 10-year life.
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK RAMP CONSTRUCTION
Budget to Date 2013-142014-152015-162016-172017-18 Total
CDBG $105,000$105,000$85,000$85,000$85,000$465,000
General Fund $10,000 $20,000$20,000$20,000$70,000
Total $0$115,000$105,000$105,000$105,000$105,000$535,000
Project Funding by Source
If CDBG funding is not authorized, general fund backfill will be required to meet this need. CDBG funding in year 3, 4, & 5 have been reduced by 20% assuming
an overall reduction in available CDBG future funding. If reductions do not occur as anticipated, General Fund budget augmentation will not be required.
Reduced / Enhanced Project Alternatives
Reduced project is feasible – Estimated cost for each curb ramp is $7,000. Project budget can be reduced in $7,000 increments to desired funding level.
Project can be phased – Number of years for phasing: Project as submitted is a phased project, coordinating with the street resurfacing program.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 120 hours per year
Environmental Community Development 40 hours per year
Contract Administration CIP Engineering - Administration 40 hours per year
Construction Management CIP Engineering - Construction 450 hours per year
Site List – For multi-year projects
Location
Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Various Locations 2013 Area 7
Various Locations 2014 Area 8
Various Locations 2015 Area 1
Various Locations 2016 Area 2
Various Locations 2017 Area 3
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0
CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PEDESTRIAN AND BICYCLE PATHWAY MAINTENANCE
Project Description
Performing pavement maintenance on pedestrian and bicycle pathways throughout the City will cost $60,000 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Expand bicycle and pedestrian paths
Need and Urgency
The total length of City maintained pathways is approximately 6.5 miles including the following pathways and Class I bikeways:
• Railroad Safety Trail from Jennifer Street Bridge to Orcutt Road
• Railroad Safety Trail from Foothill Blvd to Hathway Avenue
• Bob Jones City to Sea Trail at Water Reclamation Facility
• Laguna Lake Park pathways
• Islay Hill Park pathways
• Sinsheimer Park pathways
• Meadow Park pathways
These pathways are used by bicycles and pedestrians, along with occasional service vehicles. To maintain accessibility to the City’s facilities and reduce the risk of
accidents, regular maintenance of pathways is important.
The City has not established a policy for maintenance of these facilities to date. Staff looked to the City’s Pavement Management Plan (PMP) for guidance. The
current PMP, as revised by the Council in 2009, includes the objective of maintaining at least 70% of Local Streets in good condition and less than 7% in bad
condition. (A pavement surface with a Pavement Condition Index (PCI) of greater than 70 is considered to be in good condition and a one with a PCI less than 30
is considered to be in bad condition.) This criteria has been applied to City-maintained pathways, to develop a basis for a funding request. Approximately 50% of
these pathways are in good condition. The recommended funding level is sufficient to make very modest increases toward increasing the percentage of pathways
in good condition, and begin repair and replacement of damaged pathways.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PEDESTRIAN AND BICYCLE PATHWAY MAINTENANCE
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50200 Landscape and Park Maintenance
Project Phasing and Funding Sources
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $60,000$60,000$60,000$60,000$60,000$300,000
Total $0$60,000$60,000$60,000$60,000$60,000$300,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: These are existing facilities, so no additional maintenance
costs are anticipated. These repair activities will reduce customer complaints and improve safety for pedestrians and cyclists using these facilities.
Anticipated Facility Life Span: Pathways should receive a seal approximately every 8 years to postpone the need to perform reconstruction.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $60,000$60,000$60,000$60,000$60,000$300,000
Total $0$60,000$60,000$60,000$60,000$60,000$300,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is submitted as a phased project, based on location. Further phasing is not recommended.
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PEDESTRIAN AND BICYCLE PATHWAY MAINTENANCE
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 100 hours
Contract Administration CIP Engineering - Administration 40 hours
Construction Management CIP Engineering – Construction 80 hours
Environmental Review Planning 4
Site List – For multi-year projects
Location
Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Laguna Lake Park Pathways 2014 5
Sinsheimer Park Pathways 2015 2
Railroad Safety Trail – Phase 1 & 2 2016 2
Islay Hill Park Pathways 2017 3
Meadow Park Pathways 2018 4
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3
MAJOR CITY GOALS
ECONOMIC DEVELOPMENT
GOAL STATEMENT
Implement the adopted Economic Development Strategic Plan – which includes an emphasis on head-of-
household jobs, collaboration, and measureable outcomes.
OBJECTIVE
Implement the strategies adopted in the Economic Development Strategic Plan (EDSP). The Economic
Development Strategy builds on the City’s existing Economic Development Program. This Strategy provides a
prioritized list of actions aimed at nurturing the conditions, relationships, and resources that enable and encourage
the private sector to create well paid, career-oriented jobs on a consistent basis while continuing to support the
broader economy of the City.
DISCUSSION
The City Council adopted an Economic Development Strategic Plan on October 16, 2012 that sets out strategies
to be accomplished over a five year time horizon, broken out into implementation timeframes.
1. Proposed Workscope. Within the EDSP, strategies are specified to produce economic benefits for the City
and its residents, with a particular focus on activities the City can pursue to support creation of head of
household jobs. The activities proposed with this program are directly derived from the EDSP which includes
an implementation schedule that corresponds to the City’s two-year financial planning process.
2. Existing Situation. The existing economic development program has a significant collection of on-going
services it offers to business wishing to locate or expand in San Luis Obispo. This includes all types of
businesses and in all areas of the City, work with community partners, all City departments and individuals
seeking help. Efforts are also occurring in the Community Development and Utilities Departments that
address Infrastructure & Fees strategies as well as the strategy to identify opportunities for permit processing
improvements.
3. Project Work Completed or In Progress. During the 2012-13 fiscal year, the Economic Development
program will initiate an assessment of infrastructure financing options for major City infrastructure
requirements to improve the understanding among staff, the City Council and the community about the ability
of the current impact fee program to deliver the infrastructure envisioned in current City plans. This portion of
the project will be led by the Economic Development program and will rely on consultant assistance to
analyze the current fee program along with a variety of other financing options for local infrastructure
projects in accordance with EDSP Strategy 1.4. Study sessions for the City Council and Planning
Commission will be provided to work through and discuss these issues. The goal is to create an increased
understanding of the City’s impact fee programs, including the add-on fees employed by the City in the
expansion areas, and to discuss policy options that will help lay the ground work for when the City’s fee
programs are updated following adoption of the LUCE update. The LUCE update will define City
infrastructure needs for the future to support accomplishing the City’s land use goals. This work is
foundational for the 2013-15 tasks relating to infrastructure.
In addition, the Community Development Department hired Citygate Associates to prepare an organizational
assessment and strategic plan to address EDSP Strategy 1.1. The project’s scope of work consisted of
reviewing each of the Department’s four divisions and programs to identify opportunities for improvements.
The assessment and plan is on track to be completed in April 2013. At that time, the strategic plan will
prioritize recommendations and a suggested timeline for implementation during the 2013-15 Financial Plan
period.
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MAJOR CITY GOALS
ECONOMIC DEVELOPMENT
Ongoing Work Efforts to Implement the Strategy
Permit Processing Improvements
In 2013, the Community Development Department led an Organizational Assessment designed to address EDSP
Strategy 1.1, as well as the Major City Goal for Preservation of Essential Services and Fiscal Health. The result
of this assessment is a strategic plan for reducing permit processing times, seeking opportunities to increase
internal coordination, improving cross department focus on development review, adopting best management
practices and performance measures, and implementing other customer service enhancements. Building on this
work to implement the recommendations and strategies of the Organizational Assessment is designed to address a
major barrier to job creation identified in the EDSP.
Infrastructure Strategies
The program proposes a coordinated effort relative to the strategies in the Infrastructure and Fees section of the
EDSP. Some of these activities will be implemented by other departments, and some by the Economic
Development Program. As previously discussed, the City has already initiated an infrastructure financing study
that will help staff, the City Council and the community discuss the policy issues surrounding the City’s impact
fee program and other financing alternatives that are available to help get infrastructure in place to support the
creation of head of household jobs.
This analysis will be coordinated with identification of project and infrastructure alternatives in the LUCE update
and EIR. Each of these LUCE-related efforts will help to inform the next steps in the implementation of the
EDSP so that discussions of incentives and key sites are grounded in the policies and programs of the Land Use
and Circulation Elements, and the needs of the Utilities and Public Works departments to maintain high quality
and reliable infrastructure.
Other infrastructure strategies being pursued in the City include a Wastewater Infrastructure Renewal Strategy,
which will ensure that the wastewater collection system in the City has the capacity necessary to support
economic development where land use plans call for infill and intensification. The City is also moving forward
with an update to the Water Master Plan that will identify capital projects needed to serve areas identified in the
LUCE for development. The Water Master Plan will also identify system improvements needed to maximize
hydraulic efficiency and reduce energy consumption.
Building on these efforts, the proposed Economic Development Strategic Plan implementation for 2014-15 will
engage a consultant to “survey the landscape” and identify one or more strategic infrastructure projects that the
City could invest in to benefit residents, businesses, property owners by providing significant return on
investment in the form of increased economic activity (EDSP Strategy 1.5(e)).
Support for Businesses
The Economic Development Strategic Plan builds year over year to promote the economic health of the
community. Ongoing activities that will inform the success of this Major City Goal work program are the
important initiatives that are part of the existing work of the Economic Development Program. These initiatives
result in economic vitality for the community and include support for businesses requiring assistance, site
selection, and liaison services; outreach and coordination with Economic Development partners, support for the
downtown developments and businesses; data collection efforts; integration of tourism efforts; and support for
entrepreneurship and start-ups.
To successfully incorporate current work with new work, the program anticipates utilization of interns for specific
new work products and will rely on cooperative efforts with community partners such as the Chamber of
Commerce, the Economic Vitality Corporation, the Downtown Association and local educational institutions.
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MAJOR CITY GOALS
ECONOMIC DEVELOPMENT
STAKEHOLDERS
This program relies on continuing cooperative work with several City departments. The highest degree of
coordination remains with the Community Development Department on issues of permit processing
improvements, assistance to businesses wishing to relocate in the City, and efforts related to the LUCE Update
and EIR. The efforts of the Utilities Department are also key to the program’s efforts relative to strategic
infrastructure development. Other City departments will continue to be involved in the efforts to successfully
implement the EDSP including Public Works, Fire, Police, and Parks & Recreation Departments.
In addition to internal stakeholders, there are external stakeholders that include the Chamber of Commerce, the
Economic Vitality Corporation, the Downtown Association and the local colleges and universities. The
collaborative efforts surrounding entrepreneurship, the ongoing efforts of county-wide industry clusters, efforts to
showcase and reach out to businesses, cooperative efforts to increase tourism, and the collective focus on growing
jobs will require continuing efforts with these external organizations. Strong relationships with each of these
entities, as well as ongoing collaborative efforts, help to provide the basis for outreach, communication and
collective effort.
ACTION PLAN
The activities proposed with this program are directly derived from the EDSP.
Task Date
Break Down Barriers to Job Creation: Permit Processing Improvements
1. Strategy 1.1: Identify opportunities for permit streamlining with the goal of reducing permit
processing times, seeking opportunities to increase internal coordination, and improving
cross department focus on development review.
Break Down Barriers to Job Creation: Infrastructure and Fees
July 2013 –
December 2014
2. Strategy 1.5(a): Complete an infrastructure financing assessment to establish priorities for
City investment in infrastructure expansion. (This will be accomplished via the LUCE
Update and EIR)
3. Strategy 1.5(e): Identify one or more strategic infrastructure projects that the City could
invest in to benefit residents, businesses, employees and property owners by providing a
significant return on investment to the City in the form of increased economic activity.
Break Down Barriers to Job Creation: Key Sites
4. Strategy 1.8: Prepare and update a portfolio of ‘available properties’ ready for development
in accordance with the findings of the permit process streamlining outcomes.
5. Strategy 1.9: Evaluate the supply of land and space for residential and nonresidential
development in the expansion areas of the City and prioritize areas with the greatest potential
for near term development that supports new head of household jobs. (This effort will follow
the LUCE Update and EIR)
See LUCE
Update and EIR
September 2013
-June 2014
August 2013
-June 2014
July 2014
-June 2015
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MAJOR CITY GOALS
ECONOMIC DEVELOPMENT
Actively Support Knowledge and Innovation: Entrepreneurship/Access to Broadband
6. Strategy 2.2: Convene a cross-department team at the City, with input from local industry
experts, to facilitate expansion of broadband infrastructure including the policy for public-
private partnerships and related endeavors
Promote and Enhance the San Luis Obispo Quality of Life
7. Strategy 3.3: Prepare a City of San Luis Obispo “viewbook” to facilitate business location
services and use the viewbook as a tool for business attraction. (This effort is coordinated
with #3, Strategy 1.8, above.
8. Strategy 3.6: Explore opportunities to market the City as a place to do business via the airport
and train depots
Build on Existing Efforts and Strengthen Regional Partnerships
9. Strategy 4.2: Work with regional partners such as the Chamber of Commerce and EVC to
bring attention to existing businesses.
10. Strategy 4.3(b): Through policy changes, enhance data collection using the business licensing
program (HdL) in order to facilitate collection of employment and other data about local
companies
11. Strategy 4.3(c): Identify all businesses with ten or fewer employees within the City by
conducting a survey of business owners and developing an action plan that helps businesses
of this size grow.
July 2013
July 2013
- June 2014
Ongoing
Ongoing
September 2014
- June 2015
July 2014
-June 2015
KEY WORK PROGRAM ASSUMPTIONS
The key work program assumption underlying the major city goal work effort is that it is possible to include
additional efforts over the two year period utilizing existing administration staffing, including the Principal
Administration Analyst and the Tourism Manager. Other tasks will require highly qualified interns from Cal Poly
or collaborative efforts with community economic development partners where the foundation already exists for
such collaboration. In addition, the Community Development Department will play a lead role in implementation
of their strategies to streamline permitting.
Another key assumption is that existing funding for these efforts will be augmented to provide access to
consultant services for implementation of the Community Development strategy and analysis of infrastructure.
This will build on the work accomplished in the Land Use and Circulation Element Update (LUCE) relative to
optimal phasing of improvements.
RESPONSIBLE DEPARTMENT
The Administration Department is responsible for taking the lead on accomplishing all tasks listed in this work
program except for implementation of the Community Development strategy which will be completed under the
direction of the Community Development Director. Success of implementation of the EDSP strategies is only
possible with ample support from Community Development, Finance & IT, and Utilities.
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MAJOR CITY GOALS
ECONOMIC DEVELOPMENT
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
To achieve this goal, consultant services will be required in addition to existing funding. A significant part of the
work to analyze the EDSP strategies to address infrastructure and fees will be accomplished by the LUCE Update
and EIR which are both efforts to be completed in the 2013-15 Financial Plan period.
Cost Summary
2013-142014-152013-142014-15
Consultant analysis of strategic infrastructure
investment (SOPC) 60,000
CDD organizational assessment implementation
regarding permit streamlining (SOPC) 20,000
Consultant Services-Available Properties Viewbook
(SOPC) 10,0005,000
Total $30,000$65,000 $0 $0
Funding Sources
2013-142014-152013-142014-15
General Fund 30,00065,000
Total $30,000$65,000 $0 $0
Operating Programs Capital Improvement Plan
The proposed work program uses consultant services to implement Economic Development Strategic Plan
(EDSP) Strategies 1.1, 1.5(e), and 1.8 to reduce barriers to job creation. These strategies call for identification and
analysis of one or more strategic infrastructure projects that the City could invest in to benefit a wide variety of
community members, and the creation of a portfolio of available properties, or “Viewbook.”
The majority of the work program can be accomplished within existing resources.
GENERAL FUND REVENUE POTENTIAL
The General Fund is benefited by this program through production of Transient Occupancy Taxes through
expansion of the Tourism Program efforts to market the City. Additionally, sales tax revenues and business tax
revenues will be augmented via the creation of head of household jobs that bring businesses and workers to the
City.
OUTCOME—FINAL WORK PRODUCT
The outcome of this goal is greater economic vitality through head of household job creation, and tourism.
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT STRATEGIC PLAN IMPLEMENTATION
Summary of Change: Contract consultant services to implement Economic Development Strategic Plan (EDSP)
Strategies that break down barriers to job creation including permit processing improvements and incentivizing creation of
head of household jobs through exploring financing strategies for infrastructure.
Fiscal Impact: One-time cost of $30,000 in 2013-14 and $60,000 in 2014-15. Ongoing costs of $5,000 per year for
maintenance of the viewbook starting in 2014-15.
Service Level Impact: The key objective is to implement the strategies identified in the EDSP. This effort will
implement recommendations included in the Community Development Department’s Organizational Assessment, permit
streamlining, analyze and identify one or more strategic infrastructure projects that the City could invest in, and prepare
and update a portfolio of “available properties.”
KEY OBJECTIVES
1. Improve operations, including permit streamlining with the goal of reducing permit processing times, and
implementing opportunities to increase internal coordination and cross-department focus on development review.
2. Incentivize the creation of head-of-household jobs through use of the following tools and by leveraging analysis
conducted as part of the LUCE update and LUCE implementation efforts to:
a. complete an infrastructure financing assessment to establish priorities for City investment in infrastructure
expansion,
b. identify one or more strategic infrastructure projects that the City could invest in to benefit a wide variety of
residents, businesses, employees and property owners by providing a significant return on investment to the
City in the form of increased economic activity, business retention and expansion, and head-of-household job
creation.
3. Evaluate the supply of land and space for residential and nonresidential development in the expansion areas of the
City and prioritize areas with the greatest potential for near term development that supports new head-of-household
jobs.
4. Prepare and update a portfolio of ‘available properties’ ready for development to inform commercial real estate
brokers, businesses, and developers about development potential and requirements for key sites in the City, including
zoning, available infrastructure and entitlement requirements. Where possible, use the portfolios to develop standard
conditions of approval and design guidelines for key sites to streamline development when proposed.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
Council adopted the EDSP in 2012, and has identified implementation of the EDSP as a Major City Goal for the 2013-15
Financial Plan. Within the EDSP, strategies are specified to produce economic benefits for the City and its residents, with
a particular focus on activities the City can pursue to support creation of head of household jobs. The activities proposed
with this program are directly derived from the EDSP.
The EDSP includes an implementation schedule that corresponds to the City’s two-year financial planning process. This
program includes funding for consultant services to implement the strategies within the 2013-15 Financial Plan timeframe
that require consultant support. Other activities are identified in the workscope for the Major City Goal that will be
conducted by staff across various City departments.
The following EDSP strategies would be implemented through consultant services:
Permit Processing Improvements
1.1 Identify opportunities for permit streamlining with the goal of reducing permit processing times,
seeking opportunities to increase internal coordination, and improving cross-department focus on
development review.
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT STRATEGIC PLAN IMPLEMENTATION
Infrastructure & Fees
1.5 Incentivize the creation of head-of-household jobs through use of the following tools:
a. Complete an infrastructure financing assessment to establish priorities for City
investment in infrastructure expansion, and
e. Identify one or more strategic infrastructure projects that the City could invest in to
benefit a wide variety of residents, businesses, employees and property owners by
providing a significant return on investment to the City in the form of increased economic
activity, business retention and expansion, and head of household job creation.
1.9 Evaluate the supply of land and space for residential and nonresidential development in the expansion areas of the
City and prioritize areas with the greatest potential for near term development that supports new head-of-
household jobs.
Key Sites
1.8 Prepare and update a portfolio of ‘available properties’ ready for development in accordance with the findings of
the streamlining outcomes numerated in Strategy. This advanced planning tool would include information for
commercial brokers, businesses, and developers that includes the type and scope of development suitable for the
site(s), zoning, available infrastructure, and (in some cases) entitlements in place. Where possible, use the
portfolios to develop standard conditions of approval and design guidelines for key sites to streamline
development when proposed.
Permit Processing Improvements
As part of the City Council’s 2011-13 Major City Goal, Preservation of Essential Services and Fiscal Health and
implementation of the Economic Development Strategic Plan, the Community Department hired Citygate Associates to
prepare an organizational assessment and strategic plan. The project’s scope of work consisted of reviewing each of the
Department’s four divisions and programs to identify opportunities for improvements and a strategic plan is on track for
Council consideration in April 2013. At that time, recommendations will be prioritized and a timeline for implementation
will be set. To assist in this implementation effort, staff is recommending Citygate be rehired to ensure the
recommendations are implemented within the Department in a reasonable timeframe and to capitalize on the momentum
of the current streamlining effort and to implement a significant element of the EDSP.
Infrastructure & Fees
Strategic infrastructure planning will be coordinated with identification of infrastructure needs as part of the LUCE update
and EIR. LUCE implementation efforts will include an update of the City’s AB1600 fee program. Each of these LUCE-
related efforts will help to inform the next steps in the implementation of the EDSP so that discussions of incentives,
strategic infrastructure projects and key sites are grounded in the policies and programs of the Land Use and Circulation
Elements, and the needs of the Utilities and Public Works departments to maintain high quality and reliable infrastructure.
The identification and analysis of strategic infrastructure projects would be based on the LUCE implementation effort, and
would be guided by a consultant who would assist staff in determining the return on investment to the City for
participating in the completion of various infrastructure projects.
Key Sites
The portfolio of ‘available properties’ will be a significant tool for retention, expansion and attraction of business.
Currently, comprehensive information about sites suitable for commercial development is not available from any single
source and can be difficult to obtain. The portfolio will provide quick access to complete information about key sites and
will highlight areas where permit streamlining efforts can be accomplished in accordance with the findings of the
Community Development Department Organizational Assessment, currently underway. This “viewbook” will serve as a
major marketing tool for City properties and will benefit job creation efforts.
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT STRATEGIC PLAN IMPLEMENTATION
GOAL AND POLICY LINKS
This operating program change ties to previously adopted goals or policies including:
1. The 2013-15 Major City Goal for Economic Development
2. The strategies identified for implementation of the Economic Development Strategic Plan
3. The 2013-15 Major City Goal for Preservation of Essential Services and Fiscal Health
4. General Plan, Land Use Element Policy 1.13
PROGRAM WORK COMPLETED
The City adopted an Economic Development Strategic Plan in October 2012 which identified permit processing and
infrastructure as major road blocks to job creation and set out specific strategies for completion during current and future
Financial Plan periods over a five-year timeframe. Work on these strategies started in 2012-13 with the Community
Development Organization assessment and strategic plan, as well as the infrastructure study that lays the groundwork for
consideration of infrastructure requirements in the City of San Luis Obispo.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The efforts related to strategic infrastructure planning will be informed by the Land Use and Circulation Update which
will be completed in late 2014. As a result, the end dates for the two work efforts have been adjusted accordingly. There
are no program constraints of limitations for implementation of the strategic plan as recommended in the Community
Development organizational assessment.
STAKEHOLDERS
For consideration of infrastructure, primary stakeholders inside the organizations are three Departments: Community
Development, Public Works, and Utilities. These three departments will play key roles in evaluating the scope of work
for the consultant services related to infrastructure analysis and the work products provided by the consultants. A team
approach is envisioned for the two infrastructure related, consultant-driven efforts. External stakeholders include the
business community and residents. Staff will continue to include community stakeholders in discussions of all aspects of
the work.
There are internal and external stakeholders that will be affected by the implementation of the Department’s strategic
plan. Internal stakeholders include City staff from the Departments of Community Development, Public Works, Utilities
and Administration. External stakeholders include major/minor developers, contractors, businesses and residents. To
ensure the stakeholders are involved in the implementation, Citygate and staff will be holding periodic meetings to
provide project updates and opportunities for further involvement.
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT STRATEGIC PLAN IMPLEMENTATION
IMPLEMENTATION
Task Date
Permit Processing Improvements
1. Hire Citygate Associates to implement recommendations
2. Citygate conducts site visits to implement the most mission critical recommendations
3. Staff continues implementation of remaining recommendations
Infrastructure & Fees
1. Assemble City team to guide cross department infrastructure studies
2. Prepare scope of work for analysis of key infrastructure construction
3. Conduct outreach to business community
4. Issue RFP for consultant services for infrastructure analysis
Key Sites
1. Convene a cross department working group to identify available properties and
attributes for development with the help of an intern
2. Prepare scope of work for consultant services to integrate the Available Properties
portfolio as an online tool.
3. Issue RFP and let contract for consultant services for online Available Properties tool.
July 2013
August- December 2013
January-December 2014
September 2013
May 2014
May 2014
June 2014
August 2013
October 2013
January 2014
KEY PROGRAM ASSUMPTIONS
The key assumption in this plan is that it builds on the ongoing and new work associated with the Land Use and
Circulation Update in regards to the question of whether infrastructure is “right-sized” and in regards to the work
proposed in the SOPC for LUCE Implementation. Furthermore, it is expected that a City team will work collectively to
assure coordination of the aims of all work involving infrastructure standards, key projects, and provide timely
constructive input that allows the process to meet the strategic goals enunciated in the Economic Development Strategic
Plan
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
The Administration Department, under the direction of the Economic Development Manager, is responsible for
implementation of the Infrastructure & Fees and Key Site tasks. The Community Development Department, under the
direction of the Director, is responsible for implementation of the Organizational Assessment Strategy.
Project Team:
Permit Processing Improvements
Community Development will utilize a project team to implement the Strategy. This project team will include the
Supervising Administrative Assistant, Deputy Director of Development Review, Deputy Director of Long Range
Planning, Chief Building Official, Public Works Senior Civil Engineer, Utilities Department, and Fire Marshall, all of
which are part of the development review team.
Infrastructure
The project team for tasks identified under Infrastructure & Fees will include key staff from Community Development,
Public Works, and Utilities. These departments will play a key role in evaluating the scope of work for each
infrastructure effort along with guiding the recommendations to Council. A team approach is envisioned for this effort
with these departments in an active advisory role.
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT STRATEGIC PLAN IMPLEMENTATION
Key Sites
The project team will include Administration/Economic Development staff working in coordination with a cross
department team including GIS, Finance, Community Development and Public Works.
ALTERNATIVES
What are the reasonable alternatives to your request? These could include:
1. Continue the Status Quo. If this work effort is not funded, the Economic Development Strategic Plan will fail to be
fully implemented and opportunities for expanding job creation will continue to be challenged.
2. Defer or Re-Phase the Request. Implementation of the EDSP could be deferred or re-phased. However, the focus on
job creations would lose critical momentum.
3. Change the Scope of Request. The amounts being request reflect the estimated work efforts to continue
implementation of the EDSP strategies. These work efforts could be decreased but the desired outcomes would not be
fully realized.
4. Implementation in a Different Way. The proposal is to hire consultant assistance to assist in implementation of the
EDSP. Based upon current workload, competing priorities and required expertise, existing staff has limited capacity
to implement the EDSP strategies in a timely manner.
OPERATING PROGRAM
11200 - Economic Development Program
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Staffing 0 0
Contract Services 30,000 60,000
Permit Processing Improvements -Organizational Assessment
Implementation 40100-7227 20,000
Infrastructure & Fees implementation 11200-7227 60,000
Viewbook - one-time 11200-7227 10,000
Other Operating Expenditures 0 5,000
Ongoing Contract Services - Viewbook 11200-7227 5,000
Minor Capital 0 0
Total Operating Costs 30,000 65,000
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GOAL STATEMENT
Assess and renew the Downtown consistent with the adopted Land Use and Circulation Element (LUCE) update,
revitalize Mission Plaza (including consideration of eliminating dogleg), support the continued development of
cultural attractions, enhance lighting/safety components, reduce incidents of illegal activity and adverse behaviors
through enhanced public safety presence and enforcement, provide pedestrian-friendly walkways, and address
limits on alcohol establishments.
OBJECTIVE
Maintain and enhance downtown San Luis Obispo’s role as the cultural, social, and political center of the City.
Improve public safety and enforcement to ensure downtown is a welcoming and safe place for residents and
visitors alike.
DISCUSSION
Proposed Work Scope. Summary description of the proposed work program:
A. Assess and renew the Downtown consistent with the adopted Land Use and Circulation Element update
B. Revitalize Mission Plaza, including consideration of the dogleg and continued support for enhancement
and development of cultural attractions adjacent to Mission Plaza
C. Provide pedestrian-friendly walkways
D. Reduce incidents of illegal activity and adverse behaviors through enhanced public safety presence and
enforcement
E. Address limits on alcohol establishments.
Existing Situation, Work Completed and Proposed Implementation by Work Scope Task:
Land Use and Circulation Elements (LUCE) Update
The LUCE update will be completed within the 2013-15 Financial Plan. The process is on-going effort that will
culminate in the certification of an Environmental Impact Report and adoption of focused updates to the
Circulation and Land Use Elements. This process includes community visioning, discussion of issues and
opportunities, and collection of background data. By the beginning of the 2013-15 Financial Plan, various Land
Use and Circulation alternatives will be presented to the community for input and endorsement. Policy and
program evaluation and update will follow with a draft plan and Environmental Impact Report due by May 2014.
The LUCE update is anticipated to be completed and approved by Council by November 2014. The process
includes resident input, review of existing policies and programs and development of land use and circulation
alternatives for consideration as part of the Alternatives Report. Specifically, the update will evaluate and
propose implementation programs designed to address the type, density, and capacity of various types of alcohol
and late night entertainment establishments that are desirable in the community; and will include a Downtown
pedestrian circulation plan.
The Downtown Concept plan was developed in the 1990s through an extensive community engagement process.
Staff, the community and decision-makers refer to this plan when reviewing projects and physical improvements
in the Downtown. The poster is referenced in the General Plan as part of the introduction to the Downtown
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chapter of the Land Use Element, and Land Use Element policy 4.19 states, “The City will consider including
features of “A Conceptual Physical Plan for the City’s Center” as appropriate in its Zoning Regulations,
architectural review guidelines, engineering standards, and capital improvement program.” Over the intervening
years, the flexible plan has provided direction for a vision that will need to be consistent with the LUCE update
once it is adopted. The plan at a minimum should be updated to reflect on the ground development which differed
from what was contemplated in the concept plan; Council discussion of extension of Mission Plaza in 2007; as
well as items listed below:
• Review/update mid-block passage locations
• Reference connections identified in the Pedestrian Plan developed as part of the LUCE
• Review public rights-of-way to identify appropriate locations for bulb-outs, expanded sidewalk locations
along street segments, street pavement markings or material changes; and street closures if any (including
the “dogleg”)
• Identify public viewing and gathering places
• Update integration of relocated transit center
• Consider expansion of area further to the northeast - up Monterey Street
• Update to show Art Center, History Center and other future cultural activities in the Mission Plaza
• Incorporate updated Mission Plaza and cultural corridor concepts into plan
• Update entryway signage
• Expand creek corridor access and connections
The Council considered closing the dogleg in 2002 after a comprehensive analysis by the City with extensive
public input. Closure of the dogleg had been a public issue and the Council responded by allocating resources to a
planning and public outreach effort.
Because of this, the City to prepared a series of concept plans that demonstrate various levels of vehicle access-
e.g. full closure consistent with current policy; one-way traffic flow; through traffic; and cul-de-sac options. After
considering options and public testimony that expressed concerns about the range of alternatives, the City Council
decided to not move forward with any alternatives and drop planning and implementation efforts.
Revitalization of Mission Plaza and Downtown Renewal
The City Council approved a Major City Goal for Downtown Maintenance and Beautification in the 2007-09
Financial Plan and a follow-up Other Important Objective in 2009-11. Work in past years has included street
resurfacing, installation of pedestrian lights, new Mission Style sidewalks, repair of Warden Bridge surfacing, and
other minor improvements. More specific program components included improvements in signage, solid waste
collection, tree maintenance, news rack management, and street furniture. Utility line replacements and street
reconstruction work also occurred. Stairs in the Mission Plaza were replaced and tile repairs were made to
sections of Mission Style sidewalk. Staff resources were devoted to keeping the Downtown clean through
sidewalk scrubbing as well as a one-half time temporary employee cleaning up trash each morning.
The City Council adopted the Downtown Pedestrian Lighting Plan and adopted a Downtown Pedestrian Lighting
District in February of 2006 to address pedestrian level lighting for sidewalks. The Plan does not include any
lighting or analysis for Mission Plaza. Since this adoption approximately 34 lights have been installed through
private or City projects, the latest project being the installation of 12 LED pedestrian light fixtures on Higuera
between Garden and Morro as part of the recent Downtown Maintenance and Beautification Project.
In 2007 the Council approved the Downtown Street Tree Maintenance Plan to outline a strategic approach to
replacement of the downtown trees. New trees have been planted with a new style of tree grate to replace trees
that were removed.
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Issues have surfaced over the last few years regarding the Mission Plaza from users, staff, the general public, and
adjacent uses, and include the following:
• Landscaping / irrigation proximity to Mission building
• Impact of permitted special events on the Mission’s operations, the Mission’s residents, and the plaza itself
• Lemon Eucalyptus tree replacements needed due to disease and proximity to Mission building
• Plant material deterioration
• Capacity of the plaza for events - frequency, size, and types of uses
• Management of runoff from events / cleanliness, in close proximity to creek
• Restroom facility size, condition, and accessibility
• Surface treatments for walkways and drive aisles currently damaged / High maintenance for tiles in Mission
Style pavement
• Maintenance of creek walls – missing wall grout
• Maintenance / replacements for pedestrian/vehicle bridges
• Pedestrian connectivity and circulation
• Inadequate Lighting
• Broad and Monterey Streets uses and design – appearance, function, impacts, and prioritization of any
identified improvements
• Security
• Picket spacing on Mission Style fencing
• Integrating Art Center expansion and potential History Center expansion into public spaces
• Accessibility throughout the plaza
• Creek bank stabilization
• Flag display
A Mission Plaza Master Plan will be prepared to address each of the bulleted items above in its work scope. The
City of San Luis Obispo and the San Luis Obispo Museum of Art are partnering in an application for a grant
offered by the National Endowment for the Arts. The intended goal of the grant would be to prepare a master
plan for Mission Plaza and the surrounding streets for purposes of updating the area to connect the cultural centers
of the Mission, Museum of Art, History Center, and Children’s Museum. The grant focusses on “place-making”
and emphasizes strong community partnerships, vision, and identity.
The due date for the application was January 14, 2013 and the specific grant request is $50,000 with equivalent
services matched by the City and volunteers to help finance consultant services to prepare a new Mission Plaza
Master Plan. The City will receive a decision on the grant in July 2013. The grant covers a two-year work
program which corresponds to the Financial Plan time frame. General Fund revenues will be necessary to
implement this study if the grant is not approved.
In addition to the Master Plan, Mission Plaza capital improvement projects continue ongoing maintenance as well
as the evaluation of existing policies on the operations of the Plaza with specific focus on Special Event permits
(frequency, capacity of plaza, use type). Additional improvements and enhancements will take place in
downtown outside Mission Plaza as part of the ongoing renewal project to replace sidewalks, enhance lighting,
and improve tree grates. The repair and resurfacing of the Warden Bridge in the Plaza has recently been
completed. The following three specific projects will help maintain Mission Plaza and renew the downtown:
Mission Plaza Railing Upgrade: Changes to safety code requirements since the original construction of the
various phases of the Mission Plaza, and Mission Plaza Expansion have included the reduction of spacing
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between vertical pickets of guard railing in public places. Vertical railing pickets are now required to be
spaced apart such that a 4” diameter sphere cannot pass through the pickets. The majority of guard railing
throughout the Mission Plaza area is not compliant with this requirement. This project will modify or replace
approximately 250 lineal feet of Mission Style railing annually for approximately 10 years, for code
compliance.
Downtown Tree and Sidewalk Replacements: In 2006 the City completed an assessment of all trees in the
Downtown. The assessment identified and prioritized trees and sidewalks areas that need to be replaced in the
downtown area. Approximately 130 trees that line the streets of the Downtown core area are approaching
maturity and now pose an elevated maintenance responsibility as well as an increased liability. This project
combines the goals of rebuilding tree wells, expanding the inventory of Mission Style Sidewalk and removing
trip hazards. The City’s 2007 Downtown Street Maintenance Plan specifies a phased approach to removals to
prevent sudden loss of large areas of canopy. Areas will be selected for work to address any immediate
hazards indicating removal and replacement of trees or sidewalks if needed, followed by less urgent tree and
sidewalk needs.
Downtown Renewal: In 2011 a significant project was undertaken to replace sidewalks and lighting on
Higuera Street between Morro and Garden streets. The original project included two other pieces where were
not able to be funded; the replacement of an area of sidewalk which also doubles at the roof of a basement,
and the replacement of sidewalks between Garden and Broad streets. This goal proposes to continue this
renewal work and complete the sidewalk work between Garden and Broad as part of the 2013-15 Financial
Plan.
Light levels are generally low in the mid-block sections of the downtown. This is largely due to the trees
blocking and interfering with the light from the tall street lights causing large shadows on the sidewalks and
streets. Installation of an additional 210 lights is required to ultimately complete the downtown pedestrian
lighting plan, and pedestrian level lighting was included in the last sidewalk project. The section of Higuera
between Garden and Broad already has pedestrian level lighting, so no additional lighting work is proposed
with this phase of work, but would be included in future phases.
Mission Plaza Use – Review of Policy and Permit Practices. The evaluation of existing policies on the
operations of the Plaza with specific focus on Special Event permits (frequency, capacity of plaza, use type)
will occur as part of this Major City Goal. Parks and Recreation staff presently permit the use of the plaza
under the City’s existing Special Events Policy. That process will be evaluated with particular focus on the
engagement of all stakeholders involved from the Downtown Association (a frequent permittee) to events
taking place annually in the Plaza, to the Mission to residents. Several advisory bodies will also likely be
engaged in this discussion including the Parks and Recreation Commission, Tourism Business Improvement
District Board, and Promotional Coordinating Committee.
Reduction of illegal activity and adverse behaviors through enhanced public safety presence and
enforcement.
Adverse Behavior Impacts: The Police Department responds to a number of calls for service involving
individuals that are not housed and/or are transient. In any given day police calls for service or self-initiated
activity dealing with adverse behaviors presented by a segment of this population can account for up to 30% of all
calls. This adverse behavior has a direct impact on the entire community, particularly in the downtown core.
Panhandling is believed to be a primary source of income for “program resistant” individuals, many which use
these funds to support their drug and alcohol addictions. Consequently, chronic offenders in our downtown area
require a disproportionate demand on police resources.
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Nightlife and excessive alcohol consumption: As a community with a large college age population, nightlife and
bar activity in the downtown core make these outlets popular locations to frequent. As such, the atmosphere
necessitates deployment of significant resources as the Police Department responds to calls for service regarding
alcohol violations, assaults, vandalism, drunk driving and other criminal activity.
Thefts, Fraud and white collar related crime: The downtown core is a preferred and highly visited area for
business as well as pleasure. Due to the high volume of shoppers, visitors and opportunities for business
transactions to take place this creates a rich environment for thefts, frauds and other white collar crimes.
Community Action Team (CAT)
Since March of 2012 the Police Department has implemented a trial Community Action Team (CAT) program on an
interim basis to help address the negative effects of criminal and anti-social behavior in the City. CAT officers have
focused their efforts by being pro-active and regularly provide extra patrol in locations such as bus stops, City Hall,
the Mission, Downtown, creeks, parks and neighborhoods.
CAT has proactively circulated through downtown city creek areas (and its perimeter) and has come across wanted
parolees, probationers and other suspects of crime. On several occasions the team has located wanted persons,
including numerous items of stolen property that could be traced back to burglaries that took place in our City.
In November 2012, the City Manager approved the Police Department’s efforts in designating a permanent two
officer CAT unit. The department shifted resources and deployed (1) Special Enforcement Team (SET) position
and (1) Patrol Officer position to accomplish this goal. The mission of CAT will be to continue to address adverse
behaviors and their impacts on the community. The CAT team approach is not limited to enforcement, and will
also incorporate intervention and education as they work with a variety of social, mental health and legal agencies
that provide services to address long term needs and solutions for the community. A more complete description of
CAT responsibilities is outlined in the Major City Goal of Strategies to Address Homelessness.
The CAT program is currently part of the Police Department’s operating budget which is being carried forward
into the 2013-15 Financial Plan.
CAT Overtime Patrols
The newly formed CAT team will work a flexible schedule, however, will not be capable of operating 7 days a
week, 24 hours per day. In order to complement this CAT presence the department has analyzed its ability to
supplement CAT with overtime by patrol officers for 16 hours a week. This supplemental team would be
available to address immediate concerns when the permanent CAT team is not working and still be an effective
presence to create consistency within the expectations of the program. A portion of the responsibilities by this
supplemental team will have an influence on the downtown area, however, their need will continue to be
citywide. CAT overtime funding is requested as part of the Homelessness Major City Goal.
Camera/Video Systems
The Police Department has analyzed the extent of the problems in the downtown core and in Mission Plaza. Many
of the issues that are experienced in the downtown business corridor are also experienced in the Mission Plaza
area and the Creek walk park area known as “the Globe” which surrounds the art piece entitled, “The Web of
Life”. These areas have experienced high incidents of crime including homicide, assault with a deadly weapon,
robbery, drug dealing, consumption of alcohol, vandalism, and many other minor crimes. During the last several
years both of these locations have been temporarily closed by the Parks and Recreation Department at the Police
Department’s request due to continual illegal activity occurring. The public’s perception regarding the safety of
these areas has adversely impacted their use.
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The Police Department recommends the purchase and utilization of a public safety video program for both
Mission Plaza and “the Globe”. The video system would consist of several cameras that could be monitored by
the Police Department to detect and deter crime. These cameras would not be routinely monitored by the Police
Department, however, footage could be recovered and analyzed on an as needed basis. The presence of the
cameras can act as a deterrent that can help prevent crime in both the day and nighttime hours.
The department hopes to collaborate with the Downtown Association to determine the feasibility of connecting
with existing business camera systems that view common public areas for safety purposes.
Finally, the Police Department intends to use smaller portable cameras that could be placed in public areas prone
to criminal activity such as under bridges and other secluded areas. These portable cameras are inexpensive and
can be moved to locations as problems present themselves.
Use of Volunteers
The Police Department is currently considering will the use of Volunteers in Police Service (VIPS) to increase
police presence throughout the City to include the downtown core. These volunteer patrols would not engage in
any type of enforcement. The cost of equipping the volunteers would be negligible; primarily consisting of
uniforms and portable radios.
Ambassador Program
Downtown Santa Monica is an entity similar to our Downtown Association and works cooperatively with their
city with focus on economic vitality and public safety. Downtown Santa Monica has contracted with a private
entity known as Block by Block. Funding of this relationship is by assessed fees from business owners as well as
monies provided directly from the City of Santa Monica. It is a cost sharing program that requires community
involvement and public support, but appears to be an effective tool in this community.
One of the programs offered is the Ambassador Program. Individuals are hired and trained to interact with
citizens and visitors to provide an “inviting and safe atmosphere”. They also serve as an extra set of eyes and
presence that would enhance the identification of criminal activity and increase public safety. Ambassadors
circulate the downtown in casual yet noticeable attire providing several levels of service to include information
about local venues and events, directions, helping tourists find lost cars or children, and provide friendly advice
about minor violations of law.
In Santa Monica the starting wage for an Ambassador is $13.05. Block by Block is the contracted private agency
that manages the program. Block by Block tends to all staffing needs including medical insurance, workers
compensation benefits, liability and the day to day operation and management of the program.
Block by Block is one of a handful private business that provides services to communities in need. A cost
assessment of the program is not practical at this time as an agreement and assessment of services needed would
require concurrence from the many stakeholders involved. However, conceptually, as a cost sharing measure and
multi-directional approach the program has the potential of reducing adverse concerns and enhance the
atmosphere of our downtown core.
Currently the Downtown Association employs private uniformed security to patrol the downtown core seven days
a week from 12:00 pm to 6:00 pm. It costs the Downtown Association approximately $50,000 annually to provide
this service. This presence is geared toward creating a safe atmosphere as they predominantly walk a foot patrol
interacting with businesses and citizens. The uniformed security patrols work cooperatively with the Police
Department to discourage or identify adverse behaviors and criminal activity that affect this area. The City would
like to work with the Downtown Association to determine if uniformed security patrols are the best use of
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resources and evaluate the effectiveness of an Ambassador Program as a viable alternative or adjunct to its
existing efforts.
Limits on Alcohol Establishments
For the past three years, staff has collected information and developed strategies to reduce public safety problems
and negative impacts associated with alcohol outlets. In October 2009, staff presented a study to the Council that
correlated police-related incidents with alcohol outlets, along with several recommendations. The study,
conducted by Dr. Fried Wittman of CLEW Associates, utilized a tool called Alcohol/Drug Sensitive Information
Planning System in a Geographic Information System, or ASIPS/GIS. Staff received direction from the City
Council to explore a range of strategies, improve local regulation, and engage a wide variety of stakeholders in the
process.
On November 16, 2010, staff provided an update to the Council on progress made in exploring these strategies
and initiated a Nightlife Public Safety Assessment. The Nightlife Public Safety Assessment report was presented
to Council in November 2011. Council direction was to bring forth amendments to the Zoning Regulations to
reduce public safety problems associated with alcohol outlets. On June 19, 2012, the Council adopted Ordinance
1578 to enhance alcohol outlet regulations including:
1. A revised zoning definition of a “restaurant”
2. A new restaurant zoning definition (late hour alcohol service – after 11:00 p.m.),
3. A zoning definition for liquor stores,
4. A required Administrative Use Permit for restaurants with late hour alcohol service and liquor stores, and
5. A deemed approved ordinance for existing alcohol outlets.
During the public hearing and outreach process for the 2012 Alcohol Outlet Amendments and recent use permit
reviews, members of the community questioned “how many is too many” alcohol outlets in the downtown. The
Amendments did not specifically address this question, but provide tools for limiting and regulating alcohol
outlets. The Land Use and Circulation (LUCE) update is scoped to include policy and implementation programs
designed to address the type, density, and capacity of various types of alcohol and late-night entertainment
establishments that are desirable in the community. This component will be a factor addressed as part of the
Alternatives Report. This report will be available this summer and could be used by the Council as background in
further amending City alcohol policies.
The Council is also concerned about the number of alcohol outlets downtown and directed staff to report back
with an exploration of a moratorium on new alcohol outlets. The City Council is considering holding a study
session to review existing local/State laws, additional regulatory tools, and consideration of a moratorium.
Direction from the study session will become part of this Major City Goal.
WORK PROGRAM CONSTRAINTS AND LIMITATIONS
The City will be in control of implementing this Major City Goal; permits or approvals from other agencies are
not required.
The most complex piece of the project will be the revitalization of Mission Plaza, especially the elimination of the
Monterey St. dogleg. The work scope for the Major City Goal will consider the elimination of the dogleg and
evaluate impacts of the street closure and alternatives to closing the street. It is envisioned that the dogleg would
be incorporated into a street plaza with bollards and surface treatment to enhance the pedestrian experience. The
City Council previously considered, but rejected the idea of closing the dogleg. A variety of alternatives would
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be studied in Mission Plaza planning effort and the outright closure of a portion of Monterey Street would require
environmental review and extensive coordination with affected property owners.
Downtown is the focal point of the City for retail, entertainment, cultural, sightseeing, and increasingly residents.
Residents and visitors have a special connection with the downtown and demand a voice in how it continues to
operate and develop. There will be significant public involvement involved in this Goal.
The Police Department expects the consistent presence of a CAT team directed at dealing with adverse behaviors
will provide a benefit to the community; however, its efforts will be need to be focused as the team addresses the
needs of each of the Major City Goals.
STAKEHOLDERS
Numerous citizen groups have an interest in the assessment and renewal of downtown: Downtown Association,
Chamber of Commerce, Save Our Downtown, Residents for Quality Neighborhoods, San Luis Obispo Museum of
Art, San Luis Obispo Little Theater, History Center and Museum, and the Old Town neighborhood.
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ACTION PLAN
Task Date
1. Utilize Volunteers in Police Service (VIPS) as downtown patrols
2. Present concept of an Ambassador Program to the DA for consideration
3. Dedicated Community Action Team (CAT)
4. Public Safety Video Purchase and Implementation in Mission Plaza area
5. Consideration of a moratorium on additional alcohol outlets
6. Mission Plaza Master Plan Initiation
7. Assess public safety access to existing business camera systems
8. Employ portable cameras in secluded high crime public areas
9. Alcohol Concentration Evaluation and Adoption of Code Amendments
10. Mission Plaza Master Plan Adoption
11. Mission Plaza Railing Upgrade
12. Removal and replacement of damaged or hazardous downtown trees and sidewalks
13. Downtown Renewal, including sidewalks and appurtenances
14. Initiate and Complete review of Special Event Policy and Use of Mission Plaza
Jan. 2014
Jan. 2014
July 2013
July 2013
Aug. 2013
Jan. 2014
Feb. 2014
June, 2014
Nov. 2014
Sep 2015
Ongoing
June, 2015
Jan. 2015
Jan. 2015
KEY WORK PROGRAM ASSUMPTIONS
A key assumption is that current staffing levels remain constant.
RESPONSIBLE DEPARTMENT
Public Works will be the lead Department in accomplishing this goal. Key support Departments are Community
Development for the Mission Plaza Plan, Parks and Recreation for the use and event planning for Mission Plaza,
the Police Department for safety and enforcement, and Administration for continued support of cultural
attractions.
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FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
Cost Summary
2013-142014-152013-142014-15
Mission Plaza Master Plan 50,000
Mission Style Railing 30,00030,000
Video Surveillance Camera 25,000
Tree and Sidewalk Replacements 40,000
Downtown Renewal 525,000
Total $0 $0$105,000$595,000
SOPC Capital Improvement Plan
Funding Sources
2013-142014-152013-142014-15
NEA Grant (General Fund if grant not secured)50,000
General Fund 55,000595,000
Total $0 $0$105,000$595,000
Operating Programs Capital Improvement Plan
GENERAL FUND REVENUE POTENTIAL
There is no direct potential for General Plan revenues from these projects; however, downtown renewal,
revitalization, and public safety enforcement will support increased tourism and shopping. A successful and
inviting downtown may contribute to stronger sales tax and transient occupancy tax revenues. Staff will seek
grants to support update of the Downtown Concept Plan and has already submitted a grant application for the
Mission Plaza Master Plan.
OUTCOME—FINAL WORK PRODUCT
These programs and projects will result in maintenance and enhancement to the Downtown, including Mission
Plaza. Increased law enforcement and the new alcohol outlet regulations will make the downtown a safer place
for visitors and residents alike.
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
DOWNTOWN RENEWAL
Project Description
Continuing downtown renewal efforts will cost $525,000 in 2014-15 to replace sidewalks and appurtenances in the downtown on Higuera from Garden to Broad.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Assess and renew the Downtown
Need and Urgency
During Goal Setting workshop on January 26, 2013, the City Council expressed a desire to continue to renew the downtown through sidewalk and amenity
upgrades. While this upgrade work is not essential to the function of the sidewalks, the renewal of the downtown is essential to keeping it a vibrant attraction for
the community. Pedestrian lighting has improved visibility on sidewalks, and improved tree grates have reduced tripping hazards around large trees.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50300 Street and Sidewalk Maintenance
Project Phasing and Funding Sources
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
DOWNTOWN RENEWAL
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $505,000 $505,000
Construction Management $20,000 $20,000
Total $0 $0$525,000 $0 $0 $0$525,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: none
Anticipated Facility Life Span: 50 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $525,000 $525,000
Total $0 $0$525,000 $0 $0 $0$525,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is submitted as a phased project. Project could be further phased by breaking down the work
by type or by area to do it in smaller increments.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering 80 hours
Construction Management CIP Engineering 500 hours
Contract Management CIP Engineering 40 hours
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
MISSION PLAZA RAILING UPGRADE
Project Description
Replacement and modification of Mission Style guard railing in the Mission Plaza will cost $30,000 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health; Enhance Maintenance of City infrastructure; Assess and
Renew Downtown.
Need and Urgency
Changes to the Americans with Disabilities Act (ADA) and Building Codes since the time the railings in the Mission Plaza were installed include the reduction of
spacing between vertical pickets of guard railing in public places. Vertical railing pickets are now required to be spaced apart such that a 4” diameter sphere
cannot pass through the pickets. The majority of guard railing throughout the Mission Plaza area is not compliant with this requirement. While guard railing is in
place where needed, the vertical picket spacing ranges from 5” to almost 9”. This current spacing would not prevent a small child from going through the guard
railing or getting stuck between the pickets.
In a recent review of the Plaza railing, the California Joint Powers Insurance Authority (CJPIA) indicated to the City the areas where the Mission Style railing was
in critical and immediate need for code compliance. As a temporary measure, plastic mesh barrier netting was installed across the picket guard railing at these
designated areas to eliminate the non-compliance of the railing. Currently, portions of this netting have been torn or removed, and require continuous
maintenance.
This project will modify or replace approximately 250 lineal feet of Mission Style railing annually for code compliance. In one area, the pickets are spaced wide
enough such that an intermediate picket can be welded in between the existing pickets without having to replace the entire metal panel. Other areas will require
complete panel replacement as the pickets are too close for insertion of an intermediate picket. The majority of redwood posts and top railing are in good shape
such that replacement will be minimal.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
MISSION PLAZA RAILING UPGRADE
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: Encroachment Permit – Public Works Department n/a
Operating Program Number and Title:
50200 Landscape and Park Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $30,000$30,000$30,000$30,000$30,000$150,000
Construction Management $0
Total $0$30,000$30,000$30,000$30,000$30,000$150,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: This facility already exists, so no additional ongoing costs
are anticipated.
Anticipated Facility Life Span: 25 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $30,000$30,000$30,000$30,000$30,000$150,000
$0
Total $0$30,000$30,000$30,000$30,000$30,000$150,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
MISSION PLAZA RAILING UPGRADE
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Railing replacements could be completed incrementally either through the Capital or Operating
program. There may be some savings of scale with a larger project.
Project Team
Assignment Program Estimated Annual Hours
Project Proponent Administration 8
Project Management Engineering Design 80
Project Inspection Engineering Inspection 16
Project Inspection Building Department 16
Project Administration Public Works Administration 100
Project Maintenance Parks Maintenance 16
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
DOWNTOWN TREE AND SIDEWALK REPLACEMENTS
Project Description
Removal and replacement of damaged, diseased or hazardous trees, and removal and replacement of damaged sidewalk at tree wells with Mission Style Sidewalk
and cast iron tree well covers in the Downtown will cost $40,000 annually beginning in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health; Assess and Renew the Downtown; Enhance
Maintenance of City infrastructure
Need and Urgency
In 2006 the City completed an assessment of all trees in the Downtown. The assessment identified and prioritized trees and sidewalks areas that need to be
replaced in the Downtown area. Approximately 130 trees that line the streets of the Downtown core area are approaching maturity and now pose an elevated
maintenance responsibility as well as an increased liability. These trees were all planted at about the same time and will decline in health at about the same time,
leaving the Downtown core area with a radically different character. Selectively removing the trees posing the greatest liabilities and replacing them with new,
approved species will ensure a healthy and diverse urban forest for future generations. Additionally, in several areas tree roots have displaced the sidewalk and
made the surface uneven making it a challenge to walk on for pedestrians. The recently updated tree well design will promote healthier tree trunks, further
reducing the potential for damage and associated disease.
In 2007 the Council approved the Downtown Street Tree Maintenance Plan that outlined a strategic approach to replacement of the downtown trees. This project
combines the goals of rebuilding tree wells, expanding the inventory of Mission Style Sidewalk and removing trip hazards. Areas of standard gray sidewalk that
have been lifted by tree roots will be replaced with Mission Style Sidewalk. Where a large healthy tree exists, the tree well will be expanded to provide as much
room as possible for the tree. Where an unhealthy tree exists, removal and replanting of the tree will be accomplished first including a new tree well with a cast
iron tree grate. The Maintenance Plan specifies a phased approach to removals to prevent sudden loss of large areas of canopy. Areas will be selected for work to
address any immediate hazards indicating removal and replacement of trees or sidewalks in needed, followed by less urgent tree and sidewalk needs. The project
was initiated as part of the 2007-09 Financial Plan, and continued in the 2009-11 Financial Plan, where project funding was incorporated into the larger Downtown
Maintenance and Beautification project.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
DOWNTOWN TREE AND SIDEWALK REPLACEMENTS
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50220 Tree Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $40,000$40,000$40,000$40,000$160,000
Construction Management $0
Total $0 $0$40,000$40,000$40,000$40,000$160,000
Anticipated Facility Life Span: Sidewalk can last indefinitely; however, sidewalk areas around trees have a shorter life span and may need to be repaired within 10
years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $40,000$40,000$40,000$40,000$160,000
$0
Total $0 $0$40,000$40,000$40,000$40,000$160,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is presented as a phased project.
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
DOWNTOWN TREE AND SIDEWALK REPLACEMENTS
Project Team
Assignment Program Estimated Hours
Project Manager CIP Engineering – Design 250
Environmental Clearance Community Development 8
Contract Management CIP Engineering – Administration 80
Construction Management CIP Engineering – Construction 200
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
PUBLIC SAFETY VIDEO PROGRAM
Project Description
Purchasing a video camera system to enhance security measures in public areas will cost $25,000 in FY 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Major City Goal: 2013-15 Continue and enhance neighborhood wellness initiatives – continue to support proactive code enforcement, pursue a residential
rental inspection program; improve street cleanliness; increase public safety enforcement, and support neighborhood-led initiatives.
Major City Goal: 2013-15 Assess and renew the Downtown consistent with the adopted Land Use and Circulation Element update, revitalize Mission
Plaza (including consideration of eliminating dogleg), support the continued development of cultural attractions, enhance lighting/safety components,
reduce incidents of illegal activity and adverse behaviors through enhanced public safety presence and enforcement, provide pedestrian-friendly walkways,
and address limits on alcohol establishments.
Major City Goal: 2013-15 Implement comprehensive strategies to address homelessness in our City in partnership with other entities. Encourage existing,
improved, and expanded services (including advocating to the County and other organizations for delivery of case management, drug, alcohol, and
detoxification services, and mental health services), support the establishment of a new homeless services center, and pursue good-neighbor, safety, and
quality of life programs (including restrooms), using technology as appropriate.
Need and Urgency
Staff is requesting budget authority to purchase two video camera systems to serve primarily as a deterrent in areas historically prone to criminal behavior,
primarily in the downtown corridor.
The Police Department has analyzed the extent of the problems in the downtown core and in Mission Plaza. Additionally, staff has studied successes realized in
other municipalities through the use of internet protocol video cameras in reducing crime. Many of the issues that are experienced in the downtown business
corridor are also experienced in the Mission Plaza area and the Creek walk park area known as “the Globe” which surrounds the art piece entitled, “The Web of
Life”. These areas have experienced high incidents of crime including homicide, assault with a deadly weapon, robbery, drug dealing, consumption of alcohol,
vandalism, and many other minor or “public order” crimes. During the last several years both of these locations have been temporarily closed by the Parks and
Recreation Department at the Police Department’s request due to continual illegal activity occurring. The public’s perception regarding the safety of these areas
has adversely impacted their lawful access and use. Patrolling these areas has been a priority; however, it is difficult to maintain a consistent police presence due to
location and staffing constraints. The use of this technology is intended to aid in overcoming these challenges at a fraction of the cost of adding additional police
officers.
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
PUBLIC SAFETY VIDEO PROGRAM
The Police Department recommends the purchase and utilization of a public safety video system for both Mission Plaza and “the Globe”. The video system would
consist of several cameras intended to both detect and deter crime in public areas. Cameras would not be routinely monitored by department staff, however,
Department staff could recover footage to analyze as needed (e.g., following the commission of a crime) or monitor remotely through an internet connection when
needed. The presence of the cameras serve as a deterrent to crime in both the day and nighttime hours.
Currently, the City has a policy on the use of public video cameras; however, depending on the extent and focus of staff’s request the policies for use will need to
be further examined.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Reviewn/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
80200 – Police Patrol Services
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
PUBLIC SAFETY VIDEO PROGRAM
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $0
Environmental / Permit $0
Land Acquisition $0
Site Preparation $0
Design $0
Construction $0
Construction Management $0
Equipment Acquisition $25,000 $25,000
Total $0$25,000 $0 $0 $0 $0$25,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Contract Services $1,200$1,200$1,200$3,600
Total $0 $0 $0$1,200$1,200$1,200$3,600
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are associated with monthly connectivity fees (for two cameras). The first two years will be covered within the project budget.
Anticipated Facility Life Span: Life span of video camera system is estimated at five-seven years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $25,000 $25,000
Total $0$25,000 $0 $0 $0 $0$25,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Alternative project could include soliciting greater access to existing public area security cameras operated by private businesses and other entities. It is unknown
to what extent this would be successful considering the location of areas currently impacted by disproportionate criminal activity and other inherent limitations of
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
PUBLIC SAFETY VIDEO PROGRAM
accessing and leveraging resources that are owned and operated by an external entity. Ideally, such a public/private partnership would augment the current
proposal.
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Project Proponent Police 15
Project Manager Police 40
Implementation and Coordination Police and Network Services 40
Training Police and Network Services 10
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MAJOR CITY GOALS
SKATE PARK
GOAL STATEMENT
Complete construction of the skate park, utilizing a combination of public funds, donations, and grant funding
where possible.
OBJECTIVE
Construct the master planned and designed Santa Rosa Skate Park.
DISCUSSION
Why is this project important to our community?
A permanent skate park in the City of San Luis Obispo has been a dream for over half a decade and the resulting
planning process for the Santa Rosa Park has built significant social capital among community residents. The
groundswell of support for the project span generation, socioeconomic class, and ethnicity in pursuit of a common
goal of opening a new recreational hub in the City of San Luis Obispo.
The Santa Rosa Skate Park is important to the community for several reasons. Most specifically, the park provides
community value in five significant ways:
1. Social Benefits. The neighborhoods directly adjacent to Santa Rosa Park have the highest number of
youth living in poverty in San Luis Obispo. These and other low-income teens have severely limited
opportunities to access free City-based outdoor recreation. After-school and summer programs offered to
youth do not extend past the age of 12, leaving kids aged 13 to 18 without designated places for
recreation.
2. Health and Developmental Benefits.Skateboarding has been shown to be an excellent means for youth
to stay physically active as it provides physical activity and requires, at times, great concentration. It
encourages youth to spend time outdoors, test their endurance, sharpen their senses, and develop their
creativity. Skateboarding requires no coaches and suggests no standardized approach to riding a skate
park.. It is currently the third most popular recreational activity among youth ages 6-18 years old.
3. Public Comfort and Safety Benefits. The 9.3million skateboarders in America only have about 3,000
skate parks nationwide. That means the vast majority of them are skating in the streets. The downtown
core of San Luis Obispo has an ordinance that prohibits skateboarding. The new skate park facility will
attract and retain the skateboarders, thus greatly reducing negative contact with law enforcement.
4. Economic Benefits. Feedback from other municipalities with a skate park suggests a positive effect on
businesses in the surrounding areas. The Santa Rosa Skate Park is designed to draw people from near and
far with out of town visitors likely staying in hotels, enjoying local dining and shopping.
5. Community Development Benefits. The Santa Rosa Skate Park was designed with local skater input
and involvement throughout the process--these youth have developed a sense of ownership, pride, and
community engagement. The very existence of the park is the result of their hard work and interaction
with the broader community.
History of the Santa Rosa Skate Park
In 1994, community volunteers came together to construct San Luis Obispo’s first and only skate park at Santa
Rosa Park. A small concrete pad was poured and temporary wooden ramps were erected, with the hope that in the
future sufficient funds would become available to construct a permanent skate park. Over the years, the
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SKATE PARK
skateboarding area was furnished with ramps and obstacles built by City staff, the users, and volunteers. The
components were constructed of wood and deteriorated quickly as a result of exposure to the elements and
overuse by skate enthusiasts.
2007-09 Major City Goal and Development of a Master Plan for a Skate Park
The skate community attended the Council’s Goal Setting Public Forum in January 2006 to express concerns
about the condition of the existing skate park. As a result, the City Council identified skate park improvements as
a 2007-09 Major City Goal and has undertaken an extensive design, planning and project approval process.
During 2007-08, staff conducted a needs assessment on the skate park facility. Consensus was overwhelming for
a permanent facility with additional amenities to enhance expanded programs and encourage special events and
competitions.
The City Council received the results of the Santa Rosa Skate Park Needs Assessment at its May 20, 2008
meeting and unanimously supported the idea of having a “premier” skate park located in San Luis Obispo.
Council directed staff to move forward with a Master Plan for an in-ground concrete skate park, work on
fundraising efforts, and encouraged staff to move forward with the project as quickly as possible. In addition,
Council authorized the purchase of modular steel equipment with a limited life span to replace the deteriorating
wood structures, addressing safety concerns and serving as a stop-gap measure until a permanent park could be
constructed.
Using the needs assessment as a guide, a Master Plan was developed for the new skate park and presented to City
Council in January 2009. The Master Planned skate park is designed to be approximately 15,000 square feet and
includes the current skate park and adjacent grass area. An entry/stage area was incorporated into design to allow
for passage to the facility and provide an entertainment and seating area for events. A planned plaza between the
Skate Park and roller hockey rink provides an area for vendors and groups to gather during large events. In all, the
Master Plan for the Skate Park and related amenities encompasses approximately 30,000 square feet.
Development of the Santa Rosa Skate Park Plans and Summary of Public Involvement
Summary of Santa Rosa Skate Park Meeting (Study and Design Phases
Study
Community Forum January 10, 2007
Needs Assessment Workshop January 26, 2008
Needs Assessment Workshop March 1, 2008
Parks & Recreation Commission May 7, 2008
City Council Meeting May 20, 2008
Master Plan Workshop October 4, 2008
Master Plan Workshop November 8, 2008
Stakeholder Task Force November 17, 2008
Design
Parks & Recreation Commission January 7, 2009
City Council Meeting January 20, 2009
Stakeholder Task Force February 23, 2009
Stakeholder Task Force June 23, 2009
Stakeholder Task Force March 20, 2010
Stakeholder Task Force June 21, 2010
Stakeholder Task Force January 24, 2011
Planning Commission Meeting January 26, 2011
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Architectural Review Committee March 21, 2011
The Approved Design for the Santa Rosa Master Planned Skate Park
The approved Santa Rosa Skate Park design integrates four completely new outdoor recreational opportunities
that will draw multiple generations together in a revitalized common space serving the City’s most densely-
populated neighborhood. A permanent in-ground skate park, an outdoor amphitheater, a low-impact fitness path
and a streetscape plaza for spectator seating, farmers markets, craft fairs and other events have all been included
in the design. These four elements facilitate shared multi-generational use and connectivity with other existing
park features such as the playground, picnic areas, street hockey court, and horseshoe pit and ball fields. The main
entrance to the new multi-use zone will feature a Public Art component and native landscaping. Public Art has
also been incorporated into the overall facility design and showcases the cultural elements being introduced into
the design including skateboarding , BMX biking, rollerblading, outdoor entertainment, walking fitness and
community festivals.
This is the rendering of the approved Santa Rosa Skate Park. The upper right hand corner shows the existing horse shoe area and the left side of the
drawing shows the Hampian Hockey Rink.
Current status of the Santa Rosa Skate Park Project
The City’s 2009-11 Financial Plan budgeted $1,098,300 from the Parkland Development Fund for the Skate Park
and expected that an additional $373,300 would be acquired through fundraising and grants to complete the skate
park project. This was in addition to $135,000 that were previsouly allocated to study and equipment acquisition.
Staff has worked tirelessly over the past three years, with the support of stakeholders, to fundraise over $54,000
(including the Tony Hawk Foundation Grant for $25,000), but the project remained underfunded. Hundreds of
hours have been spent on grant applications and accompanying site visits and presentations. Although numerous
grant applications have been submitted, including California’s Prop 84 grant, these efforts have not been fruitful.
It is staff’s opinion that the project cannot proceed to construction without additional funding allocations from the
City. The City demographically is not “underprivileged” or “urban” enough to receive existing state grant funds,
and does not meet most grant criteria for adding new park space/acreage.
At this time, the plans and specifications for the Santa Rosa Skate Park Project have progressed to 98%
completion. A Use Permit was approved by the City’s Planning Commission in January of 2011. The project
design was approved by the Architectural Review Committee in March 2011. The construction documents were
prepared and have been submitted to the Building Department for a building permit and are pending one final
round of staff review before being considered bid ready. From the needs assessment and Master Planning phase
which began in 2008 through the current design and construction document phase, City staff and consultants have
been working on this project for nearly five years at a cost of $260,000. ($52,000 for the needs assessment/Master
Planning efforts, $178,000 for design and bid document preparation and $30,000 for public art design and
engineering).
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WORK PROGRAM CONSTRAINTS AND LIMITATIONS
The Primary Constraint is funding availablity to construct this Project
The Santa Rosa Skate Park Project has received all discretionary approvals needed from the City and the only
constraint is funding. To assist in that decision three alternatives are presented below for Council’s consideration
and direction. If Council modifies the Master Planned Project and reduces its scope, redesign will be needed.
Even with a redesign staff believes that starting construction on this project is feasible during the 2013-15
Financial Plan Period.
Recommended Project: Designed Master Planned Santa Rosa Skate Park
As designed, the Santa Rosa Skate Park meets the
needs and features identified in the Master Plan. It
includes features which address varying levels of
expertise from novice to expert. It has both bowls
and urban style areas. It was designed with
significant input and feedback from the
skateboarding community and is responsive to
their needs. This project would include the entire
skate park area of 15,500 square feet, sports
lighting, drainage improvements and a drainage
basin to improve conditions overall at Santa Rosa
Park as well as an amphitheater, entry features,
multi-use plaza, site lighting, and integrated Public
Art (funded by the Public Art program). An
additional $1,226,300 would be required from the General Fund to construct the approved Santa Rosa Skate Park.
Alternative 1: Santa Rosa Skate Park less Site Amenities
This project would include the entire skate
park area of 15,500 square feet, sports
lighting, drainage improvements and a
drainage basin. It would not have any of the
additional cultural amenities (amphitheater,
entry features, multi-use plaza and
integrated public art). It is estimated that an
additional $861,300 from the General Fund
would be required to construct this project.
However, the following “lost costs” would
be associated with this alternative: $50,000
(Redesign), $25,000 (Tony Hawk Grant),
$15,000 (Public Art money).
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Alternative 2: Santa Rosa Park Street Course Skate Park
With this alternative design only the at-grade
“street course” skate park area would be
constructed for a total of about 7,200 square
feet of skating area. There would be reduced
sports lighting, however basic site
improvements would be constructed for
accessibility purposes. This design does not
include any of the below grade skate features
(pools and snake run that were key
components of the Master Plan from input
received through the needs assessment and
community input process). It does not
include any of the cultural amenities or the
Public Art component. It is estimated that
$126,300 in additional funds would be
needed to construct this reduced project as
an alternative. The “lost costs” associated
with this alternative include: $50,000 (Redesign), $25,000 (Tony Hawk Grant), $20,000 (Public Art money),
$230,000 (Needs, Assessment, Master Planning, Design, Construction Documents).
Cost Summary
Existing Funding: To date the approved Santa Rosa Skate Park project has existing funds totaling $973,700.
These funds include the Tony Hawk Grant and donations, as well as previously encumbered Parkland
Development Funds.
The following table outlines the cost comparison of the three project alternatives.
Santa Rosa Skate Park Alternative Project Cost Comparison
Recommended Project Alternative 1 Alternative 2
Construction $1,739,000 $1,381,000 $745,000
SW Plan/Permit $20,000 $20,000 20,000
Materials Testing $20,000 $15,000 10,000
Misc., printing, etc. $3,000 $2,000 2,000
Contingency (10% ±) $168,000 $132,000 $73,000
Construction Costs $1,950,000 $1,550,000 $850,000
Const. Management $200,000 $175,000 $150,000
Const. Admin/Architect $50,000 $35,000 $25,000
Const. Mgmt. Costs $250,000 $210,000 $175,000
Redesign Fees 0 $50,000 $50,000
Total $2,200,000 $1,810,000 $1,075,000
Funds to Date $973,700 $948,700 $948,700
Funds Needed $1,226,300 $861,300 $126,300
Future maintenance funding support is anticipated upon completion of construction. Support needs include site
cleaning, pumping equipment, and specialized landscape care. Cost estimates for maintenance range between
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SKATE PARK
$6,000 and $37,000 depending upon the final project scope. This funding will be considered in the 2015-17
Financial Plan process.
STAKEHOLDERS
External to the organization stakeholders include the existing and future skateboarding community (youth and
adult), neighbors adjacent to and nearby Santa Rosa Park, businesses in the Santa Rosa Park neighborhood, local
hoteliers (who may see skateboarding enthusiast tourists) and visitors from outside of the City.
Internal stakeholders for this project include the lead Department of Parks and Recreation including the Parks and
Recreation Commission supported by Public Works Engineering, Inspection, and Parks Maintenance as well as
the Police Department from an enforcement standpoint.
ACTION PLAN
Below is a proposed Action Plan based on the approval of the recommended project. If Council were to pursue an
alternate project, some design work would need to occur and would add to the time of completion of project.
Task Date
1. Submit Application for Storm Water Permit Sept 2013
2. Receive Building and Storm Water Permits Dec 2013
3. Issue Plans and Specifications for Construction Feb 2014
4. Award Construction Contract April 2014
5. Start Construction June 2014
6. Complete Construction Dec 2014
7. Identify and Request Maintenance Resources Dec 2014
8. Open Santa Rosa Skate Park Jan 2014
9. Maintain and Operate the Santa Rosa Skate Park Ongoing
KEY WORK PROGRAM ASSUMPTIONS
Staff has assumed that the Tony Hawk Foundation will pull the funding if an alternative project is pursued. The
grant was awarded on the assumption that construction would be for the Master Planned Project and the reduced
projects may not meet the criteria of the grant. As noted above the Action Plan presented is for the construction of
the designed, Master Planned Project; additional steps focused on redesign, public outreach, and stakeholder
engagement and advisory body review would most likely need to be taken with any alternative project.
RESPONSIBLE DEPARTMENT
The Parks and Recreation Department is the lead department in advocating for this goal. Public Works will of
course serve as the integral department for the construction of this project. Public Works CIP Engineering Staff
will serve as the project managers of the project as well as administrators. They will also be involved in the
construction management and inspection. Upon completion of the project Parks and Recreation would program
the use of this new facility while Public Works Parks Maintenance would maintain it.
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FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
As previously discussed funds have been assembled to construct the Santa Rosa Master Planned Skate Park. To
date that total is $973,700. This represents Parkland Fees, the Tony Hawk Grant, and Donations. A Capital
Improvement Project to complete this project has been submitted with an additional $1,226,300 needed to
complete construction and accomplish this goal.
Cost Summary
2013-142014-152013-142014-15
Current Funding 973,700
Santa Rosa Skate Park 1,226,300
Total $02,200,000 $0
Operating Programs Capital Improvement Plan
Funding Sources
2013-142014-15
Parkland Fees, Tony Hawk Grant, Donations 973,700
General Fund 1,226,300
Total $2,200,000 $0
Capital Improvement Plan
GENERAL FUND REVENUE POTENTIAL
Additional General Fund Revenue could occur upon completion of this Skate Park if it becomes a destination for
the skateboarding community. It is expected that competitions and the amenities of the premier skate park would
draw in skaters traveling throughout California and perhaps the country. Additionally the designed project as well
as the amenities could generate rental fees for activities such as private parties, special events, Farmers Markets or
“street fairs” and concerts.
OUTCOME—FINAL WORK PRODUCT
A completed Santa Rosa Skate Park would bring a conclusion to a multi-year effort including several Major City
Goals to construct a permanent skate park for the City of San Luis Obispo.
Attachment 2
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Project Description
Constructing a new in-ground concrete skate park facility in Santa Rosa Park will cost $1,226,300 for construction and construction management in 2013-14.
The complete Master Plan project will cost $2,200,000, however project funding to date totals $973,700.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Complete construction of a skate park
Need and Urgency
In 1994, community volunteers came together to construct San Luis Obispo’s first and only skate park at Santa Rosa Park. A small concrete pad was poured and
temporary wooden ramps were erected, with the hope that eventually funds would become available to construct a permanent skate park. Over the years, the
skateboarding area was furnished with ramps and obstacles built by City staff, the users and volunteers. The components were constructed of wood and
deteriorated quickly as a result of exposure to the outdoor elements and overuse by skate enthusiasts. The skate community attended the Public Forum in January
2006 to express concerns about the condition of the existing skate park. As a result, the City Council identified skate park improvements as a Major City Goal in
the 2007-09 Financial Plan and has since gone through the extensive design, planning and approval processes.
During 2007-08, staff conducted a needs assessment on the skate park facility. Through a series of community meetings, input was gathered on whether the City
should pursue replacing the existing equipment with modular steel skate ramps and obstacles or consider construction of a new permanent skate park facility.
Consensus was overwhelming for a permanent facility, which would have additional amenities to enhance expanded programs and entice special events and
competitions.
The City Council received the results of the Santa Rosa Skate Park Needs Assessment at its May 20, 2008 meeting and unanimously supported the idea of having a
“premier” skate park located in San Luis Obispo. Council provided direction to staff to move forward with a Master Plan for an in-ground concrete skate park,
work with the community on fundraising efforts, and encouraged staff to move forward with the project as quickly as possible. In addition, Council authorized the
purchase of modular steel equipment with a limited life span to replace the current wood structures to address existing safety concerns and serve as a stop-gap
measure until a permanent park could be constructed. Today, this remains atemporary fix on the road to the community’s longstanding dream to build a permanent
skate park.
Using the needs assessment as a guide, during 2008-09, a Master Plan was developed for the new skate park and presented to City Council in January 2009. The
Master Planned skate park is designed to be approximately 15,000 square feet and located in the area of the current skate park and adjacent grass area. An
entry/stage area was included in the skate park design to allow for passage to the facility and provide an entertainment and seating area for events. A planned plaza
between the skate park and roller hockey rink provides an area where vendors and groups could gather during large events. In all, approximately 30,000 square feet
was included in the Master Plan for the Skate Park and related amenities.
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Santa Rosa Skate Park Project Review
Phase/Cost Review Date Approved
Study/$52,000
Community Forum January 10, 2007
Needs Assessment Workshop January 26, 2008
Needs Assessment Workshop March 1, 2008
Parks & Recreation Commission May 7, 2008
City Council Meeting May 20, 2008
Master Plan Workshop October 4, 2008
Master Plan Workshop November 8, 2008
Stakeholder Task Force November 17, 2008
Design/$178,600
Parks & Recreation Commission January 7, 2009
City Council Meeting January 20, 2009
Stakeholder Task Force February 23, 2009
Stakeholder Task Force June 23, 2009
Stakeholder Task Force March 20, 2010
Stakeholder Task Force June 21, 2010
Stakeholder Task Force January 24, 2011
Planning Commission Meeting January 26, 2011
Architectural Review Committee March 21, 2011
Total 230,600
The Master Planned skate park develops and integrates four completely new outdoor recreational opportunities that will draw multiple generations together in a
revitalized common space serving the City’s most densely-populated neighborhood. A permanent in-ground skate park, an outdoor amphitheater, a low-impact
fitness path and a streetscape plaza for spectator seating, farmers markets, craft fairs and other events have all been included in the design. These four elements
facilitate shared multi-generational use and connectivity with other existing park features – a playground, picnic areas, street hockey court, horseshoe pit and ball
fields. The main entrance to the new multi-use zone will feature a public art component and native landscaping. Public art will also be incorporated into the overall
facility design and showcase the cultural elements being introduced into the expansion design including skateboarding, outdoor entertainment, walking fitness and
community festivals.
After City Council approved the Santa Rosa Skate Park CIP for the 2009-11 budget cycle (Appendix B, Pages 3-290 through 3-293), it was expected that an
additional $791,700 would be acquired through fundraising and grants to complete the skate park project. Staff has worked tirelessly over the past three years, with
the support of stakeholders, to raise funds of over $54,000 (including the Tony Hawk Foundation Grant for $25,000) and still the project is short by $737,600.
Santa Rosa Skate Park Approved Design
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Hundreds of hours have been spent on grant applications (and accompanying site visits and presentations) as well as numerous community fundraising events and
outreach efforts. Although numerous grant applications have been submitted, including California’s Prop 84 grant, these efforts have not been fruitful. The project
cannot proceed to construction without additional funding allocations from the General Fund. The City demographically is not “underprivileged” or “urban”
enough to receive formerly existing state grant funds, as well as it does not meet most grant criteria for adding new park space/acreage. The project itself has not
appealed to potential donors (ranging from foundations to companies to community members). With each passing year, stakeholders and supporters are frustrated
and seeking clarity in the direction the City is headed with this project. If the direction continues that staff and/or community stakeholders must raise all remaining
funds, the estimated build date would be indiscernible.
Current state of the Santa Rosa Skate Park Project
This CIP is the continuation of a previously adopted, but not completed Major City Goal. Because of the financing strategy established with the 2009-11 CIP, the
design of Santa Rosa Skate Park Project as envisioned by the adopted Master Plan has progressed to 95% completion. A Use Permit was approved by the Planning
Commission in January of 2011. The project design was approved by the Architectural Review Committee in March 2011. The construction documents (plans and
specifications) were prepared and have been submitted to the Building Department for a building permit and are essentially complete pending one round of staff
review before being considered bid ready. A Storm Water Pollution Prevention Plan and permit will also need to be obtained prior to starting any grading
operations. From the needs assessment and Master Planning phase which began in 2008 through the current design and construction document phase, City Staff
and consultants have been working on this project for nearly five years at a cost of $230,000 for these phases ($52,000 for the needs assessment/Master Planning
efforts and $178,000 for design and bid document preparation). In addition to these expenditures, significant staff time has been given to seeing the project
through. Needless to say, considerable time and resources have been invested in this project to date.
Why is this project important to our community?
The need for a permanent skate park in the City of San Luis Obispo has been a dream for over half a decade. The planning process for the Santa Rosa Park has
already built significant social capital among community residents. The groundswell of support for the project spans generation, socioeconomic class, and ethnicity
to pursue a common goal of opening a new recreational hub in our city.
The Santa Rosa Skate Park is important to the community for several reasons. Most specifically, the park provides community value in five significant ways:
1. Social Benefits. The neighborhoods directly adjacent to Santa Rosa Park have the highest number of youth living in poverty in San Luis Obispo. These
and other low-income teens have severely limited opportunities to access free City-based outdoor recreation. After-school and summer programs offered
to youth do not extend past the age of 12, leaving kids aged 13 to 18 without designated places for recreation. Parks and Recreation and other local
organizations do offer athletic recreation programs for youth; all require fees to be paid for participation. Costs range between $20 and $500 per person
depending on the sport. This often leaves low-income youth without an opportunity to participate. Juvenile crime is a national crisis that is alive in San
Luis Obispo and is frequently attributed to disconnect from viable afterschool physical activities and recreation.
Additionally, the Santa Rosa Skate Park will provide a place for youth who aren’t attracted to traditional team sports a place to go and express themselves
in an individual and athletic manner. Getting youth, particularly at-risk youth, involved in a personal and esteem-building activity like skateboarding helps
build the confidence to do well in other aspects of their lives. At San Luis Obispo High School, less than a mile from the proposed project site, fewer than
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half of the 1500 enrolled students are involved in traditional athletics (e.g. football, baseball, soccer, basketball, track, volleyball, and cross country). This
leaves approximately 900 students not involved in traditional sports and without many options for afterschool physical activity and recreation.
2. Health and Developmental Benefits. Skateboarding has been shown to be an excellent means for youth to stay physically active. Skateboarding is
physically active and requires, at times, great concentration. It encourages youth to spend time outdoors, test their endurance, sharpen their senses, and
develop their creativity. Skateboarding requires no coaches and suggests no standardized approach to riding a skate park. Skaters are free to ride in their
own way, to their own abilities, and encouraged to pursue their own style of skating. It is currently the third most popular recreational activity among
youth ages 6-18 years old. These are formative years in a youth’s life and developing a habitual desire for physical recreation is essential to a healthy
future. Many people who started in their teens still enjoy skateboarding well into their 50s. Furthermore, youth in low-income areas (like those
surrounding Santa Rosa Park) are particularly prone to health issues related to lack of exercise due to the expense of equipment and travel, or lack of
leisure time. For this area, the skate park will become an effective tool that teaches healthy, athletic living at an impressionable age.
3. Public Comfort and Safety Benefits. The 9.3-million skateboarders in America only have about 3,000 skate parks nationwide. That means the vast
majority of them are skating in the streets. The downtown core of San Luis Obispo has an ordinance that prohibits skateboarding. The building of a new
skate park facility will attract and retain the skateboarders, greatly reducing negative contact with law enforcement. Santa Rosa Skate Park will provide a
place for local youth to practice their tricks. This means that they’re not skating downtown or in areas where they are seen as a nuisance, a menace, or
causing damage. Over 75% of communities that have built skate parks in the last 10 years have confirmed a significant reduction in street skating
problems, such as damage to public and private property. A permanent in-ground skate park will reduce the amount of damage seen throughout the
community and limit the number of citations issued for illegal skateboarding. In addition to the direct health benefits, research even suggests that
skateboarding can help keep teens out of trouble. A 2006 study found that skateboarders are less likely to smoke cigarettes, engage in sexual intercourse,
and skip school. (“Physical Activity and Sedentary Behavior Patterns are Associated with Selected Adolescent Health Risk Behaviors,” PEDIATRICS,
Vol. 117 No. 4, April 2006)
4. Economic Benefits. Feedback from other municipalities with a skate park suggests a positive effect on businesses in the surrounding areas. The Santa
Rosa Skate Park is designed to draw people from near and far. Out of town visitors will likely stay in hotels, shop in local stores, eat in restaurants and
buy gas.
5. Community Development Benefits. The Santa Rosa Skate Park was designed with local skater input and involvement throughout the process--these
youth have developed a sense of ownership, pride, and community engagement. The very existence of the park is the result of their hard work and
interaction with the broader community. These previously disenfranchised skaters, who once ran from the police, have found themselves working side-by-
side with the city, and the community as a whole. It has been a transformational process for these youth. The Santa Rosa Skate Park project has allowed
the community to see the skate community for what they truly are: passionate, dedicated athletes that voluntarily seek out physical recreation. Without a
skate park, the skateboarders will continue to feel like pariahs who are repeatedly told to leave the area. The cumulative effects of this will instill a sense
of disconnection to their community.
Readiness to Build
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Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a Environmental Approval is complete. Building Permit is pending. Water Quality/Storm Water
Permit still needs to be obtained prior to construction.
Specifications or construction documents complete n/a Construction Documents are 95% complete.
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a Water Quality (SWPP)
Railroad n/a
Operating Program Number and Title:
60100 Recreation Administration
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90752
Thus far, project expenditures include Needs, Assessment, Master Planning, Design and Construction Documents)
Budget to Date 2013-142014-152015-162016-172017-18 Total
Utilities $780 $800 $900$1,000$3,480
Maintenance materials $2,000$2,000$2,000$5,000$11,000
Property rental/lease $0
Staff $0
Contract Services $35,600$35,600$36,000$36,000$143,200
Total $0 $0$38,380$38,400$38,900$42,000$157,680
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
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Based on published maintenance management standards/guidelines (Operational Guidelines for Grounds Management and Park Maintenance Standards.) It is
anticipated that this new facility will require an additional half-time maintenance worker to provide ongoing repairs and daily routine maintenance of the skate
park, plaza, amphitheater and landscaping. It is anticipated that approximately $2,000/year will be needed for materials and approximately $3,000 every 5 years for
repairs or replacement of sump pumps/controls.
Anticipated Facility Life Span: 50 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $1,226,300 $1,226,300
Parkland Development Fund $919,700 $919,700
Grant $25,000 $25,000
Fund Raising $29,000 $29,000
Total$973,700$1,226,300 $0 $0 $0 $0$2,200,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
It is at this critical 2013-15 Financial Plan venture, that the Parks and Recreation Department receive a firm direction on the future of the Santa Rosa Skate Park
project. With the assistance of Public Works and RRM Design four alternatives for the SLO Skate Park at Santa Rosa Park are listed and compared below. The
options are presented, in recommended alternative priority, based on feedback from the stakeholders, staff and design consultants. However, none of the presented
options are recommended as they do not reflect the features identified in the Needs Assessment. The Master Plan skate park reflects those desires, which include
features for the novice through the expert skateboarder. In selecting alternatives, the project will meet fewer needs of the users and be less appealing to the
community at large.
Value Engineering
Options Summary
CIP Carry Forward
Full Project
Option A
Full Project, Less Site
Amenities
Option B
Street Course
Option C
Modular Equipment
INCLUDES • Entire Skate Park Area
(15,500 sf)
• Sports-Lighting
• Drainage Improvements
and Drainage Basin
• Minimal Site
• At-Grade ”Street
Course” Skate Park
Area Only (7,200 sf)
• Reduced Sports-
Lighting
• Drainage
• Additional
Square Footage to
the Current Concrete
Slab
• Improved
Modular Equipment
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Improvements Improvements and
Drainage Basin
• Minimal
Site Improvements for
ADA Accessibility
ELIMINATES • Amphitheater
• Entry Feature
• Multi-Use Plaza/
Maintenance Vehicle
Access Paving
• Site Lighting
• Public Art features
• Below-Grade
Skate Features (Pools
and Snake Run)
• Amphitheater
• Entry Feature
• Multi-Use
Plaza/Maintenance
Vehicle Access Paving
• Sports Lighting Poles
• Site Lighting
• Public Art features
• Below-Grade
• Skate Features (Pools
and Snake Run)
• Amphitheater
• Entry Feature
• Multiuse
Plaza/Maintenance
Vehicle Access Paving
• Sports Lighting
• Site Lighting
• Drainage Improvements
and Drainage basin
• Public Art features
Construction 1 $1,739,000 $1,381,000 $745,000 $262,000
SW Plan/Permit $20,000 $20,000 20,000 0
Materials Testing $20,000 $15,000 10,000 $2,500
Misc, printing, etc $3,000 $2,000 2,000 $500
Contingency (10% ±) $168,000 $132,000 $73,000 $25,000
Construction Costs $1,950,000 $1,550,000 $850,000 $290,000
Const. Management $200,000 $175,000 $150,000 $45,000
Const. Admin/Architect $50,000 $35,000 25,000 0
Const. Mgmt. Costs $250,000 $210,000 $175,000 $45,000
Redesign Fees 0 $50,000 $50,000 $15,000
Total $2,200,000 $1,810,000 $1,075,000 $350,000
Available Budget $973,700 $948,700 $948,700 $948,700
Budget Shortfall (or
Balance Remaining)
$1,226,300 $861,300 $126,300 ($-598,700)
1. Includes 4% escalation for 1 yr.
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Staff recognizes four (4) levels of alternative options for the build:
1. Option A – Full Skate Park, Less Site Amenities: This option eliminates almost all site amenities designed in the approved Master Plan project.
o Lost Costs: $50,000 (Redesign), $25,000 (Tony Hawk Grant)
2. Option B – Street Course: The street course eliminates in-ground features and eliminates almost all site amenities in the approved Master Plan project.
o Lost Costs: $230,000 (Needs, Assessment, Master Planning, Design, Construction Documents), $25,000 (Tony Hawk Grant), $50,000 (Redesign)
3. Option C – Modular Equipment: A concrete slab skate area with modular equipment (steel/wood or concrete) eliminates all site amenities and skate
park features as designed in the approved Master Plan project, thus reducing opportunities for program expansion and community services.
o Lost Costs: $230,000 (Needs, Assessment, Master Planning, Design, Construction Documents), $25,000 (Tony Hawk Grant), $8,000 (Redesign)
4. Option D – No Improvements: Deny the Project and close down the current skate park. Denying the project is not recommended by staff. City Council
indicated strong support for a premier in-ground concrete skate park. Denying the project would disappoint a large and active skate community (children,
teens and adults) who would like to see a permanent facility constructed. Additionally, all City funds expended to date for this project ($230,000) would be
lost. If Council decides to deny the project, staff recommends that the current, temporary park be closed immediately. Staff believes strongly that the
temporary skate park does not support the Department’s mission to provide quality parks, open space, recreation, cultural and educational services,
essential to the enhancement and promotion of personal well-being and a sense of community. Without staff supervision and care for equipment, Parks,
Police and Parks and Recreation staff are constantly “putting out fires”. This has created an unsafe meeting place that is not in accordance with other Parks
and Parks and Recreation facilities.
Further Implications
Tony Hawk Grant: It also important to note, the $25,000 Tony Hawk Grant awarded to the skate park project (in which the City has been
granted an extension); will be retracted if the Council wishes to pursue Options A, B, C or D or set an indefinite date of construction.
Parkland Development Fees: Terminating construction of the skate park results in a return of $919,700 park in lieu funds to the Parkland
Development Fund.
Public Art: In 2009-11, City Council approved $30,000 in Public Art funds to be spent on the design and engineering of public art
elements for the Master Planned skate park. A contracted art consultant worked with City staff, the City’s Architectural Review
Committee, community stakeholders and the design consultants to design and create outdoor public art that marks the uniqueness of the
space. To date four concepts have completed the design and engineering phases: 1) Four customized shade-structures over the
amphitheater and park entrances 2) Glass tile enhancements (inside the skate zone) 3) Etching work inside the skate zone, and 4) A
customized drinking fountain/water feature at the park’s main entrance. If the Council chooses Options A or B, some of the public art
funds will be lost, if C or D is chosen all the public art funds will be lost as a result of the re-design.
Santa Rosa Park Drainage Issue: The proposed CIP as well as Option A and Option B include approximately $90,000 of construction
costs to provide drainage of the below grade pools and to remedy on-going drainage issue that has existed at the park since the year the
ball fields were constructed. The drainage of the below grade pools requires the water to be pumped to the surface and conveyed to a
drainage basin for percolation into the ground. Using the existing lawn area to the west of the skate park to percolate the skate park
drainage was not advisable as it is already saturated from the ball field drainage. Adding more drainage to the area would only exacerbate
the muddy conditions making it unusable for activities and/or destroying the lawn. The proposed solution to the drainage for the ball field
and skate park bowls includes re-grading of the parking lot to lower the westerly boundary and construction of curb and gutter along the
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length of the lot to allow surface flows from the ball field and from the pumped basins to flow southerly to a new drain basin in a lawn
area south of the hockey court. This area is not used for activities and allowed for any overflow of the basin to reach an existing catch
basin at the corner of the park. The cost of resolving the drainage for the ball field and below ground bowls is approximately $90,000. This
drainage issue did not surface during the Master Planning phases and was not accounted for in the preliminary estimates. Although the
drainage would need to be addressed in the current CIP as well as option A, the drainage due to the ball field is still an ongoing issue and
should be addressed regardless of the construction of a skate facility. It is presumed a separate CIP will be submitted in the next Financial
Plan for this issue if the current CIP or Option A do not move forward. Looking at the projects as separate CIPs would reflect the
following reduction in overall costs:
o Skate Park CIP Carry Forward: $1,136,300
o Skate Park Option A: $746,300
o Skate Park Option B: $11,300
o Santa Rosa Park Drainage: $90,000
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering 120
Administration CIP Engineering 100
Inspection CIP Engineering 240 (assuming outside inspection)
Project Team Parks and Recreation, Public
Works – Parks Maintenance Staff
80
Location Map
Location maps, site plans or schematic designs should accompany the CIP request whenever this will improve overall understanding of the project. These should
be electronically integrated into the request.
Complete Master Plan Designed Project
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Master Planned skate park facility in Santa Rosa Park will
cost $1,226,300 in 2013-14.
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Reduced / Enhanced Project Alternatives (Images)
Option A: Skate Park less Site Amenities
New in-ground concrete skate park area, eliminating
designed amphitheater, entry feature, multi-up
plaza/maintenance vehicle access paving, some public art
features and site lighting, will cost $836,300 in 2013-14.
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Option B: Street Course
A new “street course” skate park area (eliminating
below-grade skate features: pools and snake run,
amphitheater, entry feature, multi-use plaza/maintenance
vehicle access paving, sports lighting poles, most public
art features and site lighting) will cost $101,300 in 2013-
14.
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OTHER IMPORTANT COUNCIL OBJECTIVES
OPEN SPACE
GOAL STATEMENT
Commit funding to expand open space and provide adequate staffing, planning, and other resources to
maintain and enhance open space quality and amenities.
OBJECTIVE
Increase the pace, quality, permanence, and relevance of the City’s Greenbelt Protection Program.
OUTCOME—FINAL WORK PRODUCT
Additional real property interests for conservation and open space purposes to serve both citizens and visitors
alike, 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.
ACTION PLAN
Task Date
Real Property Acquisition / Administration and Conservation Planning:
1. Pursue several key acquisition opportunities including additions to the Reservoir Canyon
Natural Reserve and the Irish Hills Natural Reserve, as well as conservation easements which
will protect larger landscapes including scenic views and city gateways, headwaters to San Luis
Obispo Creek and several perennial streams, and valuable habitat areas.
Ongoing
2. Ongoing annual monitoring of all City-owned open space preserves, open space easements, and
conservation easements
3. Complete Reservoir Canyon Natural Reserve Conservation Plan to include Upper Goldtree
property addition
4. Complete update of the Laguna Lake Management Plan
Ongoing
July 2013
Sept 2013
5. Update Conservation Guidelines for Open Space Lands within the City of San Luis Obispo to
address minor inconsistencies with other policy documents
6. Update the Saving Special Places reports pertaining to strategic open space acquisition
priorities
7. Prepare the Islay Hill, Righetti Hill, and Terrace Hill Conservation Plan
Land Restoration, Stewardship, and Monitoring:
1. Continue sediment removal project at Prefumo Creek inlet to Laguna Lake and continue
monitoring of four other sediment removal locations completed in 2012
2. Continue vegetative stabilization efforts associated with road decommissioning project at
Froom Ranch
3. Ongoing community outreach and education in partnership with ECOSLO
4. Creek and flood protection within the City’s natural waterways through Zone 9 projects and
coordination and oversight of the Stormwater Management Program
June 2014
Dec 2014
June 2015
Ongoing
Ongoing
Ongoing
Ongoing
Attachment 2
166
OTHER IMPORTANT COUNCIL OBJECTIVES
OPEN SPACE
5. Ongoing monitoring, remedial action, and enhancement, as needed, of existing mitigation sites
6. Complete pampas grass treatment at Froom Ranch
7. Install wetland meadow and riparian planting / invasive species control at Calle Joaquin
Agricultural Reserve using awarded EEMP grant funds
Open Space Improvements, Maintenance, User Safety, and Patrol:
1. Continue patrol of the City’s open space areas and creek corridors
2. Continue maintenance of existing City open space trails
3. Continue to coordinate 65 trail work days (3,500 hours) a year utilizing volunteers
4. Continue to partner with the Central Coast Concerned Mountain Bikers on various open space
improvements and maintenance
5. Continue to construct additional trails at Froom Ranch consistent with the approved Irish Hills
Conservation Plan
6. Evaluate and implement long term solution to address unsanctioned and user created trails at
Bishop Peak, and continue to evaluate and address trailhead parking burdens in surrounding
neighborhoods with signs, patrol, and dissemination of directional information on the City’s
website, trail maps, and in SLO Stewards
7. Evaluate and implement long term solution to maintain singular and sustainable access trail at
the Maino Open Space
8. Continue Ranger Led Hikes in the City’s open space on a monthly basis and upon request.
9. Continue Ranger Service environmental education program and Junior Ranger Camp to
increase open space knowledge and user safety
10. Increase staffing resources in the Ranger Service Program to provide increased user safety and
amenities including but not limited to added open space improvements, maintenance, and patrol
11. Re-route and construct a trail connecting Froom Ranch to the Bureau of Land Management’s
parcel in accordance with the Memorandum of Understanding with the Department of Interior
12. Install new trail signs and kiosks including but not limited to: Froom Ranch, Froom-Johnson
Ranch Connector Trail, and Reservoir Canyon
13. Evaluate and implement long term solution to address unsanctioned and user created trails at
Bishop Peak, and continue to evaluate and address trailhead parking burdens in surrounding
neighborhoods with signs, patrol, and dissemination of directional information on the City’s
website, trail maps, and in SLO Stewards
14. In coordination with Cal Poly engineering volunteers complete the Reservoir Canyon bridge
repairs
Ongoing
Mar 2014
Dec 2014
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
June 2015
June 2015
June 2015
June 2015
Attachment 2
167
OTHER IMPORTANT COUNCIL OBJECTIVES
OPEN SPACE
Urban-Wildland Interface Fuel Reduction:
1. Bowden Ranch Open Space eucalyptus thinning
2. Irish Hills Open Space eucalyptus thinning and mowing
3. Terrace Hill Open Space mowing
4. Islay Hill Open Space mowing
5. Maino Open Space / Lemon Grove eucalyptus thinning
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
RESPONSIBLE DEPARTMENT
The Administration Department (Natural Resources Program) and the Parks and Recreation Department will be
principally responsible for implementation of this goal, with additional coordination and input from the Fire
Department. The Natural Resources Manager will serve as the responsible point of contact.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIVE
The Open Space goal will be supported by existing base level program operating budgets within the Natural
Resources Program, Parks and Recreation Department, and Fire Department, together with the Open Space
Acquisition CIP, Ranger Services SOPC, and the Fire Department’s Urban-Wildlands Interface Fuel Reduction
SOPC, if approved.
COST SUMMARY
2013-142014-152013-142014-15
Open Space Acquisition CIP 200,000200,000
ACUB Grant 350,000
Ranger Services (SOPC)26,10026,100
Ranger Services - Minor Capital (SOPC)5,0005,000
Urban-Wildlands Interface (SOPC)10,00010,000
Total $41,100$41,100$200,000$550,000
Operating Programs Capital Improvement Plan
The FY 11-13 Froom Ranch Enhancement CIP ($85,000), Natural Resources Program Creek Mitigation Fund
($15,000) and the California Natural Resources Agency’s Environmental Enhancement and Mitigation Program
(EEMP) grant for the Calle Joaquin Ag Reserve ($125,000 in contract) will provide additional financial support to
achieve Open Space program objectives detailed above.
Attachment 2
168
Attachment 2
169
OTHER IMPORTANT COUNCIL OBJECTIVES
MAINTENANCE OF CITY INFRASTRUCTURE
GOAL STATEMENT
Enhance maintenance of City infrastructure - including attention to streets, sidewalks, pedestrian
walkways, lighting, bicycle paths, creek & flood protection, parks, open space, urban forest, public
buildings, and other City-owned property.
OBJECTIVE
Implement effective maintenance of the City’s existing infrastructure, with attention to all types of facilities.
OUTCOME—FINAL WORK PRODUCT
In order to retain the condition, appearance, and functionality of all of the City’s existing facilities, ongoing
maintenance must be completed. Infrastructure maintenance prevents failure of facilities and in general postpones
higher cost replacements. Maintenance activities are typically less disruptive to users and are an important part of
risk management. The action plan includes a re-establishment of minor capital activities, not active in recent years
of fiscal constraint.
ACTION PLAN
Work completed under this action plan is a combination of maintenance activities accomplished through the
Capital Improvement Plan (CIP), along with Minor Capital improvements managed through the Operating
Programs, and ongoing Operation Program maintenance. CIP Engineering staff will develop critical path
schedules for project delivery as part of the Financial Plan development during Spring 2013. Schedules will be
based on the best available information available at the time of scheduling, and staff will pursue delivery of
projects on schedule. Factors that may change delivery dates are revised project scopes, changed priorities, added
projects of higher priority, and other project specific factors unknown at the time of scheduling. Minor capital
projects will be pursued by individual program managers in the year funded.
Task Date
Buildings
1. Facility Maintenance Ongoing
2. Jack House Exterior Painting 6/14
3. Jack House Restroom Remodel 6/14
4. Police Station HVAC Replacement 6/15
5. City Facility Parking Lot Maintenance 6/15
6. City Hall Perimeter Drain 6/15
7. Minor Exterior Building Painting 6/15
8. Fire Station & Corporation Yard Roll Up Door Replacements 6/15
9. Golf Course Restroom Replacement Design 6/15
Attachment 2
170
OTHER IMPORTANT COUNCIL OBJECTIVES
MAINTENANCE OF CITY INFRASTRUCTURE
Task Date
Water
10. Distribution System and Treatment Facility Maintenance Ongoing
11. Water Distribution System Improvements – Year 1 6/14
12. Telemetry System Improvements 6/14
13. Stenner Canyon Raw Waterline Replacement 6/15
14. Water Treatment Plant Air Compressor Replacement 6/15
15. Water Distribution System Improvements – Year 2 6/15
16. Distribution Pump Station Upgrade Design 6/15
17. Serrano Tank Replacement 6/15
18. Slack Tank Replacement Design 6/15
Wastewater
19. Collection System and Treatment Facility Maintenance Ongoing
20. Water Reclamation Facility Major Maintenance – Year 1 6/14
21. Wastewater Collection System Improvements – Year 1 6/14
22. Water Reclamation Facility Major Maintenance – Year 2 6/15
23. Wastewater Collection System Improvements – Year 2 6/15
Roadways
24. Roadway, and Traffic Signal & Lighting Maintenance Activities Ongoing
25. Street Reconstruction & Resurfacing – Year 1 12/13
26. Street Reconstruction & Resurfacing – Year 2 12/14
27. Prado Bridge Deck Overlay 6/15
28. Sidewalk Repairs 6/15
29. Traffic Sign Maintenance 6/15
30. Marsh Street Bridge Design 6/15
31. Downtown Lighted Crosswalk Replacements 6/15
Creeks and Flood Protection
32. Creek Encampment Cleanup Ongoing
Attachment 2
171
OTHER IMPORTANT COUNCIL OBJECTIVES
MAINTENANCE OF CITY INFRASTRUCTURE
Task Date
33. Stormdrain System Cleaning Ongoing
34. Annual Creek Winterization Ongoing
35. Johnson Underpass Pump Replacement 6/14
36. Broad & Leff Culvert Repair 6/14
37. Stormdrain Replacement – Year 1 6/14
38. Stormdrain Replacement – Year 2 6/15
39. Hathway & Murray Culvert Repair Design 6/15
Parking
40. Structure and Lot Maintenance Ongoing
41. Parking Lot Resurfacing 6/14
42. 919 Palm Structure Stair Rehabilitation 6/14
43. Marsh Structure Light Replacement 6/14
Transit
44. Bus Stop Shelter Replacement 6/15
Park, Tree, & Landscape Maintenance
45. Parks, Trees, Medians, Roadway and Facility Landscape Maintenance Ongoing
46. Santa Rosa Park Picnic & Serving Table Replacement 6/14
47. Pathway Maintenance – Year 1 6/14
48. Sinsheimer Park Playground Equipment Replacement 6/14
49. Pathway Maintenance – Year 2 6/15
50. Sinsheimer Stadium Stair Replacement 6/15
51. Mission Plaza Rail Replacement 6/15
52. Meadow Park Light Replacement 6/15
53. Downtown Tree Replacement & Sidewalk Repair 6/15
Swim Center
54. Swim Center Maintenance Ongoing
Attachment 2
172
OTHER IMPORTANT COUNCIL OBJECTIVES
MAINTENANCE OF CITY INFRASTRUCTURE
Task Date
55. Replace chemical pumps 6/14
56. Olympic Pool Plastering 6/15
Golf Course
57. Golf Course Maintenance Ongoing
Open Space
58. Open Space & Trail Maintenance Ongoing
City Maintenance & Asset Management
59. Complete Implementation of Cityworks Asset & Maintenance Management Software 6/15
RESPONSIBLE DEPARTMENT
Capital improvement work will largely be managed by the CIP Engineering program, with Transportation
Planning, Water, and Wastewater programs playing a significant role. Operating program managers and
departments are responsible to complete Minor Capital projects and ongoing maintenance.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIVE
The Building, Flood Control, Golf Course, Landscape & Parks Maintenance, Natural Resources Protection,
Parking Operations, Ranger Program, Reservoir Operations, Streets & Sidewalk, Swim Center, Traffic Signals &
Lighting, Tree, Vehicle & Equipment, Wastewater Collection, Water Distribution, Water Reclamation Facility,
and Water Treatment operating programs will provide the staff and resources to support the ongoing regular
maintenance at the highest level possible within program resources. The remaining support for this objective will
come from the Capital Improvement Plan to fund major work efforts.
Attachment 2
173
OTHER IMPORTANT COUNCIL OBJECTIVES
MAINTENANCE OF CITY INFRASTRUCTURE
Cost Summary
Operating Programs
Capital Improvement
Plan
2013-14 2014-15 2013-14 2014-15
City Facility Lot Maintenance 400,000
City Hall Perimeter Drain 5,000 40,000
Jack House Exterior Painting 25,000
PD HVAC Replacement 12,300 172,300
Facility Maintenance 54,000 54,000
Restroom Replacement & Remodel 290,000 50,000
Olympic Pool Plastering 25,000 310,000
Prado Bridge Deck Overlay 20,000 180,000
Sidewalk Repairs 25,000 25,000
Traffic Sign Maintenance 40,000 40,000
Street Reconstruction & Resurfacing 1,200,000 1,200,000
Marsh Street Bridge Design 110,000
Johnson Underpass Pump Replacement 190,000
Culvert Repair 180,000 120,000
Stormdrain Replacement 350,000 500,000
Pathway Maintenance 60,000 60,000
Park Playground Equipment Replacement 310,000
Sinsheimer Stadium Stair Replacement 20,000 120,000
Park Picnic & Serving Table Replacement 5,500
Mission Plaza Rail Replacement* 30,000 30,000
Meadow Park Light Replacement 60,000
Landscape Contract Maintenance 14,600 14,800
Downtown Tree Replacement & Sidewalk
Repair 40,000
Tree Maintenance Staff 21,000 21,000
Metered Parking Lot Resurfacing 95,000
919 Palm Structure Stair Rehabilitation 50,000
Marsh Structure Light Replacement 130,000
Bus Stop Shelter Replacement 10,000 336,600
Stenner Canyon Raw Waterline Replacement 50,000 100,000
WTP Air Compressor Replacement 10,000 130,000
Water Distribution System Improvements 1,550,000 1,110,000
Distribution Pump Station Upgrade Design 50,000
Telemetry System Improvements 1,500,000
Tank Replacement 30,000 360,000
Water Reclamation Facility Major Maintenance 525,000 360,000
Wastewater Collection System Improvements 495,000 1,205,000
Total 41,100 35,800 7,391,300 7,052,900
Attachment 2
174
Attachment 2
175
OTHER IMPORTANT COUNCIL OBJECTIVES
IMPROVE TRANSPORTATION
GOAL STATEMENT
Improve transportation – Prioritize the construction of the Los Osos Valley Road (LOVR) overpass, invest in
new sidewalks, bicycle paths, street lighting, curb cuts, and other amenities to improve the walkability of the
City’s neighborhoods and commercial districts.
OBJECTIVE
Maintain critical projects and programs as resources permit which sustain current service levels for multimodal
mobility, traffic congestion, and traffic safety.
OUTCOME
Over the last decade the City has implemented numerous transportation improvements and has realized the
benefits of those improvements; over those ten years bicycle volumes have increased by over 40%, transit
ridership has increased by over 10%, traffic collisions have declined by over 50%, and over 95% of the city
intersections are operating above minimum services levels despite vehicle volumes continuing to increase at
approximately 2.5% per year. That being said there are still transportation challenges in the City that continue to
grow and evolve over time, the importance of continuing these efforts and providing for the most efficient and
safe circulation system for all modes of travel is evident given the continued community identification of
improving transportation as an importation City goal.
Even though this work program is generally limited to continuing the “status quo”, accomplishments in this two-
year period will include maintaining existing programs and projects already underway in addition to beginning the
construction on the LOVR interchange. The two new work efforts that were able to be accommodated in the
budget recommendation are a rehabilitation of the downtown lighted crosswalks and beginning work on the
Transportation Impact Fee funded Prado Road Creek Bridge Widening project.
ACTION PLAN
Task Date
1. Los Osos Valley Road Interchange
- Complete Design & Permitting Work
- Begin Construction
Contingent on TIF, Grant, & Debt Financing
Dec 2013
October 2014
2. Prado Road Creek Bridge Widening NEW
- Begin Project Study Report
- Begin Environmental, Design, and Permitting Work
- Complete Environmental, Design, and Permitting Work
- Begin Construction
Contingent on TIF & Debt finance funding availability.
July 2013
July 2014
June 2017
June 2018
3. Railroad Safety Trail *
- Complete design of Class I bikeway- Taft to Pepper.
Contingent on TIF and future grant funding availability
June 2014
4. Bob Jones City-to-Sea Trail *
- Complete construction of Class I bikeway connection to LOVR
Feb. 2014
Attachment 2
176
OTHER IMPORTANT COUNCIL OBJECTIVES
IMPROVE TRANSPORTATION
5. Rehabilitate Downtown Lighted Crosswalks NEW
- Complete Marsh Street In-Ground Lighted Crosswalk
- Complete Higuera Street In-Ground Lighted Crosswalk
June 2014
June 2016
6. Continue Land Use & Circulation Element Update
Dec 2014
7. Continue the Neighborhood Traffic Calming Program
& Associated Projects
On-Going
8. Continue the Annual Traffic Safety Program
& Associated Projects
On-Going
9. Continue the Bi-Annual Traffic Operations Program &
Associated Projects
On-Going
10. Continue Misc. Bicycle Facility Improvements*
On-Going
11. Complete Bi-Annual Citywide Bicycle, Pedestrian, & Vehicle Counts
Contingent on TIFF funding availability
On-Going
12. Complete Fleet Vehicle Conversion / Replacement
July 2013
13. Conduct Short Range Transit Plan (SRTP)
- Evaluate Possibility of Joint RTA / SLO City SRTP
- Issue RFP & Hire Consultant
- Complete Plan & Present to Council
Contingent on Grant funding availability
June 2015
*Projects that are also identified in the “Expanding Bicycle Facilities” goal, costs for these tasks are accounted for in that Goal.
*Projects that are also represented in the “Expanding Bicycle Facilities” goal, costs for these tasks are not accounted for in this goal.
RESPONSIBLE DEPARTMENT
Transportation Planning & Engineering
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIVE
The financial and staff resources needed to complete this goal have been and will be included in the Public Works
Department operating and capital improvement plan (CIP) budgets. Transportation Impact Fees (TIF) and grant
funding are expected to pay for several of these projects.
Cost Summary
The table below summarizes the costs associated with the proposed action plan.
Attachment 2
177
OTHER IMPORTANT COUNCIL OBJECTIVES
IMPROVE TRANSPORTATION
2013-142014-152013-142014-15
Los Osos Valley Road Interchange Improvements 100,00022,975,000
Prado Road Creek Bridge Widening 40,000 0*
Rehab Downtown Lighted Crosswalks 0 43,500
Neighborhood Traffic Management 20,00020,000
Traffic Safety Program 25,00025,000
Traffic Operations Program 30,000 0
Bi-Annual Traffic Counts 48,000 0
Total $0 $0$263,000$23,063,500
Operating Programs Capital Improvement Plan
Funding Sources
2013-142014-152013-142014-15
General Fund 75,000 88,500
Traffic Impact Fees**188,000 0*
Future Grants 15,000,000
Debt Financing 7,975,000
Total***- - 263,000 23,063,500
Operating Programs Capital Improvement Plan
* Transportation impact fee funds maybe requested to advance from 2015-16 / 16-17 to 2014-15 / 15-16 as a spate budget amendment request depending
on outcome of Prado Road Creek Bridge Project Study Report in 2013-14 and the Transportation Impact Fund Balance at that time.
** The TIF Fund will advance $100,000 for a Resident Engineer in 20013 but will e reimbursed when the Bond/Loan is taken out for the Los Osos Valley
Road Project in FY 2015.
***Debt financing is shown at $7,975,000 in above table to balance amounts however; the actual projected loan amount will be $8,075,000 ($7,975,000 +
$100,000) to reflect reimbursement for the Resident Engineer expense in FY 2014.
Attachment 2
178
ATTACHMENT 3
SIGNIFICANT OPERATING PROGRAM CHANGES
SUMMARY BY DEPARTMENT
_____________________________________________________________________________________
Significant Operating Program Change (SOPC) Definition
The City of San Luis Obispo’s budget contains 73 different operating programs. These programs are
divided into staffing line items, contract services, other operating expenses, and minor capital expenses.
Every two years, the departments re-assess the budget available in the various line items. If a change is
warranted either as an increase or decrease, the SOPC is the means through which to request the change.
Budget Policy
Per the City’s budget policies, an SOPC write-up is required for all operating program changes that
exceed $7,500. The City Council approved a change to the policy on December 18, 2012 changing this
limit from $5,000 to $7,500.
Below is a listing of the SOPCs recommended for Council consideration for the 2013-15 Financial Plan.
The SOPCs are separated into three groups:
1. Changes pertaining to insurance premiums as an integral part of the City’s business obligation.
2. Changes proposed to the City’s operating programs to provide service to the community.
3. SOPCs pertaining to Major City Goal objectives. These write-ups have also been included in the
Major City Goals section (Attachment 2) of the report.
SOPCs – Insurance Premiums 2013-14 2014-15
General Government – Human Resources
Increases in Workers Compensation Annual Contribution
Increase in Liability Insurance Annual Contribution
Leisure, Cultural & Social Services – Human Resources
Low Income Water & Sewer Subsidy
Total Fiscal Impact
$489,000
$ 74,000
$ 26,000
$589,000
$489,000
$ 74,000
$ 29,000
$592,000
The SOPCs provided in the above section are driven by insurance premium increases. The City currently
contracts with the California Joint Powers Insurance Authority which bases the annual premium due on
most recent reviews of claim loss and reserve analysis.
It also includes the cost increases associated with the City’s low income program for water and sewer
services. Cost increases are associated with the number of people signed up in the program and the rate
increases for both utilities.
Attachment 3
179
ATTACHMENT 3
SIGNIFICANT OPERATING PROGRAM CHANGES
SUMMARY BY DEPARTMENT
_____________________________________________________________________________________
SOPCs – Operating Programs 2013-14 2014-15
General Government – Finance & IT
Reallocation of F&IT Analyst Function
Telephone Services
Network Services Staffing – IT Helpdesk
Annual Software Licensing & Maintenance CMMS
(* General Fund portion: $14,700)
Public Safety – Police Department
Computer Aided Dispatch Server Warranty Extension
Elimination of Booking Fee payment
(* Not reflected in total cost of recommended SOPCs)
Public Safety – Fire Department
Firefighter Recruit Academy
Transportation – Public Works
Corporation Yard Spill Prevention & Control Program
Parking Division Organizational Assessment
Parking Structure Fire Alarm Testing & Inspection
Transit Contract Services
Transit Training Expenses
Public Utilities – Utilities
Sewer - Water Quality Studies
Sewer – Water Quality Laboratory Permit Sampling & Analyses
Sewer – Water Reclamation Facility Minor Capital
Water – Site-Specific Safety Plans
Water – Machinery, Equipment & Lab Services Minor Capital
Water – Replacement of Electric Scooters
Water & Sewer – Temporary Project Management
Total Fiscal Impact
$ 0
$ 0
$ 7,650
$ 43,400*
($252,000)*
$ 79,600
$ 28,500
$ 77,400
$ 8,400
$ 80,000
$ 4,300
$ 75,000
$ 19,000
$ 55,000
$ 25,000
$ 10,000
$ 10,000
$117,600
$640,850
$ 0
$ 0
$ 15,300
$ 43,400*
$ 9,500
($252,000)*
$ 23,000
$ 16,200
$ 8,600
$ 20,000
$ 75,000
$ 19,000
$ 25,000
$ 16,000
_______
$271,000
Attachment 3
180
ATTACHMENT 3
SIGNIFICANT OPERATING PROGRAM CHANGES
SUMMARY BY DEPARTMENT
_____________________________________________________________________________________
SOPCs – Major City Goals 2013-14 2014-15
Community Development – Economic Development
Strategic Plan Implementation
Community Development – Housing Program
Housing Program Manager
Warming Station & Safe Parking Program
General Government – Administration
Local Revenue Measure Education & Outreach
Leisure, Culture, and Social Services – Parks & Recreation
Ranger Service Staffing
Minor Capital – Ranger Services
Public Safety – Fire Department
Urban-Wildland Interface Hazard Fuel Reduction
Public Safety – Police Department
Enhancing Police Resources
Transportation – Public Works
Tree Maintenance Staff
Landscape Maintenance Contract
Total Fiscal Impact
$ 30,000
$ 6,158
$ 15,000
$ 50,000
$ 26,100
$ 5,000
$ 5,000
$ 60,500
$ 21,000
$ 14,600
$233,358
$ 65,000
$ 35,214
$ 15,000
$ 26,100
$ 5,000
$ 5,000
$ 60,000
$ 21,000
$ 14,800
$247,114
SOPCs – Totals by Fund 2013-14 2014-15
General Fund
Water Fund
Sewer Fund
Parking Fund
Transit Fund
Total All Funds
$952,808
$113,900
$226,400
$ 85,800
$ 84,300
$1,463,208
$901,614
$ 26,100
$137,600
$ 24,800
$ 20,000
$1,110,114
Attachment 3
181
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
INCREASE IN WORKERS COMPENSATION ANNUAL CONTRIBUTION
Summary of Change: Increase of Workers’ Compensation annual contribution by $489,000.
Fiscal Impact: Ongoing cost of $489,000 beginning in 2013-14.
Service Level Impact: Based on California Joint Powers Insurance Authority (CJPIA) most recent review of claims loss
and reserve analysis, Workers Compensation annual contributions have increased.
KEY OBJECTIVES
Comply with contractual obligation with CJPIA to fund Workers’ Compensation annual contributions.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
The City of San Luis Obispo became a member of the CJPIA in 2004 for the workers’ compensation program. The
CJPIA was formed in 1977 by thirty-three cities to provide liability protection when the insurance industry abandoned
local government agencies. The CJPIA is composed of and governed by 121 member agencies, including 98 cities, 16
Joint Powers Authorities, and 7 special districts. The CJPIA provides the City with insurance coverage for liability,
workers’ compensation, all-risk property, commercial crime, special events, and pollution and remediation legal liability.
CJPIA also provides extensive training, workshops, and academies that offer innovative risk management solutions for
public agencies. In addition, training required by Cal-OSHA or other regulatory agencies are provided locally and free of
charge to member agencies.
Membership in the CJPIA means sharing risk with other member agencies. However, the risk is shared among a large number
of agencies, who share common goals of risk avoidance, claims control and transfer of risk in order to eliminate or reduce
exposure. By following proven practices of risk management, member agencies assist each other in keeping the cost of claims
down. By sharing risk, the cost to an agency for a year with significant claims experience is somewhat mitigated and spread
out over a number of years.
For several years the CJPIA used a funding model that included a primary deposit contributed by each member at the
beginning of the coverage period (fiscal year) and retrospective adjustments made subsequently to reconcile each
member’s share of costs based upon actual experience and exposure. These retrospective adjustments consisted of a
“rolling retro” where only an eighth of the retrospective adjustment calculated each year was charged to the member in
that year and the other seven-eighths was “rolled” forward to be recalculated in the next year based on actual experience
and exposure. While this methodology lessened the annual impacts for individual member agencies, it became
problematic when several coverage periods with adverse loss development occurred sequentially.
Recognizing the challenging financial position that was developing for the pool as a result of the rolling retro, the large
losses, and other elements of the funding model, the CJPIA Executive Committee approved a prospective funding model
that aimed at funding coverage periods sufficiently, providing budgetary predictability for members by requiring one
annual contribution and eliminating the retrospective adjustments, and rewarding effective loss control and risk
management efforts with lower rates. Coverage years under the prospective formula (beginning in 2013-14) will not be
adjusted retrospectively on an annual basis. However, if net asset levels become insufficient, an assessment may be
needed in the future. The new funding model is intended to provide overall financial strength and security for the pool and
rate stability and fairness for the members.
During the 2012-13 fiscal year, the City annual contribution was anticipated to be $1,211,900 but a retroactive refund in
the amount of $293,800 reduced the Risk Management budget for Workers Compensation to $918,100. Based on
CJPIA’s most recent review of claims loss and reserves analysis the 2013-14 annual contribution has been set at
$1,405,900. This reflects an increase in the amount of Risk Management’s budget in the amount of approximately
$489,000. This increased amount represents the cost for the entire City, approximately $387,200 will be charged to the
Attachment 3
182
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
INCREASE IN WORKERS COMPENSATION ANNUAL CONTRIBUTION
General Fund and the remaining will be allocated to the Enterprise Funds in accordance with the City’s Cost Allocation
Plan.
GOAL AND POLICY LINKS
Major City Goal – 2013-15 Sustain essential services, infrastructure, and fiscal health
PROGRAM WORK COMPLETED
Human Resources staff has been in contact with CJPIA regarding Workers Compensation annual contributions and is
currently working with CJPIA and City staff on cost reduction options, training and education.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The City is currently part of an insurance pool. Premiums are based in part of the pools loss experience most of which is
outside our control.
STAKEHOLDERS
All City Departments.
IMPLEMENTATION
Task Date
1. Receive annual contribution information from CJPIA February 2013
2. Workers Compensation annual contribution due to CJPIA July 2013
KEY PROGRAM ASSUMPTIONS
Key assumptions are based upon CJPIA’s cost allocation of the Workers’ Compensation pools claim experience.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Greg Zocher, Human Resources Manager
Project Team:
Monica Irons, Human Resources Director
Wayne Padilla, Interim Finance and Information Technology Director
ALTERNATIVES
1. Continue the Status Quo. Failure to pay insurance annual contributions would be a breach of contract with CJPIA.
Attachment 3
183
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
INCREASE IN WORKERS COMPENSATION ANNUAL CONTRIBUTION
2. Defer or Re-Phase the Request. Paying the additional insurance premium at a later time would result in assessment
of late penalties.
OPERATING PROGRAM
30200 – Risk Management
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Other Operating Expenditures 489,000 489,000
Workers Comp Premiums 100.30200.7726 489,000 489,000
Total Operating Costs 489,000 489,000
Attachment 3
184
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
INCREASE IN LIABILITY INSURANCE ANNUAL CONTRIBUTION
Summary of Change: Increase of Liability Insurance annual contribution by $74,000.
Fiscal Impact: Ongoing cost of $74,000 beginning in 2013-14.
Service Level Impact: Based on California Joint Powers Insurance (CJPIA) most recent review of claims loss and
reserve analysis, Liability Insurance annual contributions have increased.
KEY OBJECTIVES
Comply with contractual obligation with California Joint Powers Insurance Authority to fund Liability Insurance annual
contributions.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
The City of San Luis Obispo became a member of the CJPIA in 2003 for participation in the liability program. The
CJPIA was formed in 1977 by thirty-three cities to provide liability protection when the insurance industry abandoned
local government agencies. The CJPIA is composed of and governed by 121 member agencies, including 98 cities, 16
Joint Powers Authorities, and 7 special districts. The CJPIA provides the City with insurance coverage for liability,
workers’ compensation, all-risk property, commercial crime, special events, and pollution and remediation legal liability.
Another incentive for joining the CJPIA was the healthy and extensive training program available through the CJPIA for
City staff. CJPIA also provides workshop and academies that offer innovative risk management solutions for public
agencies.
Membership in the CJPIA means sharing risk with other member agencies. However, the risk is shared among a large number
of agencies, who share common goals of risk avoidance, claims control and transfer of risk in order to eliminate or reduce
exposure. By following proven practices of risk management, member agencies assist each other in keeping the cost of claims
down. By sharing risk, the cost to an agency for a year with significant claims experience is somewhat mitigated and spread
out over a number of years.
For several years the CJPIA used a funding model that included a primary deposit contributed by each member at the
beginning of the coverage period (fiscal year) and retrospective adjustments made subsequently to reconcile each
member’s share of costs based upon actual experience and exposure. These retrospective adjustments consisted of a
“rolling retro” where only an eighth of the retrospective adjustment calculated each year was charged to the member in
that year and the other seven-eighths was “rolled” forward to be recalculated in the next year based on actual experience
and exposure. While this methodology lessened the annual impacts for individual member agencies, it became
problematic when several coverage periods with adverse loss development occurred sequentially.
Recognizing the challenging financial position that was developing for the pool as a result of the rolling retro, the large
losses, and other elements of the funding model, the CJPIA Executive Committee approved a prospective funding model
that aimed at funding coverage periods sufficiently, providing budgetary predictability for members by requiring one
annual contribution and eliminating the retrospective adjustments, and rewarding effective loss control and risk
management efforts with lower rates. The funding model aims at prospectively funding coverage periods sufficiently,
providing budgetary predictability for members by requiring one annual contribution and eliminating the retrospective
adjustments, and rewarding effective loss control and risk management efforts with lower rates. Coverage years under the
prospective formula (beginning in 2013-14) will not be adjusted retrospectively on an annual basis. However, if net asset
levels become insufficient, an assessment may be needed in the future. The new funding model is intended to provide
overall financial strength and security for the pool, and rate stability and fairness for the members.
For the 2012-13 fiscal year, the Risk Management liability insurance annual contribution budget was $1,226,800. Based
on CJPIA’s most recent review of claims loss and reserves analysis, the 2013-14 annual contribution has been set at
Attachment 3
185
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
INCREASE IN LIABILITY INSURANCE ANNUAL CONTRIBUTION
$1,301,200. This reflects an increase in the Risk Management budget in the amount of $74,000. This increased amount
represents the cost for the entire City, approximately $59,000 will be charged to the General Fund and the remaining will
be allocated to the Enterprise Funds in accordance with the City’s Cost Allocation Plan.
GOAL AND POLICY LINKS
Major City Goal – 2013-15 Sustain essential services, infrastructure, and fiscal health
PROGRAM WORK COMPLETED
Human Resources has been in contact with CJPIA regarding Liability Insurance annual contribution and is currently
working with CJPIA and City staff on cost reduction options, and implementation of best risk management practices.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The City is currently part of an insurance pool. Premiums are based in part of the pool loss experience most of which is
outside our control.
STAKEHOLDERS
All City Departments
IMPLEMENTATION
Task Date
1. Receive annual contribution information from CJPIA February 2013
2. Liability Insurance annual contribution due to CJPIA July 2013
KEY PROGRAM ASSUMPTIONS
Key assumptions are based upon CJPIA’s cost allocation of the Liability Insurance pools claim experience.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Greg Zocher, Human Resources Manager
Project Team:
Monica Irons, Human Resources Director
Wayne Padilla, Interim Finance and Information Technology Director
ALTERNATIVES
1. Continue the Status Quo. Failure to pay insurance premiums would be a breach of contract with CJPIA.
Attachment 3
186
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
INCREASE IN LIABILITY INSURANCE ANNUAL CONTRIBUTION
2. Defer or Re-Phase the Request. Paying the additional insurance premium at a later time would result in assessment
of late penalties.
OPERATING PROGRAM
30200 – Risk Management
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Other Operating Expenditures 74,000 74,000
Workers Comp Premiums 100.30200.7726 74,000 74,000
Total Operating Costs 74,000 74,000
Attachment 3
187
SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL, & SOCIAL SERVICES
LOW INCOME WATER AND SEWER SUBSIDY FUNDING
Summary of Change: Increase funding for the low income water and sewer subsidy by $26,000 in 2013-14 and $29,000
in 2014-15 to support the need of the citizens utilizing these services.
Fiscal Impact: Ongoing cost of $26,000 in 2013-14 and $29,000 in 2014-15.
Service Level Impact: The City has a Low Income Utility Assistance program designed specifically for income eligible
customers. This request will allow the City to continue offering the low-income benefits on water and sewer service to all
customers anticipated to participate based on past experience.
KEY OBJECTIVES
Provide sufficient funding to allow the City to budget appropriately and continue offering low income utility assistance to
eligible customers.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
The City’s Low Income Utility Assistance Program, adopted by Council in 1992, enables eligible customers to obtain a
15% reduction on their monthly utility bills for sewer and water charges. This low income rate relief is not able to be
subsidized through enterprise funds because it is prohibited by Proposition 218; instead it is funded by the General Fund
and is budgeted in the Human Relations Program. Currently, the budget is insufficient to account for all the customers
using the low income assistance. Increased utilization of this program along with higher utility rates has necessitated the
need for additional funding to support this program.
In 2012, the Finance Department switched from ACS to Springbrook for Utility Billing. Springbrook has the ability to
report the actual amount billed to low income customers throughout the year. Prior to 2012, Finance was required to
make assumptions because ACS was not able to produce this detailed information. Instead, budget amendment requests
were approved to increase the funding of this program to allow for all requests to be funded. Costs were offset by other
line items in the overall Human Resources budget that were underspent. With the switch to Springbrook in 2012, staff
can more accurately analyze usage and realize the average number of customers utilizing rate assistance went from about
335 customers to 435 customers. In addition to the increase in customers reported, anticipated rate increases can also be
considered in staff projections.
GOAL AND POLICY LINKS
1. Low Income Utility Assistance Program
2. Major City Goal: Implement Comprehensive Strategies to Address Homelessness. Providing subsidies for water and
sewer can assist residents in staying in housing, thus avoiding homelessness.
PROGRAM WORK COMPLETED
Department staff has received information from the Finance and Information Technology Department on levels of support
needed for this program and the Utilities Department on anticipated rate increases for water and sewer rates. Department
staff has also met with members from Finance and Utilities to discuss criteria and policies regarding eligibility.
Attachment 3
188
SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL, & SOCIAL SERVICES
LOW INCOME WATER AND SEWER SUBSIDY FUNDING
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
No
STAKEHOLDERS
Low Income Water and Sewer Customers
IMPLEMENTATION
Task Date
1. Review the criteria and policies regarding eligibility.
2. Finance will revise the application to tighten the eligibility requirements.
3. Analyze usage of subsidy program, anticipated rate increases and request increased
funding.
4. The Finance Department will send out annual application form to re-apply for the
program.
Completed
4/2013
7/2013
11/2013
KEY PROGRAM ASSUMPTIONS
Staff made assumptions based off the number of customers currently and the projected increased water and sewer rates in
2013-14 and 2014-15.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Human Resources Analyst
Project Team:
Human Resources, Finance & IT, Utilities staff
ALTERNATIVES
1. Continue the Status Quo. If the City chooses not to increase the amount budgeted for water and sewer subsidy, the
City may be over budget as it is not clear whether the overall Human Resources budget could absorb such a
significant amount.
2. Change the Scope of Request. Council could choose to fund any portion of this request and when the budgeted
amount is reached, the program would be terminated for the year. This alternative is not recommended as it may
inadvertently cause residents who need this assistance to have financial difficulties leading to unintended
consequences such as homelessness.
Attachment 3
189
SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL, & SOCIAL SERVICES
LOW INCOME WATER AND SEWER SUBSIDY FUNDING
OPERATING PROGRAM
Human Relations (60600)
COST SUMMARY
Contract Services currently includes $44,500 in 2013-14 and $44,500 in 2014-15 for the Water and Sewer Subsidy.
Increasing the budgeted amount by $26,000 in 2013-14 and $29,000 in 2014-15 will allow the city to continue offering
benefits to all customers anticipated to participate based on past experience.
Line Item Description Account No.2013-142014-15
Contract Services 26,00029,000
Contract Services 60600.722726,000 29,000
Total Operating Costs 26,00029,000
Attachment 3
190
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
REALLOCATION OF FINANCE & INFORMATION TECHNOLOGY ANALYST FUNCTION
Summary of Change: Reallocation of the 30% share of the Finance & Information Technology (IT) Analyst capacity,
currently assigned to the Economic Development Program, into the Finance and IT Department.
Fiscal Impact: This request is cost neutral.
Service Level Impact: Elimination of the split in the Finance & IT Analyst duties will help to provide superior analyst
functions for the Finance & IT department. Economic Development will rely on the Administration Department’s
Principal Administrative Analyst where capacity was created by transfer of the Tourism duties to the Tourism Manager in
2012.
KEY OBJECTIVES
This change will accomplish the following objectives:
1. Expanded utilization of Finance & IT Analyst so as to maximize the benefits for the department
2. Expanded utilization of the Principal Administrative Analyst to benefit Economic Development
3. Allowing for superior analytical functions in both Administration and Finance & IT departments
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
Since inception of the split job duties for the Finance & IT Analyst, it has been challenging to fully implement the 30/70
split due to the demanding and time-sensitive nature of the Finance & IT assignments and the sporadic nature of the
assignments from the Economic Development Program. Furthermore, additional needs have been identified for analyst
services within Finance & IT.
During the course of the year, tourism duties have been reassigned to the new Tourism Manager, freeing capacity in the
position of Principal Administrative Analyst in the Administration Department.
Given these facts, it is appropriate at this time to allocate 100% of the Finance & IT Analyst to the Finance & IT
department while utilizing capacity of the Principal Administrative Analyst for the needs of the Economic Developments
Program.
These reallocations of capacity are revenue neutral for the City through adjustments of both Finance & IT as well as
Administration budgets.
GOAL AND POLICY LINKS
Major City Goal: Sustain essential services, infrastructure, and fiscal health.
PROGRAM WORK COMPLETED
Both Finance & IT and Administration Departments have discussed and agreed to the reallocation of capacity.
ENVIRONMENTAL REVIEW
No environmental review required.
Attachment 3
191
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
REALLOCATION OF FINANCE & INFORMATION TECHNOLOGY ANALYST FUNCTION
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no significant project constraints, limitations or environmental review requirements.
STAKEHOLDERS
Both Finance & IT and Administration staff will be affected by this change. All stakeholders have been involved in
discussions about the reassignment and no planning efforts are required for implementation.
IMPLEMENTATION
The change will be implemented with the adoption of the 2013-15 Financial Plan.
KEY PROGRAM ASSUMPTIONS
Implementation of this change is straightforward.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Finance & IT Analyst
Project Team:
Administration and Finance & IT
ALTERNATIVES
It is possible to continue the status quo by retaining the 30/70 split in allocation of the F&IT Analyst capacity. This is not
recommended because of the challenges of sharing this position and because the capacity exists to make this change in
both Administration and Finance & IT.
OPERATING PROGRAM
Economic Development Program
COST SUMMARY
There is no change in cost to the General Fund. The Finance & IT Department will have increased staffing expense. The
Administration Department will have an identical decrease in staffing expense.
Attachment 3
192
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
REALLOCATION OF FINANCE & INFORMATION TECHNOLOGY ANALYST FUNCTION
Line Item Description Account No.2013-14 2014-15
Staffing 00
Regular Salaries (F&IT)100-25100-701021,61022,478
Regular Salaries (Economic Development)100-11200-7010(21,610)(22,478)
PERS (F&IT)100-25100-70405,3345,799
PERS (Econ Dev)100-11200-7040(5,334)(5,799)
PARS (F&IT)100-25100-7041216225
PARS (Econ Dev)100-11200-7041(216)(225)
Health & Disability Ins (F&IT)100-25100-70423,5233,523
Health & Disability Ins (Econ Dev)100-11200-7042(3,523)(3,523)
Medicare (F&IT)100-25100-7044313326
Medicare (Econ Dev)100-11200-7044(313)(326)
Unemp Ins (F&IT)100-25100-70468690
Unemp Ins (Econ Dev)100-11200-7046(86)(90)
Total Operating Costs00
Attachment 3
193
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
AT&T TELEPHONE SERVICES
Summary of Change: Maintaining the City’s analog telephone service.
Fiscal Impact: This request is cost neutral. There is adequate funding the Network Services’ Cellular Services account to
cover these costs.
Service Level Impact: Maintain current analog telephone services using cost savings from the cellular telephone
account.
KEY OBJECTIVES
Maintain current analog telephone service.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
Two years ago as part of the budget reductions, Network Services identified 89 analog phones lines that could be
converted to the new Shoretel VoIP system and 20 analog phone lines that could be disconnected. Shoretel is the City’s
internal phone system. Any telephone calls made outside of the City organization require circuits which are maintained by
AT&T. The analog lines service circuits Citywide that provide long distance trunk lines outside of the City, faxes,
telemetry irrigation and water pump station controls, and public safety circuits such as Fire Station alerting. While the
City agreed to the reduction, unforeseen departmental requirements prevented Network Services from fully implementing
most of the reduction recommendations. The only significant progress that was made was to convert 20 of the Emergency
Operations Center analog lines from AT&T to the Shoretel system in August of 2012.
The AT&T telephone services bill includes long distance charges for the Shoretel system, all T1 high-speed data circuits
for the Shoretel system, alarm lines, data services and telemetry systems. The bill also includes the cost for every 7 digit
telephone number in use or reserved for future City use. The cost of most of these services has increased over the past
two years.
This SOPC would restore the line item to what was projected for 2011-12 prior to the reductions.
GOAL AND POLICY LINKS
1. Operating Program Goals
PROGRAM WORK COMPLETED
Network Services has projected the cost of the telephone bill for the remainder of the year. That projection shows the
City spending about $20,000 more than is currently budgeted for AT&T services.
ENVIRONMENTAL REVIEW
No environmental review is required.
PROGRAM CONSTRAINTS AND LIMITATIONS
There are not program constraints or limitations; this would just maintain the current level of service.
Attachment 3
194
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
AT&T TELEPHONE SERVICES
STAKEHOLDERS
If the SOPC is not approved, there will not be adequate funding for telephone services. All City employees will be
affected when telephone services no longer work.
IMPLEMENTATION
There is no implementation this is just to maintain current services.
KEY PROGRAM ASSUMPTIONS
The key assumption is that the City will not require additional AT&T analog telephone lines or other analog
telecommunications services in the future.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Network Services Supervisor
Project Team:
IT Assistant / Help Desk
ALTERNATIVES
1. Continue the Status Quo. Network Services does not recommend this action. Without augmenting the budget, there
will not be funding to pay for analog telephones services next fiscal year.
2. Defer or Re-Phase the Request. Network Services does not recommend this action. The same problem as with
continuing the status quo will occur.
3. Change the Scope of Request. If the request is decreased, the same issues as with the previous two alternatives will
occur. If the request is increased, Network Services will have available budget to pay for additional telephone services
that the City requires.
4. Implementation in a Different Way. It is possible for Network Services to try to implement the original plan of
reducing the number of analog telephone lines. However it is unlikely that the original cost reduction plan would be
successful over the next two years. In the meantime, each budget cycle, Network Services has to reduce other
services to cover the shortfall in the telephone services budget.
5. Implementation in a Different Way. Without re-wiring most of the City’s facilities it is not feasible to change to any
other telephone services provider.
OPERATING PROGRAM
25300 Network Services
Attachment 3
195
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
AT&T TELEPHONE SERVICES
COST SUMMARY
There is adequate funding available in the Network Services’ Cellular Services account to cover these costs.
Line Item Description Account No.2013-14 2014-15
Other Operating Expenditures 20,400 20,700
ATT Services 100-25300-7617 20,400 20,700
Total Operating Costs 20,400 20,700
Offsetting Costs Savings 100-25300-7618 (20,400)(20,700)
Net Operating Costs 0 0
Attachment 3
196
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
NETWORK SERVICES STAFFING – IT ASSISTANT / HELP DESK
Summary of Change: Increase the hours of the existing Information Technology (IT) Assistant / Help Desk to 40 hours
per week.
Fiscal Impact: This will result in a one-time cost of $7,650 in 2013-14 and an ongoing cost of $15,300 annually
thereafter.
Service Level Impact: This will ensure that Network Services staff is able to continue to provide quick and responsive
service to internal and external customers, and that adequate staffing resources are available and properly allocated based
on the highest priority technology needs.
KEY OBJECTIVES
1. Implement a portion of the Council approved Citywide Information Technology Strategic Plan’s recommendation to
reorganize and recognize a Tier I and Tier II help desk role allowing Network Administrators (NA) to focus on more
complex technology needs.
2. Maintain high level of customer service and quick response times to Council members, citizens, and City staff who
utilize City technology.
3. Facilitate the completion of current and future high priority technology projects.
4. Adhere to the staffing recommendations of the Council approved Citywide Information Technology Strategic Plan.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
Background
In 2012, the City Council approved a new Citywide IT Strategic Plan, contracted to NexLevel Communications, validated
the need to add additional staff to manage the current IT help desk workload. In the Strategic Plan, Nexlevel made the
following recommendations regarding Network Services staffing.
IT Organization Structure
The IT Division is staffed with 9.25 full-time equivalents and consists of Network Services (6.25 FTEs) and GIS (3
FTEs). The programs are supplemented with the use of interns and overall, it appears that the current IT Division
resources are able to maintain a good level of support and to meet the essential needs of the City. However, due to the
current structure, processes, tools, and workload, the IT Division is challenged to be proactive in performing day-to-day
maintenance and support activities, as well as in providing new technology project support. With regard to new
technology project support, the IT Division needs to be able to provide appropriate technology consultation to
departments to fully support the applications, procurement, selection, and project management.
NexLevel makes the following recommendations in terms of the Network Service’s organizational structure:
Establish an additional full-time help desk representative who will function as the primary point of contact for all
department requests for service. This resource should be provided with the tools and training to be capable of
resolving basic desktop requests. The objective should be to resolve as many desktop requests as possible,
allowing the network administrators to focus on more complex requests. This resource will also be critical to
documenting activities that will allow the Network Services to track and report on support activities, as well as
create a knowledge base to help resolve future requests.
As budget allows, identify additional resources capable of performing application support and project
management. Currently, Network Services does not have adequate resources to perform these functions. (The
IT Manager is now handling project management for all software implementations.)
Attachment 3
197
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
NETWORK SERVICES STAFFING – IT ASSISTANT / HELP DESK
As new technology purchases are considered, the City should carefully evaluate the required support from the
Network Services staff to ensure successful implementation and reliable ongoing support. If additional burdens
on the Network Services staff are a bi-product of the implementation of new technology, the City will need to
augment Network Services staffing levels.
Perform a review of IT staff job titles/descriptions and compensation packages based on re-aligned
responsibilities. This is important to ensure compensation is competitive with current market to aid in staff
retention and reflect contributions to the organization.
In the last decade, the City has increased its reliance on technology. Additionally, Network Services implemented a help
desk program at the end of 2010 to help track all requests for IT support from City users. The following graphs illustrate
the help desk ticket workload in 2012 by month. City users did not fully engage in using the help desk ticket system at
first, but slowly began to embrace the system rather than calling the Network Administrators directly with a problem.
Note that not all issues may be input into the program. This is due to some users who do not use the system, or may report
a single issue when there are multiple issues, or another user reports a problem while on-site. In the graph below,
numbers of tickets are listed to the left and the month is listed below:
Network Services receives approximately 150 tickets per month, each averaging 2 hours to resolve. This equates to 3,600
hours a year. The graph above shows that the IT Assistant / Help Desk position is handling approximately 50% of all
tickets. The NA’s are required to cover the remaining help desk tickets. This prevents the NA’s from working on more
complex issues as well as providing project support.
This situation has directed the need for additional help desk staffing to handle these troubleshooting tasks and avoid
extended impacts to user productivity. For several years, the IT Assistant / Help Desk has been working hours beyond the
budgeted 30 per week to complete necessary IT tasks. To meet the needs of the help desk workload, staff recommends
increasing the IT Assistant / Help Desk to 40 hours. This would reduce the number of tickets that must be handled by NAs
and allow them to focus on enterprise system maintenance and projects.
GOAL AND POLICY LINKS
1. Information Technology Strategic Plan
2. Information Technology Acquisitions and Support Policy: The City will only acquire new equipment, applications or
systems if the skills and resources to effectively implement, manage and support them are available. …installing new
systems but not adequately supporting them afterwards is a blueprint for failure.
3. Operating Program Goals
4. Budget and Fiscal Policies: Human Resources Management: Regular employees will be the core workforce and the
preferred means of staffing ongoing, year-round program activities that should be performed by full-time City
employees rather than independent contractors.
0
50
100
150
200
250
2/20123/20124/20125/20126/20127/20128/20129/201210/201211/201212/20121/2013
Monthly Ticket Count (Total)
Attachment 3
198
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
NETWORK SERVICES STAFFING – IT ASSISTANT / HELP DESK
PROGRAM WORK COMPLETED
In 2011-12, NexLevel conducted an assessment on the IT Division. This assessment was used to inform the Information
Technology Strategic Plan (ITSP) which will be used as a roadmap over the next three to five years to ensure IT
effectively supports the City’s current and future needs. The ITSP was adopted by Council in August 2012.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
1. Increased workloads and ongoing demands for Network Services staff due to implementation of new software
programs and technology needed to gain departmental efficiencies.
2. Limited financial resources.
STAKEHOLDERS
All City staff and Council members benefit from the services provided by the Network Services Division and are affected
when resources are not adequate to meet their technological needs. The general public also benefits from the increased
efficiencies and information made available with the City’s technology resources.
IMPLEMENTATION
The current IT Assistant / Help Desk is budgeted at 30 hours per week but currently works more than this due to the
multitude of demands on IT staff. So the actual hours worked will not change but the budgeted hours will increase to 40
per week in July 2013.
KEY PROGRAM ASSUMPTIONS
1. The staff workloads in Network Services will continue at current levels or increase.
2. The list of technology projects for the City will continue to grow.
3. New software programs and equipment implemented in City departments will require ongoing maintenance from
Network Services staff.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager: Information Technology Manager
Project Team: Network Services staff, Human Resources Department
ALTERNATIVES
1. Continue the Status Quo. This is not recommended as Network Services staff are currently involved in several high
priority software implementation projects, with more scheduled for 2013-14 and beyond. Denying this request will
result in increased response time to help desk requests as NAs are increasingly devoted to high priority projects.
Project timelines will increase as the staff is stretched thin between completing routine requests, managing projects
and performing ongoing equipment maintenance.
2. Change the Scope of Request. If the request for an additional Network Administrator position is approved, this
request could be modified. Hiring the additional NA will create efficiencies throughout the City as IT staff will then
Attachment 3
199
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
NETWORK SERVICES STAFFING – IT ASSISTANT / HELP DESK
be able to proactively provide education and training to City employees regarding routine and simple fixes to address
minor workstation and software application issues. This could result in decreased help desk requests as staff become
more capable of performing minor troubleshooting on their own. Another benefit of this alternative is that it will
enable staff to analyze the workload changes resulting from the addition of another NA position and determine if the
additional help desk assistance is needed on a permanent basis.
3. Existing Program Evaluation. Staff explored the option of utilizing a contractor rather than hiring a full-time staff
member. This is not a recommended alternative due to the high cost, limited onsite technical assistance that is
provided, and the very limited technical expertise of local consultants.
A current City contractor, CIO Solutions, provided a quote in 2013 of $200,000 for these services. This includes off-
site help desk assistance limited to 30 minutes per problem. This means that if the contractor is not able to resolve a
problem in 30 minutes, the ticket is handed over to City staff. As stated above, the average time to resolve a help desk
ticket is 2-3 hours. Therefore, City staff would still be involved with resolving many help desk tickets, including the
most difficult ones. Additionally, the contractor would provide onsite engineer assistance only 10 days per month.
Network Services staff would need to be highly selective in designating the work assigned to the onsite engineer to
ensure it could be completed in the time spent onsite. If the work were not completed in this time, City staff would
need to complete the work or project completion would be delayed until the contractor returned the following month.
Finally, when a contractor, rather than in-house staff, completes a project, critical technical knowledge is lost instead
of remaining with the City. The large number of current and upcoming projects, as well as the high demands from
routine help desk requests, necessitates the addition of a permanent full-time staff member who is familiar with City
systems and processes and can provide consistent support.
OPERATING PROGRAM
25300 Network Services
COST SUMMARY
Additional regular staffing funding of $7,650 in 2013-14 and $15,300 in 2014-15 to increase the hours of the IT Assistant
/ Help Desk from 30 to 40 per week is necessary to avoid disruptions in the delivery of IT services. This will not increase
the overall department budget as the IT Assistant / Help Desk is already paid for 40 hours of work per week. Instead, it
will properly designate the position with the actual number of hours worked by the incumbent and allocate the funding to
Regular Salaries. Currently, the cost for the extra hours is covered with departmental salary savings which is not a long-
term solution. The Network Services temporary salaries budget of $10,000 is not adequate to cover this expense and is
also used to pay the IT intern and temporary administrative support.
Line Item Description Account No.2013-14 2014-15
Staffing 15,300 15,300
Regular Salaries 100-25300-7010 10,500 10,500
PERS 100-25300-7040 2,700 2,700
Health Insurance 100-25300-7042 1,900 1,900
Medicare 100-25300-7044 200 200
Unemployment Insurance 100-25300-7046 - -
Total Operating Costs 15,300 15,300
Offset Cost Savings
Overtime 100-25300-7020 (7,650)
Net Operating Costs 7,650 15,300
Attachment 3
200
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
ANNUAL SOFTWARE LICENSING AND MAINTENANCE - CMMS
Summary of Change: Paying for the annual licensing fees for the newly acquired Computerized Maintenance
Management System and Asset Management System (CMMS) will cost $56,200. This cost will be allocated between
Utilities Enterprise Funds and the General Fund and will be offset by savings from previous asset management software
annual fees, resulting in a net added cost of $43,400.
Fiscal Impact: Ongoing additional cost of $43,400 in 2013-14 and $43,400 in 2014-15.
Service Level Impact: During 2012-13 the City acquired and installed software from Cityworks which provides
computerized maintenance management and asset management to Utilities and Public Works. Annual license fees for the
software will be required in order to continue utilizing the software. Existing licensing fees totaling $12,800 within the
Water fund, Sewer Funds, and Stormwater/Flood Control will offset the total cost of $56,200.
KEY OBJECTIVES
1. Provide licensed software to assist in managing and maintaining the City’s infrastructure assets.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
During 2012-13 the City acquired and installed software from Cityworks which provides computerized maintenance
management and asset management to Utilities and Public Works. In addition, the City installed IT Pipes, software that
assists in the remote video inspection of sewer and storm drain pipes and IFix, software that provides an interface with the
supervisory control and data acquisition system. These software installations replaced Hansen applications that had been
used in Water Distribution and Wastewater Collection for more than twenty years to manage and record maintenance
tasks. In 2006, the stormwater maintenance program also began using Hansen software. Public Works has been using a
FoxPro General Service Request software application. The Cityworks software replaced the outdated FoxPro
applications, and will provide opportunities for others performing work on City facilities to accept workorders, track
activities, and more actively manage their facilities.
In order to utilize Cityworks software, an annual license fee is required. The fee will be $56,200 annually, beginning in
2013-14. The Utilities Department will reallocate $9,200 from previous maintenance management software (Hansen),
resulting in an added cost of $28,700. The stormwater program will reallocate $3,600 from previous software
maintenance (Hansen), resulting in an added cost of $14,700.
GOAL AND POLICY LINKS
1. Other Important Objectives - Enhance maintenance of City infrastructure
2. Utilities Department Long-Range Strategic Plan – Goal Stewardship
PROGRAM WORK COMPLETED
Purchase of the software has occurred and maintenance costs will begin in 2013-14.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no significant constraints and limitations.
Attachment 3
201
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
ANNUAL SOFTWARE LICENSING AND MAINTENANCE - CMMS
STAKEHOLDERS
All employees that utilize the software programs will be affected.
IMPLEMENTATION
Implementation will occur on an annually recurring basis beginning in 2013-14.
KEY PROGRAM ASSUMPTIONS
Assumes the City desires to continue using the recently purchased software and will incur annual licensing/maintenance
fees.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Water Distribution Supervisor
Project Team:
Wastewater Collection Supervisor
Public Works Administrative Analyst
ALTERNATIVES
There are no reasonable alternatives. The decision to purchase the CMMS software has already been made. Maintenance
and annual licensing fees were included in that decision.
OPERATING PROGRAM
Water Distribution/Wastewater Collections
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Contract Services 56,200 56,200
Water Distribution 55160-7227 14,000 14,000
Wastewater Collections 55310-7227 20,900 20,900
Water Reclamation Facility 55330-7227 3,000 3,000
Public Works Administration 50100-7227 18,300 18,300
Total Operating Costs 56,200 56,200
Water Distribution - current budget 55160-7227 (3,900)(3,900)
Wastewater Collections - current budget 55310-7227 (5,300)(5,300)
Flood Control - current budget 50320-7227 (3,600)(3,600)
Net Operating Costs 43,400 43,400
Attachment 3
202
SIGNIFICANT OPERATING PROGRAM ADDITION – PUBLIC SAFETY
COMPUTER AIDED DISPATCH SERVER WARRANTY EXTENSIONS
Summary of Change: Purchasing warranty extensions for the computer aided dispatch/records management system
servers will cost $9,500 in 2014-15.
Fiscal Impact: One-time cost of $9,500 in FY 2014-15.
Service Level Impact: Current warranties for the computer aided dispatch/records management system servers are
scheduled to expire in October 2014; extending the warranty for an additional year will ensure appropriate maintenance
coverage until the servers can be replaced.
KEY OBJECTIVES
1. Provide continued maintenance support for technology until replacement.
2. Ensure reliability of equipment to support basic public safety service functions.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
The current Computer Aided Dispatch/Records Management System (CAD/RMS) servers were installed in November
2011. The warranties for the servers are scheduled to expire in October 2014. Staff has submitted a Capital Improvement
Project request to replace the servers in FY 2015-16; thus the need to extend the warranties an additional year. However,
if staff’s request was deferred, it would result in the need to purchase an additional year of warranty coverage. It is
imperative that the hardware have continued coverage; warranties can greatly mitigate unexpected costs associated with
aging equipment.
GOAL AND POLICY LINKS
1. Police operating program goal to maintain basic public safety service levels
2. 2012 City of San Luis Obispo Information Technology Strategic Plan
PROGRAM WORK COMPLETED
Staff has contacted the current vendor to obtain an estimated quote for the warranty extension.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
Staff is only requesting to purchase one additional year of warranty coverage based on the CIP request to replace the
servers in 2015-16. However, if server replacement was deferred to 2016-17, an additional year of maintenance would be
required; this is estimated at $10,300.
STAKEHOLDERS
Police
Fire
Network Services
Community
Attachment 3
203
SIGNIFICANT OPERATING PROGRAM ADDITION – PUBLIC SAFETY
COMPUTER AIDED DISPATCH SERVER WARRANTY EXTENSIONS
IMPLEMENTATION
Task Date
Purchase extended warranty July 2014
KEY PROGRAM ASSUMPTIONS
Estimated costs are based on quotes obtained from current vendor.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Miguel Guardado, Network Services Supervisor
Melissa Ellsworth, Senior Administrative Analyst
Project Team:
Network Services
Police
ALTERNATIVES
1. Continue the Status Quo. If the warranty was not renewed, any repairs or maintenance on the servers would result in
significantly higher costs.
2. Defer or Re-Phase the Request. If server replacement was deferred beyond FY 2015-16; staff would need to extend
warranty for an additional year resulting in increased costs (two-year warranty extension).
OPERATING PROGRAM
80400 – Police Support Services
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Contract Services 0 9,500
CAD Server Warranty Extension 100-80400-7227 9,500
Total Operating Costs 0 9,500
Attachment 3
204
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
ELIMINATION OF BOOKING FEE BUDGET
Summary of Change: Eliminating booking fees from the Police department’s annual budget will save $252,000
annually.
Fiscal Impact: Ongoing savings of $252,000 in 2013-14 and $252,000 2014-15.
Service Level Impact: The Police Department will not be responsible for booking fee reimbursement to the County of
San Luis Obispo over the course of the 2013-15 Financial Plan.
KEY OBJECTIVE
Comply with State issued budget proposal for 2013-14.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
In January, the Governor issued the State’s proposed 2013-14 budget. In contrast to recent years, the fiscal outlook has
improved by the passage of Proposition 30 and Proposition 39. Staff has learned that the State’s budget will continue with
all law enforcement subventions that have existed in prior years, such as COPS (Community Oriented Policing Services
grant funding) and Booking Fee Remediation. As a result, municipal law enforcement agencies will not be responsible
for reimbursing Counties for booking fees.
Additionally, through discussions with the County of San Luis Obispo Sheriff’s Department staff has also learned that
there are no plans for any fees to be assessed to cities associated with booking fees that may exceed a three year average
for non-mandated bookings. This was a fee that had been assessed in the past; however, as a result of the State budget
proposal the department will not be responsible for these fees as well.
GOAL AND POLICY LINKS
Major City Goal – 2013-15 Sustain essential services, infrastructure, and fiscal health.
PROGRAM WORK COMPLETED
Department staff has received information from the California Police Chiefs Association and city finance staff has been
monitoring progress through the League of California cities with regards to the State budget.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The fiscal outlook at the State level could decline and local law enforcement subventions could be adversely affected.
Staff would need to request additional funding to cover unanticipated fees.
STAKEHOLDERS
Police Department
Attachment 3
205
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
ELIMINATION OF BOOKING FEE BUDGET
IMPLEMENTATION
Implementing the reduction would start at the new fiscal year in July 2013.
KEY PROGRAM ASSUMPTIONS
Key assumptions are based on State budget forecasting and communication from the County of San Luis Obispo Sheriff’s
Office.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Melissa Ellsworth, Police Department
ALTERNATIVE
Change the Scope of Request. Staff could choose to continue to budget for booking fees at a reduced rate. In doing so,
this would anticipate the reinstatement of booking fees to the County. However, this alternative is not recommended by
staff due to the current State’s fiscal outlook.
OPERATING PROGRAM
80100 – Police Administration
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Contract Services (252,000)(252,000)
Booking Fees 100-80100-7227 (252,000)(252,000)
Total Operating Costs (252,000)(252,000)
Attachment 3
206
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
FIREFIGHTER RECRUIT ACADEMY AND PERSONAL PROTECTIVE EQUIPMENT
Summary of Change: Providing a four- person Firefighter recruit academy in 2013-14 will cost $79,600.
Fiscal Impact: One-time cost of $79,600 in 2013-14 or 2014-15 depending on when the vacancies occur. The subsequent
hiring of Firefighters will then trigger a $60,000 reduction in Overtime allocations in the Emergency Response program.
Service Level Impact: Vacant Firefighter positions are filled by using overtime due to the constant staffing policy.
Training four replacement Firefighters in a recruit academy will cost an additional $79,600 in 2013-14. Staffing costs are
reduced by hiring to fill the vacancies rather than the use of overtime to backfill the vacant positions.
KEY OBJECTIVES
1. Provide mandated entry-level training for recruit Firefighters at the Fire Department
2. Fill vacancies as it is less costly to fill the position than use overtime to back fill for constant staffing.
3. Produce an “economy of scales” academy.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. When three vacancies exist at the firefighter rank a need to fill these positions is triggered due to efficiency of
operations and overtime reduction. It is estimated that this situation will exist in 2013-14 due to retirement eligibility
of existing employees.
2. Before Firefighters are hired, vacant positions exist in fire station crews. Because of constant staffing, overtime is
required to fill those positions using salary savings from the vacant positions to offset costs until new Firefighters are
hired. When the new Firefighters are hired, vacant positions no longer exist, yet the new recruit is required to
participate in a training academy. Until the recruits are ready to be placed on shift, overtime is needed to backfill the
shift positions.
3. A typical firefighter recruit academy is six to eight weeks in length. The Fire Chief plans on hiring or “lateraling”
experienced firefighters from other departments allowing an abbreviated, four week academy. Reducing the academy
from eight to four weeks will save $45,000. Savings in overtime is $43,000 and $2,000 in training materials.
GOAL AND POLICY LINKS
1. Major City Goal: Sustain essential services, infrastructure, and fiscal health.
2. Effective training delivery system to maintain personnel at a high level of competence (G.O.50101)
PROGRAM WORK COMPLETED
Based on a review of need for the academy due to pending retirements, an academy will occur during the 2013-15
Financial Plan.
ENVIRONMENTAL REVIEW
No environmental review required.
Attachment 3
207
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
FIREFIGHTER RECRUIT ACADEMY AND PERSONAL PROTECTIVE EQUIPMENT
PROGRAM CONSTRAINTS AND LIMITATIONS
1. The figures are based upon anticipated attrition of Firefighters. If only three Firefighters retire there will be less
overtime and Personal Protective Equipment cost; if additional Firefighters retire, the overtime requested would be
insufficient.
STAKEHOLDERS
Fire Department and the public we serve.
IMPLEMENTATION
Task Date
1. Firefighter Academy Winter 2014
2. Place Firefighter in Service Spring 2014
KEY PROGRAM ASSUMPTIONS
This four week, abbreviated academy is based on the assumption that we hire four experienced lateral hires which will
result in savings over a typical six to eight week academy.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Deputy Chief
Project Team:
Fire Department, Human Resources
Alternatives:
1. Do not hire new firefighter and fill the vacancies with overtime. This would result in an increased cost to the General
Fund.
2. Provide a three week academy saving $11,500 in overtime salary cost. It is questionable whether all training could be
completed during the three week academy.
OPERATING PROGRAM
Fire department training Services (85400)
Attachment 3
208
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
FIREFIGHTER RECRUIT ACADEMY AND PERSONAL PROTECTIVE EQUIPMENT
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Staffing 44,400 0
Overtime (4 regular 56/hr week shift backfill100-85400-7020 35,600
Overtime (Instructors 40/hr week X4)100-85400-7020 8,000
Medicare 100-85400-7044 600
Unemployment Ins 100-85400-7046 200
Other Operating Expenditures 35,200 0
Training Aids 100-85400-7909 3,200
PPE 100-85200-7861 32,000
Total Operating Costs 79,600 0
Attachment 3
209
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
CORPORATION YARD SPILL PREVENTION CONTROL AND COUNTERMEASURES (SPCC) PROGRAM
Summary of Change: Provide for ongoing compliance with regulations for spill prevention, control, and
countermeasures.
Fiscal Impact: One-time cost of $20,500 in 2013-14 and $ 15,000 in 2014-15, and ongoing costs of $8,000 annually
beginning in 2013-14.
Service Level Impact: As part of the continued resolve to comply with Air Pollution Control District (APCD),
California Air Resource Board (CARB), California Department of Transportation (DOT) and environmental rules and
regulations, ongoing maintenance, and improvements in the City’s compliance program are needed to address
containment and countermeasures for spills, waste disposal costs, emission rules, and above ground fuel tank monitoring.
KEY OBJECTIVES
1. Compliance with mandatory state and local laws, including new emission rules and regulations for above ground fuel
tanks.
2. Prevention of spills, containment and countermeasures to ensure that waste is disposed of safely and in the timeline
identified by law.
3. Adequate funding for rising costs of waste disposal
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. There are new rules and regulations that affect above ground fuel tanks that include retrofitting fuel vent cap and
replacement of phase one enhanced vapor recovery devices for unleaded products. (Estimated Cost $13,000)
2. Costs are rising for services to properly dispose of hazardous waste. (Estimated Cost $8,000)
3. The City is required by Federal law to prepare and maintain a SPCC program and plan. The implementation of this
requirement is through the City’s Fire Department and regulated by the County of San Luis Obispo Hazardous
Materials program for Certified Unified Program Agencies (CUPA). Revisions are required with any changes to the
facility and at no more than 5 year intervals otherwise. The original plan was developed in-house to meet a short
deadline for compliance. It is prudent and timely for the SPCC to be reviewed and updated by a private firm
specializing in this area, to ensure the City is compliant with legal requirements. While this is a Federal requirement,
this keeps the City up to date on preventing spills, which benefits both staff and the community. (Estimated Cost
$7,500)
4. The Corporation Yard currently has a berm, constructed as a stop-gap measure, at the low point of the facility to
prevent the flow of diesel fuel beyond City property and onto the Caltrans easement between the property and
Highway 101. The temporary containment berm is showing signs of failure and a more permanent replacement is
warranted. (Estimated Cost $15,000)
GOAL AND POLICY LINKS
1. Major City Goals to Sustain Essential Services, Infrastructure and Fiscal Health – preserving public health and safety.
2. One of the program activities is to coordinate, implement, permit and provide staff training for the City’s Hazardous
Materials Business Plan and Spill Prevention Control & Countermeasures Plan for Above Ground Storage Tanks.
PROGRAM WORK COMPLETED
Attachment 3
210
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
CORPORATION YARD SPILL PREVENTION CONTROL AND COUNTERMEASURES (SPCC) PROGRAM
Quotes have been received to retrofit and implement the required CARB emission devices on the City’s fuel tanks.
ENVIRONMENTAL REVIEW
No environmental review required
PROGRAM CONSTRAINTS AND LIMITATIONS
No significant project constraints, limitations, or environmental review requirements. Design and construction of new
spill containment will be subject to approval by the City’s Fire Department and the County of San Luis Obispo CUPA.
STAKEHOLDERS
Users of fleet fueling services, the Corporation Yard staff, and the City seeking to maintain compliance with state and
local laws.
IMPLEMENTATION
Task Date
1. Retrofit all fuel station vent caps with CARB mandated vent caps April 1 2013
2. Retrofit all fuel station components to required phase 1 enhanced vapor recovery July 1, 2014
3. Complete design of a containment system at the Corporation Yard low point May 2014
4. Complete construction of spill containment October 2014
KEY PROGRAM ASSUMPTIONS
Cost projections are based on quotations and construction of similar facilities.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Fleet Maintenance Supervisor
Project Team:
Fleet Maintenance Supervisor, City Engineer, and Public Works Administrative Analyst
ALTERNATIVES
1. Continue the Status Quo or Defer or Re-Phase the Request. Fines and fees will be assessed for non-compliance.
2. Change the Scope of Request. The monitoring program is not part of the mandated work of the SPCC, but provides
benefits to the SPCC and Fleet Maintenance programs. The software allows remote access of fuel information. The
exact amount of the fuel in the tanks is known, rather than approximations now used by Fleet. Exact amounts allow
the City to maximize delivery of fuel. Currently, fuel deliveries must be underestimated to prevent overfill. The
system also identifies contaminants in the fuel, and leak monitoring. While leak monitoring is not currently required,
it is anticipated to be required in the near future.
OPERATING PROGRAM
50340 - Vehicle and Equipment Maintenance
Attachment 3
211
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
CORPORATION YARD SPILL PREVENTION CONTROL AND COUNTERMEASURES (SPCC) PROGRAM
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Contract Services 7,500 0
SPCC Plan Update 100.50340.7227 7,500
Other Operating Expenditures 21,000 8,000
Operating Materials & Supplies 100.50340.7843 13,000
Disposal Costs 100.50340.7243 8,000 8,000
Minor Capital 0 15,000
Spill Containment Structure 100.50340.7957 15,000
Total Operating Costs 28,500 23,000
Attachment 3
212
SIGNIFICANT OPERATING PROGRAM CHANGE - TRANSPORTATION
PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION
Summary of Change: 1. Conduct an organizational assessment of the Parking Services division and 2. Add a temporary
part-time position for 18 months in 2013-14 & 2014-15 to support the workload of Parking Services until the
organizational assessment can fully define needs for the program.
Fiscal Impact: The Parking Services organizational assessment will cost the Parking Enterprise Fund $45,000 in 2013-
14 and the staffing backfill will increase staffing costs by $36,400 in 2013-14 and $16,200 in 2014-15.
Service Level Impact: This recommendation provides for an assessment of Parking Services staffing levels and addresses
interim staffing needs pending the outcome of the assessment.
KEY OBJECTIVES
1. Assess the organizational structure of the Parking Services division to determine the adequacy of existing staff
resources and opportunities for reorganization.
2. Plan for the eventual retirement of the Parking Services Manager and other long time Parking Services staff.
3. Provide temporary staff resources to assist Parking Services during the organizational assessment and assist with
some of the duties and workload.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
The Parking Services division has essentially maintained the same level of full-time staffing in the last 15 years while
the workload has increased. Notwithstanding the additional 0.5 FTE of Principal Transportation Planner added as part
of 2011-13 budget reduction strategies there have only been increases to part-time staff during the same period.
Unfortunately due to staffing shortages in the Transportation division and unforeseen demands on transportation
planning projects, the Principal Transportation Planner has been unable to provide 50% of the time on parking related
projects. As a result there are inadequate resources to address the needs within Parking Services.
A temporary part-time position will provide assistance with an organizational assessment of Parking Services in
addition to assisting with some of the workload identified in this request. It is anticipated that the organization
assessment of the Parking Services Division will be completed in 18 months with recommendations for staffing from
that point forward.
The temporary position will assist the Parking Manager with the organizational assessment and other duties such as:
a. Attending and representing the City at stakeholder meetings with groups such as Residents for Quality
Neighborhood meetings, Neighborhood Services meetings (increased by Neighborhood Wellness Major City
Goals), etc.
b. Assisting with the processing of new Residential Permit Parking District applications.
c. Providing assistance with Railroad Square parking agreements, parking plan, and enhancements to the parking
area.
d. Assisting with the managing of parking leases including 4 office leases at the Marsh Street Structure, residential
leases for 5 units around parking Lot 14 (future location of the Palm Nipomo parking structure, trash leases in
parking Lot 2, and the 5 to 6 Railroad Square parking service area leases.
e. Developing ordinances and resolutions to address such things as new surcharges on parking fines and new State
mandated rules on parking at broken meters.
f. Assisting with project management for planned projects, emergency projects, and other special duties. Planned
projects include parking lot resurfacing, the Marsh Street expansion painting project, fire alarm testing, 919 Palm
Street structure stairwell retrofit, parking structure access control upgrades to explore credit card acceptance,
expanding the installation of the credit card meters downtown.
g. Assisting with budget preparation and analysis.
Attachment 3
213
SIGNIFICANT OPERATING PROGRAM CHANGE - TRANSPORTATION
PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION
Over the last 15 years the organizational structure of the Parking Services division has remained largely unchanged
aside from a part-time enforcement position for weekend enforcement added as part of the Neighborhood Wellness
Goal and the 0.5 FTE of the Principal Transportation Planner. However, over that same time period there have been
substantial changes in the function and scale of the division. The most notable changes include:
1. Construction and operation of 341 new parking spaces in the Marsh Street Structure Expansion and Parking
Lot 4 beneath the expansion.
2. The development and oversight of 2,000 s.f. of office space and public restrooms constructed as part of the
Marsh Street expansion.
3. Construction and operation of 242 new parking spaces in the 919 Palm Street Structure.
4. Planning and design on the proposed parking structures at Nipomo and Palm.
5. The purchase and oversight of five dwelling units located within the Palm Nipomo parking structure project
area.
6. The management and oversight of 134 new parking spaces as part of the Railroad Transportation Center
development and 16 new parking spaces as part of Phase 1 of the Chinatown development. The addition of 5
new parking districts which added support for 400 additional households.
7. The development and implementation of the Access and Parking Management Plan.
8. Neighborhood parking enforcement expanded to seven days a week.
9. Downtown parking enforcement expanded to Sundays.
10. The installation and maintenance of 400 credit card accepting parking meters.
11. An increase of more than 100% in parking appeals since 2000 (918 parking appeals in 2000 to 2,200 in
2013).
12. An increase of more than 200% in citation hearings since 2000 (44 citation hearings in 2000 to 150 in 2013).
13. The Parking Services Manager being responsible for the Parking Enterprise Fund budget and analysis.
14. The Parking Services Manager assigned the “Downtown Champion” role adding public relations for all
things relating to the downtown.
Staff is proposing an organizational assessment of the Parking Division in 2013-14 to thoroughly evaluate staffing
levels and identify any opportunities for reorganization and efficiencies. In the interim, staff is recommending that a
temporary part-time position (City Worker 13) be funded for an 18-month period. This position will assist the Parking
Manager and assist with project management.
Parking Organization Assessment
Why recommend an organizational assessment of the Parking Division so soon after the 2011 Public Works
performance audit? Overall staff is recommending this assessment because the 2011 audit did not provide a
comprehensive organizational assessment specific to the Parking Division and there have been substantial changes
and expansion of the workload within the Parking Division since the audit was completed.
The 2011 audit was a management and performance study of the entire Public Works Department and due to that
extensive scope it was limited to only a cursory review of the Parking Services division within the context of the
whole Department. The performance audit did provide valuable procedural recommendations such as having finance
conduct a “spot audit” of cash handling, using high security locks for parking meters, and considering the use of pay
stations for the downtown. However, with the number of parking meters, structures, and citations as the only
measures used to evaluate the organizational structure a comprehensive organizational analysis specific to the Parking
Services division was not provided. Most importantly, since the audit was completed there have been substantial
changes in the fundamental duties and operations of the Parking Services Division. In 2011 after the Matrix study was
completed the Parking Services operating hours were expanded to evenings along with of the scope of duties being
expanded to neighborhoods. In addition in 2012 the operating hours were also expanded to Sundays. The combination
of these two changes has resulted in the Parking Services Division evolving into a 7 days a week operation absent an
evaluation of the cumulative effects on operations and organizational structure.
Attachment 3
214
SIGNIFICANT OPERATING PROGRAM CHANGE - TRANSPORTATION
PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION
GOAL AND POLICY LINKS
1. 2013-15 Major City Goal for Neighborhood Wellness
2. Parking & Access Management Plan
3. Revenue Management Operating Program
4. Parking Management & Demand Reduction Operating Program
5. City of San Luis Obispo Municipal Code Titles 10 & 12
6. California Vehicle Code Sections 40200 - 40230
PROGRAM WORK COMPLETED
The Principal Transportation Planner position has already been partially functioning in the capacity recommended as part
of the 2011-13 Financial Plan.
ENVIRONMENTAL REVIEW
There are no constraints or environmental review requirements.
PROGRAM CONSTRAINTS AND LIMITATIONS
This SOPC request will require additional funding within the Parking Enterprise Fund and a temporary position will be
more difficult to retain than a permanent position. Additionally, hiring a part-time temporary City Worker position will
place additonal oversight and supervision responsibilities on the Parking Manager. Finally, a part time position will be
more limited in the responsibilities the position can assume due to limited work hours.
STAKEHOLDERS
City residents, business owners, motorists, and the Downtown Association are stakeholders in this request. In addition an
organizational assessment will require assistance from the Human Resources Department.
IMPLEMENTATION
Task Date
1. Issue RFP for Parking Services division organizational assessment
2. Recruit for a part-time temporary City Worker 13 in the Parking Services division
August 2013
July 2013
3. Hire part-time temporary City Worker 13 in Parking Services division September 2013
4. Hire consultant for the Parking Services organizational assessment
5. Present recommendations
October 2013
May 2014
KEY PROGRAM ASSUMPTIONS
1. Parking Fund financial support within the Parking Services division.
2. Qualified applicants for contract staff position and the Parking Services organizational assessment.
3. Re-defined Downtown Champion duties are reassigned to the Assistant City Manager in order for the Parking
Manager to assist with the organizational assessment and supervise the part-time temporary City Worker 13.
4. Hiring a temporary part time position will only be an interim solution to address current staffing shortages in the
division and therefore this request does not provide for the ability to take on duties beyond those outlined above.
Attachment 3
215
SIGNIFICANT OPERATING PROGRAM CHANGE - TRANSPORTATION
PARKING DIVISION ORGANIZATIONAL ASSESSMENT AND STAFFING RETENTION
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Parking Services Manager
Project Team:
Public Works Administration, Parking Services, and Human Resources
ALTERNATIVES
1. Continue the Status Quo. No additional staffing could be hired until after the organizational assessment and/or no
organizational assessment undertaken. However this is not recommended because the existing situation is not
providing the resources needed for the division to be successful.
2. Defer or Re-Phase the Request. These changes could be deferred until a later date. This would prolong improving
the division’s organization and not prepare the division for upcoming retirements.
3. Implementation in a Different Way. Instead of hiring a temporary part time position, the position could be filled as a
full time contract benefited position. This alternative may result in a better pool of applicants, but would be at an
increased cost to the Parking Fund.
4. Existing Program Evaluation. An evaluation of the existing program is being recommended as part of this SOPC.
OPERATING PROGRAM
50600 - Parking Enterprise Fund
COST SUMMARY
The Parking Enterprise Fund organizational assessment will have a one-time cost of $45,000 in 2013-14. Staffing a part-
time temporary position for a period of 18 months will cost $32,400 in 2013-14 and $16,200 in 2014-15.
PARKING ENTERPRISE FUND (510)
Line Item Description Account No.2013-14 2014-15
Staffing 32,400 16,200
Temporary Salaries 50600-7012 31,800 15,900
Medicare 50600-7044 500 200
Unemployment Insurance 50600-7046 100 100
Contract Services 45,000 0
Contract Services (Org Assessment)50600-7227 45,000 0
Total Operating Costs 77,400 16,200
Attachment 3
216
SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION
PARKING STRUCTURES FIRE ALARM TESTING AND INSPECTIONS
______________________________________________________________________________________________
Summary of Change: The City will be required as part of a new State regulation to professionally inspect, test and
report fire suppression systems on a weekly, quarterly, and annually by NFPA certified professionals.
Fiscal Impact: Ongoing cost of $8,400 in 2013-14 and $8,600 in 2014-15 to the Parking Enterprise Fund.
Service Level Impact: The National Fire Protection Association (NFPA) has created new legally-required inspections
and testing program for fire sprinkler and fire booster pump systems per NFPA 25, chapters 5 and 8, title 19. This new
regulation will require weekly, quarterly, and annual documentation of testing and inspections. Prior to this new
regulation, inspections were performed less frequently and could have been performed by in-house staff. The new
regulation is a significant increase in the reporting requirements, frequency of inspections and compliance reporting to the
State Fire Marshal. This work will need to be performed by NFPA certified professionals.
KEY OBJECTIVES
1. Meets the newly mandatory requirements for inspecting fire safety suppression systems.
2. Ensures that fire pumps, sprinklers, and alarm systems are functioning appropriately in facilities operated by the
Parking Enterprise Fund.
3. Maintains safety of the public.
4. Decreases potential City liability.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. These inspections and testing are legally required by the National Fire Protection Association. The recent NFPA
regulations have increased the scope and frequency and reporting of fire safety and suppression inspections.
2. City staff is not qualified by NFPA regulations to make these inspections.
GOAL AND POLICY LINKS
1. Major City Goal: Sustain Essential Services, Infrastructure, and Fiscal Health.
2. Other Important Objectives: Enhance Maintenance of City Infrastructure.
PROGRAM WORK COMPLETED
An estimated cost to perform these services has been received from one of the two requested contractors. Due to this
testing and inspection being a brand new requirement, price adjustments may result as the program is activated.
ENVIRONMENTAL REVIEW
No environmental review is required.
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no foreseeable contraints or limitations. Revenue projections for the Parking Enterprise Fund indicate sufficient
funding to support his operating increase.
The Building Maintenance program will oversee any inspections, testing, certifications for all General Fund buildings that
have fire alarms subject to this new regulation.
Attachment 3
217
SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION
PARKING STRUCTURES FIRE ALARM TESTING AND INSPECTIONS
______________________________________________________________________________________________
STAKEHOLDERS
Inspections have to occur in order to meet Federal requirements. Building Maintenance will provide access to the areas
that need to be inspected along with the coordination of Parking Services. After the inspections occur, the City’s Fire
Marshal has to review the inspections for NFPA compliance.
IMPLEMENTATION
Due to recent Federal requirements, fire safety and suppression systems inspections must occur as soon as possible.
Task Date
1. Obtain Bids For Service July 2013
2. Award Contract July 2013
3. Determine Building Access & Schedule August 2013
4. Fire Marshall Review for Compliance August 2013
5. Weekly, Monthly, Annual Inspections ongoing
KEY PROGRAM ASSUMPTIONS
Funding is available in the Parking Enterprise Fund to support this operational request.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Building Maintenance Manager and Parking Services Manager.
Project Team:
Building Maintenance, Parking Services, City Fire Department
Alternatives:
1. Continue the Status Quo. The City would be subject to fines or closures of Parking facilities and office lease spaces
managed by the Parking Fund that have not had the fire safety and suppression system inspected as required.
2. Implementation in a Different Way. The City could train to become NFPA certified for fire safety and suppression
testing. This additional and ongoing training of staff will significantly increase costs above the anticipated contract
service costs and is therefore not recommended.
OPERATING PROGRAM
50600 - Parking Enterprise Fund
COST SUMMARY
Cost estimates to perform these services are based on proposals received. Due to this testing and inspection being a brand
new requirement, price adjustments my result as the program is activated. The additional contract services for NFPA fire
safety and suppression inspections will cost the Parking Enterprise Fund $8,400 in 2013-14 and $8,600 in 2014-15. The
cost increase in 2014-15 is associated with an anticipated 2% Consumer Price Index (CPI) increase.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION
PARKING STRUCTURES FIRE ALARM TESTING AND INSPECTIONS
______________________________________________________________________________________________
Line Item Description Account No.2013-14 2014-15
Contract Services 8,400 8,600
NFPA Fire Safety & Suppression Inspections510-50600-7227 8,400 8,600
Total Operating Costs 8,400 8,600
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION
TRANSIT CONTRACT SERVICES
Summary of Change: 1. Conduct a Short Range Transit Plan, improve National Transit Database (NTD) reporting and
2. Increase security patrols at the Downtown Transit Center.
Fiscal Impact: On-time cost of $60,000 in 2013-14 and ongoing costs of $20,000 in 2013-14 and 2014-15.
Service Level Impact: Conduct federally mandated Short Range Transit Plan (SRTP) in FY 2013-14. Add security
patrols at the Downtown Transit Center. Continue to develop the Transit access database reporting capabilities. Augment
budget for a NTD annual report to include recent reporting requirement federal mandated by Moving Ahead for Progress
in the 21st Century (Map-21) regulations.
KEY OBJECTIVES
1. Issue a Request for Proposals (RFP) to conduct a federally mandated Short Range Transit Plan (SRTP) in FY 2013-
14.
2. Establish and maintain regular Downtown Transit Center (DTC) Security Patrols.
3. Create new transit access database reports for improved performance and revenue tracking.
4. Compliance with NTD annual reporting as required by Federal MAP-21 regulations and mandates.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
Short Range Transit Plan
Federal Transportation statutes require that San Luis Obispo Transit (SLO Transit), in partnership with State and local
agencies, develop and periodically update a Long Range Transportation Plan (LRTP) and a Transportation Improvement
program (TIP) which implements the LRTP by programming federal funds to transportation projects contained in the
LRTP. In order to execute these planning and programming responsibilities effectively, the San Luis Obispo Council of
Governments (SLOCOG) acting as the Metropolitan Planning Agency (MPO) requires each transit operator in its region
which receives federal funding through the TIP prepare, adopt and submit a Short Range Transit Plan (SRTP). The SLO
Transit SRTP is a five-year transit operating plan and capital program for public transportation and ridesharing services.
This SRTP provides an overview of the status of local & regional services in the San Luis Obispo City SLO Transit
service area, and, more importantly, provides a guide for improvements in current services and potential expansions to
new corridors. Funding in the amount of $60,000 will be needed to support this one-time cost in 2013-14.
Downtown Transit Center Security Patrols
During the last 12 months there have been increasing complaints from SLO Transit passengers, City staff and elected
officials regarding safety and security issues at the Downtown Transit Center (DTC). Problems have included issues such
as alcohol consumption, illegal drug use, passenger harassment, smoking in public areas, and fighting occurring within
and around the bus shelters. On January 11, 2012, Public Works Transportation staff met with the SLO Police
Department, Parking Services, and the Downtown Association (DA) Executive Director to discuss possible actions to
address these issues. The discussion included the possibility of installing security cameras and it was recommended that
the Mass Transportation Committee (MTC) review any proposed actions contemplated. The MTC met on March 14, 2012
and concurred with the option to install video cameras. After discussion, as an immediate action, the DA offered to
expand its current security patrols to include the DTC, and Parking Services also offered to expand their security patrols
from the 919 parking garage to provide coverage on Thursday-Saturday from 3 pm-11 pm. The Police Department offered
to provide additional patrols in an effort to be more visible and hopefully deter and eliminate the ongoing issues. As a
result of these efforts, there has been a marked reduction in the number of complaints being received. Although the
increased security appears to be having an impact, there are still serious problems being reported in and around this bus
stop location. Additional funding will expand security patrols at the DTC to seven days a week, and include sweeps
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION
TRANSIT CONTRACT SERVICES
through the Palm Street parking garage on Sundays due to the proximity of the DTC. Funding in the amount of $7,000
annually will be needed to support this ongoing cost in 2013-14 and 2014-15 and beyond.
SLO Transit Database
Additional funding will enable the Software Solutions Team to create additional reports in the transit access database to
improve performance and revenue tracking of the SLO Transit system. This is the main database for SLO Transit and
records fare revenues, performance indicators and other data about service provided by the contractor (First Transit, Inc.).
Improvements to this main SLO Transit database assists with containing costs provided by First Transit, Inc.as they also
utilize this main database as part of their monthly invoicing processes. Funding in the amount of $6,000 will be needed in
2013-14 and 2014-15 to support this ongoing cost.
NTD Annual Reporting
On July 6, 2012, The President signed into law the “Moving Ahead for Progress in the 21st Century” Act, also referred to
as MAP-21. MAP-21 provides funding for surface transportation programs at over $105 billion in 2013-14 and 2014-15.
MAP-21 is the first long-term highway authorization enacted since 2005. MAP-21 represents a milestone for the U.S.
economy as it provides needed funds, but more importantly, it transforms the policy and programmatic framework for
investments to guide the growth and development of the country’s vital transportation infrastructure. Map 21 made major
changes in the programmatic structure for both highways and public transportation funding formulas and many impacts
such as NTD annual reporting changes are still unknown at this time. This funding will allow for the use of a NTD Annual
Reporting consultant to develop and incorporate the MAP-21 changes into the federally mandated annual report for SLO
Transit. Funding in the amount of $7,000 will be needed in 2013-14 and 2014-15 to support this ongoing cost.
GOAL AND POLICY LINKS
Adopted goals or policies include:
1. 2013-14 Other Important Objective: Improve Transportation
2. 2011-13 Major City Goal for Traffic Congestion Relief
3. Federal & State regulations for NTD reporting and Map-21
PROGRAM WORK COMPLETED
1. Last SRTP was adopted by Council in May 2009 but implementation was constrained due to lack of funding.
2. Limited security patrols already in place.
3. Software Solutions Team has developed the foundation of the SLO Transit main database and have already
created a number of specific reports.
4. NTD Annual Report completed in October 2012.
ENVIRONMENTAL REVIEW
There are no environmental review requirements
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no program constraints or limitations. Transit Enterprise Fund projects revenues to be sufficient to support this
increase in operating costs.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION
TRANSIT CONTRACT SERVICES
STAKEHOLDERS
San Luis Obispo Regional Transit Authority (SLORTA), San Luis Obispo Council of Governments (SLOCOG), City IT
department and network staff and First Transit contractor staff. The general public also benefits from the increased
efficiencies and information made available with the City’s transit system resources.
IMPLEMENTATION
Task Date
1. Establish security patrols at DTC from Sunday-Wednesday (Hours TBD) July 2013
2. Include Palm St Parking Garage area as part of DTC Sunday patrol area July 2013
3. Create additional SLO transit related reports and main database improvements As needed
4. Hire NTD Annual Report Consultant to develop annual report
5. Submit 2012-13 NTD Annual Report
6. Hire NTD Annual Report Consultant to develop annual report
7. Submit 2013-14 NTD Annual Report
August 2013
October 2013
August 2014
October 2014
KEY PROGRAM ASSUMPTIONS
Transit Enterprise Fund projects State grants (Transportation Develop Act (TDA) and State Transportation Assistance
(STA)) and Cal Poly subsidy funding will remain at current levels. Revenue projections for the Transit Enterprise Fund
indicate sufficient funding to support the requested increase to operating costs.
The next NTD Annual Report is due in October 2013.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Transit Manager
Project Team:
SLO Transit staff, First Transit Inc. staff, Parking Services Manager, SLORTA, SLOCOG, and the Public Works
Administrative Analyst
ALTERNATIVES:
1. Continue the Status Quo. Existing issues relating to homeless and transient conflicts and behaviors at the DTC will
remain unresolved. Transit performance and revenue tracking database improvements will not occur. NTD reporting
accuracy will be impacted by changes to MAP-21 and might compromise annual reporting. Per Federal requirements,
the SRTP will need to be conducted no later than FY 2014-15.
2. Defer or Re-Phase the Request. This option is available for the DTC security and the main database improvements
but is not recommended. Inability to submit mandated NTD Annual Report, or provide a report inconsistent with
Map-21 regulations, would risk loos of federal funding. The SRTP can be deferred until FY 2014-15
3. Change the Scope of Request. N/A
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION
TRANSIT CONTRACT SERVICES
4. Implementation in a Different Way. All projects are proposed to be contracted out as there is insufficient city staff
and experience to accomplish the proposed goals. Transit staff will explore a joint SRTP with SLORTA to provide
economies of scale and better evaluation of transit services and potential efficiencies.
5. Existing Program Evaluation. The additional program services resulting from new state and federal regulations
cannot be accomplished with existing or reduced transit staffing.
OPERATING PROGRAM
50700 - Transit Enterprise Fund
COST SUMMARY
Conducting a Short Range Transit Plan (SRTP) will cost $60,000 in 2013-14. Funding estimates have been based on the
previous SRTP expenditures and proposals from vendors for these services. Adding DTC security patrols, improving the
SLO Transit database and hiring a consultant to develop the NTD Annual Report is an ongoing cost of $20,000 in 2013-
14 and 2014-15.
Line Item Description Account No.2013-14 2014-15
Contract Services 80,000 20,000
DTC security Patrols 530-50700-7227 7,000 7,000
SLO Transit Database (Software Solutions Team)530-50700-7227 6,000 6,000
NTD Annual Report (Consultant)530-50700-7227 7,000 7,000
SRTP Study-RFP 530-50700-7227 60,000 0
Total Operating Costs 80,000 20,000
Attachment 3
223
SIGNIFICANT OPERATING PROGRAM CHANGE - TRANSPORTATION
SLO TRANSIT STAFF TRAINING AND TRAVEL
Summary of Change: Increase in Training and Travel budget for Transit Division staff.
Fiscal Impact: One-time cost of $4,300 in 2013-14.
Service Level Impact: The increase in the travel and training budget for the Transit division will allow for completion of
the Transit Management Certificate Program by the Transportation Assistant in 2013-14.
KEY OBJECTIVES
Maintain professional development opportunities that maximize use of current technologies, increase knowledge of
increasing transportation-related regulations, and support professional networking opportunities.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
The existing budget for travel and meeting is insufficient to allow the proposed expenses. The one-time cost of $4,300 in
2013-14 will allow for completion of the Transit Management Certificate Program by the Transportation Assistant.
The Transit and Para transit Management Certificate Program is provided through the University of the Pacific, Westgate
Center for Leadership Development. The certificate program enhances career potential by providing training on
measuring efficiency, assessing effectiveness, developing transit performance measures, transit business plans, managing
risk, and strategic planning are important management tools for evaluating the health of transportation service and
insuring its long-term growth into the future. The courses in this program provide key management and industry essentials
for transportation professionals, such as transit legislation, regulation and policy, Budget and financial management,
leadership, operations management and risk management and safety. These trainings are held twice monthly, over a
period of 6 months. One time funding in the amount of $4,300 in 2013-14 will support the cost of tuition and travel for
the Transportation Assistant to complete this certification program. The Transit Manager completed this certification
course in 2012-13.
GOAL AND POLICY LINKS
1. Professional Development & Employee Training
2. Operating Program goals
PROGRAM WORK COMPLETED
The Transit Manager completed the Transit and Para Transit Management Certification course in 2012-13 and sees value
in additional staff receiving this level of training.
ENVIRONMENTAL REVIEW
There are no constraints or environmental review requirements
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no program constraints or limitations. Transit Enterprise Fund projections indicate sufficient revenues to
support this budget augment request.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE - TRANSPORTATION
SLO TRANSIT STAFF TRAINING AND TRAVEL
STAKEHOLDERS
SLO Transit ridership will benefit from additional training/knowledge of staff. The Transportation Assistant will be the
main benefactor of this training. The Transit Manager will benefit from having fully trained/knowledge staff.
IMPLEMENTATION
Task Date
1. Transit/Para transit Management Certification Program Registration July 2013
2. Completion of Transit/Para transit Management Certification Program January 2014
KEY PROGRAM ASSUMPTIONS
State TDA/STA and Cal Poly funding will remain at current levels and that Transit Enterprise Fund projections indicate
sufficient revenues to support this budget augment request.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Transit Services Manager
ALTERNATIVE
Continue the Status Quo. This will result in unmet employee performance goals regarding on going education. Not
attending APTA will result in not keeping pace with transit information and equipment.
OPERATING PROGRAM
50700 - Transit Enterprise Fund
COST SUMMARY
The one-time cost of $4,300 in 2013-14 will allow for completion of the Transit Management Certificate Program by the
Transportation Assistant.
Line Item Description Account No.2013-14 2014-15
Other Operating Expenditures 4,300 0
Transit Management Training Certificate 530-50700-7459 4,300 0
Total Operating Costs 4,300 0
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
WASTEWATER ADMINISTRATION, WATER QUALITY STUDIES
Summary of Change: Performing water quality studies to meet the Water Reclamation Facility’s (WRF) revised
National Pollutant Discharge Elimination System (NPDES) permit requirements and provide additional discharge and
process performance data will cost $75, 000 annually
Fiscal Impact: Ongoing cost of $75,000 in 2013-14 and $75,000 in 2014-15
Service Level Impact: Providing required water quality studies and additional comprehensive information is expected to
meet the conditions of the WRF’s revised NPDES permit and provide important and valuable supplementary data and
materials for the City and the Central Coast Water Board.
KEY OBJECTIVES
1. Providing comprehensive information and timely water quality information.
2. Providing required and necessary studies to the Central Coast Water Board (CCWB).
3. Ensuring adequate resources to meet regulatory requirements and additional valuable data and materials.
4. Determining and identifying efficiencies and options for discharge requirements and processes.
5. Working collaboratively with regulators
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. The City’s current NPDES permit will be reissued with additional studies requirements.
2. Additional studies may be required to analyze San Luis Obispo Creek, treatment processes, and provide additional
data for discharge requirements.
3. Many pollutants have become the focus of studies and concern, such as constituents of emerging concern (CEC’s),
pharmaceuticals, and different pathogen indicator species.
4. Presently the Central Coast Water Board (CCWB) continues to study selected water bodies for nutrient impairment.
5. Additional studies conducted by the City will help better evaluate the CCWB’s data and are anticipated to result in
more comprehensive and useful information.
6. Completion of water quality studies will ensure that any findings or requirements are based on good science.
GOAL AND POLICY LINKS
1. General Plan, Water and Wastewater Management element
2. Utilities Department Strategic Plan – Goal 3 Regulatory, Goal 4 Stewardship
3. Water Reclamation Facility Master Plan
PROGRAM WORK COMPLETED
The City has begun negotiating and working with the CCWB on the WRF’s revised NPDES permit. This effort will
determine the work plan for the next several years of required and necessary studies and information collection.
ENVIRONMENTAL REVIEW
No environmental review required
Attachment 3
226
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
WASTEWATER ADMINISTRATION, WATER QUALITY STUDIES
PROGRAM CONSTRAINTS AND LIMITATIONS
Studies and collection of information have been required and were a condition in the WRF’s last two NPDES permits.
The ability to provide meaningful additional data and information is often dependent on the time allotted by the CCWB
and may be negotiated by both parties to meet specific goals and timelines. Having adequate funding will take full
advantage of the time allotted to submit studies and information.
STAKEHOLDERS
City staff at the WRF, Water Quality Laboratory, the CCWB, Utilities Administration and Environmental Programs
section
IMPLEMENTATION
Task Date
1. Meet and confer with CCWB On-going
2. Adoption of new NPDES permit for the WRF September 2013
3. Define scope of required studies December 2013
4. Initiation of studies and information collection May 2014
KEY PROGRAM ASSUMPTIONS
Additional studies and information will likely be required by the WRF’s revised NPDES permit. The work undertaken
through this request will provide comprehensive and defensible studies and data. Cost estimates are based on discussion
with the City’s water quality consultant and reviewing other regional NPDES permits. There is a possibility
implementation may require additional scope or change to the anticipated water quality studies due to conditions or
assumptions of the revised NPDES permit and/or WRF upgrade.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager: Deputy Director of Utilities
Project Team:
Water Reclamation Facility Manager, Water Quality Laboratory Manager, Environmental Services Manager, the City’s
water quality consultant.
Alternatives:
1. Continue the Status Quo. This is not recommended. Additional studies will likely be required in the WRF’s revised
permit. The ability to provide timely information and valuable data may result in more reasonable permit
requirements and maintains the City’s ability to work collaboratively with regulators.
2. Change the Scope of Request. This request has been scoped to provide the most responsible and cost effective
funding for likely required studies and anticipated additional data and information collection.
OPERATING PROGRAM
Wastewater Administration / Engineering (55300)
Attachment 3
227
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
WASTEWATER ADMINISTRATION, WATER QUALITY STUDIES
COST SUMMARY
Funding source is sewer fund working capital.
Line Item Description Account No.2013-14 2014-15
Contract Services 75,000 75,000
Water Quality Studies 520-55300-7227 75,000 75,000
Total Operating Costs 75,000 75,000
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
WATER QUALITY LABORATORY NPDES PERMIT SAMPLING AND ANALYSES
Summary of Change: Additional regulatory sampling and analysis is anticipated to be required for the City’s revised
National Pollutant Discharge Elimination System (NPDES) permit for the Water Reclamation Facility (WRF) which will
cost $19,000 annually.
Fiscal Impact: Ongoing cost of $19,000 in 2013-14 and $19,000 in 2014-15.
Service Level Impact: Providing funding for sampling and analysis will allow the City to comply with State and Federal
regulations associated with the anticipated reissuance of the WRF’s NPDES permit.
KEY OBJECTIVES
1. Maintaining NPDES regulatory compliance.
2. Continuing compliant operation of the WRF facility.
3. Maintaining good working relationship with regulatory agencies.
4. Protecting human and environmental health along San Luis Obispo Creek
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. Currently the Water Reclamation Facility NPDES permit is being revised by the Central Coast Water Board (CCWB).
2. Recently revised permits from local agencies have additional regulatory sampling requirements.
3. It is anticipated there will be significant increases and subsequent changes in sampling and analyses requirements for
the revised NPDES permit.
4. It is anticipated additional sampling will be required annually.
GOAL AND POLICY LINKS
1. Major City Goal – Sustain essential services, infrastructure, and fiscal health
2. Compliance with Federal and State mandated regulations and requirements.
3. Water and Wastewater Management Element of the General Plan, Section 12
4. Utilities Department Strategic Plan – Goal 3 Regulatory, Goal 4 Stewardship
PROGRAM WORK COMPLETED
Consultation with the City’s water quality consultant to determine the anticipated additional sampling and analyses
requirements of a revised NPDES permit. Costs for additional analysis verified from the City’s agreement with its
contract laboratory.
ENVIRONMENTAL REVIEW
No environmental review required
PROGRAM CONSTRAINTS AND LIMITATIONS
Before the revised permit is issued, the City will be completing a Reasonable Potential Analyses (RPA) to finalize what
constituents will be included in the NPDES permit.
Attachment 3
229
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
WATER QUALITY LABORATORY NPDES PERMIT SAMPLING AND ANALYSES
STAKEHOLDERS
Water Quality Lab Staff, Water Reclamation Facility Staff, Environmental Programs Staff, contract laboratory, and
Central Coast Water Board.
IMPLEMENTATION
Task Date
1. RPA performed Mid 2013
2. Draft NPDES permit Mid/late 2013
3. Review Draft NPDES permit and provide comments. Mid/late 2013
4. New NPDES permit issued
5. Sampling and analysis
Mid/ late 2013
Late 2013
KEY PROGRAM ASSUMPTIONS
Additional regulatory sampling and analysis will be required in the WRF’s revised NPDES permit which is expected to be
issued in October 2013. This sampling and analysis is required once a year in October. It is anticipated that water quality
laboratory staff will be collecting and handling the samples for this request. Additional staff resources may be required to
assist if lab staff workloads cannot accommodate the sampling schedule. This would be analyzed once the NPDES permit
sampling requirements are finalized. Cost projections are based on prices from the City’s contract laboratory.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Water Quality Laboratory Manager
Project Team:
Water Quality Laboratory Staff.
Alternatives:
1. There are no reasonable alternatives. The City will be required to provide additional regulatory sampling and
analysis for the WRF’s revised NPDES permit. Failure to do so will result in enforcement action and fines.
OPERATING PROGRAM
Water Quality Laboratory (55350)
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Other Operating Expenditures 19,000 19,000
Laboratory Services 55350-7255 19,000 19,000
Total Operating Costs 19,000 19,000
Attachment 3
230
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
WATER RECLAMATION FACILITY: MAINTENANCE PROJECTS
Summary of Change: Implement three minor capital projects at the Water Reclamation Facility (WRF): (1) Install
Monitoring Equipment in the Aeration Basins, (2) Replace Security Fencing, (3) Repair Storm Culvert/Gate will help
maintain compliance with local, State and Federal regulations and provide facility security.
Fiscal Impact: One-time cost of $55,000 in 2013-14 and $25,000 in 2014-15.
Service Level Impact: Providing minor capital needs for the Water Reclamation Facility will help improve operations
and compliance with regulations.
KEY OBJECTIVES
1. Improving operational control at the WRF.
2. Maintaining compliance with local, State and Federal regulations.
3. Protecting human and environmental health along San Luis Obispo Creek.
4. Protecting City property and assets.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. Install monitoring equipment for aeration basins 1 and 2: The aeration basins provide the biological treatment
required for the WRF’s nitrification process (conversion of ammonia to nitrate). This conversion process is done by
different types of organisms and is critical in meeting local, State and Federal regulations. The process requires
constant control and monitoring of different parameters such as pH, alkalinity, dissolved oxygen, and temperature.
Control of these parameters ensures effective and efficient process control and consistent compliance with discharge
requirements. New technologies are now available in monitoring equipment that allow for more precise control and
will allow staff to better monitor and make changes in the process. Installing this equipment will cost $30,000
2. Repair storm culvert/gates: Two storm drains at the WRF drain directly to San Luis Obispo Creek. Several years
ago staff installed gates for both of the storm drains to ensure that any spill at the WRF would be contained. These
gates have contained several spills and have proven useful in minimizing and/or preventing spills to San Luis Obispo
Creek. Recently staff discovered that one of the storm culvert/gates will require additional modifications to help
prevent future spills. This work will cost $25,000.
3. Security Fencing: The Water Reclamation Facility is mandated by State and Federal regulations to maintain a high
level of security. Part of those requirements is to secure the perimeter of the facility with security fencing. This
fencing discourages unauthorized access to the facility, protects City assets from theft and/or vandalism and ensures
the safety of staff while working, especially when called out after hours for various issues that arise during the course
of operations. The WRF’s perimeter currently has security fencing but it is very old and in need of
replacement/repairs in some areas. Perimeter fencing is replaced on a periodic basis. By replacing/repairing the
security fencing safety and protection to staff, equipment, processes, and infrastructure and maintained compliance
with local, State and Federal regulations will continue. Fence repairs are expected to cost $25,000.
GOAL AND POLICY LINK
1. General Plan, Water and Wastewater Management element
2. Compliance with local, State and Federal mandated regulations
3. Wastewater treatment that meets or exceeds regulatory requirements and ensures the protection of public health and
the environment.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
WATER RECLAMATION FACILITY: MAINTENANCE PROJECTS
4. Water Reclamation Facility Master Plan
5. Utilities Department Strategic Plan – Goal 2 Infrastructure, Goal 4 Stewardship
PROGRAM WORK COMPLETED
Design and project planning for aeration basins control equipment and security fencing has been completed. Draft
proposals for storm culvert/gate repair have been received. Staff has researched the implementation of these projects and
what effect they will have on maintaining or improving compliance with local, State and Federal regulations.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The implementation of the storm culvert repair project will need to be accomplished during the summer months.
STAKEHOLDERS
Water Reclamation Facility and Water Quality Lab.
IMPLEMENTATION
Task Date
1. Control Equipment for Aeration Basins 1 and 2 July 2013
2. Storm Culvert/Gate Repair August 2013
3. Security Fencing July 2014
KEY PROGRAM ASSUMPTIONS
The schedule can be achieved without any significant constraints and limitation. All three of the projects will come
within the budget analysis due to staff already completing drafts and designs. Timeline for all three projects should stay
on schedule because of no significant constraints or limitations. Staff has allocated sufficient time in their work schedules
to complete these projects.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Water Reclamation Facility Supervisor
Project Team:
WRF and Water Quality Lab Staff
Attachment 3
232
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
WATER RECLAMATION FACILITY: MAINTENANCE PROJECTS
Alternatives:
1. Defer or Re-Phase the Request. While these projects could be deferred to a later time, this alternative should only be
chosen if absolutely necessary. For a relatively low investment, these projects will assist in maintaining compliance
with local, Federal and State regulations.
OPERATING PROGRAM
Water Reclamation Facility (55330)
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Minor Capital 55,000 25,000
Monitoring Equipment 55330-7953 30,000
Storm Culvert/Gate 55330-7953 25,000
Fence Repairs 25,000
Total Operating Costs 55,000 25,000
Attachment 3
233
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
UTILITIES SITE-SPECIFIC SAFETY PLANS
Summary of Change: Providing a site-specific safety plan for the Water Treatment Plant
Fiscal Impact: One-time cost of $25,000 in 2013-14.
Service Level Impact: Developing a site-specific safety plan for the Water Treatment Plant will enhance employee
safety by providing an analysis of specific safety hazards, required training, personal protective equipment, and safety
procedures based on the complex working environment at the treatment plant.
KEY OBJECTIVES
1. Provide safe working environment for all employees.
2. Increase employee awareness of site-specific safety hazards, required training, personal protective equipment, safety
precautions and hazard corrections to employ in order to maximize workplace safety.
3. Reduce risk of significant workplace safety violations.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. The City has adopted a Utilities Department long-range strategic plan that recognizes both the regulatory environment
in which it operates and the stewardship obligations it has for natural and fiscal resources, including department
personnel. The City has an Injury and Illness Prevention Program (IIPP) that provides broad guidance related to
workplace safety: responsibilities, compliance, communication, hazard assessment, accident/exposure investigations,
hazard correction, training, and record keeping. The Department is also in the process of updating safety training
requirements and personal protective equipment (PPE) required per job classification. When completed, this
information, in conjunction with the IIPP, will provide general guidance; however given the complexity of the water
and wastewater plants, a higher level analysis to address site-specific safety issues is desired. The department
continually looks for opportunities to improve workplace safety and takes the responsibility for safety very seriously.
During the past year, a consultant has been utilized to identify specific training and PPE requirements for all job
classifications in the Utilities Department.
Funding is requested in order to develop a site-specific safety plan for the Water Treatment Plant during 2013-14.
Staff anticipates future requests for specific safety plans associated with Water Distribution, Wastewater Collection
and the Water Reclamation Facility. The Water Reclamation Facility will undergo a significant plant upgrade in the
next few years, therefore it is staff’s recommendation to defer preparation of this specific plan until after the physical
and procedural changes have been made.
GOAL AND POLICY LINKS
1. Utilities Department Long-Range Strategic Plan – Goal 5 Organizational Development
2. Human Resource Management Policy
PROGRAM WORK COMPLETED
The City’s IIPP has been approved.
The consultant’s assessment of required PPE and training is pending.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
UTILITIES SITE-SPECIFIC SAFETY PLANS
ENVIRONMENTAL REVIEW
There is no environmental review required for this action.
PROGRAM CONSTRAINTS AND LIMITATIONS
A constraint is the time required to develop site-specific safety plans for each division in the department. Due to this
constraint, one site per year is anticipated to be completed.
STAKEHOLDERS
All Utilities Department employees will be benefit from a safe work environment.
IMPLEMENTATION
Task Date
1. RFP for safety consultant to perform site-specific work July 2013
2. Implement recommended plan action steps Fall 2013
KEY PROGRAM ASSUMPTIONS
Assumes site-specific safety plans will result in a safe work environment.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Utilities Department Deputy Director - Water
Project Team:
Water Treatment Plant Supervisor and Water Treatment Plant staff
Alternatives:
1. Continue the Status Quo. General safety and hazard mitigation will continue to be practiced. However, specific
workplace safety issues related to the Water Treatment Plant may not be identified or mitigated.
2. Defer or Re-Phase the Request. Similar to status quo. Current practices and procedures will continue to be utilized.
3. Change the Scope of Request. Additional site-specific safety plans could be developed, enhancing the safety of more
employees. Due to the anticipated changes at the Water Reclamation Facility, it is not recommended to undertake this
level of analysis until the plant upgrade is complete.
OPERATING PROGRAM
Water Administration & Engineering
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
UTILITIES SITE-SPECIFIC SAFETY PLANS
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Contract Services 25,000 0
Contract Services 55100-7227 25,000
Total Operating Costs 25,000 0
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
WATER TREATMENT: MACHINERY & EQUIPMENT AND LABORATORY SERVICES
Summary of Change: Provide minor capital needs for the Water Treatment Plant will enhance operations and maintain
regulatory compliance.
Fiscal Impact: One-time cost of $10,000 in 2013-14 and $16,000 in 2014-15.
Service Level Impact: Ensuring regulatory compliance requires an additional $10,000 for backflow device replacement
in 2013-14 and an additional $16,000 for laboratory services in 2014-15.
KEY OBJECTIVES
1. Ensuring compliance with Federal, State and County regulations.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. Machinery & Equipment – Backflow devices for the WTP Ozone Generation Building have reached the end of their
20 year expected lifespan and require replacement to meet County of San Luis Obispo Environmental Health
Department cross-connection control and fire protection requirements and California Department of Public Health
(CDPH) drinking water operating permit requirements. The replacement of this equipment is estimated to cost
$10,000 in 2013-14.
2. Laboratory Services – To meet the periodic Federal Environmental Protection Agency (EPA) mandated sampling
requirements, the third round of the Unregulated Contaminant Monitoring Rule (UCMR3) is estimated to cost
$16,000 for contract laboratory analysis services in 2014-15. The 1996 Safe Drinking Water Act requires that once
every five years, EPA issue a new list of no more than 30 unregulated contaminants to be monitored by public
drinking water systems. The first round in the series, UCMR1, was performed by the City in 2004. UCMR2 followed
in 2008-09.
GOAL AND POLICY LINKS
1. Ensuring compliance with Federal and State drinking water regulations.
2. Ensuring compliance with County cross-connection control requirements.
3. Meeting the goals of the City of San Luis Obispo Water and Wastewater Management Element of the General Plan.
PROGRAM WORK COMPLETED
Estimates have been received.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no significant program constraints or limitations.
STAKEHOLDERS
Water Treatment Plant Staff
Attachment 3
237
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
REPLACEMENT OF ELECTRIC SCOOTERS FOR UTILITIES CUSTOMER SERVICE
Summary of Change: Purchasing 4 replacement electric scooters for the Customer Service division
Fiscal Impact: One-time cost of $10,000 in 2013-14.
Service Level Impact: Maintain current service levels. Reduce fleet vehicle usage with sustainable solutions. Reduce the
long term physical impact to staff which has resulted in lost work time in the past.
KEY OBJECTIVES
1. Replace current pilot program scooters with scooters that will increase efficiency by providing greater range and
speed.
2. Increase Customer Service staff efficiency and reduce physical wear on staff in order to reduce job related injuries.
3. Reduce emissions and use of Customer Service trucks in daily operations.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. Over the past two years the Utilities Department has operated three-wheeled electric scooters during the collection of
water meter billing data. The scooters have proven to increase productivity by allowing staff to cover larger distances
than is possible on foot. Incorporating scooter use into daily meter routes saves approximately 60 minutes per route,
increasing efficiency and allowing for additional time for replacing meters and responding to service requests.
Replacing the scooters with models that are more powerful and have greater battery life will increase range and
reliability in addition to maintaining work practices that have been well received by the community.
2. Scooter usage has allowed for earlier return to work following injuries and has reduced lost work time. As an
example, prior to the usage of electric scooters, a staff member was absent for 4 weeks with a work related foot injury.
Whereas recently a staff member with a foot injury was able to work due to use of the scooter. Scooter usage cuts
down on vehicle use and emissions, making the scooters a green method of transportation which is recognized by staff
and community members. Scooters increase the productivity of the customer service team by making them mobile
and responsive to ratepayer needs.
3. The existing scooters have reached the end of their service life and require maintenance which removes them from
service and can be costly. Additional maintenance due to equipment age reduces the ability of Customer Service staff
to perform daily tasks.
GOAL AND POLICY LINKS
1. Other Important Objectives - Enhance maintenance of City infrastructure
2. Climate Action Plan
3. Utilities Department Long-Range Strategic Plan – Goal 1 Image, Goal 4 Stewardship
PROGRAM WORK COMPLETED
Various scooters have been researched and a demonstration was arranged by a local vendor.
ENVIRONMENTAL REVIEW
No environmental review required.
Attachment 3
238
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
REPLACEMENT OF ELECTRIC SCOOTERS FOR UTILITIES CUSTOMER SERVICE
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no constraints or limitations
STAKEHOLDERS
Customer service staff; water and sewer ratepayers.
IMPLEMENTATION
Task Date
1. Request bids for scooters. 7/2013
2. Evaluate bids and purchase scooters 8/2013
KEY PROGRAM ASSUMPTIONS
1. The new scooters will have increased power and additional range compared to the scooters currently used which
will increase efficiency.
2. The scooters will provide reliable service for 2 years without major maintenance.
.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager: Water Distribution Supervisor
Project Team: Customer Service staff
Alternatives:
1. Continue the Status Quo. Will result in lost productivity due to scooter down time and additional maintenance cost.
2. Defer or Re-Phase the Request. New scooters could be purchased at a rate of two per year which would reduce the
cost to $5,000 annually. Current scooters would continue to be utilized until the vehicles are not repairable.
3. Change the Scope of Request. Project funding level could be increased to $35,000 and Segways purchased. Segways
are very robust and have been well tested in professional environments. The use of scooters could also be eliminated
and CS staff would transition back to walking all meter routes.
OPERATING PROGRAM
Water Customer Service 55170
Attachment 3
239
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
TEMPORARY UTILITIES PROJECT MANAGEMENT
Summary of Change: Providing temporary additional resources for project management in the Utilities Department
Fiscal Impact: One-time cost of $117,600 in 2013-14.
Service Level Impact: Provide additional project management for important CIP projects, thereby delivering projects to
the community in a timely manner. In addition, potentially provide an opportunity for existing staff development and
succession planning through the creation of a six-month interim project management position. Total cost is a combination
of contract services and in-house staffing which will be split between the water and sewer fund.
KEY OBJECTIVES
1. Provide project management for key infrastructure and upgrade projects in the Utilities department.
2. Expand professional development and succession planning activities
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. The Utilities department has a backlog of existing Capital Improvement Plan (CIP) projects as well as a robust CIP
proposed for 2013-15. Due to the nature and extent of the projects currently budgeted and the staffing resources
available, there is a short-term need for additional project management to complete the projects. Staff has reviewed
the existing and proposed 2013-15 workload and determined that there is a need for 1,600 hours of project
management. Staff in Utilities and Public Works have reviewed and discussed the upcoming project management
need and have determined the volume of work cannot be accommodated by Public Works at this time. It is anticipated
the Public Works staff resources will be fully utilized by capital projects that are supported by Measure Y.
2. In order to provide professional development opportunities and succession planning, staff proposes to provide the
required project management in a two-pronged approach: contract with a professional engineering firm with specific
applicable experience for some CIP projects and create an interim Project Management position to be filled internally
for certain CIP projects.
Utilities management believes that this combination approach will provide the best service to the community and will
further invest in existing city employees, allowing them opportunities to successfully gain new skills and have
exposure to more complex concepts and tasks. Providing appropriate supervision and mentoring to the interim
Project Manager will require the deputy directors and the Utilities Project Manager to invest time with the internal
candidate. In order for this to be feasible, contracting with a professional engineering firm to provide project
management services that requires very little oversight by existing staff will be required. In addition, backfilling for
the employee that is participating in the interim position will be required for this to be most successful. This
combination approach will allow the department to provide the CIP projects to the community in a timely and cost
effective manner and will provide the appropriate mentoring and oversight.
GOAL AND POLICY LINKS
1. Other Important Objective – Enhance maintenance of City infrastructure
2. General Plan - Water and Wastewater Management Element
3. Utilities Department Long-Range Strategic Plan – Goal 2 Infrastructure, Goal 5 Organizational Development
4. Succession Planning
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
TEMPORARY UTILITIES PROJECT MANAGEMENT
PROGRAM WORK COMPLETED
A review of existing and proposed CIP projects and their associated project management requirements has been
performed. Preliminary identification of projects appropriate to assign to a contract manager or an interim internal
candidate has occurred.
ENVIRONMENTAL REVIEW
There is no environmental review required for this action; however individual CIP projects may have environmental
review considerations.
PROGRAM CONSTRAINTS AND LIMITATIONS
1. This proposal could be limited based on the interest and skill set of internal candidates and the availability of qualified
professional project managers.
STAKEHOLDERS
All Utilities employees will be impacted by this program to some degree, whether they are providing supervision and
mentoring to the interim candidate or whether they are working with a new teammate that is backfilling for the interim
candidate.
The community at large will benefit from the timely delivery of planned CIP projects.
IMPLEMENTATION
Task Date
1. Develop interim “Project Management” program July 2013
2. Recruit internal candidate and backfill with temporary employee August 2013
3. Identify professional service providers and obtain proposals for services August 2013
4. Enter into contract for professional services October 2013
KEY PROGRAM ASSUMPTIONS
Assumes internal candidate working out of grade with backfill: $45,600
Assumes 600 hours of contract project management at $120 per hour: $72,000
Costs will be split equally between the Water and Sewer Funds.
Costs currently assume that the interim internal position will be filled by a Utilities Department employee; however, the
opportunity would be open to employees from any department and may result in final costs differing from the proposal.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Utilities Director
Project Team:
Utilities Deputy Director – Water
Utilities Deputy Director – Wastewater
Utilities Project Manager
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES
TEMPORARY UTILITIES PROJECT MANAGEMENT
Alternatives:
1. Continue the Status Quo. Without additional project management resources, CIP project completion will be delayed.
2. Change the Scope of Request. The number of hours provided by contract project managers could be changed. Staff
believes that the proposed hours represent those projects that are best suited to being completed by contract
management and provides the necessary workload relief to existing staff in order for them to appropriately mentor and
supervise an interim project manager.
OPERATING PROGRAM
Water/Wastewater Administration and Engineering
COST SUMMARY
Costs will be allocated 50% to the Water Fund and 50% to the Sewer Fund
Line Item Description Account No.2013-14 2014-15
Staffing 45,600 0
Regular - WOG 55100-7010 1,200
Regular - WOG 55300-7010 1,200
Temp - backfill 55100-7014 21,600
Temp - backfill 55300-7014 21,600
Contract Services 72,000 0
Contract Services 55100-7227 36,000
Contract Services 55300-7227 36,000
Total Operating Costs 117,600 0
Attachment 3
242
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT STRATEGIC PLAN IMPLEMENTATION
Summary of Change: Contract consultant services to implement Economic Development Strategic Plan (EDSP)
Strategies that break down barriers to job creation including permit processing improvements and incentivizing creation of
head of household jobs through exploring financing strategies for infrastructure.
Fiscal Impact: One-time cost of $30,000 in 2013-14 and $60,000 in 2014-15. Ongoing costs of $5,000 per year for
maintenance of the viewbook starting in 2014-15.
Service Level Impact: The key objective is to implement the strategies identified in the EDSP. This effort will
implement recommendations included in the Community Development Department’s Organizational Assessment, permit
streamlining, analyze and identify one or more strategic infrastructure projects that the City could invest in, and prepare
and update a portfolio of “available properties.”
KEY OBJECTIVES
1. Improve operations, including permit streamlining with the goal of reducing permit processing times, and
implementing opportunities to increase internal coordination and cross-department focus on development review.
2. Incentivize the creation of head-of-household jobs through use of the following tools and by leveraging analysis
conducted as part of the LUCE update and LUCE implementation efforts to:
a. complete an infrastructure financing assessment to establish priorities for City investment in infrastructure
expansion,
b. identify one or more strategic infrastructure projects that the City could invest in to benefit a wide variety of
residents, businesses, employees and property owners by providing a significant return on investment to the
City in the form of increased economic activity, business retention and expansion, and head-of-household job
creation.
3. Evaluate the supply of land and space for residential and nonresidential development in the expansion areas of the
City and prioritize areas with the greatest potential for near term development that supports new head-of-household
jobs.
4. Prepare and update a portfolio of ‘available properties’ ready for development to inform commercial real estate
brokers, businesses, and developers about development potential and requirements for key sites in the City, including
zoning, available infrastructure and entitlement requirements. Where possible, use the portfolios to develop standard
conditions of approval and design guidelines for key sites to streamline development when proposed.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
Council adopted the EDSP in 2012, and has identified implementation of the EDSP as a Major City Goal for the 2013-15
Financial Plan. Within the EDSP, strategies are specified to produce economic benefits for the City and its residents, with
a particular focus on activities the City can pursue to support creation of head of household jobs. The activities proposed
with this program are directly derived from the EDSP.
The EDSP includes an implementation schedule that corresponds to the City’s two-year financial planning process. This
program includes funding for consultant services to implement the strategies within the 2013-15 Financial Plan timeframe
that require consultant support. Other activities are identified in the workscope for the Major City Goal that will be
conducted by staff across various City departments.
The following EDSP strategies would be implemented through consultant services:
Permit Processing Improvements
1.1 Identify opportunities for permit streamlining with the goal of reducing permit processing times,
seeking opportunities to increase internal coordination, and improving cross-department focus on
development review.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT STRATEGIC PLAN IMPLEMENTATION
Infrastructure & Fees
1.5 Incentivize the creation of head-of-household jobs through use of the following tools:
a. Complete an infrastructure financing assessment to establish priorities for City
investment in infrastructure expansion, and
e. Identify one or more strategic infrastructure projects that the City could invest in to
benefit a wide variety of residents, businesses, employees and property owners by
providing a significant return on investment to the City in the form of increased economic
activity, business retention and expansion, and head of household job creation.
1.9 Evaluate the supply of land and space for residential and nonresidential development in the expansion areas of the
City and prioritize areas with the greatest potential for near term development that supports new head-of-
household jobs.
Key Sites
1.8 Prepare and update a portfolio of ‘available properties’ ready for development in accordance with the findings of
the streamlining outcomes numerated in Strategy. This advanced planning tool would include information for
commercial brokers, businesses, and developers that includes the type and scope of development suitable for the
site(s), zoning, available infrastructure, and (in some cases) entitlements in place. Where possible, use the
portfolios to develop standard conditions of approval and design guidelines for key sites to streamline
development when proposed.
Permit Processing Improvements
As part of the City Council’s 2011-13 Major City Goal, Preservation of Essential Services and Fiscal Health and
implementation of the Economic Development Strategic Plan, the Community Department hired Citygate Associates to
prepare an organizational assessment and strategic plan. The project’s scope of work consisted of reviewing each of the
Department’s four divisions and programs to identify opportunities for improvements and a strategic plan is on track for
Council consideration in April 2013. At that time, recommendations will be prioritized and a timeline for implementation
will be set. To assist in this implementation effort, staff is recommending Citygate be rehired to ensure the
recommendations are implemented within the Department in a reasonable timeframe and to capitalize on the momentum
of the current streamlining effort and to implement a significant element of the EDSP.
Infrastructure & Fees
Strategic infrastructure planning will be coordinated with identification of infrastructure needs as part of the LUCE update
and EIR. LUCE implementation efforts will include an update of the City’s AB1600 fee program. Each of these LUCE-
related efforts will help to inform the next steps in the implementation of the EDSP so that discussions of incentives,
strategic infrastructure projects and key sites are grounded in the policies and programs of the Land Use and Circulation
Elements, and the needs of the Utilities and Public Works departments to maintain high quality and reliable infrastructure.
The identification and analysis of strategic infrastructure projects would be based on the LUCE implementation effort, and
would be guided by a consultant who would assist staff in determining the return on investment to the City for
participating in the completion of various infrastructure projects.
Key Sites
The portfolio of ‘available properties’ will be a significant tool for retention, expansion and attraction of business.
Currently, comprehensive information about sites suitable for commercial development is not available from any single
source and can be difficult to obtain. The portfolio will provide quick access to complete information about key sites and
will highlight areas where permit streamlining efforts can be accomplished in accordance with the findings of the
Community Development Department Organizational Assessment, currently underway. This “viewbook” will serve as a
major marketing tool for City properties and will benefit job creation efforts.
Attachment 3
244
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT STRATEGIC PLAN IMPLEMENTATION
GOAL AND POLICY LINKS
This operating program change ties to previously adopted goals or policies including:
1. The 2013-15 Major City Goal for Economic Development
2. The strategies identified for implementation of the Economic Development Strategic Plan
3. The 2013-15 Major City Goal for Preservation of Essential Services and Fiscal Health
4. General Plan, Land Use Element Policy 1.13
PROGRAM WORK COMPLETED
The City adopted an Economic Development Strategic Plan in October 2012 which identified permit processing and
infrastructure as major road blocks to job creation and set out specific strategies for completion during current and future
Financial Plan periods over a five-year timeframe. Work on these strategies started in 2012-13 with the Community
Development Organization assessment and strategic plan, as well as the infrastructure study that lays the groundwork for
consideration of infrastructure requirements in the City of San Luis Obispo.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The efforts related to strategic infrastructure planning will be informed by the Land Use and Circulation Update which
will be completed in late 2014. As a result, the end dates for the two work efforts have been adjusted accordingly. There
are no program constraints of limitations for implementation of the strategic plan as recommended in the Community
Development organizational assessment.
STAKEHOLDERS
For consideration of infrastructure, primary stakeholders inside the organizations are three Departments: Community
Development, Public Works, and Utilities. These three departments will play key roles in evaluating the scope of work
for the consultant services related to infrastructure analysis and the work products provided by the consultants. A team
approach is envisioned for the two infrastructure related, consultant-driven efforts. External stakeholders include the
business community and residents. Staff will continue to include community stakeholders in discussions of all aspects of
the work.
There are internal and external stakeholders that will be affected by the implementation of the Department’s strategic
plan. Internal stakeholders include City staff from the Departments of Community Development, Public Works, Utilities
and Administration. External stakeholders include major/minor developers, contractors, businesses and residents. To
ensure the stakeholders are involved in the implementation, Citygate and staff will be holding periodic meetings to
provide project updates and opportunities for further involvement.
Attachment 3
245
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT STRATEGIC PLAN IMPLEMENTATION
IMPLEMENTATION
Task Date
Permit Processing Improvements
1. Hire Citygate Associates to implement recommendations
2. Citygate conducts site visits to implement the most mission critical recommendations
3. Staff continues implementation of remaining recommendations
Infrastructure & Fees
1. Assemble City team to guide cross department infrastructure studies
2. Prepare scope of work for analysis of key infrastructure construction
3. Conduct outreach to business community
4. Issue RFP for consultant services for infrastructure analysis
Key Sites
1. Convene a cross department working group to identify available properties and
attributes for development with the help of an intern
2. Prepare scope of work for consultant services to integrate the Available Properties
portfolio as an online tool.
3. Issue RFP and let contract for consultant services for online Available Properties tool.
July 2013
August- December 2013
January-December 2014
September 2013
May 2014
May 2014
June 2014
August 2013
October 2013
January 2014
KEY PROGRAM ASSUMPTIONS
The key assumption in this plan is that it builds on the ongoing and new work associated with the Land Use and
Circulation Update in regards to the question of whether infrastructure is “right-sized” and in regards to the work
proposed in the SOPC for LUCE Implementation. Furthermore, it is expected that a City team will work collectively to
assure coordination of the aims of all work involving infrastructure standards, key projects, and provide timely
constructive input that allows the process to meet the strategic goals enunciated in the Economic Development Strategic
Plan
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
The Administration Department, under the direction of the Economic Development Manager, is responsible for
implementation of the Infrastructure & Fees and Key Site tasks. The Community Development Department, under the
direction of the Director, is responsible for implementation of the Organizational Assessment Strategy.
Project Team:
Permit Processing Improvements
Community Development will utilize a project team to implement the Strategy. This project team will include the
Supervising Administrative Assistant, Deputy Director of Development Review, Deputy Director of Long Range
Planning, Chief Building Official, Public Works Senior Civil Engineer, Utilities Department, and Fire Marshall, all of
which are part of the development review team.
Infrastructure
The project team for tasks identified under Infrastructure & Fees will include key staff from Community Development,
Public Works, and Utilities. These departments will play a key role in evaluating the scope of work for each
infrastructure effort along with guiding the recommendations to Council. A team approach is envisioned for this effort
with these departments in an active advisory role.
Attachment 3
246
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT STRATEGIC PLAN IMPLEMENTATION
Key Sites
The project team will include Administration/Economic Development staff working in coordination with a cross
department team including GIS, Finance, Community Development and Public Works.
ALTERNATIVES
What are the reasonable alternatives to your request? These could include:
1. Continue the Status Quo. If this work effort is not funded, the Economic Development Strategic Plan will fail to be
fully implemented and opportunities for expanding job creation will continue to be challenged.
2. Defer or Re-Phase the Request. Implementation of the EDSP could be deferred or re-phased. However, the focus on
job creations would lose critical momentum.
3. Change the Scope of Request. The amounts being request reflect the estimated work efforts to continue
implementation of the EDSP strategies. These work efforts could be decreased but the desired outcomes would not be
fully realized.
4. Implementation in a Different Way. The proposal is to hire consultant assistance to assist in implementation of the
EDSP. Based upon current workload, competing priorities and required expertise, existing staff has limited capacity
to implement the EDSP strategies in a timely manner.
OPERATING PROGRAM
11200 - Economic Development Program
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Contract Services 30,000 60,000
Permit Processing Improvements -Organizational Assessment
Implementation 40100-7227 20,000
Infrastructure & Fees implementation 11200-7227 60,000
Viewbook - one-time 11200-7227 10,000
Other Operating Expenditures 0 5,000
Ongoing Contract Services - Viewbook 11200-7227 5,000
Total Operating Costs 30,000 65,000
Attachment 3
247
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
Summary of Change: Fully funding the Housing Programs will require the City to augment Community Development
Block Grant (CDBG) funds.
Fiscal Impact: Ongoing cost of $6,158 in 2013-14 and $35,214 in 2014-15.
Service Level Impact: Continuing to fund the Housing Programs Manager as a full-time position will support the Major
City Goal to implement comprehensive strategies to address homelessness, support efforts to encourage homeless services
and facilitate the development of affordable housing. The Housing Programs Manager position is vital to achieving
affordable housing goals, administering the CDBG grant program and updating the Housing Element, a mandated work
program for 2013-2015.
KEY OBJECTIVES
1. Support and assist achievement of the 2013-15 Major City Goal to address homelessness.
2. Continue to accomplish ongoing Council direction to facilitate affordable housing.
3. Administer the CDBG grant program in accordance with Federal guidelines.
4. Maintain the affordable housing program that monitors affordable unit compliance, prepares revised notes and deeds
to support refinancing opportunities and sales.
5. Evaluate and make recommendations for use of affordable housing funds to leverage other grant and tax credit
financing to assist affordable housing development.
6. Implement Housing Element programs
7. Update the Housing Element in compliance with state requirements.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
As part of the 2013-15 Financial Plan the City is facing an on-going budget gap for funding the Housing Programs. The
Community Development Department funds the program through Community Development Block Grant (CDBG) funds.
The City participates with four other cities (Arroyo Grande, Atascadero, Grover Beach, and Paso Robles) and the County
to qualify for these Federal funds. This participation allows the County and associated cities to be considered an
entitlement Urban County. This means that the respective jurisdictions do not need to compete for these grant funds but
rather the County receives an amount based upon the demographics of the collective communities and distributes the
funds accordingly.
CDBG regulations allow up to 20% of the funds to be used to administer the grant program and implement housing
programs that support housing for low income constituents. The City has designated the full 20% to support the Housing
Programs. Due to reductions in the Federal budget, grant funds awarded through the CDBG program have been
diminishing nationwide over the last ten years. In the past, 20% of the City’s yearly award fully covered the cost of the
salary and benefits of the Housing Programs Manager position in addition to non-staffing costs such as training. FY 2012-
2013 was the first year the 20% allowed did not fully cover the cost of the Housing Programs and the Council used one-
time unrestricted CDBG savings to fill the $16,000 gap. Looking forward, it is anticipated that CDBG grant amounts will
continue to diminish and require the City to commit additional funding in order to maintain a full time position. The chart
below shows the amount of CDBG funding the City has received over the last five years and how the grant amounts have
been allocated to the Housing Programs:
Fiscal Year CDBG Award 20% Allowed for
Administration
GAP for Housing
Programs
2014-15 est $455,929 $ 91,186 $ 35,214
2013-14 est $506,588 $ 101,318 $ 24,082
2012-13 $ 506,588 $ 101,318 $ 16,000
2011-12 $ 568,370 $ 113,674 $ 0
2010-11* $ 681,597 $ 136,319 $ 0
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
2009-10 $ 629,608$ 125,922$ 0
2008-09 $ 620,171 $ 124,034 $ 0
* Included additional ARRA funds from Federal Stimulus package
During the years the City received larger CDBG allocations, the 20% administrative allowance helped cover costs not
only for the Housing Programs, but also defrayed costs for portions of positions in Finance and Public Works where staff
was assisting with billing and/or overseeing CDBG-funded projects. For example, in 2003, the year the Housing
Programs Manager position was created, the City received approximately $875,240 (20% of which was $175,048). As the
funding has diminished, this administrative amount has been focused on funding the Housing Programs Manager position
because it is directly responsible for managing the grant program and for administering the affordable housing program.
Future Forecast
Several factors will affect funding both in the near future and in the longer term. Based on recent discussion with the
County, staff anticipates that CDBG funding for 2013-14 will be similar to what the City received in FY 2012 – roughly
$506,588. The final amount will not be known until the Federal Government adopts its budget for 2013-14. The financial
situation at the Federal level will affect future funding to the County and hence the amount of pass-through funds received
by the City. Early input is that this could result in reductions in funding of up to 10 % in FY 2014-15.
County staff is responsible for the urban county grant management and direct reporting to the Federal Government as well
as monitoring local grantees – the cities and their respective grantees. A recent audit of the County by the Federal
government revealed the need for more robust monitoring and reporting actions on the part of the Urban County program.
County staff alerted the respective cities participating in the program that the County will most likely need to retain more
of the overall CDBG 20% administrative funds for its own staffing needs to address this requirement. County staff is still
in the process of evaluating the dollar amount required to support their staff needs. The City and County have a three-
year cooperation agreement that details the distribution of CDBG funds and this agreement is valid until June 2015. The
County is bound by this agreement until that time and staff does not anticipate the County requesting to renegotiate the
agreement earlier than 2015 to reflect the lower administrative funding passed through to the City.
GOAL AND POLICY LINKS
1. The Council identified a 2013-15 Major City Goal to implement comprehensive strategies to address
homelessness.
2. The Council identified the Affordable Housing Program as a Major City Goal in the FY 2007-2009 Financial Plan
and as a continuing program of the City.
3. Housing Element Policies and programs identify a work program that requires staffing to accomplish. There are
approximately 91 programs in the Housing Element, including policies that support City participation in
achieving the Ten Year Plan to end Chronic Homelessness (Ten Year Plan). The Housing Programs manager is
the point person for leading the implementation of these programs.
4. The State of California Housing and Community Development requires jurisdictions to document implementation
of their Housing Element programs and to conduct a public process to update the Housing Element every five
years to address their assigned Regional Housing Needs Allocation (RHNA). The RHNA will be assigned in the
Spring of 2013 and the Housing Element must be updated by June 2014. The Housing Programs Manager is the
project lead for this update effort.
5. Federal CDBG guidelines/requirements for sub-recipient performance require the attention of a dedicated staff
person to ensure that monitoring, reporting, environmental review, the public process, and contracting are
conducted according to Federal requirements. The Housing Programs Manager provides this grant oversight.
PROGRAM WORK COMPLETED
The Housing Programs Manager continues to provide CDBG management, oversight, and reporting. He works with
developers and affordable housing providers in an effort to achieve more affordable housing for the City. The Housing
Attachment 3
249
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
Programs Manager provides a City presence on the Housing Trust Fund Board – a funding non-profit dedicated to
assisting development of affordable housing – and the Friends of Prado Board – the support arm for the daytime homeless
services facility. He also serves on the Workforce Housing Coalition Board and is the City’s liaison to the Homeless
Services oversight Council. He seeks grant funds to assist with or leverage other funds to accomplish affordable housing
projects. He completes the City portion of the tax credit applications for affordable housing projects and helps evaluate
requests for Affordable Housing Funds. He monitors the existing inclusionary housing and assists homeowners and
prospective homeowners in the transfer documents required when affordability agreements are in place. The Housing
Programs Manager has been involved in helping start the Safe Parking pilot program and in crafting a draft ordinance for
Council review.
ENVIRONMENTAL REVIEW
The Housing Programs already exists and no environmental review is required to fill this funding gap.
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no constraints or limitations to implementing the program, such as regulatory permits, significant public
involvement, or special review considerations. The Housing Programs has been staffed for years and this request is
intended to continue staffing the program by securing unrestricted CDBG savings (Park Hotel Fund) and General Funds to
augment CDBG funds where a gap exists.
STAKEHOLDERS
Developers (to encourage provision of affordable housing); County staff, HUD contacts, and grant recipients (for
monitoring and management of the CDBG grant program); social services providers, community members, homeless
individuals, and decision-makers (to assist in the implementation of The 10 Year Plan); Low income households (for
purchasing or refinancing housing units in the City’s inclusionary housing program); Housing groups and the financial
community (for funding affordable housing providers and to evaluate use of affordable housing funds) and City staff (for
review of development projects and efforts to achieve affordable housing).
IMPLEMENTATION
The implementation will occur immediately. No changes are proposed other than fully funding the Housing Programs
with additional unrestricted CDBG savings (Park Hotel Fund) and General Fund dollars to cover any gap in funding in the
CDBG grant.
Task Date
1. Allocate funding to fill the funding gap for the Housing Programs. July 2013
2. Allocate funding to fill the funding gap for the Housing Programs. July 2014
KEY PROGRAM ASSUMPTIONS
Estimate of the gap in funding were derived by coordinating with County staff and information provided by Federal
Government contacts. The funding gap could change depending on the overall amount of CDBG funding awarded to the
County.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
If this request is approved, the current Housing Programs Manager will continue as full time staff in the position.
Attachment 3
250
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
Project Team:
The Housing Programs Manager reports to the Long Range Planning Division Manager and the Community Development
Director to ensure programs are implemented within grant limitations and Council priorities are addressed. The Finance
Department is involved in accounting for CDBG funds and in being responsive to yearly audits.
ALTERNATIVES
1. Continue the Status Quo. The grant funding to support the Housing Programs has decreased. Continuing the status
quo means the Housing Programs manager position would become a part-time position and support for housing
programs would decline. This would have negative impacts on the affordable housing program and the City’s ability
to complete the required Housing Element update.
2. Defer or Re-Phase the Request. The programs being supported by this grant funding are on-going and hence the
request cannot be deferred or re-phased. Unrestricted CDBG savings (Park Hotel Fund) and General Funds will be
needed to augment grant funding in order to maintain a full time Housing Programs Manager position.
3. Change the Scope of Request. The Housing Programs Manager is a full-time staff position. If less funding is
approved, the position allocation will need to be reconsidered (perhaps to ¾ time) and the scope of work able to be
completed by this position will be negatively impacted (including CDBG grant reporting, environmental review and
monitoring; on-going administration of inclusionary housing units; required Housing Element update; affordable
housing fund administration; participation on Housing Trust Fund Board; work with development community to
achieve affordable housing; collaboration with non-profit partners.
4. Implementation in a Different Way. The request supports maintaining a full time staff position that has been
effective in administering the City’s affordable housing and CDBG grant programs as well as leveraging grant funds
for many years. The effectiveness of this position is directly attributable to constructive relationships developed
within the community – the Housing Programs Manager works with stakeholder groups, the financial community,
developers, the County (as the urban county CDBG grant recipient and distributor), social services providers,
residents, and low income families.
One option would be to create a contract position and advertise the position’s compensation at a rate that could be
supported by CDBG funding alone. This type of position would not have these same established relationships in the
community and the contract would need to be reduced when CDBG funding is reduced. Training a contractor to
understand the local context and culture as well as the history of decisions within the Housing Programs in order to
adequately represent the City on the various boards would require staff resources that would impact the ability of
other staff in Community Development Department to accomplish identified Council goals. In addition, it is doubtful
that the reduced amount of funding would secure enough contract staff time to address all of the program
requirements and would require re-assignment of existing staff in order to accomplish work associated with this high
priority position.
Another option is to recover Affordable Housing Fund administration costs. The City has the ability to recover some
of the administrative costs of the City’s affordable housing program from the Affordable Housing Fund. This is
consistent with the way other jurisdictions manage the administrative cost of in-lieu fee programs. For example, the
County of San Luis Obispo allocates 5% of its inclusionary housing fee to cover administration costs. If the Council
supports moving in this direction, additional analysis will be conducted. Staff would seek to recover a small, fixed
percentage of the total Affordable Housing Fund balance for administration. This small percentage would be used
specifically to support accomplishing Affordable Housing Program objectives. Depending on the percentage
allocated from the Affordable Housing Fund, General Fund support may still be needed in future years.
Finally, the City could determine to pursue CDBG funds independently from the entitlement currently obtained
Attachment 3
251
SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
through participating under the Urban County. This approach would change the City’s CDBG grant program status
from entitlement to competitive since the City lacks the required 50,000 in population required to be considered a
metropolitan area by HUD. Independent requests by non-entitlement jurisdictions for CDBG funds are highly
competitive and must be much more closely tied to the fundamental beneficiaries for this particular grant. Currently
street projects are augmented with approximately $100,000 in CDBG funds yearly to construct handicap ramps.
Since these types of projects most likely would not be competitive in the grant process, this cost would shift to the
General Fund. There would be no guarantee of yearly grant awards and the City would be responsible for the detailed
reporting and monitoring that is currently the County’s responsibility (in addition to the work required of the City as
sub-recipient). In addition, this approach is inconsistent with recent HUD direction for jurisdictions to consolidate
into Urban Counties to reduce program administration costs. Therefore, opting out of the Urban County as an
entitlement jurisdiction and pursuing CDBG funds independently on a competitive basis is not recommended.
5. Existing Program Evaluation. The Housing Programs Manager is responsible for administering CDBG funds in
accordance with federal guidelines in addition to managing the City’s affordable housing programs. Loss of this
position would result in the need to abandon other work efforts so that reassigned staff could conduct the work
required to maintain the current affordable housing program (inclusionary units, affordable housing fund request
evaluation, Housing Program implementation, required Housing Element update, etc.). The City would need to make
substantial changes in on-going programs in order to continue to participate in the Urban County’s yearly CDBG
award because existing staff would need to abandon other work efforts in order to absorb all position duties.
OPERATING PROGRAM
Housing Programs
COST SUMMARY
The cost for maintaining the Housing Programs will cost approximately $59,926 for the 2013-15 Financial Plan. This gap
is proposed to be filled by using $17,924 in unrestricted CDBG savings (Park Hotel Fund) and $41,372 in General Fund
dollars for the two-year period. If CDBG funding increases or decreased, the amount of General Fund dollars would be
reduced or increased.
Line Item Description Account No.2013-14 2014-15
Staffing 123,400124,400
Housing Programs Manager (salary & benefits)60650-7010123,400124,400
Other Operating Cost 2,0002,000
Housing Program (Computer Supplies)60650-7413500500
Housing Program (Publications & Subscriptions)60650-7427500500
Housing Program (Education & Training)60650-74591,0001,000
Total Operating Costs125,400126,400
Offsetting Cost Savings or Revenues
CDBG Grant Funds (101,318)(91,186)
Unrestricted CDBG Savings (Park Hotel Fund)(17,924)
Net Operating Costs 6,15835,214
Attachment 3
252
CITY OF SAN LUIS OBISPO
MEMORANDUM
March 26, 2013
TO: Wayne Padilla, Interim Finance and Information Technology Director
Christine Dietrick, City Attorney
FROM: Rachel McClure, Administrative Analyst
SUBJECT: REQUEST FOR RECORDS DESTRUCTION
On April 24, 2001, the City Council adopted a Records Retention Policy and Schedule. In
accordance with that policy and schedule, certain records have been identified as eligible
for destruction. A listing of those records and relevant sections from the records
retention schedule are attached.
One-hundred ninety-one (191) boxes of records exceeding the retention requirements
have been prepared for destruction. These boxes are managed by The DocuTeam.
Please sign below indicating your approval for the destruction of the attached listing of
records.
___________________________________ _____________________________
Wayne Padilla, Interim Finance & IT Director Christine Dietrick, City Attorney
CERTIFICATE OF DESTRUCTION
I, David Sylvester, of The DocuTeam storage facility, do hereby certify that the records
listed on the attached were properly disposed of on __________________. (Date)
__________________________________
David Sylvester, General Manager
The DocuTeam
140 Hind Lane
San Luis Obispo, CA 93401
Original: City Clerk
Copy: Finance & IT Department
Attachments:
1. List of records to be destroyed
2. Relevant sections of the records retention schedule
Attachment 3
253
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
LOCAL REVENUE MEASURE EDUCATION AND OUTREACH
Summary of Change: Provides funding for support of an ad-hoc City Council advisory group, a community priorities
survey, and public outreach materials to inform the community about Measure Y and solicit feedback regarding desirable
uses of future revenues.
Fiscal Impact: One-time cost of $50,000 in 2013-14.
Service Level Impact: This program will generate the information necessary for the City Council to make informed
decisions regarding renewal of Measure Y or an alternative revenue measure.
KEY OBJECTIVES
1. Supports an ad-hoc advisory group appointed by the City Council to advise the Council and staff regarding
reauthorization of Measure Y or an alternative revenue measure.
2. Fund a community priorities survey similar to past surveys to allow decision makers to better understand community
priorities and top issues of concern.
3. Funds for the creation and distribution of public outreach materials to inform the community about Measure Y and
solicit feedback regarding desirable uses of future revenues.
4. Generate the information necessary for the City Council to make informed decisions regarding renewal of Measure Y
or an alternative revenue measure.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
The November 2014 General Election is the last opportunity to renew Measure Y, or propose an alternative revenue
measure, before the City’s ½-cent sales tax sunsets. This circumstance presents an opportunity for the City to engage the
community once again about its preferences with respect to use of local revenues. The proposed work program is similar
to efforts taken in 2006 to engage the community about the services they would like the City to deliver. The proposed
outreach program includes the formation of an Advisory Committee to the City Council, and is intended to ensure that
information used by the Council regarding Measure Y is supported by reliable input from the broadest cross section of the
community.
GOAL AND POLICY LINKS
This program supports achievement of the Major City Goal to sustain essential services, infrastructure and fiscal health.
PROGRAM WORK COMPLETED
During 2011, City staff engaged the community in a conversation about Measure Y reauthorization as part of a previous
Major City Goal to determine optimal timing for placement of reauthorization on the ballot. The City Council decided not
to place a revenue measure on the 2012 ballot, however, a great deal of education and outreach occurred that resulted in
valuable feedback from the community and input to the City Council regarding the decision to wait until 2014 to
potentially seek reauthorization.
In addition, the City has now conducted four community priorities surveys since 2005, which has allowed it to track
certain questions regarding support for Measure Y over time. These past surveys will be invaluable in understanding
responses to a new survey, and will assist the Advisory Committee, staff and the City Council in its recommendations and
decision-making regarding a potential 2014 revenue measure.
Attachment 3
254
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
LOCAL REVENUE MEASURE EDUCATION AND OUTREACH
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The City of San Luis Obispo faces a primary constraint and limitation in that public resources cannot be used for the
purpose of furthering a campaign or otherwise influencing the outcome of an election. The City’s communications are,
therefore, limited to the factual presentation of information and conducting outreach efforts to ensure that this information
reaches as many registered voters as possible. The City went through a very significant education and outreach process
when Measure Y was originally approved in 2006. In addition, communities throughout California have placed revenue
measures on the ballot and important lessons can be learned from reaching out to other organizations, including cities in
our County such as Arroyo Grande, Pismo Beach and Paso Robles, to learn about the steps they followed in making the
decision to place a revenue measure on the ballot.
STAKEHOLDERS
The primary purpose of the proposed program is to conduct an education and outreach program to the residents of the City
of San Luis Obispo. However, the stakeholders include the entire community, including property owners and business
owners that benefit from City services.
IMPLEMENTATION
Plan future revenues including renewal of Measure Y or an alternative measure Date
1. Create a nine-member Advisory Committee appointed by the City Council to guide outreach efforts,
advise staff in the creation of the outreach effort, and implementation of the Major City Goal work
plan, as well as provide advice and counsel to the City Council regarding future revenues.
2. Analyze Measure Y revenues and expenditures and identify community-wide benefits generated
through the use of this local revenue source.
July – August
2013
August –
September
2013
3. Conduct a survey regarding residents’ priorities and report the results back to the community.
4. Consider options for alternative revenue measures, advisory measures, or other revenue alternatives
in line with residents’ priorities.
5. Prepare background information and alternatives for contingency planning and conduct a series of
study sessions with the City Council regarding likely budget reductions and other contingency
planning that would need to occur if Measure Y, or a different revenue measure, is not reauthorized.
September
2013
December
2013
July 2013 –
February 2014
6. Provide information to the community regarding the benefits of locally controlled revenue sources,
such as Measure Y, through a variety of methods and informational outlets, including:
a. Organize a speakers bureau of community members to engage the community about the
benefits of Measure Y
b. Make staff available to present information regarding Measure Y benefits at a wide variety
of community meetings and to service organizations
c. Present useful information about the benefits of Measure Y on the City’s website
d. Use Facebook, Twitter and other social media sources to highlight key information and
January-
November
2014
Attachment 3
255
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
LOCAL REVENUE MEASURE EDUCATION AND OUTREACH
bring interested citizens to the website
e. Outreach via direct mailing to inform and educate residents about uses and benefits
7. Conduct annual Measure Y Community Forum. March 2014
8. City Council consideration of a ballot measure to reauthorize the City to collect a ½-cent sales tax
or authorize a different revenue measure if in line with residents’ priorities.
9. Provide information and education about facts concerning the history of uses and benefits of
Measure Y as well as information and education on the ballot measure.
10. If reauthorization of Measure Y or a new revenue measure is not placed on the ballot, begin to
implement contingency plans for necessary, future budget reductions.
11. If a proposed revenue measure fails at the ballot box, begin to implement contingency plans for
necessary, future budget reductions.
May 2014
June –
November
2014
July 2014
November
2014
KEY PROGRAM ASSUMPTIONS
The key assumption made in the proposed work plan is that community members will be heavily engaged in this
important issue and will be willing to serve on an ad hoc advisory committee, and assist staff with community education
and outreach efforts, including the speakers’ bureau. Without community support in these efforts, it would be more
difficult for City staff to solicit sufficient feedback to make a knowledge-based recommendation regarding placement of a
new revenue measure on the ballot.
In addition, staff is assuming that the City Council will support consultant services for public opinion research and
assistance with the education and outreach program. There are many consultants locally and across the State that
specialize in the work of gaining feedback from residents to determine priorities, which can then be translated into a ballot
measure for voter consideration. Since 2005, the City has utilized Fairbane, Moslin, Maulin, Metz and Associates (FM3)
that has conducted the four previous surveys. This has resulted in comparable data which has allowed trend analysis. An
assumption has been made that FM3 will be used for this survey so that data and reliable trend analysis can be conducted.
However, other consultants could competently complete this scope of work. Overall, this should be considered a minor
investment for securing a revenue source that is critically important for maintaining essential services and the standard of
living in our community.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
The City Manager and the Finance & IT Director will lead the project team and provide support to the advisory
committee, along with executive team members as assigned.
Project Team:
All City department heads and key program managers whose programs utilize Measure Y funding will be part of the
project team.
Attachment 3
256
SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT
LOCAL REVENUE MEASURE EDUCATION AND OUTREACH
ALTERNATIVES
1. Continue the Status Quo. If the City Council chooses not to invest in the consultant services necessary to conduct a
survey, and other important outreach efforts, its decisions will not be based on a complete understanding of
community priorities and preferences. It is important to keep in mind that while the proposed speakers bureau and
outreach efforts to be conducted by staff will reach a large segment of the community that is already engaged in
municipal issues and willing to participate in these discussions, approval of a revenue measure requires at least 50%
of the vote. In order to understand the issues and concerns of this larger population, a survey methodology and other
consultant services are needed.
2. Change the Scope of Request. In developing the budget for this request, staff has met with representatives from the
League of California Cities who have knowledge of costs associated with efforts to place revenue measures on local
ballots throughout the State and researched the scope of work and cost of services when Measure Y was placed on the
ballot in 2006. However, because of competing priorities the scope has been scaled back. The City Council could
decide to augment the scope, however, reduction of the scope is not recommended. Staff will certainly work to save
costs wherever possible.
3. Implementation in a Different Way. Contract services are proposed because City staff does not have the expertise
necessary to conduct a formal survey, or to develop the materials to communicate key information to the public about
this important revenue measure. The proposed method of implementing this program is informed by previously
implemented voter outreach efforts that have been effective and increasing voter knowledge and awareness.
OPERATING PROGRAM
Administration
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Contract Services 45,000 0
Community Priorities Survey 25100-7227 30,000
Education and Outreach Coordination 25100-7227 15,000
Other Operating Expenditures 5,000 0
Materials and Support for Advisory Committee25100-7227 5,000
Total Operating Costs 50,000 0
Attachment 3
257
SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
RANGER SERVICE STAFFING
Summary of Change: The Parks and Recreation Department is seeking an increase in the staffing levels for the Ranger
Service Program with requests for part-time temporary staffing assistance to continue with a sustainable program and to
address several 2013-15 Major City Goals and Other Important Objective.
Fiscal Impact: Ongoing cost of $26,100 in 2013-14 and $26,100 in 2014-15.
Service Level Impact: The added staffing resources will assist the City’s Ranger Service, along with the use of
volunteers, in meeting program demands and the growing needs of maintaining and patrolling the City’s parks, creeks and
open space on a daily basis.
KEY OBJECTIVES
1. Provide added staffing to maintain and enhance open space quality and amenities.
2. Provide added staffing to patrol open space, creeks, and parks.
3. Provide added staffing to address illegal activities in the City’s open space, creeks, and parks that are appropriately
patrolled by Park Rangers.
4. Provide added staffing to address the impacts of illicit activities in the City’s open space, creeks, and parks that
impact the City’s natural resources and its compliance with storm water mandates.
5. Assist the Natural Resources program with the management of mitigation areas and resource protection projects.
6. Maintain and enhance City infrastructure specific to open space, predominately trails.
7. Assist with patrol of the expanding bicycle and pedestrian paths to improve connectivity and safety.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
History of the Ranger Services Program and Increases in Areas Covered
The Ranger Service program came into existence in 1995. The program, as was typical of the time, was primarily focused
on park patrols to address inappropriate activities in City parks, as well as to educate park users about the natural
environment. By 1995 the City also had a full time Natural Resources Manager and program dedicated to the acquisition
of lands; focused on expanding the City’s greenbelt and protecting natural resources. Pre-1996 the City had acquired 939
acres in fee and 115 easement acres of open space; however since 1995 the City has acquired 3,500+ in fee and 3,000+ in
easement acres of open space. With the open space expansion came increasing demands on Park Rangers. Presently, the
City has 48 miles of trails and 3,600 acres of open space that it patrols in addition to its creek corridors. During this time,
the City has also added new pocket parks like Eto and Cheng Parks, as well as larger community parks such as Damon-
Garcia Sports Fields and Islay Park.
Primary Activities and Staffing Levels
The Ranger Service program is responsible for the maintenance of the City’s open space and specializes in the
construction and maintenance of trails, the patrol of the same, as well as the maintenance and monitoring of the City’s
creeks from a natural resource management perspective. Throughout the years, the City has become increasingly involved
in the maintenance and monitoring of riparian creek corridors in response to the endangered steelhead trout residing in the
system and increased storm water regulations. This has also come at a time where illegal camping and illicit activities in
the creeks have increased annually in the open space areas requiring significant and routine clean-up by Park Rangers of
trash, discarded furniture, drug paraphernalia and human and animal waste. All of these materials’ entry into the creek
system are damaging to the fragile and protected ecosystem.
Presently, the City has one full-time regular Recreation Supervisor, serving as a Park Ranger and the program manager.
This position is supported by two limited-benefit City Worker 6 positions that are part-time temporary employees working
Attachment 3
258
SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
RANGER SERVICE STAFFING
an average of 30 to 35 hours a week and functioning as part-time Parks Rangers. Additionally, funding for one or two
part-time temporary employees exists to assist the Ranger Service program.
Further assistance comes from volunteers. In 2012, the program recorded over 3,500 hours in service by volunteers.
Volunteers predominately assist with trail maintenance and construction. The program typically has one to two unpaid
college interns per quarter, often working 40 hours per week. The Ranger Service also partners with the Central Coast
Concerned Mountain Bikers (CCCMB) on trail maintenance and construction. Additional volunteer efforts include 65 trail
workdays a year. A robust docent program also exists with the Land Conservancy. The Park Rangers also continue to
build relationships with users who often serve as “watch dogs” over specific sections of the creek.
Existing Staffing Need and Response to 2013-15 Major City Goals and Other Important Objectives
Based on the present staffing levels of the program, all members of the Ranger staff team wear many hats each day
including patrol, education, natural resource protection and maintenance. The program is staffed seven days a week
predominately during daylight hours. Patrolling the City’s parks and open space is a daily responsibility, but it is a task
often completed by one Park Ranger – which in practice means only a finite number of areas are patrolled each day. If an
issue arises a Park Ranger will respond, however when deep into open space lands it can take 45 minutes or more before a
Park Ranger is able to arrive at the scene of the incident. The Rangers respond to complaints and change patrol patterns to
address ongoing issues (e.g. dogs off leash every evening at 5 p.m. at Meadow Park), but can only cover limited issues at
a time. As the open space and park areas of the City have expanded the Park Rangers have more issues to address and
more areas to patrol on foot, in vehicles or on bikes. In addition while the program is admirably supported by volunteers
for maintenance there are daily projects which require staff’s attention and work to prevent health and safety issues to the
public as well as the natural resources. Today staff triages its priorities.
Since the inception of the Ranger Service Program there has been little expansion in the staffing levels. This has been in
marked contrast to the expansion of the number of parks, acres of open space, miles of trail, and illicit activities in the
creeks. In order to address current and future staffing needs as well as the 2013-15 Major City Goals and Other Important
Objectives, an increase in the staffing levels for Park Rangers is warranted. An added component to the proposed
expansion of staffing budget to this program also includes a reallocation of resources to focus on the development of
added volunteer services, which requires a dedicated staff person to achieve this objective.
Proposed Addition of Staff Resources
The proposed funding at this time includes the addition of one part-time temporary City Worker 5, working 28 hour or
less a week, managed by the Ranger Service Supervisor. Ranger Service staff anticipate that the City Worker 5 would
participate in both maintenance (trail construction, mitigation projects, mowing and clean-ups associated with illicit
activities) and enforcement and patrol (building relationships with associated and impacted users and patrons). The
resources identified above are in addition to the Ranger Service’s existing staffing levels.
Reallocating City Worker 4
A position focused on volunteer coordination is needed to further assist with the growing needs of the Ranger Service.
The City Worker 4 (Seasonal) listed in the Current Support Staff Structure table below would be reallocated from field
duties to office duties surrounding the upkeep and management of the volunteer database. The Volunteer Coordinator at a
City Worker 4 level would be utilized to expand upon the programs’ already robust volunteer base by creating new
opportunities for public involvement through unique patrol programs and initiatives. Only 10 hours a week are presently
budgeted for this position and staff would not recommend taking any more hours away from the in-field duties of the
Rangers. Both the City Worker 5 and City Worker 4 are classified temporary part-time positions due to the resource
structure associated with Parks and Recreation. The demand for hours will fluctuate throughout the year based on light
levels (parks and open space are open during daylight hours). The Ranger Service operates seven days a week year round.
Attachment 3
259
SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
RANGER SERVICE STAFFING
Addition of Temporary Staff Only – Other Potential Option for the Ranger Service Program:
The staffing structure presented below continues the practice of utilizing temporary staffing to maintain status quo.
Job Classification Hrs/Wk Annual
Salary
PERS Ins UI Medicare Total
City Worker 5 28 20,748 4,804 83 301 25,936
Totals (NEW HOURS) 28 20,700 4,800 100 300 25,900
Associated Operating Expenditures
It is expected that any addition to the Ranger Service staffing will also result in added costs associated with education and
training (PC 832), uniforms and Department of Justice clearances; resulting in a non-staffing expenditure increase of
$200.
GOAL AND POLICY LINKS
1. Major City Goals or Other Council Objectives.
a. Implement comprehensive strategies to address homelessness.
b. Enhance bicycle and pedestrian paths.
c. Commit funding to expand open space and provide adequate staffing, planning, and other resources to
maintain and enhance open space quality and amenities.
d. Enhance maintenance of City infrastructure.
2. Other major policies and plans include:
a. Measure Y: Restoring funding for open space preservation.
b. Conservation and Open Space Element.
c. Parks and Recreation Element.
d. Open Space Conservation Plans Including: Agricultural Master Plan for Calle Joaquin Reserve, Bishop
Peak Natural Reserve, Cerro San Luis Conservation Plan, Irish Hills Conservation Plan, Johnson Ranch
Conservation Plan, South Hills Conservation Plan, Stenner Springs Natural Reserve Draft Conservation
Plan.
e. Storm Water.
f. Mitigation Projects Associated with Various EIRs.
3. Operating Program Goals:
a. Continue to design, construct, and maintain the City’s open space trail system including the construction
of informational kiosks.
b. Continue to patrol parks, open space, creeks and San Luis Obispo Unified School District sites
c. Continue to coordinate with the Police Department on various issues and encounters in the Open Space,
i.e. posting illegal encampments and cleaning up after them.
d. Serve as department representative for Neighborhood Service Team issues and the Major City Goal
related to addressing homelessness.
e. Continue to assist in compliance with the City’s Storm Water Program by assisting in creek and
watershed issues.
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SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
RANGER SERVICE STAFFING
f. Continue to assist in maintenance activities to facilitate mitigation projects in the City’s open spaces.
g. Continue to work closely with CCCMB and other volunteers on collaborative projects to maintain and
enhance the City’s open space trail network.
h. Continue to expand upon the annual Junior Ranger camps offered as an environmental education
opportunity for youth.
PROGRAM WORK COMPLETED
The Ranger Service has assessed the increased needs and has generated efficient ways to address the growing workload.
The scope of workload has been developed utilizing careful review of conservation plans, Natural Resources management
and Ranger Service approved projects, patrol needs, volunteer projects and supervision, among others. The staffing
options outlined in the “Existing Situation: Factors Driving the Need for Change” were developed through analysis of
staffing statistics from like-agencies with similar program goals.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The constraints and limitations to this program stem from the amount, if any of expanded staffing that can be achieved.
With the ideal solution proposed above staff believes that employee retention will continue to an issue as there is only one
full time permanent position budgeted for. Many of the temporary Park Rangers, of whom considerable training and
investment has been made, and who have spent years working for the division, have eventually (some sooner than others)
departed for full time permanent positions with the City or other agencies. By continuing to staff this program with only
one full time Park Ranger, staff would anticipate retention to continue as an issue.
STAKEHOLDERS
A wide range of stakeholders are affected by this program, including community members, residents, trail users (hikers,
runners, bikers) and visitors. Internal stakeholders include the Park Rangers, the Natural Resources program, SLOPD,
SLO Fire and Public Works. The Ranger Service program also offers support to other Parks and Recreation programs for
special events, skate park and community gardens.
IMPLEMENTATION
Task Date
1. Recruitment via Parks and Recreation Department July 2013
2. Recruit and Interview Eligible Candidates
3. Orientation
4. Fingerprint Clearance
Aug 2013
Sept 2013
Oct 2013
5. Enter new employees into required safety trainings
6. Submit City Manager Report for Patrol Citation Approval
Nov 2013
Nov 2013
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
RANGER SERVICE STAFFING
KEY PROGRAM ASSUMPTIONS
Ongoing staffing is based on constant program evaluation by the Parks and Recreation Director and Ranger Service
Supervisor. The model proposed assumes that added volunteers exist to be trained and are willing to lend their time to
support the City’s open space, parks and creek corridors to augment staff resources.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
The Ranger Service Supervisor is responsible for ensuring mission critical services necessary to ensure successful
completion of the Open Space Other Important Objective and staffing levels associated.
Project Team:
Natural Resources, SLOPD, SLO Fire and Public Works
ALTERNATIVES
1. Continue the Status Quo. By continuing with the current Ranger Service staffing structure, the program will continue
to fall behind on parks and open space goals and objectives, as well as continue with inefficient park and open space
patrol causing safety concerns.
2. Implementation in a Different Way. When, in seldom times, contract resources are available for these specialized
Ranger Service projects, the services are not cost effective.
OPERATING PROGRAM
Ranger Service – 60290
COST SUMMARY
The Cost Summary below outlines staffing costs associated with the ideal support staff structure identified by the Ranger
Service Program.
Line Item Description Account No.2013-14 2014-15
Staffing 25,900 25,900
Temporary Salaries 100-60290-7014 20,700 20,700
PERS 100-60290-7040 4,800 4,800
Medicare 100-60290-7044 300 300
Unemployment Insurance 100-60290-7046 100 100
Other Operating Expenditures 200 200
Contract Services 100-60290-7227 200 200
Total Operating Costs 26,100 26,100
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
MINOR CAPITAL: RANGER SERVICE
Summary of Change: A Minor Capital expenditure account for the Ranger Service Program will provide on-going
funding for minor construction and maintenance projects associated with the open space and patrol programs.
Fiscal Impact: Ongoing cost of $5,000 in 2013-14 and $5,000 in 2014-15.
Service Level Impact: As stewards of the City’s open space (6,500 fee and easement acres and 48 miles of trail), the
Ranger Service has identified ongoing costs for maintenance including construction projects (trail related), equipment,
tools and kiosks. A minor capital budget will address these issues in an incremental and on-going fashion without the need
for large capital expenses in future years. This funding will provide resources to accomplish unexpected maintenance and
construction projects in the City’s open spaces.
KEY OBJECTIVES
1. Provide on-going funding for maintenance and minor construction projects without the need for large capital projects
in future years.
2. Respond to equipment and infrastructure needs.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. On-Going Maintenance Needs. Consistent and on-going maintenance is required for the City’s open space and trails.
Staff has identified on-going maintenance needs including non-native plant abatement and repair of old dirt roads and
trails. The Natural Resources Program and the Ranger Service have identified an extensive list of projects in all City
open spaces that have environmental or safety concerns associated with, but not limited to, eroding and unsafe trails
and dirt roads with large ruts, transient activity and dogs off leash.
2. Equipment and Tools. The Ranger Service program has a robust volunteer base to complete extensive open space
projects; however the tools used for these abundant projects are in need of replacement or maintenance. Staff has
identified such equipment that is in need of replacement or maintenance, the list includes but not limited to: various
hand tools, wheel borrows, tarps and loppers.
3. Infrastructure and Kiosks. Minor construction projects to repair or enhance the open space sites include the
replacement of deteriorating fencing and kiosks, signage/directional signage and entry features; greatly improving not
only the look and feel of the open space, but the user experience and safety.
GOAL AND POLICY LINKS
1. 2013-15 Other Important Objective – Open Space
2. Operating Program Goals:
a. Continue to assist in maintenance activities to facilitate mitigation projects in the City’s open spaces.
b. Continue to work closely with Central Coast Concerned Mountain Bikers (CCCMB) and other volunteers
on collaborative projects to maintain and enhance the City’s open space trail network.
PROGRAM WORK COMPLETED
Staff has identified and prioritized projects and tools/equipment replacement and rental needs.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
MINOR CAPITAL: RANGER SERVICE
ENVIRONMENTAL REVIEW
No environmental review required. Conservation Plans have been completed and approved by council
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no program constraints or limitations.
STAKEHOLDERS
The benefactors outside the organization will be thousands of trail users as well as the community at large who will be
able to safely and easily access the Open Space. In addition, hundreds of tourists/visitors will enjoy the City’s extensive
open space system.
KEY PROGRAM ASSUMPTIONS
The cost of the projects and tools/equipment replacement needs identified by staff will not exceed the minor capital
budget requested.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Ranger Service Supervisor
Project Team:
Park Rangers
ALTERNATIVE
Continue the Status Quo. This approach makes it increasingly difficult to complete and prioritize a growing list of open
space projects. Tools, equipment and signage will continue to age to the point in which they are no longer usable;
resulting in unsafe conditions.
OPERATING PROGRAM
Ranger Service – 60290
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Minor Capital 5,000 5,000
Machinery & Equipment 100-60290-7953 5,000 5,000
Total Operating Costs 5,000 5,000
Offsetting Costs Savings or Revenues
Net Operating Costs5,0005,000
Attachment 3
264
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
URBAN-WILDLAND INTERFACE HAZARD FUEL REDUCTION IN OPEN SPACE
Summary of Change: Maintain the wildland vegetation fuel reduction program in the Open Space areas by completing
two vegetative fuel reduction projects a year will cost $5,000 in 2013-14 and $5,000 in 2014-15.
Fiscal Impact: Ongoing cost of $5,000 in 2013-14 and 2014-15.
Service Level Impact: Currently the City owns 14 properties totaling over 3,800 acres and has open space and
conservation easements totaling an additional 3,300 acres. The natural attributes of these properties that make them
attractive to the City also pose a significant wildfire hazard to the abutting residential neighborhoods. This project will
thin brush and Eucalyptus groves in proximity to homes to minimized the fire hazard while enhancing the aesthetics and
biological diversity of this valuable asset.
KEY OBJECTIVES
1. Protect structures from the threat of wildfire by creating a fire break.
2. Reduce the probability of a fire in a structure adjacent to Open Space igniting nearby vegetation.
3. Enhance the wellbeing of native plant communities by thinning out invasive brush and tree species.
4. Removal of 80 cubic yards of vegetative fuel per project.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. The City of San Luis Obispo is a community at risk from wildfire. Our open space surrounding the community is one
of the assets that make the city a desirable place to live. Heavy fuel loading in the form of brush and non-native tree
species that grow in our open space adjacent to the developed neighborhoods increase the risk of significant damage
due to wildfire unless mitigated.
2. The fire department completed three fuel reduction projects in the Open Space in 2008 and another three in 2011.
Much of this work was accomplished through the use of grant funding. During public workshops for adoption of our
Local Very High Fire Severity Zone Maps the public expressed their concern over the City’s maintenance of the Open
Space adjacent to their homes. While the City recognizes the need to reduce the fire hazards associated with the Open
space our efforts have mostly been annual mowing of dry grass behind neighborhoods. There currently exists a need
for a coordinated, sustained, and comprehensive fuel reduction/management program for the City’s Open Space. This
program will partner the Natural Resource Manager and the Fire Marshal to develop and implement an annual
vegetation management program for the Open Space.
GOAL AND POLICY LINKS
1. Maintenance of the Open Space and Public Safety are Major City Goals.
2. This program is in conformance with the General Plan’s Safety Element
3. Providing a minimum of 100 feet of survivable space between structures and wildland fuels in conformance with the
California Public Resources Code.
4. A comprehensive vegetation management plan for the City’s Open Space is a recommended element of the City Risk
Management Plan.
5. Fire safety and vegetation thinning measures are a recommended component of the Conservation Plans prepared for
each City open space property in accordance with the Conservation Guidelines for Open Space Lands of the City of
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
URBAN-WILDLAND INTERFACE HAZARD FUEL REDUCTION IN OPEN SPACE
San Luis Obispo, which, in turn, are incorporated by reference in the General Plan’s Conservation and Open Space
Element.
PROGRAM WORK COMPLETED
The Fire Department and the Natural Resource Program have worked together for the last 5 years on fuel reduction
projects.
ENVIRONMENTAL REVIEW
All projects will be reviewed by the Natural Resource Program to identify sensitive sites and any species of significance.
Major projects other than removal of downed fuel and brush thinning may need to be reviewed by a State Forester or
Biologist. This does not increase cost.
PROGRAM CONSTRAINTS AND LIMITATIONS
Most of the projects will be thinning, pruning and removal of downed fuel. There may arise a need for more aggressive
abatement such as the use of a masticator. In that case public input will be sought.
1. Some projects may need approval/permits from the air board, typically there is no cost for the review.
2. Any significant work in the creek bed may require Fish and Game approval. This does not create additional cost.
3. Larger projects may have the need for public outreach to the adjacent neighborhoods.
4. Any other significant stakeholder or special review considerations that will affect project implementation.
STAKEHOLDERS
The Fire Department, Parks and Recreation, Natural Resource Program, and homeowners adjacent to open space
properties are the main stakeholders. These projects will have a positive effect on the adjacent home owners, many who
have called in concerns about the availability of home owner’s insurance unless there were established vegetation
management policies for the open space lands in proximity of their homes.
IMPLEMENTATION
Task Date
1. Identify Open Space areas that will be targeted for the fuel reduction program. April-June, 2013
2. Prioritize projects June 2013
3. Develop site specific fuel management plans July 2013
4. Implement 1st project August 2013
KEY PROGRAM ASSUMPTIONS
Where deemed appropriate by the Department of Corrections, Cuesta Camp crews will be used to implement fuel
reduction projects with an approximate cost of $200/day. Where crews must work in close proximity of homes California
Conservation Corps crews will need to be used at an approximate cost of $2500/day. Comprehensive management plan
will be developed.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
URBAN-WILDLAND INTERFACE HAZARD FUEL REDUCTION IN OPEN SPACE
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
This program will be jointly managed by the Fire Marshal and Natural Resource Manager.
Project Team:
This program will be planned and implemented by the Fire Marshal in coordination with the Natural Resource Manager.
Additional assistance may be requested from the Park Rangers for supervision of Cuesta Crews.
ALTERNATIVES
1. Continue the Status Quo. A comprehensive vegetation management plan is recommended by the City’s insurance
carrier and our residents adjacent to are open space expect the City to do due diligence in reducing the hazards.
Relying on grant funding availability effects our ability to strategically plan.
2. Defer or Re-Phase the Request. Delaying the program will only result in the accumulation of additional wildland
fuels.
3. Change the Scope of Request. If we do more, then additional projects can be completed each year. If we do less then
then time between project rotations is extended increasing risk.
4. Implementation in a Different Way. Current funding for open space maintenance can be used for these projects but
the funding for fuel reduction programs will need to be diverted from other maintenance programs such as trail
maintenance. However, funding for open space maintenance can be increased a like amount as this request and
earmarked for fuel reduction.
5. Existing Program Evaluation. Currently funds are allocated for the maintenance of Open Space. This includes weed
mowing and trail building and maintenance. Extra funding is being requested by the fire department to better
implement a comprehensive fuel reduction program.
OPERATING PROGRAM
Hazard Prevention (85300)
COST SUMMARY
Line Item Description Account No.2013-14 2014-15
Contract Services 5,000 5,000
100-85300-7227 5,000 5,000
Total Operating Costs 5,000 5,000
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
ENHANCING POLICE RESOURCES
Summary of Change: Increasing the Patrol overtime budget to accomplish comprehensive strategies to address
homelessness, enhance neighborhood wellness and renew the downtown will cost $60,500 in 2013-14 and $60,000 in
2014-15.
Fiscal Impact: Ongoing cost of $60,500 in 2013-14 and $60,000 in 2014-15.
Service Level Impact: Increasing public safety service levels will enable the Police Department to effectively support
the Major City Goals established by the City Council.
KEY OBJECTIVES
1. Increase service levels to address concerns with homelessness, neighborhoods and the downtown.
2. Provide additional resources to the community.
3. Support partnerships with the community and other service agencies.
4. Meet expectations of the Major City Goals related to homelessness, neighborhood wellness and renewal of the
downtown.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
Department staff has developed a work program to partner with City departments, the community and service
organizations to strategically address Major City Goals as presented by the City Council. Staff reviewed the goal
objectives and determined the Police Department develop strategies to address the goals of implementing comprehensive
strategies to address homelessness, enhancing neighborhood wellness initiatives and to assess and renew the downtown.
Staff is requesting an increase to staff extra Community Action Team patrols. This approach will ultimately enable the
department to address staffing challenges and other constraints to meet the expectations of each of these goals.
Community Action Team (CAT)
In November 2012, the City Manager approved the Police Department’s efforts in designating a permanent specialized
two officer unit known as a Community Action Team (CAT). This team was formed through the shifting resources by
removing one officer from the Special Enforcement Team (SET) and one from Patrol.
The mission of the CAT team is to focus a directed effort to provide service to the community’s homeless population. In
any given day police calls for service or self-initiated activity dealing with this populous accounts for up to 30% of all
calls. The CAT team approach will combine the efforts of enforcement, intervention and education. Some examples of
CAT duties include:
Liaison with the City Transient Task Force to circulate information, identify trends and address concerns
regarding the transient population.
Coordinate with outreach groups including Prado, Maxine Lewis, Transitions Mental Health and Adult Protective
Services.
Develop a caseload of frequent contacts and criminal offenders.
Work with the District Attorney, Probation, Parole and other Law Enforcement agencies to investigate, enforce
and track offenders.
Work closely with City Park Rangers to locate and identify individuals living in illegal campgrounds, vehicles
and other illegal locations Including creeks or open space.
Act as a liaison and trainer for the San Luis Obispo Police Department to provide consultation, education and
training with regard to the transient and mentally ill population.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
ENHANCING POLICE RESOURCES
Participate in various crime prevention activities that could include education, marketing and public speaking
throughout the community.
The CAT program is currently a part of the Police Department’s operational budget, which is being carried forward into
the 2013-15 Financial Plan. In order to operate the CAT program as intended and retain its ability to impact adverse
behavior, the Police Department recommends the hiring of two full time bicycle officers to address the other Major City
Goals of Neighborhood Wellness and Assess and Renew the Downtown. The CAT concept will have partial crossover
into these other goals, but will be unable to bear the entirety of the expectations in all the goals presented. Please refer to
the other goal priorities, Neighborhood Wellness Initiatives for the analysis of hiring one bicycle officer position and
Assess and Renew Downtown for an analysis of hiring a second bicycle officer position.
CAT Supplement with the use of Patrol
It is expected that the newly formed CAT team will work a flexible schedule, however, will not be capable of operating 7
days a week. In order to complement vacancies for a CAT presence the department has analyzed its ability to supplement
CAT with overtime by patrol officers. In 2012-13, the annual patrol overtime budget was $355,800. In order to staff two
officers at 8 hours each on a weekly basis for one year, the patrol overtime budget would increase an additional $60,500,
an increase of 17%. This supplemental team would be available to address immediate concerns when the permanent CAT
team is not working and still be an effective presence to create consistency within the expectations of the program.
Use of Volunteers
The Police Department is considering the use of Volunteers in Police Service (VIPS) to increase police presence
throughout the City to include the downtown core. These volunteer patrols would not engage in any type of enforcement.
The cost of equipping the volunteers would be negligible; primarily consisting of uniforms and portable radios, which can
be absorbed in the department’s budget.
GOAL AND POLICY LINKS
1. Major City Goal: 2013-15 Implement comprehensive strategies to address homelessness in our City in partnership
with other entities. Encourage existing, improved, and expanded services (including advocating to the County and
other organizations for delivery of case management, drug, alcohol, and detoxification services, and mental health
services), support the establishment of a new homeless services center, and pursue good-neighbor, safety, and quality
of life programs (including restrooms), using technology as appropriate.
2. Major City Goal: 2013-15 Continue and enhance neighborhood wellness initiatives – continue to support proactive
code enforcement, pursue a residential rental inspection program; improve street cleanliness; increase public safety
enforcement, and support neighborhood-led initiatives.
3. Major City Goal: 2013-15 Assess and renew the Downtown consistent with the adopted Land Use and Circulation
Element update, revitalize Mission Plaza (including consideration of eliminating dogleg), support the continued
development of cultural attractions, enhance lighting/safety components, reduce incidents of illegal activity and
adverse behaviors through enhanced public safety presence and enforcement, provide pedestrian-friendly walkways,
and address limits on alcohol establishments.
4. Patrol Services Operating Program Goal: Continue to develop and implement proactive policing strategies focusing
on neighborhood safety and quality of life.
5. Patrol Services Operating Program Goal: Continue efforts with the current Park Team; partnering officers and park
maintenance workers to more effectively collaborate and resolve issues surrounding City parks.
6. Patrol Services Operating Program Goal: Develop strategies to assign officers designated areas of the City to address
neighborhood and business concerns.
7. Patrol Services Operating Program Goal: Continue to develop and deploy the Community Action Team to address
adverse behavior in the downtown.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
ENHANCING POLICE RESOURCES
PROGRAM WORK COMPLETED
Staff has developed a proposed work program to address concerns identified in the Major City Goals. Additionally, the
department has discussed the impacts of the additional resources and the anticipated outcomes.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The Police Department expects the consistent presence of a CAT team directed at dealing with adverse behaviors will
provide a benefit to the community, however, its efforts will be spread thin as the team tries to address the varied needs of
each of the Major City Goals.
STAKEHOLDERS
Police Department
Community
Other City Staff
IMPLEMENTATION
The Police Department is moving forward with the implementation of a CAT team within its existing operating budget
and will continue to do so into the 2013-2015 financial plan.
KEY PROGRAM ASSUMPTIONS
Key assumptions are based on identifying the needs to fulfill the Council’s Major City Goals. Staff has also created work
programs in conjunction with other City departments that outline work efforts to meet these goals.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Steve Gesell, Chief of Police
Chris Staley, Police Captain
Keith Storton, Police Captain
Project Team:
Police Department
ALTERNATIVES:
1. Continue the Status Quo. The Police Department will continue to address Major City Goals within the departments
existing resources.
Attachment 3
270
SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY
ENHANCING POLICE RESOURCES
OPERATING PROGRAM
80200 – Patrol Services
COST SUMMARY
The following table reflects costs associated with supplementing CAT related overtime, and a video surveillance camera
system.
Line Item Description Account No.2013-14 2014-15
Staffing 60,500 60,000
Special Events Overtime CAT 100-80200-7024 60,500 60,000
Total Operating Costs 60,500 60,000
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
CONVERSION OF TEMPORARY TREE MAINTENANCE STAFF TO REGULAR STAFF
Summary of Change: Convert a full-time temporary position in the Tree Maintenance program to a full-time regular
Tree Trimmer I position.
Fiscal Impact: Ongoing costs of $21,000 in 2013-14 and $21,000 in 2014-15.
Service Level Impact: An ongoing need is evidenced by the fact that a full time temporary position has been used for
regular tree trimming work for the past five years. Converting the temporary position to full time regular is in compliance
with City policies, provides for an efficiently sized trimming crew, and lowers cost of turnover. The current temporary
salaries budget will be used to offset the cost of the regular position.
KEY OBJECTIVES
1. Adequately support Council Goals
2. Compliance with the City’s Budget and Fiscal Policies on Human Resource Management regarding appropriate
staffing
3. Establishment of efficiently staffed trimming crew, retention of key skills, and decreased costs associated with
turnover and retraining.
4. Implement recommendations from the 2011 Public Works Department Assessment to allow for trimming activities to
continue during absences, service request response without interruption of trimming operations, adequate traffic
control support on busy streets, and for small tree care.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. This program is implicated in several City Goals: Enhance Maintenance of City Infrastructure - including the urban
forest; Assess and Renew the Downtown - where trees can provide a positive ambiance for shopping; Expand Bicycle
and Pedestrian Paths - which often include tree planting, maintenance of infrastructure pertaining to the urban forest;
Improve Transportation - where trees can provide a positive amenity to improve walking experiences; and
Neighborhood Wellness - because the urban forest staff participates with citizens in neighborhood tree plantings. The
program fosters environmental, aesthetic, economic improvements, and quality of life enhancements.
2. The Tree Maintenance crew is currently staffed by two regular Tree Trimmers and the City Arborist, and is
responsible for an urban forest totaling 19,000 trees, and growing. To augment this operation, two temporary
employees regularly work with staff, and a contractor supplements trimming operations and performs stump grinding
and large tree removals. One temporary employee has worked for the City for 10 years, and for the last 5 years has
worked close to full time (up to 1890 hours) to provide coverage during absences and maximize crew efficiencies.
This proposal would convert the two temporary employees into one regular full time employee.
3. Recommendations from the Public Works Department Assessment of 2011 regarding staffing included the
elimination of the Urban Forest and Contract Services Manager, and the consolidation of the two temporary
employees into a single regular position. The consolidation was recommended to increase capacity of the crew, allow
for trimming activities to occur during absences, allow the crew to respond to service request and provide small tree
care without having to cease trimming operations, and to provide adequate traffic control support on busy streets. A
regular employee can also be given more responsibilities in the program than can be expected of a temporary
employee. The Urban Forest and Contract Services Manager was eliminated in a previous budget and the
consolidation of the temporary positions is recommended under this request.
Conversion of one temporary full time position to a regular Tree Trimmer I complies with the City’s Budget and
Fiscal Policies which state “Regular employees will be the core work force and the preferred means of staffing
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
CONVERSION OF TEMPORARY TREE MAINTENANCE STAFF TO REGULAR STAFF
ongoing, year-round program activities that should be performed by full-time City employees rather than independent
contractors. Temporary employees will generally augment regular City staffing as extra help employees, seasonal
employees, contract employees, interns and work-study assistants.” Staff’s analysis of the staffing of this program
during the past 5 years clearly indicates this need is not seasonal, but is ongoing and a needed part of the core
workforce.
4. The addition of the third crew member is needed to maximize the effectiveness of the City's urban forest maintenance
activities. The optimal trimming cycle for trees is about 3 years, although it varies depending upon the species. In the
last 20 years, the City has averaged a pruning cycle of 7 years. More frequent pruning (reduced cycle length)
provides for more light prunings and fewer heavy prunings. The longer trees go without pruning, the heavier the
limbs become, thus increasing the risk of failure. Once the trees are pruned, the pruning of larger limbs increases the
likelihood of sucker growth, which produces weaker limbs, perpetuating the cycle of problematic trees. Light pruning
allows a skilled arborist to establish a high quality tree structure, less prone to limb failure and of improved
appearance. This work starts during the earliest years of the trees life and continues through the life of the tree. This
work will be performed by the third crew member during watering operations. A three person crew is industry
standard and is approximately 25% more efficient than a two person crew because of the ability of the ground person
to adequately support the trimming efforts of two trimmers. The other key benefit is to maintain trimming operations
during absences of one trimmer as all aerial work requires another person be present on the ground during the work.
Both of these benefits provide for shorter pruning cycles, leading to a healthier urban forest.
5. Detailed work, such as young tree care and pruning in high profile areas of the City, is completed by staff because of
the level of attention they give to maintaining proper structure and appearance. Areas, such as the downtown and the
Commemorative Grove, and other places where community concerns are high regarding safety and / or appearance,
are always performed by staff. Contract service is effective where work is routine and where removing weight and
dead or diseased areas is more important than the appearance. Contract service trimming crews do not typically
include Certified Arborists who have more detailed knowledge of tree structure and health. The City’s crew performs
a number of other functions that are not typically found in contract services companies, including abatement noticing,
tree well maintenance, Arbor Day celebrations, which include primary school talks and poetry contests, prompt
emergency and service request response, and day to day education of the community about their work and the urban
forest in general.
The City currently has four certified arborists on staff, the City Arborist, both Tree Trimmers, and a long-term
temporary employee. The staff additionally has a number of other certifications providing a broad range of skills that
can be brought to bear on behalf of the City, such as hazard tree assessment certifications and recognized skills in
valuing damaged or removed trees for purposes of Municipal Code enforcement, safety and other environmental
certifications. Trimming by the City crew is generally more thoughtful and thorough, as the bottom line cost is less of
an issue than is the overall long term health and structure of the tree, and the urban forest as a whole.
GOAL AND POLICY LINKS
1. Budget and Fiscal Policies – Human Resource Management, Regular Staffing.
2. Major City Goals of Enhance Maintenance of City Infrastructure, Assess and Renew the Downtown, Expand Bicycle
and Pedestrian Paths, Maintenance of City Infrastructure, Improve Transportation, and Neighborhood Wellness.
3. Downtown Street Tree Management Plan.
4. The goal of the Tree Maintenance Program is to manage and care for the City’s Urban Forest through: 1) fostering
environmental, aesthetic 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 environment
where citizens are encouraged to participate in this endeavor.
Attachment 3
273
SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
CONVERSION OF TEMPORARY TREE MAINTENANCE STAFF TO REGULAR STAFF
PROGRAM WORK COMPLETED
The existing situation has been evaluated.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no significant project constraints, limitations, or environmental review. This addition will not resolve other
program limitations relative to Tree Committee support, illegal removals, and permit enforcement.
STAKEHOLDERS
The community as a whole benefits from a healthy urban forest, maintained by an efficient and effective program staff.
IMPLEMENTATION
The program will be implemented upon budget adoption according to the City’s recruitment policies.
KEY PROGRAM ASSUMPTIONS
The change assumes the new position will be budgeted at Step 1 of the Tree Trimmer I classification.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
City Arborist
Project Team:
City Arborist and Human Resources
Alternatives:
1. Continue the Status Quo. The City could continue to employ a temporary employee working nearly full-time, year
round, outside City policies for staffing. However, continued use of a temporary City Worker at the historical level
would require the City to provide “affordable” health coverage starting in January 2014 in compliance with the
Affordable Care Act, employer “pay or play” mandate.
2. Implementation in a Different Way. The alternative to regular employee conversion is to have only seasonal
temporary employees and expand contract services. This would reduce the efficiency and capacity of the City crew. It
would cost between $46,000 and $93,000 to complete the work with contract services equating to the work not
completed as a result of reducing the crew size from three to two. The ability to obtain a seasonal employee with the
necessary Class B license with tanker endorsement to drive the watering truck, is questionable. This will require the
regular crew to complete watering, further reducing the capacity to maintain trimming activities and other urban forest
work in support of the Council’s Goals. This City program regularly receives commendation from the general public
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
CONVERSION OF TEMPORARY TREE MAINTENANCE STAFF TO REGULAR STAFF
on the work, and staff’s willingness to take a moment to educate the public on the urban forest and specifically, the
work underway.
Contract service is a cost effective way to do large volume block by block pruning and existing use of contract
services is recommended to continue. The City currently spends about $40,000 per year in contract services, down
from $60,000 in 2007-08. The City’s current blend of in-house and contract services was confirmed, and
recommended for continuance, although with higher funding levels for contract services, in the Department’s
Assessment report.
OPERATING PROGRAM
50220 Tree Maintenance
COST SUMMARY
Temporary salaries will be converted to regular salaries with an additional augmentation to fund ongoing costs.
Line Item Description Account No.2013-14 2014-15
Staffing 68,900 68,900
Regular Salaries 50220-7010 47,400 47,400
Health & LTD Insurance 50220-7040 15,100 15,100
PERS Retirement 50220-7042 6,400 6,400
Total Operating Costs 68,900 68,900
Offsetting Costs Savings or Revenues
Temporary Salaries 50220-7014 (47,900)(47,900)
Net Operating Costs 21,000 21,000
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
LANDSCAPE AREA CONTRACT SERVICES
Summary of Change: Additional landscaped areas have been added to the City’s inventory and need regular, ongoing
maintenance services.
Fiscal Impact: Ongoing cost of $14,600 in 2013-14 and $14,800 in 2014-15.
Service Level Impact: Providing additional ongoing funding for Contract Services for landscape maintenance will
provide regular maintenance and weed abatement in areas newly assigned to this program for maintenance.
KEY OBJECTIVES
1. Meet Property Maintenance standards endorsed by the City by providing regular maintenance to City facility
landscaping, and meet fire safety requirements for weed abatement.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
1. Over the last two years, additional facilities have been added to the program for maintenance. Some, such as the
median on Broad Street below South, are new, others, such as the Adobes, have received only sporadic maintenance
and a higher level is needed to meet City standards for property maintenance. Ongoing funding is required to meet
these needs.
GOAL AND POLICY LINKS
1. Council Goals – Sustain Essential Services, Infrastructure, and Fiscal Health / Enhance Maintenance of City
Infrastructure (attention to streets, parks, public buildings) / Continue and Enhance Neighborhood Wellness Initiatives
(applies to some facility and park site work)
2. The Parks & Landscape Maintenance program goal is safe, useful, and attractive parks and landscaped areas.
PROGRAM WORK COMPLETED
Quotations have been received from existing contract maintenance firms to provide the necessary work.
ENVIRONMENTAL REVIEW
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no significant project constraints or limitations.
STAKEHOLDERS
The public is the significant stakeholder who will be most affected by a lack of maintenance or proper weed abatement.
Some modest reductions in water use can be anticipated.
Attachment 3
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SIGNIFICANT OPERATING PROGRAM CHANGE –
LEISURE, CULTURAL & SOCIAL SERVICES
LANDSCAPE AREA CONTRACT SERVICES
IMPLEMENTATION
Task Date
1. Prepare contract amendments and obtain approvals July 2013
2. Implement new work July 2013
KEY PROGRAM ASSUMPTIONS
Cost projections are based on quotations from current contract service providers.
PROGRAM MANAGER AND TEAM SUPPORT
Program Manager:
Todd Beights, Park Maintenance Supervisor
Project Team:
No other departments or divisions are effected.
ALTERNATIVES
1. Continue the Status Quo. New areas will receive little to no maintenance without funding for maintenance services.
OPERATING PROGRAM
50200 Parks and Landscape Maintenance
COST SUMMARY
Ongoing cost of $14,600 in 2013-14 and $14,800 in 2014-15 are for added facility and median landscaping.
Line Item Description Account No.2013-14 2014-15
Contract Services 14,600 14,800
Landscape & Pruning Contract 100.50200.7257 14,600 14,800
Total Operating Costs 14,600 14,800
Attachment 3
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blank.
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ATTACHMENT 4
CAPITAL IMPROVEMENT PLAN
SUMMARY BY FUND
_____________________________________________________________________________________
The Capital Improvement Plan (CIP) includes funding for all construction projects and related costs such
as study, design, acquisition and construction management, land purchases and equipment additions or
replacements that cost more than $25,000 per project or item. Capital purchases of $25,000 or less are
included in the operating budget under Minor Capital.
The purpose of the CIP is to systematically plan, schedule, and finance capital projects to ensure cost-
effectiveness as well as conformance with established policies. The CIP is a five-year plan organized into
the six functional groupings reflecting the operating programs.
Budget Policy
On December 18, 2012, the City Council approved a change in the limit for CIP write-up. The previous
limit was $15,000 that was increased to $25,000.
For 2013-15, City staff recommends a Capital Improvement Plan program that considers the Major City
Goals in infrastructure maintenance and transportation as defined by the Council. It also pursues projects
to maintain Information Technology and City Facility Maintenance. Below is a cost summary for the two-
year plan per fund. The projects are grouped by fund.
Fund 2013-14 2014-15
General Capital Improvement Projects
Fleet Fund
Information Technology Fund
Major Facility Replacement Fund
Total Capital Investment
$4,012,300
$1,175,700
$906,173
$391,300
$6,485,473
$28,240,292
$855,300
$1,199,042
$789,800
$31,084,434
ATTACHMENT 4
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280
Recommended CIP 2013-15
General Fund
CIP Name Funding Source 13-14 General
Fund
13-14 Grant
Fund
14-15 General
Fund
14-15 Grant
Fund
14-15 Debt
Financing
Open Space Acquisition General Fund, Grant 200,000 200,000 350,000
Facility Maintenance General Fund 54,000 54,000
Purchase of Mobile Equipment Lifts &
Safety Stands
General, Water, Sewer,
Whale Rock, Parking
74,892
Central Irrigation Controller Replacement General Fund 175,000
Downtown Tree and Sidewalk
Replacements
General Fund 40,000
Mission Plaza Master Plan Development Grant 50,000
Mission Plaza Railing Upgrade General Fund 30,000 30,000
Olympic Pool Replastering General Fund 25,000 310,000
Pedestrian and Bicycle Pathway
Maintenance
General Fund 60,000 60,000
Playground Equipment Replacement General Fund 310,000
Replace Park Pedestrian Lighting General Fund 60,000
Fire Engines and Truck 1 - Replacement of
Extrication Equipment
General Fund 60,400
Hose Replacement General Fund 53,900
Bicycle Facility Improvements General Fund 25,000 25,000
Bob Jones Trail Connection at LOVR Grant 600,000
Bob Jones Trail Octagon Barn Connection Grant 125,000 40,000
City Wayfinding Program General Fund 40,000 25,000
Downtown Renewal General Fund 525,000
Johnson Underpass Pump General Fund 190,000
LOVR Interchange Improvements Grant; Debt Financing 15,000,000 8,005,000
Marsh Street Bridge Replacement General Fund; Grant 19,258 148,642
Neighborhood Traffic Improvements General Fund 20,000 20,000
Prado Bridge Deck Overlay General Fund; Grant 2,294 17,706 20,646 159,354
Railroad Safety Trail - Taft to Pepper TIF; Grant 1,234,000
Replacement of Lighted Crosswalks on
Marsh & Higuera Sts.
General Fund 43,500
Sidewalk Ramp Construction CDBG; General Fund 10,000
Sidewalk Repairs General Fund 25,000 25,000
ATTACHMENT 4
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1
Recommended CIP 2013-15
General Fund
CIP Name Funding Source 13-14 General
Fund
13-14 Grant
Fund
14-15 General
Fund
14-15 Grant
Fund
14-15 Debt
Financing
Storm Drain Culvert Repair and
Replacement
General Fund 180,000 120,000
Storm Drain System Replacement General Fund 350,000 500,000
Street Reconstruction and Resurfacing General Fund 1,200,000 1,200,000
Traffic Operation Improvement Projects General Fund 30,000
Traffic Safety Improvements Projects General Fund 25,000 25,000
Traffic Sign Maintenance General Fund 40,000 40,000
3,070,952 941,348 3,451,938 16,783,354 8,005,000
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN – COMMUNITY DEVELOPMENT
OPEN SPACE ACQUISITION
Project Description
Continued funding for high-priority open space acquisition projects in the Greenbelt surrounding the City of San Luis Obispo supported at $200,000 annually from
2013-2015 and $250,000 annually from 2015-2018, consistent with historic funding levels for the Greenbelt Protection Program.
Maintenance/Replacement New projects Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Commit funding to open space
Need and Urgency
The City of San Luis Obispo continues to actively pursue fee simple and conservation easement acquisition opportunities to enhance the Greenbelt surrounding the
City, and to provide recreational and habitat connectivity opportunities for its citizens. The Council has consistently supported such efforts, particularly when they
are leveraged with outside funding. Several key acquisition opportunities exist for such efforts over the 2013-2015 financial plan period, including additions to the
Reservoir Canyon Natural Reserve and the Irish Hills Natural Reserve, as well as conservation easements which will protect larger landscapes including scenic
views and City gateways, headwaters to San Luis Obispo Creek and several perennial streams, and valuable habitat areas.
It is anticipated that rural and agricultural land values will begin to recover with the rest of the economy, making it an important moment of time to continue to
take advantage of conservation opportunities in the current real estate market. At the same time, several long-standing family properties are seeing transitions
between generations, which often-times represent a pivotal moment and opportunity to endeavor upon a conservation transaction.
Open space acquisition was an important community benefit acknowledged in the successful campaign for Measure Y in 2006, and remains a priority of citizens
and the City Council, resulting in ongoing efforts being designated by the City Council as an “Other Important Objective” for the 2013-2015 financial plan period.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN – COMMUNITY DEVELOPMENT
OPEN SPACE ACQUISITION
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
11250 – Natural Resources Protection
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 99837950
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $0
Environmental / Permit $0
Land Acquisition $200,000$200,000$250,000$250,000$250,000$1,150,000
Site Preparation $0
Design $0
Construction $0
Construction Management $0
Equipment Acquisition $0
Total $0$200,000$200,000$250,000$250,000$250,000$1,150,000
Ongoing costs associated with Open Space are supported by the Natural Resources Program and Parks and Recreation Department base annual budgets, together
with a SOPC for Urban-Wildlands Interface Fuel Reduction. In terms of life expectancy, real property interests acquired for conservation and open space purposes
are typically expected to be managed and held in perpetuity. Additional ongoing costs resulting from new acquisitions will vary depending on the project type; for
example, a new open space preserve that is owned in fee simple where new trails, parking, and signs are anticipated will result in substantive new, ongoing costs.
An addition or expansion of an existing preserve may only result in modest additional costs due to existing mobilization efforts and infrastructure, while the
acquisition of a conservation easement interest would generate minimal ongoing costs.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN – COMMUNITY DEVELOPMENT
OPEN SPACE ACQUISITION
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $200,000$200,000$250,000$250,000$250,000$1,150,000
Enterprise Fund $0
Grant $350,000 $350,000 $700,000
Debt Financing $0
Developer Contribution $0
Total $0$200,000$550,000$250,000$600,000$250,000$1,850,000
Project Funding by Source
City funds have consistently been matched by funds provided through Army Compatible Use Buffer (ACUB) program monies secured by The Land Conservancy
of SLO County, while grant funding from the State Coastal Conservancy, California Farmland Conservancy Program, and California Wildlife Conservation Board,
(major sources the City has historically been successful with) can be applied for at any time. The renewal of the federal Farm Bill also promises greatly enhanced
and streamlined funding through the Farm and Ranchland Protection Program (FRPP). Lastly, the expanded federal tax incentives associated with qualified
conservation contributions (IRC 170(h)) were renewed at the end of 2012, thereby providing an enhanced incentive for charitable donations and “bargain-sale”
conservation transactions for landowners with a broader range of annual income.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: possible on a case-by-case basis.
Project can be phased – Number of years for phasing: possible on a case-by-case basis.
Project Team
Assignment Program Estimated Hours
Project Manager Natural Resources 2500
Project Support Natural Resources 1000
Technical Studies Natural Resources 100
Environmental Clearance Community Development 100
Contract Management Natural Resources 100
Construction Management N/A
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FACILITY MAINTENANCE
Project Description
Completing ongoing regular maintenance of City facilities to maximize lifespan and minimize significant capital maintenance and facility replacement will cost
$54,000 in 2013-14, $54,000 in 2014-15, $37,600 in 2015-16, $38,200 in 2016-17, and $38,800 in 2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Enhance Infrastructure Maintenance
Need and Urgency
1. Program Organization and General Needs:
The Building and Swim Center programs are jointly staffed by five technical maintenance staff and one, half time temporary employee, operating under the
supervision of the Facilities Maintenance Supervisor. Four of the staff focus on general building maintenance and repair, and the remaining one and one-half
staff focus on Swim Center maintenance. Best practices indicate that properly staffed maintenance programs should be achieving a mix of 20% reactive
maintenance and 80% preventative maintenance. Given the square footage and level of resources assigned to the program , the program operates at
approximately 75% reactive, and 25% preventative maintenance work. In the long term, the additional resource for regular minor maintenance will reduce
capital improvements costs for major maintenance by providing planned equipment replacement and more frequent preventive maintenance to the building
shells. The addition of resources to the combined programs will improve the ability of the City to properly maintain its facilities over the long term. The
industry standard recommends one maintenance FTE for every 40,000 to 50,000 square feet of occupied space. When all types of sites are included, the current
program has one maintenance FTE for every 114,000 square feet, further indicating the importance of making regular and ongoing investment in major and
minor maintenance activities to allow the City to keep staffing resources to the minimum. The tax payers, as the owners of city properties, benefit from proper
infrastructure maintenance which reduces overall lifecycle cost by controlling the cost of major repairs that result from deferred maintenance.
2. Specialty Needs:
A. The existing chemical pumps on the Olympic pool were installed in 2003 when the pool was converted from bromine to chlorine. These pumps have an
average life-span of 10-15 years with proper maintenance. The existing pumps are now 10-years old and are starting to experience failures. To affect
repairs, staff purchased several thousand dollars’ worth of parts in the last few years. Rebuilding the pumps for several more years is feasible, with the
exception of the motor component. When working with the manufacture (LMI Milton Roy) and the manufacturers’ representative (Knorr Systems) to
attain the needed repair parts, it was found this particular model of pump/motor has been discontinued. The existing pump heads currently require heavy
maintenance and once the parts needed for pump repair are no longer available, they cannot be repaired. The motor drive parts are no longer available. The
drive has recently begun leaking oil at the seals. In the event of motor drive failure, the pool will have to be closed until a replacement is installed.
B. The automated cleaning robot, better known as an auto-vac, allows one employee to clean two pools at once. The County Health Dept. does not allow for
any kind of cord or hose in the pool during patron use due to the potential hazard of swimmers becoming entangled. During the small cleaning windows
when no swimming is programed, staff simply drops the auto-vac into the pool and turns it on and it scrubs and vacuums the pool bottom while the staffer
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FACILITY MAINTENANCE
sets up for more complex cleaning or maintenance related tasks in a different pool or other areas of the swim center. The current auto-vac is six years old,
and has served well since it was acquired at the construction of the therapy pool in 2006. To minimize repair costs (the most recent $1,400) and staff time
spent repairing this piece of equipment, this request seeks funding to replace the auto-vac. The vacuum has already failed and repairs were inadequate to
keep the unit operational.
C. Termite tenting of the Ludwick Center. The gym floor of the Ludwick Center was water damaged by a roof leak, the roof was replaced, and during repairs
to the gym floor, evidence of termites was found. An inspection of the site was requested, and a situation was found that should be addressed as soon as
possible with pest control work. There are active colonies of both subterranean and dry wood termites. Topical treatments have been used, but that
approach lacks the thoroughness needed to complete the job. This is a request to fund subterranean and complete tenting treatments of the building during
the next maintenance shutdown, and reflects the action listed in the inspection report.
3. Exterior Painting:
Of the sites overseen by Building Maintenance, only 3 have been repainted on the exterior in the last 10 years, the Police Department Annex, the Utilities
Administration Building, and the Parks and Recreation building. Best practices in the building maintenance industry recommend repainting building exteriors
every 10 years. With over 30 different sites maintained by the Building Maintenance division, the entire inventory should have been repainted in the last 10
years. Regular painting seals buildings against damage to prolong building life and prevent more costly repairs created by water intrusion.
Funding will be used yearly to repaint the smaller size facilities (4000 to 7000- square feet) through a painting contractor. Each year City buildings will be
evaluated for need and painting of the highest priority sites completed.
4. HVAC:
In 2012 the Building Maintenance division responded to 223 HVAC repair requests totaling more than 700-hours of labor and $28,000 in parts. The City owns
literally hundreds of pieces of HVAC equipment, much of it far beyond its expected service life. This request would establish on-going funding to start a
replacement program to address these ageing pieces of smaller sized equipment in a proactive lifecycle costing process.
The standard industry approach is to replace equipment in a planned, funded, and organized fashion as it nears the end of its anticipated lifespan to reduced
maintenance costs and provide quality environments for building occupants. This funding allocation will repair aging equipment and cooling equipment
downtime, and increase time available to support other maintenance needs.
5. Rollup Doors:
Some of the current roll-up doors are approaching 30-years of service and are becoming severely worn and are requiring multiple repairs using extraordinary
measures to keep them working. Maintenance efforts and dollars spent on these doors have increased (2011= 20 work orders, with 50 staff hours, $2,600 on
parts, and $886 in contracted repairs. 2012 = 25 work orders, with 76 staff hours, $3,424 on parts, and $4,391 in contracted repairs) with the corresponding
staff time and financial impacts.
The repair cost trending is clear. As these doors approach the end of their usable lifecycle, the resources needed to keep them working will increase until
catastrophic failure occurs which will result in an unplanned and unbudgeted replacement project. This funding will establish a regular equipment replacement
program to enable a proactive equipment change out approach to facility needs.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FACILITY MAINTENANCE
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50230 Building Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. Master Account to be developed for this ongoing annual facility maintenance program
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $54,000$54,000$37,600$38,200$38,800$222,600
$0
Total $0$54,000$54,000$37,600$38,200$38,800$222,600
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Regular investment in infrastructure maintenance will
reduce efforts and direct costs for reactive maintenance.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FACILITY MAINTENANCE
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $54,000$54,000$37,600$38,200$38,800$222,600
$0
Total $0$54,000$54,000$37,600$38,200$38,800$222,600
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: Deferred repairs will increase in cost, and work order response time will remain
unusually long.
Project can be phased – Number of years for phasing:
Project Team
These projects are minor in size and will be managed by the Facilities Maintenance Supervisor
Site List – For multi-year projects
Currently Anticipated Location Estimated Cost Implementation Year
Specialized Needs
Swim Center Chemical Pumps & Vacuum
Ludwick Center Pest Treatment
$17,000
$13,000
2013-14
2014-15
Exterior Paint
Fire Station 2
Jack House Service Building
Fire Station 3
Corp Yard Bldg B
Rosa Butrone Adobe
$12,500 annually
2013-14
2014-15
2015-16
2016-17
2017-18
HVAC
Corp Yard
Police Station
Fire Stations
Utilities Administration
Parks & Recreation
$15,000 annually
2013-14
2014-15
2015-16
2016-17
2017-18
Rollup Door Replacement
Corp Yard A, Fire Stations
$9,500 annually
2013-18
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FACILITY MAINTENANCE
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
PURCHASE OF MOBILE EQUIPMENT LIFTS AND SAFETY STANDS
Project Description
Purchase two sets of four Stertil-Koni Mobile Lifts with 18,000 lbs. per lift capacity, overall total capacity of 144,000 lbs. and six 12-ton capacity Stertil-Koni
Medium height support stands (Safety Stands) and six tall support stands (Safety Stands) for a total capacity of 144,000 lbs. The total costs for these lifts is
$101,026 in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
The lifts and safety stands are immediately needed in order to service heavy equipment including the fire tiller aerial truck. At present, fleet maintenance
department does not have the ability to service these vehicles other than on ground repairs which are limited. All special repairs that require the vehicle to be lifted
are sublet for repairs, which reduces critical emergency vehicle in service time.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50340 Vehicle and Equipment Maintenance
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
PURCHASE OF MOBILE EQUIPMENT LIFTS AND SAFETY STANDS
Project Phasing and Funding Sources
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $101,026 $101,026
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: none
Anticipated Facility Life Span:
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund (200 assets)$0$74,892 $74,892
Water Fund (24 assets)$9,109 $9,109
Whale Rock (6 assets)$2,024 $2,024
Sewer Fund (36 assets)$13,157 $13,157
Parking Fund (6 assets)$2,024 $2,024
Total $0 $0$101,206 $0 $0 $0$101,206
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Project Proponent Fleet
Project Manager Fleet Supervisor
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
PURCHASE OF MOBILE EQUIPMENT LIFTS AND SAFETY STANDS
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
PURCHASE OF MOBILE EQUIPMENT LIFTS AND SAFETY STANDS
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
PURCHASE OF MOBILE EQUIPMENT LIFTS AND SAFETY STANDS
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
CENTRAL IRRIGATION CONTROLLER REPLACEMENT
Project Description
Replacing the Parks Central Irrigation Control system will cost $175,000 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
The Park Maintenance Division upgraded the majority of its irrigation controllers to a central-control system in 1993 to improve the efficiency, monitoring, and
control of irrigation water use citywide. This electronic equipment is quickly approaching its 20-year anniversary and is no longer operating reliably. The
manufacturer of this equipment sold the business in 2010 and product support, software updates, and technical services are extremely limited. Replacement
components are often no longer available and the Central computer software operation is deteriorating and crashing with increased frequency. Being the biggest
single consumer of water in the community, it is of utmost importance to maintain the best control of water resources. If the Central Irrigation system fails
communication will be lost with the weather station that recalculates irrigation runtimes on a daily basis, eliminating the ability to make water-saving adjustments.
Replacing the 20-year old Central Control computer system and field controllers will ensure the continued responsible stewardship of the City’s water resources.
Reusing existing telemetry infrastructure and performing equipment change out with City staff will save $75,600.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
CENTRAL IRRIGATION CONTROLLER REPLACEMENT
Operating Program Number and Title:
50200 Parks and Landscape Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
$0
Equipment Acquisition $175,000 $175,000
Total $0$175,000 $0 $0 $0 $0$175,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: There are no additional ongoing costs as a result of the
replacement of the central controller. If the unit is not replaced, higher water use and associated costs may occur. There may be increased water savings due to
more modern computer modeling and technology.
Anticipated Facility Life Span: The new Central Irrigation Controller has an expected life of 15 years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $175,000 $175,000
$0
Total $0$175,000 $0 $0 $0 $0$175,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Equipment Purchase Parks Maintenance 40
Equipment Salvage Parks Maintenance 100
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
DOWNTOWN TREE AND SIDEWALK REPLACEMENTS
Project Description
Removal and replacement of damaged, diseased or hazardous trees, and removal and replacement of damaged sidewalk at tree wells with Mission Style Sidewalk
and cast iron tree well covers in the Downtown will cost $40,000 annually beginning in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health; Assess and Renew the Downtown; Enhance
Maintenance of City infrastructure
Need and Urgency
In 2006 the City completed an assessment of all trees in the Downtown. The assessment identified and prioritized trees and sidewalks areas that need to be
replaced in the Downtown area. Approximately 130 trees that line the streets of the Downtown core area are approaching maturity and now pose an elevated
maintenance responsibility as well as an increased liability. These trees were all planted at about the same time and will decline in health at about the same time,
leaving the Downtown core area with a radically different character. Selectively removing the trees posing the greatest liabilities and replacing them with new,
approved species will ensure a healthy and diverse urban forest for future generations. Additionally, in several areas tree roots have displaced the sidewalk and
made the surface uneven making it a challenge to walk on for pedestrians. The recently updated tree well design will promote healthier tree trunks, further
reducing the potential for damage and associated disease.
In 2007 the Council approved the Downtown Street Tree Maintenance Plan that outlined a strategic approach to replacement of the downtown trees. This project
combines the goals of rebuilding tree wells, expanding the inventory of Mission Style Sidewalk and removing trip hazards. Areas of standard gray sidewalk that
have been lifted by tree roots will be replaced with Mission Style Sidewalk. Where a large healthy tree exists, the tree well will be expanded to provide as much
room as possible for the tree. Where an unhealthy tree exists, removal and replanting of the tree will be accomplished first including a new tree well with a cast
iron tree grate. The Maintenance Plan specifies a phased approach to removals to prevent sudden loss of large areas of canopy. Areas will be selected for work to
address any immediate hazards indicating removal and replacement of trees or sidewalks in needed, followed by less urgent tree and sidewalk needs. The project
was initiated as part of the 2007-09 Financial Plan, and continued in the 2009-11 Financial Plan, where project funding was incorporated into the larger Downtown
Maintenance and Beautification project.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
ATTACHMENT 4
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DOWNTOWN TREE AND SIDEWALK REPLACEMENTS
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50220 Tree Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $40,000$40,000$40,000$40,000$160,000
Construction Management $0
Total $0 $0$40,000$40,000$40,000$40,000$160,000
Anticipated Facility Life Span: Sidewalk can last indefinitely; however, sidewalk areas around trees have a shorter life span and may need to be repaired within 10
years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $40,000$40,000$40,000$40,000$160,000
$0
Total $0 $0$40,000$40,000$40,000$40,000$160,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is presented as a phased project.
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DOWNTOWN TREE AND SIDEWALK REPLACEMENTS
Project Team
Assignment Program Estimated Hours
Project Manager CIP Engineering – Design 250
Environmental Clearance Community Development 8
Contract Management CIP Engineering – Administration 80
Construction Management CIP Engineering – Construction 200
ATTACHMENT 4
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LEISURE, CULTURAL & SOCIAL SERVICES
MISSION PLAZA MASTER PLAN DEVELOPMENT
Project Description
Updating and preparing a new master plan for Mission Plaza will cost $50,000 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health, Assess and Renew the Downtown & Enhance
Maintenance of City infrastructure
Need and Urgency
Issues have surfaced over the last few years regarding the Mission Plaza from users, staff, the general public, and the adjacent use, and include the following:
• Landscaping / irrigation proximity to Mission building
• Impact of events on Mission operations
• Lemon Eucalyptus tree replacements needed due to disease and proximity to Mission building
• Plant material deterioration
• Capacity of the plaza for events - number, size and types of events
• Management of runoff from events / cleanliness, in close proximity to creek
• Restroom facility size, condition, and accessibility
• Surface treatments for walkways and drive aisles currently damaged / High maintenance for tiles in Mission Style pavement
• Maintenance of creek walls – missing wall grout
• Maintenance / replacements for pedestrian/vehicle bridges
• Pedestrian connectivity and circulation
• Lighting
• Broad and Monterey Streets uses and design – appearance, function, impacts, and prioritization of any identified improvements
• Security
• Picket spacing on Mission Style fencing
• Impact of Art Center expansion and potential History Center expansion
• Accessibility throughout the plaza
• Bank stabilization
• Flag display
The size of the list indicates that, given the age of the Plaza, it is appropriate to take a look at the current function the Plaza plays in the City and define priorities
for maintenance and improvements. Some components of this list are moving forward for maintenance work because they have fallen into a state of disrepair, such
that repairs cannot be significantly delayed.
ATTACHMENT 4
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LEISURE, CULTURAL & SOCIAL SERVICES
MISSION PLAZA MASTER PLAN DEVELOPMENT
The intent of this effort is to convene a working group of interested citizens, representatives from the arts and cultural community, advisory body members, and
staff to develop an updated plan for future work and development of the Plaza and associated streets connecting the Plaza to other arts and cultural facilities. From
this effort would flow not only a vision for the future of the Plaza and surrounding streets, but also information to assist in prioritizing and sizing maintenance and
replacement efforts for future Capital improvements.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50200 Park and Landscape Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $50,000 $50,000
Total $0$50,000 $0 $0 $0 $0$50,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: The plan will not, in and of itself, result in any ongoing
maintenance costs. Planning and prioritization will assist in preventing reworking of projects after they have been completed, to accomplish new projects.
ATTACHMENT 4
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LEISURE, CULTURAL & SOCIAL SERVICES
MISSION PLAZA MASTER PLAN DEVELOPMENT
Anticipated Facility Life Span: The master plan is anticipated to have a life span of approximately 30 years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
Grant $50,000 $50,000
Total $0$50,000 $0 $0 $0 $0$50,000
Project Funding by Source
The grant will require a $7,500 general fund match in the Community Development operating program, and $42,500 in in-kind services by City staff. General
Funds will be required for this project to proceed in the event the City’s grant application is not successful.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Project Participant Recreation Department 60
Project Manager CIP Engineering – Design 100
Grant Manager Community Development Dept. Staff 100
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
MISSION PLAZA RAILING UPGRADE
Project Description
Replacement and modification of Mission Style guard railing in the Mission Plaza will cost $30,000 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health; Enhance Maintenance of City infrastructure; Assess and
Renew Downtown.
Need and Urgency
Changes to the Americans with Disabilities Act (ADA) and Building Codes since the time the railings in the Mission Plaza were installed include the reduction of
spacing between vertical pickets of guard railing in public places. Vertical railing pickets are now required to be spaced apart such that a 4” diameter sphere
cannot pass through the pickets. The majority of guard railing throughout the Mission Plaza area is not compliant with this requirement. While guard railing is in
place where needed, the vertical picket spacing ranges from 5” to almost 9”. This current spacing would not prevent a small child from going through the guard
railing or getting stuck between the pickets.
In a recent review of the Plaza railing, the California Joint Powers Insurance Authority (CJPIA) indicated to the City the areas where the Mission Style railing was
in critical and immediate need for code compliance. As a temporary measure, plastic mesh barrier netting was installed across the picket guard railing at these
designated areas to eliminate the non-compliance of the railing. Currently, portions of this netting have been torn or removed, and require continuous
maintenance.
This project will modify or replace approximately 250 lineal feet of Mission Style railing annually for code compliance. In one area, the pickets are spaced wide
enough such that an intermediate picket can be welded in between the existing pickets without having to replace the entire metal panel. Other areas will require
complete panel replacement as the pickets are too close for insertion of an intermediate picket. The majority of redwood posts and top railing are in good shape
such that replacement will be minimal.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
MISSION PLAZA RAILING UPGRADE
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: Encroachment Permit – Public Works Department n/a
Operating Program Number and Title:
50200 Landscape and Park Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $30,000$30,000$30,000$30,000$30,000$150,000
Construction Management $0
Total $0$30,000$30,000$30,000$30,000$30,000$150,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: This facility already exists, so no additional ongoing costs
are anticipated.
Anticipated Facility Life Span: 25 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $30,000$30,000$30,000$30,000$30,000$150,000
$0
Total $0$30,000$30,000$30,000$30,000$30,000$150,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
MISSION PLAZA RAILING UPGRADE
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Railing replacements could be completed incrementally either through the Capital or Operating
program. There may be some savings of scale with a larger project.
Project Team
Assignment Program Estimated Annual Hours
Project Proponent Administration 8
Project Management Engineering Design 80
Project Inspection Engineering Inspection 16
Project Inspection Building Department 16
Project Administration Public Works Administration 100
Project Maintenance Parks Maintenance 16
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
OLYMPIC POOL REPLASTERING
Project Description
Replastering and underwater lighting renovation of the Olympic Pool at the Swim Center will cost $25,000 for design in 2013-2014 and $310,000 for construction,
construction management and administration in 2014-2015.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
The pool was last re-plastered in 1998, and has deteriorated. This deterioration was first noticed before the conversion from use of Bromine to Chlorine in 2003.
The early degradation is attributed to failure of the re-plaster contractor to immediately fill the pool with water after applying the plaster, to allow for proper
curing. In the intervening time since the condition was first identified, the deterioration has been slowed by diligent and highly exact chemical analyses and
adjustment. The plaster is becoming heavily pockmarked with a roughened surface that can compromise structural integrity and create health and safety concerns
in the forms of sharp edges and areas where algae and mold can become established. The re-plaster component will eliminate the potential for sharp edges on the
expansion joint that runs the entire width of the pool, negate losses of water through inevitable leaks in the flexible seal of the expansion joint, and facilitate
cleaning by removing the roughened pool surface.
In 2014 the existing shell plaster will be 16 years old. Under normal conditions a re-plastered shell is expected to last for 10 to 15 years. This project has been on
the list for funding since 2005.
A newly added component of this project is the underwater lighting; the lighting hardware is original to pool construction, and while staff has diligently repaired
and retrofit the illuminators, 33-years underwater has caused significant corrosion to the housing fixtures. Without the underwater lighting component, the designer
estimates the cost of the project would be reduced by $20,000 to $25,000. The impact of the elimination would be the continued deterioration of the lighting
system to the point it could no longer be repaired. This would lead to the pool being much darker at night, presenting a safety issue.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
OLYMPIC POOL REPLASTERING
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Facility alteration by County of San Luis Obispo Environmental Health) n/a
Operating Program Number and Title:
50210 Swim Center Maintenance
Project Phasing and Funding Sources
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design $0$25,000 $25,000
Construction $255,000 $255,000
Construction Management $55,000 $55,000
Total $0$25,000$310,000 $0 $0 $0$335,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Replastering will not result in any increased ongoing costs
and will reduce risk for the City for injuries resulting from irregular plaster edges. This project will result in a reduction in staff time needed to clean and repair the
pool shell, and a reduction in staff time and material costs repairing the 33-year old lighting system.
Anticipated Facility Life Span: Excluding catastrophe or codification requiring replacement, given proper resources are applied to maintenance and renovation,
this facility could easily serve the community for the next 50 years. The pool will need to be replastered again in 10 to 15 years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $0$25,000$310,000 $335,000
Total $0$25,000$310,000 $0 $0 $0$335,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: If the underwater lighting component is eliminated, construction funding could
be reduced by $20,000 to $25,000, this is not recommended due to safety reasons for night visibility.
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
OLYMPIC POOL REPLASTERING
Project can be phased – Number of years for phasing: Phasing is not feasible.
Project Team
Assignment Program Estimated Hours
Project Manager CIP Engineering – Design 120
Project Proponent PW/Build Maint 160
Public Outreach & Coordination Parks and Recreation 160
Contract Administration CIP Engineering - Administration 60
Construction CIP Engineering – Construction 120
Environmental Review Planning 4
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PEDESTRIAN AND BICYCLE PATHWAY MAINTENANCE
Project Description
Performing pavement maintenance on pedestrian and bicycle pathways throughout the City will cost $60,000 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Expand bicycle and pedestrian paths
Need and Urgency
The total length of City maintained pathways is approximately 6.5 miles including the following pathways and Class I bikeways:
• Railroad Safety Trail from Jennifer Street Bridge to Orcutt Road
• Railroad Safety Trail from Foothill Blvd to Hathway Avenue
• Bob Jones City to Sea Trail at Water Reclamation Facility
• Laguna Lake Park pathways
• Islay Hill Park pathways
• Sinsheimer Park pathways
• Meadow Park pathways
These pathways are used by bicycles and pedestrians, along with occasional service vehicles. To maintain accessibility to the City’s facilities and reduce the risk of
accidents, regular maintenance of pathways is important.
The City has not established a policy for maintenance of these facilities to date. Staff looked to the City’s Pavement Management Plan (PMP) for guidance. The
current PMP, as revised by the Council in 2009, includes the objective of maintaining at least 70% of Local Streets in good condition and less than 7% in bad
condition. (A pavement surface with a Pavement Condition Index (PCI) of greater than 70 is considered to be in good condition and a one with a PCI less than 30
is considered to be in bad condition.) This criteria has been applied to City-maintained pathways, to develop a basis for a funding request. Approximately 50% of
these pathways are in good condition. The recommended funding level is sufficient to make very modest increases toward increasing the percentage of pathways
in good condition, and begin repair and replacement of damaged pathways.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PEDESTRIAN AND BICYCLE PATHWAY MAINTENANCE
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50200 Landscape and Park Maintenance
Project Phasing and Funding Sources
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $60,000$60,000$60,000$60,000$60,000$300,000
Total $0$60,000$60,000$60,000$60,000$60,000$300,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: These are existing facilities, so no additional maintenance
costs are anticipated. These repair activities will reduce customer complaints and improve safety for pedestrians and cyclists using these facilities.
Anticipated Facility Life Span: Pathways should receive a seal approximately every 8 years to postpone the need to perform reconstruction.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $60,000$60,000$60,000$60,000$60,000$300,000
Total $0$60,000$60,000$60,000$60,000$60,000$300,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is submitted as a phased project, based on location. Further phasing is not recommended.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PEDESTRIAN AND BICYCLE PATHWAY MAINTENANCE
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 100 hours
Contract Administration CIP Engineering - Administration 40 hours
Construction Management CIP Engineering – Construction 80 hours
Environmental Review Planning 4
Site List – For multi-year projects
Location
Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Laguna Lake Park Pathways 2014 5
Sinsheimer Park Pathways 2015 2
Railroad Safety Trail – Phase 1 & 2 2016 2
Islay Hill Park Pathways 2017 3
Meadow Park Pathways 2018 4
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PLAYGROUND EQUIPMENT REPLACEMENT
Project Description
Replacing playground equipment at City parks to meet playground standards will cost $310,000 in 2013-14, and $500,000 in 2015-18, for design, construction and
construction management.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Enhance maintenance of City infrastructure
Need and Urgency
In 1999, staff developed a plan to identify replacement of the City’s park playground equipment, which anticipates the useful life of the equipment to be 15 years.
In 2000, the State passed AB 1055 which mandates that all playgrounds constructed prior to 1994 shall be replaced or upgraded prior to 2003. In 2008, the State
passed AB 1144 which mandates that all play equipment constructed between 1994 and 1999 be replaced or upgraded within 15 years of installation.
Compliance with the state playground regulations reduces the City’s liability exposure in the event a child is injured on a playground structure.
Sinsheimer Park (installed in 1991, retrofitted in 1998): This playground is well used at this large regional park. Replacement of the lower play area (phase 1)
was previously programed in 2006-07. This first phase was delayed several times due to resources being redirected to other higher priority projects. A second
phase to replace the equipment in the upper play area is now due for replacement. This project will now merge the two phases into one project and also move the
upper play area down with the lower play area (expanding the lower area) thus removing the split level layout. In past neighborhood meetings for various
playgrounds, eliminating the split level play areas has been a reoccurring comment by parents as they cannot adequately monitor their children of two age groups
at the same time. This will put the two play areas in sync for future replacement cycles. The upper play area will be abandoned and the area analyzed for a new
use. In the interim, this project will include removing the sand and equipment from the upper play area and backfilling with native soil and topping with mulch
until a new use for this area is identified. In accordance with AB 1144 this equipment and surfacing is over 15 years old and needs to be replaced.
Islay Hill Park (installed in 1997): A well-used neighborhood park, the Islay Hill playground also attracts users from throughout the community. The equipment
and particularly the safety surfacing is showing significant signs of wear. This equipment and surfacing is over 15 years old and needs to be replaced in accordance
with AB 1144.
Ludwick Community Center (installed in 1997): This play area was originally built to accommodate the Parks & Recreation Department’s Tiny Tot program,
which was discontinued in the late 1990s. Currently, the area is leased on a year-to-year basis to the Community Action Partnership (CAP) for their Head Start
program. The structure is designed for ages 2-5, which is the age limit for the CAP program. This play equipment is over 15 years old and needs to be replaced in
Accordance with AB 1144.
Vista Lago Park. (Installed in 2001). This small playground is located in a small neighborhood park that serves the immediate neighborhood. The equipment will
reach its 15 year life in 2016 and will need to be replaced.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PLAYGROUND EQUIPMENT REPLACEMENT
Mitchell Park. (Installed in 2003). This highly used playground serves the Old Town neighborhood and also attracts users city wide as a destination playground.
The equipment will reach its 15 year life in 2016 and will need to be replaced.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place
Environmental approval and permits complete or n/a
Specifications or construction documents complete - Design has started on Sinsheimer Playground, with construction estimated to begin just after summer .
Environmental Review and Permits Required
Environmental Review
Building Permit
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps)
Railroad
Other:
Operating Program Number and Title:
50200 Landscape and Park Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project – Specification Nos.: 91103 - Play Equipment Replacement Master Account, and 90650 - Sinsheimer
Park Play Equipment Replacement.
Existing funding in the master account ($110,000) and funding budgeted for the Sinsheimer lower area project ($90,000), in combination with an additional
allocation, will be used to support construction of the larger project in 2013, encompassing both play areas.
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PLAYGROUND EQUIPMENT REPLACEMENT
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design on-going $50,000 $0 $0$20,000 $0$70,000
Construction on-going $210,000 $0$300,000 $0$100,000$610,000
Construction Management on-going $50,000 $0$60,000 $0$20,000$130,000
Total $0$310,000 $0$360,000$20,000$120,000$810,000
Detail of ongoing costs and alternatives to ongoing costs: Maintenance costs on play equipment components will be reduced, with maintenance of surfacing
materials remaining about the same, with the exception of Islay Park, which has currently a very problematic surfacing.
Anticipated Facility Life Span: 15 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund on-going $310,000 $0$360,000$20,000$120,000$810,000
Total $310,000 $0$360,000$20,000$120,000$810,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Reduced project is feasible – Cost of reduced project:
Project can be phased – Number of years for phasing: Playground equipment replacement is already presented as a phased project. Projects, as shown,
have design and construction phases; however, due to State requirements, projects are not recommended for further phasing or deferral.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering – Design 275 hours per project
Environmental Community Development 40 hours per project
Permitting Community Development 4 hours per project
Plan Review Park Maintenance 20 hours per project
Neighborhood Meetings Parks and Recreation 60 hours per project
Contract Administration CIP Engineering - Administration 60 hours per project
Construction Management CIP Engineering - Inspection 125 hours per project
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PLAYGROUND EQUIPMENT REPLACEMENT
Site List – For multi-year projects
Location (original construction year) – 5 year CIP forecast Estimated Year of Construction
Sinsheimer Playground (1991/1998) 2013
Islay Hill Park Playground (1997) 2015
Ludwick Center Playground (1997) 2015
Vista Lago Mini Park Playground (2001) 2017
Mitchell Park Playground (2003) 2019
DeVaul Ranch Playground (2002) 2019
Future Projects
Laguna Hills Playground (2004) 2020
Throop Park Playground (2005/2010) 2023
Anholm Park Playground (2006) 2020
French Park Playground (2008) 2024
Laguna Lake (2010) 2026
Meadow (2011) 2027
Johnson (2013) 2029
Santa Rosa (2013) 2029
Emerson (2013) 2029
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
PLAYGROUND EQUIPMENT REPLACEMENT
Location Map
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
REPLACE PARK PEDESTRIAN LIGHTING
Project Description
Replacing park pedestrian level lighting will cost $60,000 in 2014-15 and $220,000 in 2016-17.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
Meadow Park: The lighting in Meadow Park was originally installed in 1977 and replaced in 2001. Some of the light standards have significantly deteriorated,
including a failure of one of the light poles. The lighting only provides for the area at the front of the park, around the building, parking lot, and ball courts.
Replacing 12 lights is estimated to cost $60,000.
Mission Plaza: The lighting in Mission Plaza is original to its construction, or approximately 35 years old. The original wood posts have rotted and in some cases
have been removed or propped up. The Plaza sees significant event activity including events that extend into night hours. Replacing 15 triple head lights and 19
single head lights is estimated to cost $220,000.
In both cases, the lighting fixture will require review by advisory bodies of the City to determine appropriate fixture appearance. Upgrading to a fixture compatible
with the park setting, but with a longer life than the wood poles adopted in the 1970s will be proposed. The fixture will be a low energy use and night sky
conforming fixture.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
REPLACE PARK PEDESTRIAN LIGHTING
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50200 Landscape and Park Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $60,000 $220,000 $280,000
Construction Management $0
Total $0 $0$60,000 $0$220,000 $0$280,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Utilities $0
Maintenance materials $0
Property rental/lease $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Lighting fixtures are anticipated to result in a reduction in
electricity usage. The failing fixtures will also reduce ongoing maintenance.
Anticipated Facility Life Span: 50 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $60,000 $220,000 $280,000
$0
Total $0 $0$60,000 $0$220,000 $0$280,000
Project Funding by Source
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
REPLACE PARK PEDESTRIAN LIGHTING
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
The project could remove the lights and not replace them. Parks are generally closed after dusk. This is not recommended for these two sites due to the presence of
facilities that draw night time activity. Meadow Park has a building which is used for night gatherings, and the Plaza also has night activities.
Project can be phased – Number of years for phasing:
The project can be phased to complete the work over a two year period. Some savings is anticipated by completing the work at one time. This is also anticipated to
streamline the fixture review and selection process with advisory bodies. There is no anticipated cost savings from this alternative.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering 180
Construction Management CIP Engineering 150
Project Administration CIP Engineering 60
Design / Environmental Document approvals Community Development 40
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FIRE ENGINES AND TRUCK 1 - REPLACEMENT OF EXTRICATION EQUIPMENT
Replacing extrication equipment on fire engines and fire truck will cost $60,400 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Measure Y Public Safety, Sustain essential services, infrastructure and fiscal health
Need and Urgency
The changes in today’s passenger and commercial vehicle technology have rendered current vehicle extrication equipment less effective for rescuing persons
trapped in vehicles following a collision. The result of this technological change adversely affects the safe removal of patients requiring extrication. Vehicles are
built with ultra-high strength low alloy and boron steel making extrication with outdated equipment virtually impossible. The Fire Department has already
experienced a catastrophic failure of this equipment while attempting to extricate an injured patient from a newer model hybrid. In emergency situations the goal
for extrication of victims of entrapment is one hour. This is known as the “golden hour.” The hour starts when emergency responders first arrive on scene and
ends when the patient reaches the trauma room floor. Delay in extrication or past the “golden hour,” adversely impacts patient rate of survival.
Additionally, new extrication equipment will reduce firefighter fatigue, a contributing factor to the delay in patient extrication. Updating equipment will provide
shorter on scene times. The current power unit allows for operation of one tool at a time. New power units allow for the use of two tools in operation at once. This
will reduce the potential of firefighter injury and at the same time successfully extricating victims and meeting the “golden hour.”
Replacing rescue power units and upgrading tools with current innovative technology for the fire engine and Truck 1 will expedite rescue operations. This is
especially critical for the fire engines responding and protecting major, highly traveled roads. From the 101 corridor at Los Osos Valley Rd to the base of the
grade, LOVR to Foothill, Highway 1, Madonna Rd and South Higuera are some of the major arteries covered.
The industry standard for replacement of extrication equipment is 10-15 years; the equipment on the Fire Engines and Truck 1 will be 13 years old in 2013-
2014. The following power rescue tools will be replaced and estimated cost is provided:
• Three Rams for Truck 1, housed at Fire Station 1, used in the extrication of victims of entrapment from automobile accidents, rams are used to
hydraulically push high strength and ultra-high strength steel used in the manufacture of vehicle dash boards. Truck 1 responds to vehicle extrication
requests throughout the City to support complex extrication needs. In high speed accidents these dashboards made to protect drivers consequently trap
victim making extrication impossible without the use of rams, total cost: $14,500
• Four vehicle struts for Truck 1, cost per unit $1,000, total cost $4,000
• Four Power Units for four fire engines (three front line and one reserve), cost per unit: $7,500.00, total $30,000
• One Cutter/Spreader Tool (combi-style) for fire engine, cost $5,500
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FIRE ENGINES AND TRUCK 1 - REPLACEMENT OF EXTRICATION EQUIPMENT
• One medium size triple telescoping Ram for fire engine, cost $5,500
• One hydraulic, high-pressure hoseline for fire engine, cost $900
The Fire Department has combined the two extrication equipment carry forward CIPs into one request. In FY 2011-12, the Office of Traffic Safety awarded a
regional grant to Fire Service agencies in San Luis Obispo County for extrication equipment. The City of San Luis Obispo Fire Department received $22,000 of
extrication equipment for Truck 1. A power unit, spreader and cutter were purchased. The remaining replacement extrication equipment needed for Truck 1 is the
three rams.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
85200 Emergency Response
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FIRE ENGINES AND TRUCK 1 - REPLACEMENT OF EXTRICATION EQUIPMENT
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $60,400 $60,400
Budget to Date 2013-142014-152015-162016-172017-18 Total
Utilities $0
Maintenance materials $0
Property rental/lease $0
Staff $0
Contract Services $600 $625 $650 $675$2,550
Total $0 $0 $600 $625 $650 $675$2,550
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Annual service agreement is currently $1,900 and part of the current operating budget. The new annual maintenance agreement is estimated at $2,500 increasing
the annual maintenance cost by $600.
Anticipated Equipment Life Span: 10 -15 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $60,400 $60,400
Enterprise Fund $0
Grant $0
Debt Financing $0
Developer Contribution $0
Total $0$60,400 $0 $0 $0 $0$60,400
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Two (2) year phase in
Year 1 FY 2013-14: Purchase of three fire engine power units for front line service and the Truck 1 rams and struts (cost $41,000)
Year 2 FY 2014-15 Purchase of additional power unit, cutter/spreader, ram and hose ($19,400)
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FIRE ENGINES AND TRUCK 1 - REPLACEMENT OF EXTRICATION EQUIPMENT
Project Team
Assignment Program Estimated Hours
Project management Emergency Response, Administration 20
Equipment acquisition Emergency Response, Administration 30
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
HOSE REPLACEMENT
Project Description
Replacement of large diameter four inch supply hose for Emergency Response will cost $53,900 in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Measure Y Public Safety, Sustain essential services, infrastructure and fiscal health
Need and Urgency
Replacement of large diameter 4-inch supply hose that has reached 15 year service life span, which according to NFPA 1962 standards needs to be replaced based
on safety studies. The manufacturer of the supply hose as well as NFPA recommends replacement at 10-year service life; however the Fire department elected to
extend the service life an additional five years for cost savings.
This purchase of 44 sticks of 4-inch supply hose (100 feet length) at $850 per unit, total $37,400 and 30 sticks of four inch supply hose (50 feet in length) at 550
per unit, total $16,500, is necessary in order to continue to provide high standard Fire Protection Services via properly functioning equipment. The supply hose that
provides water to the fire apparatus and firefighters is paramount to the safety of the firefighters, citizens, and property. The deferral of replacement hose has
increased the likelihood of hose failure during firefighting operations. The impact of hose failure compromises the safety of firefighters and victims inside a
burning building and increases the chance of severe injury or death from flashover of burning fuels due to loss of water supply. Further deferral of hose
replacement is not recommended and could result in significant injury, property loss, apparatus and equipment damage, and liability to the City.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
HOSE REPLACEMENT
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
85200 Emergency Response
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $53,900 $53,900
Total $0 $0$53,900 $0 $0 $0$53,900
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Fire Department Emergency Response personnel tests and maintain all supply hose. No additional ongoing cost.
Anticipated Equipment Life Span: Ten years per NFPA standards
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $53,900 $53,900
Total $0 $0$53,900 $0 $0 $0$53,900
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Two-year phase in possible but not recommended as the life of the hose has already been extended
five years past NFPA recommended standards.
Project Team
Assignment Program Estimated Hours
Project management Emergency Response, Administration 20
Equipment acquisition / replace on
apparatus
Emergency Response, Administration 100
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
HOSE REPLACEMENT
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
BICYCLE FACILITY IMPROVEMENTS
Project Description
Constructing small-scale, miscellaneous bicycle facility improvements identified in the City’s Bicycle Transportation Plan will cost $25,000 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority – List: Expand bicycle and pedestrian paths
Need and Urgency
Relief of traffic congestion and the development of bikeways were two high priority concerns received from public comments as part of the goal setting process of
the 2011-13 Financial Plan. This funding allows the City to complete small-scale bicycle facility improvements in a cost efficient manner by incorporating them
into larger projects such as the City’s annual pavement maintenance project. Past projects include removal of storm drain grates that impact bike lanes, bike lane
signing and striping, and shared lane markings in conjunction with City paving projects, and striping for new on-street bike parking downtown. The 2009-11
American Community Survey estimates that 3% of County residents commute by bike to work in comparison to 6.7% of City residents. Improving bikeways
encourages bicycle riding as an alternative travel mode, supporting congestion relief and greenhouse gas emission reduction.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: City Encroachment Permit
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
BICYCLE FACILITY IMPROVEMENTS
Operating Program Number and Title:
50500 Transportation Planning and Engineering
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90572 Bicycle Facility Improvements Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction on-going $25,000$25,000$25,000$25,000$25,000$125,000
Total $0$25,000$25,000$25,000$25,000$25,000$125,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Generally, the improvements rebuild older existing
structures or modify existing striping. Fewer complaints may be received regarding bicycling conditions through improvements. As of December 1, 2012 the
balance of the project account was $50,333. The amount of funding spent year to year varies given the projects implemented within the paving area. In FY 2011-
12, over $36,000 was spent on bicycle facility improvements using carry over from previous years.
Anticipated Facility Life Span: Life span of the facility will vary depending upon the work. Concrete drainage inlets can last indefinitely. Striping is removed and
replaced approximately every 8 to 10 years with street resurfacing work.
Budget to Date 2013-142014-152015-162016-172017-18 Total
Traffic Impact Fees*ongoing $0 $0 $0 $0 $0 $0
General Fund $25,000$25,000$25,000$25,000$25,000$125,000
Total $0$25,000$25,000$25,000$25,000$25,000$125,000
Project Funding by Source
* Project was funded in prior years by TIF funds however, the Los Osos Valley Road Interchange Bond Indebtedness payments are likely to absorb most of the
annual TIF received by the City for the foreseeable future.
Reduced / Enhanced Project Alternatives
Reduced project is feasible or advantageous – Cost of reduced project: $10,000 annually would provide a minimal level of funding to complete some
work.
Project can be phased – Number of years for phasing: Project is submitted as a phased project
Project Team
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
BICYCLE FACILITY IMPROVEMENTS
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 40
Construction Management CIP Engineering - Construction 50
Project Administration CIP Engineering - Administration 16
Project Proponent Transportation Planning & Eng. 10
Site List – For multi-year projects
Location
Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Various Locations 2013 Area 6
Various Locations 2014 Area 7
Various Locations 2015 Area 8
Various Locations 2016 Area 1
Various Locations 2017 Area 2
ATTACHMENT 4
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TRANSPORTATION
BOB JONES TRAIL CONNECTION AT LOS OSOS VALLEY ROAD
Project Description
Constructing the southern bridge connection of the Bob Jones City-to-Sea trail at Los Osos Valley Road will cost $600,000 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Expand bicycle and pedestrian paths
Need and Urgency
Currently the section of the Bob Jones trail between Prado Road and Los Osos Valley Road is a dead-end with no outlet at Los Osos Valley Road. The deadend
trail has minimal traffic as a result and has been of concern for some users. This project provides a physical connection needed to complete the bike path segment
from Prado Road to Los Osos Valley Road to provide for a “though” use. The project was originally included as part of a larger project titled “Bob Jones Bike
Trail Bridge Connections” in the 2007-09 Financial Plan.
When the “Bob Jones Bike Trail Bridge Connections” Capital Improvement Program (CIP) project was proposed in 2007, it was assumed that the southern
connection could be made fairly inexpensively by using the freeway shoulder of US 101. This was based upon initial discussion with the State of California,
Department of Transportation (Caltrans). In 2010, after a formal submittal, Caltrans concluded that encroachment into the shoulder area could not be done and that
an alternative would need to be developed. An alternate design concept has been completed which includes the installation of a bridge and a final connection to
Los Osos Valley Road. The construction documents are currently being completed with an anticipated construction start of Fall 2013.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Caltrans) n/a
ATTACHMENT 4
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TRANSPORTATION
BOB JONES TRAIL CONNECTION AT LOS OSOS VALLEY ROAD
Operating Program Number and Title:
50500 Transportation Planning and Engineering
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 91098 Bob Jones Trail at LOVR
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Environmental / Permit $0 $0
Design $175,000 $175,000
Construction $234,665$600,000 $834,665
Construction Management $52,550 $52,550
Total$462,215$600,000 $0 $0 $0 $0$1,062,215 Budget to Date funding has been re-phased based on project needs and funding constraints using all grant funds for construction and general funds for project
support.
Budget to Date 2013-142014-152015-162016-172017-18 Total
Utilities $0
Maintenance materials $0
Property rental/lease $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: This project will install an asphalt bike path surface and
bridge. Both items will require future maintenance funding to seal the path and complete minor and major maintenance to the structure. The asphalt maintenance
would be accomplished through the pathway maintenance program at a cost of approximately $15,000 every 10 years.
Anticipated Facility Life Span: The life span of the asphalt is 9 years, with lifespan extension through a regular sealing program and 50-years for the bridge.
ATTACHMENT 4
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TRANSPORTATION
BOB JONES TRAIL CONNECTION AT LOS OSOS VALLEY ROAD
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $227,550 $227,550
Grant - USHA $371,665 $371,665
Grant RSHA $50,000
Grant - TE $600,000 $600,000
Total$649,215$600,000 $0 $0 $0 $0$1,249,215
Project Funding by Source
In 2012, the City received $600,000 in RIP-STP Enhancement funds for construction of the project.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 400
Environmental Review Community Development 40
Project Proponent Transportation Planning &Eng. 100
Construction Management CIP Engineering – Construction 120
Contract Administration CIP Engineering - Administration 100
Environmental Review Planning 40
Location Map
ATTACHMENT 4
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TRANSPORTATION
BOB JONES TRAIL CONNECTION AT LOS OSOS VALLEY ROAD
ATTACHMENT 4
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TRANSPORTATION
BOB JONES TRAIL OCTAGON BARN CONNECTION
Project Description
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 will cost $125,000 in 2013-14, $40,000 for design in 2014-15, and $345,000 for construction in 2015-16.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Expand bicycle and pedestrian paths
Need and Urgency
Currently the County’s conceptual plan for the Bob Jones City-to-Sea Trail terminates at the Octagon Barn and the City’s plan begins at Los Osos Valley Road
(LOVR). Planning for this section between the Octagon Barn and LOVR is needed to ensure a continuous trail is developed. A joint City/County grant
application is proposed to fund the planning effort.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: Land acquisitions or easements will be required. n/a
Operating Program Number and Title:
50500 Transportation Planning/Engineering
ATTACHMENT 4
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TRANSPORTATION
BOB JONES TRAIL OCTAGON BARN CONNECTION
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 91169
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $84,751 $0 $0 $0 $84,751
Environmental / Permit $0$25,000 $0 $0 $25,000
Land Acquisition $0$100,000 $0 $0 $100,000
Design $0 $0$40,000 $0 $40,000
Construction $0 $0 $0$300,000 $300,000
Construction Management $0 $0 $0$45,000 $45,000
Total$84,751$125,000$40,000$345,000 $0 $0$594,751
Budget to Date 2013-142014-152015-162016-172017-18 Total
Contract Services $0 $0 $0$2,500$2,500$2,500$7,500
Total $0 $0 $0$2,500$2,500$2,500$7,500
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: The path extension will require ongoing maintenance of the
asphalt surface (long term) and landscaping (ongoing shown in table.) General Fund would assume ongoing maintenance costs through the pathway maintenance
program at a cost of approximately $10,000 every 10 years.
Anticipated Facility Life Span: Asphalt pathway life is anticipated to be 9 years, with lifespan extension through a regular sealing program.
Project Funding by Source
Budget to Date 2013-142014-152015-162016-172017-18 Total
Grant- Existing $76,230 $0 $0 $76,230
Grant- Future $0$125,000$40,000$345,000 $510,000
TDA- local match $8,521 $8,521
Total$84,751$125,000$40,000$345,000 $0 $0$594,751
The City received a $76,230 Transportation Planning grant for the planning phase of this project. The project is dependent on the City/County receiving a future
grant to pay for the initial study, environmental review, and land acquisition (if needed). Future grants would also be sought to pay for the design and
construction. Projects such as this one, which close a gap in a bike path system, are typically strong candidates to receive grants.
Reduced / Enhanced Project Alternatives
ATTACHMENT 4
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TRANSPORTATION
BOB JONES TRAIL OCTAGON BARN CONNECTION
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is presented as a phased project.
Project Team
Assignment Program Estimated Hours
Project Management Transportation - Design 160
Environmental Review Planning Development Review 40
Project Proponent Transportation Planning & Eng. 40
Contract Administration Transportation - Administration 100
Construction Management CIP Engineering - Construction 80
ATTACHMENT 4
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TRANSPORTATION
BOB JONES TRAIL OCTAGON BARN CONNECTION
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
CITY WAYFINDING SIGNS
Project Description
Continuing implementation of the City Wayfinding Program will cost $40,000 for design in 2013-14, $25,000 for construction in 2014-15, $65,000 for design and
construction in 2015-16, $50,000 for construction each year after until final build-out of the project.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Assess and renew the Downtown & Improve transportation
Need and Urgency
The City currently has no formal wayfinding program that effectively invites and directs visitors to various community destinations throughout the City.
Recognizing the need for improvement in this area, two separate Capital Improvement Program (CIP) projects - the City Gateways Project and the Downtown
Comprehensive Directional Sign Project – were brought forward and adopted as part of the 2007-09 and the 2009-11 Financial Plans. The Directional Sign project
was also identified as part of the Downtown Beautification and Maintenance goal. Rather than the two projects spinning off in potentially two different directions,
staff combined and coordinated the conceptual design phases of the projects through development of a City-wide wayfinding program. In April 2010, the City
hired the team of RRM Design Group and Rademaker Design to develop sign and monument designs and assist staff with development of the City Wayfinding
Program. Council approved the City Wayfinding Program at its October 18, 2011 and directed staff to implement the program.
The purpose of the Program is to bring uniformity and cohesiveness to a variety of City wide features used to “brand” the City’s image, guide tourists to destinations,
and identify City facilities. This gives consistency of design to a wide range of signs, markers, plaques, and City branding features to prevent the inadvertent “morphing”
of City branding features that tend to occur over time. The Program consists of three components - a master sign list of all sign types in the program, conceptual designs
of the signs as they are designed and adopted, and an implementation plan which provides action items and guidance for full development of the plan. The adopted
program can be viewed in more detail at: Resolution 10311. Conceptual designs were approved as part of the adopted program for two sizes of gateway
monuments and various vehicular and pedestrian wayfinding signs. The implementation plan directs staff to further develop design concepts for the remaining sign
types in the master list as well as to secure funding for fabrication and installation of the various signs and monuments.
Staff is working with SLOCOG on funding and installation of a gateway monument at Highland Drive. Staff is also currently working on installation of an initial
phase of vehicular and pedestrian wayfinding signs. It is estimated that 25-30 signs will be installed in this first phase using the previously budgeted funds of
$100,000. This request seeks to continue with implementation of the program by securing funding for future phases of wayfinding sign installations as well as
initiate the design phase for the downtown “you-are-here” maps/kiosks and other signs identified in the master sign list. Design of the “you-are-here” maps/kiosks
will also include the design of a larger map/kiosk/information center to replace the current information center at the entrance to City Hall
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
CITY WAYFINDING SIGNS
Readiness to Build
Study complete or n/a
Equipment purchased or n/a Staff is working with sign fabricator on first phase of signs
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a Project should be categorically exempt from CEQA
Specifications or construction documents complete n/a Staff is currently working on the plans and specifications for the first phase of sign installation.
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a Project should be Categorically Exempt from CEQA
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: Caltrans permits will be required for any signs placed in State right-of-way n/a
Operating Program Number and Title:
50500 Transportation Planning/Engineering
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90740
This request assumes that yearly projects will be put together for fabrication and installation of the signs as the budget allows. Design on the “you-are-here”
maps/kiosks will be completed in year one and with fabrication and installation occurring in year two. Conceptual designs for other signs on the master list will
occur in year 3. Installation of signs, maps, kiosks and/or monuments identified in the program will continue each year using available construction funding until
program is fully implemented.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design $40,000 $30,000 $70,000
Construction $100,000 $25,000$35,000$50,000$50,000$260,000
Construction Management $0
Total$100,000$40,000$25,000$65,000$50,000$50,000$330,000
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
CITY WAYFINDING SIGNS
Budget to Date 2013-142014-152015-162016-172017-18 Total
Maintenance materials $750 $750 $750 $750 $750$3,750
Staff $0
Total $0 $750 $750 $750 $750 $750$3,750
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: There could be ongoing replacement and maintenance costs
associated with replacement of damaged or vandalized signs.
Anticipated Facility Life Span: 10 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $100,000$40,000$25,000$65,000$50,000$50,000$330,000
Enterprise Fund (Parking)$0
Total$100,000$40,000$25,000$65,000$50,000$50,000$330,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project as shown is phased. Project costs can be reduced by installing less signs per year.
Project Team
Assignment Program Estimated Hours
CIP Project Management CIP Engineering 400 per year
CIP Construction Management CIP Engineering 120 per project
CIP Administration CIP Engineering 60 per year
Traffic Traffic 40 per project
CDD-Planning/Design Review Community
Development
20 per project
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
DOWNTOWN RENEWAL
Project Description
Continuing downtown renewal efforts will cost $525,000 in 2014-15 to replace sidewalks and appurtenances in the downtown on Higuera from Garden to Broad.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Assess and renew the Downtown
Need and Urgency
During Goal Setting workshop on January 26, 2013, the City Council expressed a desire to continue to renew the downtown through sidewalk and amenity
upgrades. While this upgrade work is not essential to the function of the sidewalks, the renewal of the downtown is essential to keeping it a vibrant attraction for
the community. Pedestrian lighting has improved visibility on sidewalks, and improved tree grates have reduced tripping hazards around large trees.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50300 Street and Sidewalk Maintenance
Project Phasing and Funding Sources
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
DOWNTOWN RENEWAL
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $505,000 $505,000
Construction Management $20,000 $20,000
Total $0 $0$525,000 $0 $0 $0$525,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: none
Anticipated Facility Life Span: 50 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $525,000 $525,000
Total $0 $0$525,000 $0 $0 $0$525,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is submitted as a phased project. Project could be further phased by breaking down the work
by type or by area to do it in smaller increments.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering 80 hours
Construction Management CIP Engineering 500 hours
Contract Management CIP Engineering 40 hours
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
JOHNSON UNDERPASS PUMP
Project Description
Replacing the second storm drain pump at the Johnson Avenue underpass will cost $190,000 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
The Johnson Avenue pump station currently pumps storm water from under the railroad crossing at Johnson Street. At this location Johnson Avenue is in a
sumped condition and drainage water must be pumped to adjacent gravity systems. The pump station consists of two pumps that work either in tandem or
alternating to pump the underpass area in storms. In 2003 one of the pumps was replaced, but there were insufficient funds to replace both pumps. The pump that
is scheduled to be replaced is over 60 years old and has proven unreliable. In the event the pumps are unable to keep up with the flow of water to the area, the
underpass will fill, cutting off Johnson Avenue at this location and reducing access to this portion of the City.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a – specifications from the prior pump replacement will expedite design work
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50320 Flood Control
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
JOHNSON UNDERPASS PUMP
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $190,000 $190,000
Total $0$190,000 $0 $0 $0 $0$190,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: The installation already exists. Project work has been
deferred since 2003. Utility costs are anticipated to reduce somewhat with a more energy efficient pump, and less maintenance and emergency response is
anticipated.
Anticipated Facility Life Span: 50 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $190,000 $190,000
Total $0$190,000 $0 $0 $0 $0$190,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project has already been phased, with this being the second phase.
Project Team
Assignment Program Estimated Hours
Project Manager CIP Engineering – Design 100
Environmental Clearance Community Development 4
Contract Management CIP Engineering – Administration 40
Construction Management CIP Engineering – Construction 120
ATTACHMENT 4
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TRANSPORTATION
LOS OSOS VALLEY ROAD INTERCHANGE IMPROVEMENTS
Project Description
Installation of a new bridge on Los Osos Valley Road at US 101, improving the freeway ramps and widening the street to two lanes in each direction as well as
other infrastructure improvements to improve traffic congestion relief and pedestrian and bicycle access will cost $20.75 million in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Improve transportationTraffic Congestion Relief
Need and Urgency
During peak traffic periods, traffic conditions at the Los Osos Valley Road (LOVR)/Highway 101 Interchange often exceeds service standards established by the
City’s Circulation Element. In 2002 this section of the Los Osos Valley Road corridor began operating at a Level of Service D, in 2010 the corridor began
operating at a level of service E. . Modifying the interchange will improve the corridor level of service to a C, maintaining appropriate levels of traffic flow and
provide capacity for additional traffic coming from future development of surrounding City and County parcels. Modifications will add bike lanes and sidewalks
on LOVR across the US 101 bridge as well as the SLO Creek Bridge.
The City has developed a project financial plan to fund the project and was successful in obtaining a $15 million grant in State Transportation Improvement
Program (STIP) funding to help with right-of-way and construction. This STIP funding will not be allocated until FY 2014-15. However, the City is on track to
complete the Plans, Specifications and Estimates (PS&E) component of the project ahead of schedule in order to complete design and permitting in the hopes of
advancing funding from the State. Because of the magnitude of funding needed to complete the project, the City will need to debt finance the project through
general bond obligations or other funding mechanisms. On January 22, 2008, Council supported [Resolution No. 9953 (2008 series)] using Transportation Impact
Fee (TIF) and LOVR Fee to pay the debt service costs, with the General Fund being the underlying security for the bonds.
Additional Costs Likely: Due to delays that occurred during the Caltrans environmental review process, as well as supplemental work required by Caltrans the
consulting firm that is conducting both the environmental review and design for the project has indicated that there will be additional cost overruns and additional
out of scope work items for the project.
At the time of writing the draft of this CIP request staff continues to work with the consultant to get adequate information to prepare an additional project budget
request. It is likely that this request will be reviewed by Council prior to finalizing the FY 2013-15 CIP budget and as such, this CIP write up will likely need
additional edits prior to finalization.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
ATTACHMENT 4
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TRANSPORTATION
LOS OSOS VALLEY ROAD INTERCHANGE IMPROVEMENTS
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50500 Transportation Planning and Engineering
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90345 LOVR Interchange
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study (PSR)$200,000 $200,000
Environmental / Permit $700,000 $700,000
Land Acquisition $1,200,000 $1,200,000
GF reimbursement for ROW $987,110 $987,110
Design $2,579,700 $2,579,700
RE Services PRE Construction $100,000 $100,000
Construction $17,769,090 $17,769,090
Construction Management $4,248,800 $4,248,800
$0
-$ -$ -$ $0
Total$4,679,700$100,000$23,005,000 $0 $0 $0$27,784,700
Budget to Date 2013-142014-152015-162016-172017-18 Total
Maintenance materials $0 $0$40,000 $40,000
Contract Services $0 $0$5,000 $5,000
Total $0 $0 $0$45,000 $0 $0$45,000
Ongoing Costs by Type
ATTACHMENT 4
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TRANSPORTATION
LOS OSOS VALLEY ROAD INTERCHANGE IMPROVEMENTS
Once constructed, the interchange signing, striping and paving will have to be maintained in a similar manner of other roadway and bridge infrastructure required
with agreement with Caltrans. City signals and roadways will be maintained on a periodic basis similar to other City owned infrastructure. Caltrans will assume
ongoing maintenance for the overpass bridge structure, with the City maintaining responsibility for the bridge over San Luis Obispo Creek and surface road
improvements on top of the Caltrans bridge structure.
Anticipated Facility Life Span: Lifespan of improvements is estimated at 50 to 100 years for the bridge structures depending on type of installation.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $1,200,000 $0 -$ -$ -$ -$ $1,200,000
State Grant*$100,000 $0 $0 $0 $100,000
County Participation/Grant**$30,000 $0 $0 $0 $30,000
Citywide TIF****$2,670,700$100,000 $0 $0 $2,770,700
LOVR Sub Area Fee***$79,000 $0 $0 $0 $79,000
STIP Grants $0 $0$15,000,000 $0 $15,000,000
Debt Financing $0 $0$8,005,000 $0 $8,005,000
Developer Contribution $600,000 $0 $0 $0 $600,000
Total$4,679,700$100,000$23,005,000 $0 $0 $0$27,784,700
Project Funding by Source
* State Highway Assistance (SHA) grant through SLOCOG
** State Transportation Improvement Program (STIP) grants – City and County apportionments
*** The LOVR Impact Fee Area has been amended to reflect project cost increases.
**** The TIF program was amended by Council in May 2006 to reflect project cost increases. It is anticipated that the City funding for the project may need to
be financed due to limitations on annually accrued TIF amounts.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Project Management CIP & Transportation Engineering 200 hours per year
ATTACHMENT 4
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TRANSPORTATION
LOS OSOS VALLEY ROAD INTERCHANGE IMPROVEMENTS
Environmental Community Development 40 hours per year
Technical Studies Natural Resources 100 hours per year
Contract Administration CIP Engineering - Administration 90 hours per year
Construction Management CIP Engineering - Construction 300 hours per year
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
MARSH STREET BRIDGE REPLACEMENT
Project Description
Marsh Street bridge rehabilitation and replacement of the March Street sewer siphon will cost $175,000 for property acquisition, $275,000 for environmental
permitting and $307,900 for design in 2013-14 and $6,640,000 for construction and construction management in 2015-16.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
The Marsh Street Bridge, near the intersection of Marsh and Santa Rosa Streets, was built in 1909 and over the years has received occasional minor repair work by
City maintenance staff. More intense maintenance was scheduled as part of the 2007-09 Financial Plan to replace heavily damaged bridge rails, and to patch and
seal the deck. As a condition to use federal bridge funding for the work, a structural review was completed. The review indicated the bridge deterioration was too
significant to be ameliorated only by maintenance and that more intensive rehabilitation work and possibly replacement would be required. A maintenance
inspection conducted by the State of California Department of Transportation in 2008 supported this finding with the overall bridge efficiency rating dropping
nearly 30 points since 2004, to a rating of 64 out of 100, indicating an accelerating decline.
In June 2011, the City contracted with Dokken Engineering, one of the City’s pre-qualified on-call civil engineering consultants, to complete a structural
assessment of the bridge, leading to the preparation of an Alternatives Study Report of the Marsh Street Bridge to discuss rehabilitation alternatives and compare
those alternatives to complete replacement. The report recommendation is to replace the existing bridge to provide a long term solution for City’s investment and
minimize future disruption to this busy corridor.
Replacement of the sewer siphon that runs under the Marsh Street Bridge and San Luis Obispo Creek will be coordinated with this project. This siphon is a critical
facility conveying wastewater from a large portion of the City. Replaced in 1971, after it was exposed by flooding, the siphon does no longer meet the City’s
criteria for siphon design and construction and requires bi-monthly intensive maintenance. Funding for this replacement will come entirely from the sewer fund as
a distinctly separate funding source for this component of the project.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
MARSH STREET BRIDGE REPLACEMENT
Environmental Review and Permits Required
Environmental Review n/a – CEQA, NEPA, RWQCB
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: Encroachment Permit (Public Works Department) n/a
Operating Program Number and Title:
50320 Flood Control
Project Phasing and Funding Sources
Continuing project - Specification No. 90480 Marsh Street Bridge
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Environmental / Permit $250,000$25,000 $275,000
Property Acquisition $50,000$125,000 $175,000
Design $250,000$57,900 $307,900
Construction $6,300,000 $6,300,000
Construction Management $340,000 $340,000
Total$550,000$207,900 $0$6,640,000 $0 $0$7,397,900
Budget to Date 2013-142014-152015-162016-172017-18 Total
Utilities $90 $90 $180
Total $0 $0 $0 $0 $90 $90 $180
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: There are no new anticipated ongoing costs for the structure,
as the new structure will require less maintenance. There will be ongoing maintenance and electrical costs associated with installation of new pedestrian level
lighting on the structure, anticipated as part of restoration of the original design of the structure. Electrical ($1.80 per month per light) and relamping costs ($200
every 15-20 years per light). Globes should be cleaned every 2 years (1/2 hour per lamp) to maximize light output.
Anticipated Facility Life Span: Bridges have a design life of 100 years.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
MARSH STREET BRIDGE REPLACEMENT
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $63,085$19,258 $734,000 $816,343
Grant - HBRR $486,915$148,642 $5,666,000 $6,301,557
Sewer Fund $40,000 $240,000 $280,000
Total$550,000$167,900 $0$6,400,000 $0 $0$7,397,900
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 400
Construction CIP Engineering - Construction 520
Contract Administration CIP Engineering - Administration 100
Environmental Review Planning 40
Location Map
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
NEIGHBORHOOD TRAFFIC IMPROVEMENTS
Project Description
Constructing neighborhood traffic management projects requested by residents and approved by Council will cost $20,000 annually starting in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services & Fiscal Health, Expanding Bicycle & Pedestrian Paths, Continue and enhance
neighborhood wellness initiatives, Improve Transportation & Enhance maintenance of City infrastructure
Need and Urgency
This project will continue the efforts of the City’s Neighborhood Traffic Management Plan (NTM) to improve traffic conditions in existing neighborhoods. The
Circulation Element of the General Plan specifically identified seven residential areas that would benefit from adoption of NTM plans and construction of
recommended projects. The 1998 Neighborhood Traffic Management Guidelines outline procedures for selecting eligible projects and sharing project financing
between neighborhoods and the City.
Since adoption of the guidelines in June 1998, Public Works has become involved with eleven small-scale and seven large-scale NTM plans. Each year the City
receives requests for solutions to speeding and cut-through traffic problems within neighborhoods. Based upon current workload and resources, typically one to
two of these requests develop into large scale NTM projects. Beginning with the 2003-05 Financial Plan, and then again in the 2005-07 and 2011-13 Financial
Plans, NTM allocations were reduced due to financial limitations and budget constraints. Due to these budget reductions, NTM requests are being taken on a first
come first serve basis.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
NEIGHBORHOOD TRAFFIC IMPROVEMENTS
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50500 Transportation Planning & Engineering
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 99501 Neighborhood Traffic Management Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction ongoing $20,000$20,000$20,000$20,000$20,000$100,000
Total $0$20,000$20,000$20,000$20,000$20,000$100,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Work is typically street and sidewalk work, modifying
existing facilities and minimizing increased maintenance costs.
Anticipated Facility Life Span: Life spans will be dependent upon facility constructed.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund ongoing $20,000$20,000$20,000$20,000$20,000$100,000
Grant $0
Debt Financing $0
Developer Contribution $0
Total $0$20,000$20,000$20,000$20,000$20,000$100,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is submitted as a phased request.
Project Team
Assignment Program Estimated Hours
Project Manager Transportation Engineering 50 Hrs
Environmental Clearance Community Development 120 Hrs
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
NEIGHBORHOOD TRAFFIC IMPROVEMENTS
Assignment Program Estimated Hours
Contract Management Transportation – Administration 100 Hrs
Construction Management CIP Engineering – Construction 80 Hrs
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
PRADO BRIDGE DECK OVERLAY
Project Description
Sealing and overlaying the Prado Road Bridge deck for structural protection of the bridge will cost $20,000 for design in 2013-14 and $180,000 in 2014-15 for
construction and construction management.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
The Prado Road Bridge, a reinforced concrete structure, has been in service since 1957. The concrete deck of the Prado Road Bridge is exposed and has no
overlay of any kind as the asphalt overlay was removed in 2004 to allow for additional deck inspection. Historically, asphalt was used to overlay concrete bridge
decks. In recent years, research has shown that the asphalt overlay actually causes long-term damage to the concrete deck by trapping moisture which infiltrates
into the concrete and corrodes the reinforcing steel within the deck. This in turn leads to the rusting steel expanding, which causes the concrete to break apart,
exposing the steel reinforcement and accelerating the corrosion. Asphalt is no longer recommended as an overlay material for concrete bridge decks.
Left unchecked, the bridge structure will deteriorate from the inside and eventually lead to expensive repairs or complete replacement of the bridge. Sealing and
overlaying the bridge with products specified per the bridge standards of the California Department of Transportation must be done to protect the bridge and will
provide many more years of service life to the bridge. This area of Prado Road is anticipated to be widened. If this bridge can be maintained in good condition, it
can remain, and another bridge be added next to it to provide the necessary width.
Currently there is not an ADA accessible route across the bridge; however this project would not trigger a requirement to provide one. There is currently an
accessible route across the pedestrian bridge just south of Prado Road and the ultimate widening of this bridge will include accessible pedestrian routes as well as
bicycle lanes.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
PRADO BRIDGE DECK OVERLAY
Environmental Review and Permits Required
Environmental Review n/a - CEQA, NEPA
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: n/a
Operating Program Number and Title:
50300 Streets and Sidewalk Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design $20,000 $20,000
Construction $155,000 $155,000
Construction Management $25,000 $25,000
Total $0$20,000$180,000 $0 $0 $0$200,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: This project will install a protective overlay over a presently
exposed concrete bridge deck that will prevent costly repair work for many years.
Anticipated Facility Life Span: 10 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $2,294$20,646 $22,940
Grant - HBP $17,706$159,354 $177,060
Total $0$20,000$180,000 $0 $0 $0$200,000
Project Funding by Source
Staff will apply for Highway Bridge Program (HBP) grant funds to complete this work. If grant funding is obtained, they will pay for 88.53% of the project cost,
resulting in a General Fund cost of $22,940. If the grant funding is not obtained, staff will submit an additional request for General Fund dollars.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
PRADO BRIDGE DECK OVERLAY
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: none
Project can be phased – Number of years for phasing: Project as shown is phased.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 120
Construction CIP Engineering – Construction 160
Contract Administration CIP Engineering - Administration 100
Environmental Planning 4
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
PRADO BRIDGE DECK OVERLAY
Location Map
ATTACHMENT 4
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TRANSPORTATION
RAILROAD SAFETY TRAIL - TAFT TO PEPPER
Project Description
Extending the Railroad Safety Trail south from Taft Street, on the west side of the California / US 101 overpass, and continuing through the California Highway
Patrol property to a bicycle/pedestrian bridge over Union Pacific Railroad corridor to Pepper Street will cost $525,000 in 2013-14 to complete design and land
acquisition, and $1,234,000 in 2014-15 for construction.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Expand bicycle and pedestrian paths & Improve transportation
Need and Urgency
In November 2000, the Council adopted the preliminary alignment plan for the Railroad Safety Trail. Since that time grants have been applied for and work
continues with Union Pacific Railroad to receive approval for specific segments, using a phased approach. In 2009 the bike path and fencing was installed along
California Boulevard between Foothill Boulevard and Hathway Street. The necessary easement to extend the path farther south was not granted by Union Pacific
Railroad (UPRR). An alternative alignment has been developed, shifting the bike path onto California for a short distance to get over US 101, passing through
State property, and over the railroad corridor via a bridge to Pepper Street.
The City received a $495,000 BTA grant to design and construct the Railroad Safety Trail bridge over Highway 101. When design plans and easements were not
approved by UPRR, the City received a time extension for the remaining $416,000 of grant funds until April 1, 2015 to provide the City the time needed to obtain
approvals from UPRR, the California Public Utilities Commission, and the California Highway Patrol to design and construct the project. In order to be eligible
for future grant funding, it is imperative that the City utilize these grant funds in a timely manner.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
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TRANSPORTATION
RAILROAD SAFETY TRAIL - TAFT TO PEPPER
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Caltrans, CPUC, and easement required from California Highway Patrol) n/a
Operating Program Number and Title:
50500 Transportation Planning and Engineering
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 91111 RRST Taft to Phillips
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Land Acquisition $275,000 $275,000
Design $250,000 $250,000
Construction $416,000 $1,084,000 $1,500,000
Construction Management $150,000 $150,000
Total$416,000$525,000$1,234,000 $0 $0 $0$2,175,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Contract Services $2,200$2,200$2,200$6,600
Total $0 $0 $0$2,200$2,200$2,200$6,600
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: The path extension will require ongoing maintenance of the
asphalt surface (long term) and landscaping (ongoing shown in table.) General Fund would assume ongoing maintenance costs.
Anticipated Facility Life Span: Asphalt pathway life is anticipated to be 9 years and 50-years for the bridge.
Budget to Date 2013-142014-152015-162016-172017-18 Total
BTA Grant - Hwy 101 bridge*$416,000 $0 $0 $0 $416,000
TIF**$0$525,000 $0 $0 $525,000
Future Grant***$0 $0$1,234,000 $0 $1,234,000
Total$416,000$525,000$1,234,000 $0 $0 $0$2,175,000
Project Funding by Source
*BTA Grant funding availability is subject to grant re-scope approval by Caltrans.
ATTACHMENT 4
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TRANSPORTATION
RAILROAD SAFETY TRAIL - TAFT TO PEPPER
**TIF estimated funding amount pending construction completion of RRST Hathway to Taft project. (We’ll know this before final print)
***Future grant anticipated once construction plans are complete and UPRR and State Approvals are obtained. Construction will not proceed until grant is
obtained.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is already submitted as a phased project.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 400
Environmental Review Planning Development Review 40
Project Proponent Transportation Planning & Eng. 120
Construction Management CIP Engineering – Construction 240
Contract Administration CIP Engineering – Administration 100
Environmental Review Planning 40
ATTACHMENT 4
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TRANSPORTATION
RAILROAD SAFETY TRAIL - TAFT TO PEPPER
Location Map
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
REPLACEMENT OF LIGHTED CROSSWALKS ON MARSH & HIGUERA STREETS
Project Description
Replacing the Marsh Street in-ground light crosswalk will cost $43,500 in 2014-15, and the Higuera Street in-ground crosswalk will cost $43,500 in 2015-16.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services & Fiscal Health, Expanding Bicycle & Pedestrian Paths, Improve Transportation &
Enhance maintenance of City infrastructure
Need and Urgency
Marsh In-Ground Lighted Crosswalk
The in-ground lighted crosswalk system on Marsh Street between Chorro and Morro streets was installed in May of 2002. Prior to the installation of this lighted
crosswalk system there were approximately 3 pedestrian collisions per year at this crossing, however since the lighted crosswalk system has been installed, over 10
years ago, there has been only one pedestrian collision. Being over 10 years old this lighted crosswalk system is now beyond its intended service life and is in need
of replacement. Recently this aging system averages three to five major failures a year requiring a significant maintenance commitment from Traffic Signal
Technician staff.
Higuera In-Ground Lighted Crosswalk
The in-ground lighted crosswalk system on Higuera Street between Chorro and Morro streets was installed in November of 2002. Prior to the installation of this
lighted crosswalk system there were also approximately 3 pedestrian collisions per year at this crossing, however since the lighted crosswalk system has been
installed, over 10 years ago, there has been no pedestrian collisions. Also being over 10 years old this lighted crosswalk system is now beyond its intended service
life and is in need of replacement. Recently the aging system averages two to four major failures a year also requiring a significant maintenance commitment from
Traffic Signal Technician staff.
After these lighted crosswalk systems were installed they experienced a major failure once every two to three years and did not pose a significant drain on Traffic
Technician Staff; however, with the passing of their intended service life these systems now require approximately seven times the maintenance commitment
expected. In addition to the deteriorating condition of both crosswalk systems, new federal and state standards for these types of systems have been adopted and
the current system is not in compliance and should be upgraded to comply with those new standards.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
REPLACEMENT OF LIGHTED CROSSWALKS ON MARSH & HIGUERA STREETS
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50500 Transportation Planning & Engineering
Project Phasing and Funding Sources
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $40,000$40,000 $80,000
Construction Management $3,500$3,500 $7,000
Total $0 $0$43,500$43,500 $0 $0$87,000
This project replaces existing facilities with lower maintenance & more effective devices therefore no impact on operating costs are expected
Anticipated Facility Life Span: 10 Years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $43,500$43,500 $87,000
Total $0 $0$43,500$43,500 $0 $0$87,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
In lieu of replacing the aging signs they could be removed, the cost for removing both lighted crosswalk system is estimated at $20,000. Staff does not
recommend this as the pedestrian collision pattern will likely resume.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
REPLACEMENT OF LIGHTED CROSSWALKS ON MARSH & HIGUERA STREETS
The replacement of these signs could be differed to a later date. Staff does not recommend this as the maintenance requirements for this aging system are
significant.
Project can be phased – Number of years for phasing: The project is current recommended for a two year phased project.
Project Team
Assignment Program Estimated Hours
Project Manager Transportation - Design 30
Contract Management Transportation – Administration 20
Construction Management CIP Engineering – Construction 10
Site List – For multi-year projects
Location
Estimated
Year of
Construction
Pavement Area
(for projects in right-of-way)
Marsh St. 800 Block 2014-15 N/A – Work on Sidewalk
Higuera St. 800 Block 2015-16 N/A – Work on Sidewalk
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK RAMP CONSTRUCTION
Project Description
Constructing curb ramps for accessibility in conjunction with street reconstruction projects and as requested by the public will cost $115,000 in 2013-14 and
$105,000 annually through 2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Enhance maintenance of City infrastructure
Need and Urgency
The City has an established system of streets with curbs, gutters, and sidewalks. This system works well for most people but can be challenging to negotiate for
those with physical disabilities. One of the impediments to travel is the difference in elevation between the street grade and the sidewalk grade at points of
transition. While it would be difficult to furnish continuous access between the street and the sidewalk, it is feasible to provide access at corners where people
using the sidewalk most often cross the street. The method of access that works best is a ramp with a safe transition.
The City has identified 1,846 points at intersections where pedestrians cross the street. More than 40 percent of these crossing points already have some sort of
transition ramp provided; however, many of these were built some years ago and do not conform to current standards that allow ready use by wheelchairs. The
remaining 60 percent of crossing points continue to have a step between the street and sidewalk.
The Americans with Disabilities Act (ADA) requires that any alteration to a street include construction of an accessible ramp where none exist, and to make
compliant any ramps that existed previously. Some ADA compliance problems have arisen from differing interpretations of the term "alteration;" however, the
courts have made a determination on this issue and any overlay work requires ramp construction / upgrade. Any ramps required in order to meet legal obligations
relative to paving, that are not funded from this program, will be funded from the paving program, reducing funding available for street work. Microsurfacing does
not require ramp work.
In addition to building ramps in conjunction with street reconstruction, staff includes a small number of ramps that are requested by members of the public to
address access issues on commonly used routes of travel. One ramp scheduled to start design work in 2013-14 will require detailed survey work and hydraulic
analysis in conjunction with other design efforts.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK RAMP CONSTRUCTION
Specifications or construction documents complete n/a
Environmental Review and Permits Required
Environmental Review - Notice of Exemption & NEPA Clearance for CDBG Funding
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: n/a
Operating Program Number and Title:
50300 Streets and Sidewalk Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 99868 Sidewalk Ramps Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design ongoing $40,000$30,000$30,000$30,000$30,000$160,000
Construction ongoing $75,000$75,000$75,000$75,000$75,000$375,000
Total $0$115,000$105,000$105,000$105,000$105,000$535,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Maintenance materials $2,000$2,000$2,000$2,000$2,000$10,000
Total $0$2,000$2,000$2,000$2,000$2,000$10,000
Ongoing Costs by Type
There will be minor additional costs associated with maintenance of ramps versus maintenance of sidewalk due to the need to maintain the truncated dome surface
(yellow tactile pad); however the addition of the truncated dome surface is required.
Anticipated Facility Life Span: The concrete ramp will last indefinitely; however, accessibility requirements may change and require replacements. The dome
surfacing life span also varies and is shown as an ongoing cost in the table above. It is anticipated to have a 5 to 10-year life.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK RAMP CONSTRUCTION
Budget to Date 2013-142014-152015-162016-172017-18 Total
CDBG $105,000$105,000$85,000$85,000$85,000$465,000
General Fund $10,000 $20,000$20,000$20,000$70,000
Total $0$115,000$105,000$105,000$105,000$105,000$535,000
Project Funding by Source
If CDBG funding is not authorized, general fund backfill will be required to meet this need. CDBG funding in year 3, 4, & 5 have been reduced by 20% assuming
an overall reduction in available CDBG future funding. If reductions do not occur as anticipated, General Fund budget augmentation will not be required.
Reduced / Enhanced Project Alternatives
Reduced project is feasible – Estimated cost for each curb ramp is $7,000. Project budget can be reduced in $7,000 increments to desired funding level.
Project can be phased – Number of years for phasing: Project as submitted is a phased project, coordinating with the street resurfacing program.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 120 hours per year
Environmental Community Development 40 hours per year
Contract Administration CIP Engineering - Administration 40 hours per year
Construction Management CIP Engineering - Construction 450 hours per year
Site List – For multi-year projects
Location
Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Various Locations 2013 Area 7
Various Locations 2014 Area 8
Various Locations 2015 Area 1
Various Locations 2016 Area 2
Various Locations 2017 Area 3
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK REPAIRS
Project Description
Repairing various City sidewalks in Pavement Areas 7 & 8 will cost $25,000 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
Areas of the City’s sidewalks are damaged by street tree roots or other influences. Damaged areas are often displaced resulting in an uneven walkway that can
pose difficulties to pedestrians. These damaged areas of curb, gutter, and sidewalk are repaired in advance of pavement maintenance work to prevent cutting into
new pavement during construction.
There are also opportunities throughout the year for public / private partnerships where small amounts of funding can be leveraged to provide a better sidewalk
repair or replacement, than would be provided by either party. For example, if a property owner must remove a narrow piece of sidewalk to install a utility, the
City can augment that work and expand it somewhat to include an adjacent damaged area or narrow strip of gray sidewalk in the Mission Style district. These
augmentation activities are anticipated to be less than 15% of the total budgeted amount.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK REPAIRS
Operating Program Number and Title:
50300 Streets and Sidewalk Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90849 Sidewalk Repair Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction on-going $25,000$25,000$25,000$25,000$25,000$125,000
Total $0$25,000$25,000$25,000$25,000$25,000$125,000 Projected annual project costs have been reduced by $10,000 from the 2011-13 Financial Plan projection to reflect current annual spending by Street Maintenance
for materials to now be shown in the maintenance operating budget.
Detail of ongoing costs and alternatives to ongoing costs: These facilities already exist so there will be no additional operating costs. The replacement of damaged
sidewalk with new sidewalk will reduce the maintenance costs because ongoing grinding or patching of raised areas and sunken areas will not be required for a
period of years.
Anticipated Facility Life Span: Sidewalk can last indefinitely; however, sidewalk areas around trees have a shorter life span and may need to be repaired within 10
years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund on-going $25,000$25,000$25,000$25,000$25,000$125,000
Total $0$25,000$25,000$25,000$25,000$25,000$125,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Reduced project is feasible – Cost for installation of 30 lineal feet of curb, gutter and sidewalk is approximately $6,000 by contract. Project budget can be
reduced to desired funding level.
Project can be phased – Number of years for phasing: Project is submitted as a phased project.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 120 hours per year
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
SIDEWALK REPAIRS
Contract Administration CIP Engineering - Administration 90 hours per year
Construction Management CIP Engineering – Construction 200 hours per year
Site List – For multi-year projects
Location
Estimated Year of Construction Pavement Area
(for projects in right-of-way)
Various Locations 2014 Area 7
Various Locations 2015 Area 8
Various Locations 2016 Area 1
Various Locations 2017 Area 2
Various Locations 2018 Area 3
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STORM DRAIN CULVERT REPAIR AND REPLACEMENT
Project Description
Repair of drainage culverts at street crossings at various locations within the City will cost $180,000 in 2013-14, $120,000 in 2014-15, and $475,000 in 2015-18
combined for design and construction.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
Storm Drain Culverts are vital components to the City’s overall stormwater drainage system. These structures carry water beneath roadways in concrete structures
which are designed to meet the drainage capacity needs for typical stormwater runoff, while providing structural support of the roadway. These structures vary in
age up to one hundred years old and many are in need of maintenance. Without periodic maintenance and repair, these structures will eventually fail and result in
unplanned street closures and impacts to the City’s stormwater drainage network.
Broad Street at Leff
The existing culvert was constructed in the early 1900s and the concrete around the reinforcing steel has worn away over the years. The reinforcing steel is
exposed and corroding.
Garden Street between Islay and Leff
The culvert crossing under Garden Street was built in 1909. The structure is showing signs of severe age with reinforcing steel showing in the roof and floor.
Floor steel had rusted through in several places. There is settlement in the street and standing water at this low point.
Mission between Broad and Chorro
The culvert crossing under Mission Street was built in 1956 and is constructed of corrugated metal. It has rusted through on the bottom and surrounding soils is
susceptible to be carried away by flowing water, leading to roadway failure.
Hathway at Murray
The culvert crossing under Hathway at Murray is of undetermined age and was constructed of rock, grouted into place. The existing structure is at the end of its
design life and is fragile.
Orcutt Road at Lawnwood
During response to a sewer spill an old structure that acts similar to a culvert was discovered. It is not apparent what the original intended purpose of this structure
was. Speculation exists that it was an old cattle crossing that was retrofitted to act as a culvert. The existing structure is not needed and presents challenges if
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STORM DRAIN CULVERT REPAIR AND REPLACEMENT
allowed to remain in place. The structure is decaying, an existing sewer line travels through the structure, and a storm drain is attached. The project would
abandon the culvert and stabilize the area.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review - Complete n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50320 Creek and Flood Control
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90744
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design on-going $20,000$60,000$40,000$20,000$30,000$170,000
Construction on-going $160,000$60,000$160,000$100,000$125,000$605,000
Total $0$180,000$120,000$200,000$120,000$155,000$775,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: These facilities already exist so there will be no additional
operating costs. Timely repair of the culverts will prevent costly repairs to the roadways and private property in the event of collapse.
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STORM DRAIN CULVERT REPAIR AND REPLACEMENT
Lifespan of improvements is estimated at 50 years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $180,000$120,000$200,000$120,000$155,000$775,000
Total $0$180,000$120,000$200,000$120,000$155,000$775,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Project can be phased – Number of years for phasing: Project is presented as a phased program. Phasing over a longer period of time is not recommended
because these facilities are important infrastructure and failure can lead to additional problems to adjacent areas in the event of collapse.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering – Design 120 hours per year
Environmental Community Development 40 hours per year
Contract Administration CIP Engineering - Administration 90 hours per year
Construction Management CIP Engineering - Construction 150 hours per year
Permitting Natural Resources 120 hours per year
Site List – For multi-year projects
Location
Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Broad at Leff 2013 Area 4
Hathway at Murray 2014 Area 8
Garden between Islay and Leff 2015 Area 4
Mission between Broad and Chorro 2016 Area 7
Orcutt Road at Lawnwood 2017 Area 2
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STORM DRAIN SYSTEM REPLACEMENT
Project Description
Replacing failing drainage infrastructure throughout the City will cost $350,000 in 2013-14 for construction, $500,000 for design and construction in 2014-15, and
$690,000 annually in 2014-18 for design and construction.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
In 2001 the entire storm drain system (manholes, inlets, and pipes) was inspected and evaluated to establish overall condition. About 25 percent of the pipes
surveyed were Corrugated Metal Pipe (CMP), a material that no longer conforms to City standards and should be replaced based on known performance problems.
Over time, the bottom of the pipe, where water collects, rusts through. Water then erodes the ground below the pipe, pulls surrounding soil into the pipe, and then
carries the soil downstream. The surface above the pipe then settles. As this deterioration progresses and becomes more severe, the pipe deforms and often
collapses taking the surrounding improvements with it.
When Public Works presented the Storm Sewer Management Plan to the Council in early 2005, addressing CMP exclusively was one of the options for system
maintenance. A second option was to replace all substandard pipes, regardless of material, including non-CMP pipe with inadequate capacity. Because of the
prohibitive costs associated with this second option, CMP replacement has consistently been requested and funded in subsequent budgets to address failed storm
drain infrastructure as the priority. Some system capacity and flow efficiencies are gained through improved pipe materials and inlets.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a – Permits may be needed for some, but not all installations.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STORM DRAIN SYSTEM REPLACEMENT
Railroad n/a
Other: Caltrans Encroachment Permit – Permit may be needed for some, but not all installations.
Operating Program Number and Title:
50320 Flood Control
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90742 CMP Replacement Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design $50,000$50,000$50,000$50,000$50,000$250,000
Construction $250,000$400,000$540,000$540,000$540,000$2,270,000
Construction Management $50,000$50,000$100,000$100,000$100,000$400,000
Total $0$350,000$500,000$690,000$690,000$690,000$2,920,000
Detail of ongoing costs and alternatives to ongoing costs: These facilities already exist so there will be no additional operating costs. Timely replacement will
prevent expensive roadway repairs resulting from sink holes.
Anticipated Facility Life Span: Lifespan of improvements is estimated at 50 to 100 years depending on type of installation.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $350,000$500,000$690,000$690,000$690,000$2,920,000
Total $0$350,000$500,000$690,000$690,000$690,000$2,920,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Pipeline infrastructure is typically funded on a 50 year replacement cycle. The CMP portion of the infrastructure had only a 30 year life, but is already over 50
years old, and until recently there was no replacement funding.
Based on the 2005 Storm Sewer Management Plan the total system replacement cost for storm sewer is $75,000,000. Therefore the annual construction funding
needed to replace the system every 50 years would be $1,500,000. In order to reduce storm drain funding levels to a manageable amount, replacement of CMP
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STORM DRAIN SYSTEM REPLACEMENT
pipes only was presented in the storm sewer management plan. Replacement of CMP as well as other failed storm drain pipe would cost the following based on the
replacement cycle:
Replacement Cycle Construction Funding Required
8 Years $1,687,500
10 Years $1,350,000
20 Years $675,000
25 Years $540,000
50 Years $270,000
This request funds storm drain replacements at $540,000, or 25 year replacement cycle starting in 2015-16 and extending until such time as all the failed pipe has
been removed from the system. Once the failed portions of the system have been replaced, the City can reassess the desired replacement cycle to fund. More rapid
replacement is preferred due to the poor conditions; however, the system needs must be balanced against other City needs. Delaying the replacement of this aging
infrastructure will increase the likelihood of storm drain failure.
Project can be phased – Number of years for phasing: Project is presented as a phased project, but funding amounts can be varied.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 200 hours per year
Environmental Community Development 40 hours per year
Technical Studies Natural Resources 100 hours per year
Contract Administration CIP Engineering - Administration 90 hours per year
Construction Management CIP Engineering - Construction 300 hours per year
Site List – For multi-year projects
Location
Estimated Year of Construction Pavement Area
(for projects in right-of-way)
Various Locations 2014 Area 8
Various Locations 2016 Area 1
Various Locations 2017 Area 2
Various Locations 2018 Area 3
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STORM DRAIN SYSTEM REPLACEMENT
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STREET RECONSTRUCTION AND RESURFACING
Project Description
Performing maintenance on City-owned pavement throughout the City will cost $1,200,000 in 2013-14, $1,200,000 in 2014-15 and $6,190,000 in 2015-18
combined for study, design, construction, and construction management.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
The City’s Pavement Management Plan (PMP) was adopted in 1998. The PMP established eight principal pavement maintenance zones within the City, and a
plan in which each of these areas receives maintenance on an eight-year rotation. The downtown area is a ninth zone for which maintenance activities are
coordinated with other work activities. The PMP also sets forth recommended funding for pavement maintenance projects to be included in the City’s Capital
Improvement Plan.
In 2009, the PMP was re-evaluated by a pavement management consulting firm, at the request of the City Council, who recommended that the PMP be modified to
provide greater priority for arterial streets while maintaining the eight-year rotation for maintenance work on local streets. The City Council approved this
modification on October 6, 2009.
The revised PMP objectives adopted by the City Council are shown below in the priority listed and take the place of the prior stated goal of the PMP to achieve an
average Pavement Condition Index (PCI) of 80 for the City’s network as a whole:
1. 90% of Arterial Streets in good condition and 0% in bad condition.
2. 80% of Downtown Streets in good condition and 0% in bad condition.
3. 80% of Collector Streets in good condition less than 5% in bad condition.
4. 70% of Local Streets in good condition and less than 7% in bad condition.
Note: A street with a PCI of greater than 70 is considered to be in good condition and a PCI less than 30 is considered to be in bad condition. PCI continues to be
used in internal computerized pavement management activities.
Pavement maintenance is an ongoing need. Preventive maintenance has been found to provide the best long-term solution in providing smooth pavement surfaces
at the lowest overall cost. Deferring pavement maintenance funding will result in the deterioration of the pavement and higher pavement maintenance costs in the
future.
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STREET RECONSTRUCTION AND RESURFACING
Table A below, summarizes the staff recommendation for construction funds only. Funding previously planned for local streets has been shifted to augment
arterial street repair (California Blvd.) due to street condition deterioration since the last projections.
Table A
Proposed Construction Funding
Street Type Current Status 2013-14 2014-15 Achieves Adopted Goal
Arterial 57% Good / 1% Bad $850,000 $485,000 45% Good / 3% Bad 90% Good / 0% Bad
Downtown 60% Good / 13% Bad $0,000 $140,000 47% Good / 14% Bad 80% Good / 0% Bad
Collector 68% Good / 5% Bad $100,000 $175,000 55% Good / 6% Bad 80% Good / 5% Bad
Local 63% Good / 6% Bad $0 $160,000 50% Good / 10% Bad 70% Good / 7% Bad
Totals: $950,000 $960,000
Pavement Deflection Testing
Pavement Rehabilitation generally consists of the placement of a thin (1 to 2 inch) layer of asphalt over the existing surface, or if needed, the complete
reconstruction of the street. Once a street has been identified as requiring pavement rehabilitation, the pavement surface is tested in order to determine the existing
strength of the pavement, the remaining design life, and the required treatment in order to restore it to a “like new” condition. California Standard Test 356 utilizes
measured pavement deflection under a specific loading condition in order to measure the strength of the pavement and determine the recommended overlay
thickness. This testing is done for City paving projects every two years with the next planned inspection work to be performed during the 2013-14 fiscal year.
This work is budgeted at an amount of $60,000. There is no alternative proposed for this work as it is a required step in designing a paving project.
Pavement Inspection
In order to maintain accurate and up-to-date pavement condition information for management activities, the pavement surfaces require periodic evaluation and
updating of the PCI. Staff has found the method of automated data collection by a team of pavement consulting engineers utilizing a specialized vehicle for
pavement condition analysis to be the safest, most efficient, and most cost effective approach in updating the City’ pavement database.
Pavement Inspection is conducted every two years with the next planned inspection work to be performed during the 2014-15 fiscal year. This work is budgeted at
an amount of $50,000. There is no alternative proposed for this inspection as it is a required step in planning future paving projects.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STREET RECONSTRUCTION AND RESURFACING
Environmental Review and Permits Required
Environmental Review: Pavement Maintenance projects typically receive Notice of Exemptions
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50300 Streets and Sidewalk Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90346 Street Reconstruction & Resurfacing Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study on-going $60,000$50,000$60,000$50,000$60,000$280,000
Design on-going $120,000$120,000$120,000$120,000$120,000$600,000
Construction on-going $950,000$960,000$1,450,000$2,000,000$2,000,000$7,360,000
Construction Management on-going $70,000$70,000$70,000$70,000$70,000$350,000
Total $1,200,000$1,200,000$1,700,000$2,240,000$2,250,000$8,590,000
Through the 2011-13 Financial Plan planning process the original 2014-15 request for this project was reduced as a result of other CIP priorities.
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: There are no additional operating costs associated with this
project. However, reducing the budget will result in an increased maintenance cost, reflecting the greater need for pavement repairs (i.e. pothole repairs) to be
performed by City staff.
Anticipated Facility Life Span: Reconstruction and Resurfacing projects are designed for a service life of 20 years. Preventative Maintenance (i.e. Microsurfacing)
provides an extended service life of approximately 8 years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund on-going $1,200,000$1,200,000$1,700,000$2,240,000$2,250,000$8,590,000
Total $0$1,200,000$1,200,000$1,700,000$2,240,000$2,250,000$8,590,000
Project Funding by Source
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STREET RECONSTRUCTION AND RESURFACING
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
The project can either be increased or decreased. Increased funding will allow more maintenance to occur, improving the condition of more of the roadways and
making progress towards the Council’s pavement goals. A reduced project will result in additional deterioration of the pavement condition requiring higher future
investment. The request as proposed, and as shown in Table A, results in a deterioration in the street system.
The construction investment needed to meet the pavement management goals is outlined below in Table B:
Table B
Construction Funding Only
Street Type Current Status 2013-14 2014-15 Achieves / Goal
Arterial 57% Good $2,900,000 $2,500,000 90% Good
Downtown 60% Good $500,000 $500,000 80% Good
Collector 68% Good $700,000 $700,000 80% Good
Local 63% Good $500,000 $500,000 70% Good
Totals: $4,600,000 $4,200,000
Project can be phased – Number of years for phasing: Project is an ongoing, phased maintenance project.
Project Team
Assignment Program Estimated Hours
Pavement Management Program CIP Engineering – Design 100 hours per year
Project Management CIP Engineering – Design 400 hours per year
Environmental Community Development 8 hours per year
Contract Administration CIP Engineering - Admin 60 hours per year
Construction Management CIP Engineering - Construction 400 hours per year
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STREET RECONSTRUCTION AND RESURFACING
Site List – For multi-year projects
Location
Estimated
Year of
Construction
Pavement Area
(for projects in right-of-way)
Arterial & Collector Streets 2013 Citywide
Area 6 Local Streets 2014 6
Downtown – Carmel Street from Higuera to Marsh 2014 Downtown
Downtown – Nipomo Street from Palm to Higuera 2014 Downtown
Arterial & Collector Streets 2014 Citywide
Downtown – Marsh Street from Higuera to Nipomo 2015 Downtown
Arterial & Collector Streets 2015 Citywide
Area 7 Local Streets 2015 7
Downtown - TBD 2016 Downtown
Arterial & Collector Streets 2016 7
Area 8 Local Streets 2016 Citywide
Downtown – TBD 2017 Downtown
Arterial & Collector Streets 2017 8
Area 1 Local Streets 2017 Citywide
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
STREET RECONSTRUCTION AND RESURFACING
Map of City Pavement Areas
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
TRAFFIC OPERATION IMPROVEMENT PROJECTS
Project Description
Constructing traffic operations improvements as identified in the Annual Traffic Operations Report will cost $30,000 every other year starting in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services & Fiscal Health, Expanding Bicycle & Pedestrian Paths, Continue and enhance
neighborhood wellness initiatives, Improve Transportation & Enhance maintenance of City infrastructure
Need and Urgency
Each year the City analyzes high congestion locations, ranks and prioritizes those locations, develops mitigation measures for construction. This program is a
highly effective program built on the same principles as the City’s award winning Traffic Safety Program, whereby all primary intersections and corridors within
the City are evaluated. The locations are ranked based on the degree of travel time delay and projects are identified and implemented accordingly. This is the
City’s primary mechanism for effectively addressing traffic congestion relief and allows pursuit of minor capital improvements to address congestion issues
identified in the Traffic Operations Report.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50500 Transportation Planning and Engineering
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
TRAFFIC OPERATION IMPROVEMENT PROJECTS
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90884 Traffic Operations Report Implementation Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction ongoing $30,000 $0$30,000 $0$30,000$90,000
Total $0$30,000 $0$30,000 $0$30,000$90,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Work is typically street and sidewalk work, modifying
existing facilities and minimizing increased maintenance costs.
Anticipated Facility Life Span: Life spans will be dependent upon facility constructed.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund ongoing $30,000 $0$30,000 $30,000$90,000
Total $0$30,000 $0$30,000 $0$30,000$90,000
Project Funding by Source
Note: Grant funding will be pursued as available to offset General Fund.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is submitted as a phased project.
Project Team
Assignment Program Estimated Hours
Project Proponent Transportation Planning & Eng. 200 Hrs
Project Management Transportation Planning & Eng. 100 Hrs
Contract Administration CIP Engineering - Administration 100 Hrs
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
TRAFFIC SAFETY IMPROVEMENT PROJECTS
Project Description
Constructing traffic safety improvements as identified in the Annual Traffic Safety Report will cost $25,000 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services & Fiscal Health, Expanding Bicycle & Pedestrian Paths, Continue and enhance
neighborhood wellness initiatives, Improve Transportation & Enhance maintenance of City infrastructure
Need and Urgency
Each year the City analyzes high collision rate locations, ranks and prioritizes those locations, develops mitigation measures, and constructs them. Since 2001
annual traffic collisions within the City have been reduced by over 50% with an annual return of approximately $10 million in reduced economic impacts to the
community (medical expenses, emergency service costs, damages to property, and legal and insurance costs). This award winning program is the City’s primary
mechanism for effectively addressing traffic safety and congestion related collisions. With this project, funding is provided to pursue minor capital improvements
addressing safety issues identified in the Traffic Safety Report. Large scale safety projects, if any, are brought forward with funding recommendations as part of
the annual traffic safety report to Council.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50500 Transportation Planning and Engineering
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
TRAFFIC SAFETY IMPROVEMENT PROJECTS
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90398 Traffic Safety Implementation Master Account
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction ongoing $25,000$25,000$25,000$25,000$25,000$125,000
Total $0$25,000$25,000$25,000$25,000$25,000$125,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Work is typically street and sidewalk work, modifying
existing facilities and minimizing increased maintenance costs.
Anticipated Facility Life Span: Life spans will be dependent upon facility constructed.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund ongoing $25,000$25,000$25,000$25,000$25,000$125,000
Total $0$25,000$25,000$25,000$25,000$25,000$125,000
Project Funding by Source
Grants will be explored as a possible replacement for General Funds as the projects are developed.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Project is already submitted as a phased project.
Project Team
Assignment Program Estimated Hours
Project Proponent Transportation Planning & Engineering 200
Project Management Transportation Planning & Engineering 100
Contract Administration CIP Engineering - Administration 100
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
TRAFFIC SIGN MAINTENANCE
Project Description
Replacing roadway signs to meet minimum Federal Highway Administration’s retroreflectivity standards will cost $40,000 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Enhance Maintenance of City infrastructure
Need and Urgency
Retroreflectivity is a measure of how well a traffic sign bounces light from a vehicle’s headlights back towards the driver making the sign appear brighter and
easier to see and read at night. As road signs age they lose their retroreflectivity and become increasing difficult to see. Low retroreflectivity can contribute to
traffic collisions if drivers are unable to percieve and react to roadway controls such as stop signs. National highway statistics show that nighttime fatal crash rates
are approximately three times that of the daytime crash rate.
In response to this collision trend on January 22nd, 2008 the U.S. Department of Transportation, Federal Highway Administration (FHWA) required public
agencies to maintain minimum retro-reflectivity for street signs. FHWA originally mandated that by January of 2012 all agencies implement a continous
assessment or management method that is designed to identify traffic signs no longer meet the established minimum levels. FHWA also mandated that all
regulatory, warning and ground-mounted guide (except street name) signs meet minimum requirements by January 2015 and that street name signs and overhead
guide signs meet the minimum requirement by January 2018.
This ruling created a significant financial impact on public agencies requiring them to replace a large volume of signs in a short period of time. Recognizing this
financial impact the Federal Highway Administration enacted a new ruling on May 14th, 2012,, eliminating the compliance deadlines and allowing agencies to
replace signs with a schedule based on the City’s resources. The elimination of the compliance date does not eliminate the regulatory requirement to comply with
the minimum sign retroreflectivity standard; it does however allow the City to extend the replacement schedule in order to reduce annual replacement costs. Based
on this new ruling staff is proposing to extend the replacement schedule and reduce the previously approved annual budget from $60,000 to $40,000, reducing the
annual sign replacements from approximately 400 to 250 signs. This proposed level of reduction is consistent with the intent of the new FHWA ruling and is a
reasonable approach to improving night time traffic safety within the City.
If the FHWA determines that the City has failed to comply with Federal Regulations it may withhold any state and federal funding the City currently receives until
compliance has been accomplished. In addition the City may be held liable for any damages incurred related to signs not meeting the new minimum retro-
reflectivity requirements. On a path to compliance with these requirements, the City is currently systematically replacing signs that do not meet these requirements.
Additional funding is needed to continue the progress toward meeting the regulations.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
TRAFFIC SIGN MAINTENANCE
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50300 Streets and Sidewalk Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. XXXXX Sign Maintenance
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Software $0 $0
Construction on-going $40,000$40,000$40,000$40,000$40,000$200,000
Total $0$40,000$40,000$40,000$40,000$40,000$200,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: These signs already exist and are being replaced, so no
additional costs are anticipated as a result of this work.
Anticipated Facility Life Span: Signs have an anticipated life span of 5 to 10 years depending on the orientation of the sign and specific sign conditions.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
TRAFFIC SIGN MAINTENANCE
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund ongoing $40,000$40,000$40,000$40,000$40,000$200,000
Total $0$40,000$40,000$40,000$40,000$40,000$200,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: The project is submitted as a phased project. Further phasing could be completed, but is not
recommended in order to provide improved safety through increased reflectivity.
Project Team
Assignment Program Estimated Hours
Project Management Transportation 50
Contract Administration Transportation 10
Construction Management CIP Engineering - Construction 10
Estimated Schedule for Compliance
Location
Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Priority Signs 2012-2013 Area 5
Priority Signs 2014-2015 Area 6
Priority Signs 2016-2018 Area 7
Priority Signs 2019-2020 Area 8
Priority Signs 2021-2022 Area 1
ATTACHMENT 4
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Recommended CIP 2013-15
Fleet Replacement Fund (General Fund)
CIP Name Funding Source 13-14 Fleet Fund 14-15 Fleet Fund 14-15 Debt Financing
Capital Engineering Pickup Trucks
(9905, 9906, 0024)
Fleet Replacement Fund 30,500 31,000
Building Maintenance Service Body
Trucks (0314, 0612)
Fleet Replacement Fund 39,000
City Pool Cars (0232, 0231, 0228, 0227)Fleet Replacement Fund 32,800 33,400
Fleet Maintenance Pickup Truck (0023)Fleet Replacement Fund 28,200
Finance & IT Technology Van (9903)Fleet Replacement Fund 29,900
Golf Course Mowers (0606, 1008, 0862,
0863)
Fleet Replacement Fund 50,000
Tree Maintenance Equipment (9109,
0212, 0510)
Fleet Replacement Fund 100,400
Ranger Program Pickup Truck (0219)Fleet Replacement Fund 48,800
Parks Maintenance Pickup Trucks (0225,
0124, 0226, 0311, 0310, 0309
Fleet Replacement Fund 64,600 131,000
Parks Maintenance Equipment (9828,
0308, 9405, 9830, 0608, 1007, 0131)
Fleet Replacement Fund 60,000 32,700
Swim Center Service Body Truck (0332)Fleet Replacement Fund 37,100
Police Marked Patrol Sedans (0714,
0836, 0834, 0835, 0906, 0907, 0908,
0833, 1203)
Fleet Replacement Fund 172,800 175,600
Police Traffic Safety Motorcycles (0705,
0706, 0707, 0708, 0709, 0710)
Fleet Replacement Fund 62,400
Police Unmarked Detective Vehicles
(0209, 0330, 0602, 0605, 0901, 0721,
Fleet Replacement Fund 69,900 67,600
Police Administration Unmarked Sedans
(0808, 0838, 0839)
Fleet Replacement Fund 38,200
Fire Engines (9709, 0029)Fleet Replacement Fund 126,046
Fire Administration Chief Sedan (0627)Fleet Replacement Fund 43,200
Police Utility Vehicles (0604, 0809,
1105)
Fleet Replacement Fund 94,400
Police Neighborhood Services Sedan
(0406)
Fleet Replacement Fund 36,600
Fire Prevention Vehicles (0236, 0801)Fleet Replacement Fund 44,000
4-Wheel Drive Tractor-Loader (9406)Fleet Replacement Fund, Sewer
Fund
130,700
Street Maintenance Equipment (9601,
0817, 0615, 0213, 9713)
Fleet Replacement Fund 39,100
Street Maintenance Trucks (0030, 0025,
0116, 0223)
Fleet Replacement Fund 62,300 116,800
ATTACHMENT 4
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Recommended CIP 2013-15
Fleet Replacement Fund (General Fund)
CIP Name Funding Source 13-14 Fleet Fund 14-15 Fleet Fund 14-15 Debt Financing
Signal and Lighting Maintenance Lift
Truck (0414)
Fleet Replacement Fund 93,000
Transportation Engineering Truck/Van
(9909)
Fleet Replacement Fund 35,000
1,175,700 855,300 126,046
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - COMMUNITY DEVELOPMENT
FLEET REPLACEMENT – CAPITAL ENGINEERING PICKUP TRUCKS
Project Description
Replacing three (3) Mid-Sized Pickup Trucks for the Capital Improvement Program Engineering Inspection staff will cost $30,500 in 2013-14, $31,000 in 2014-15
and $31,500 in 2015-16.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Capital Improvement Plan inspection staff use mid-sized pickup trucks to transport tools and staff from office work area to various field work areas. This fleet
request will replace existing fleet vehicles that meet replacement guidelines with equivalent vehicles. Replacement of these vehicles will mitigate risk for future
downtime and costly repairs. Mid-sized pickup trucks are recommended to be replaced with mid-sized pickup trucks. Mid-sized trucks will allow staff to transport
the required plans, specifications, files, traffic barricades, traffic cones, hand tools, street utility lids, pipes, ladders and paving fabric that is typically required to
complete the City’s work at project sites. Keeping mid-sized pickup trucks will allow staff the same amount of room for these necessary tools, while still allowing
adequate interior space for this mobile work environment.
In accordance with the City’s Fleet Policy, pickup trucks have a target replacement schedule of 12 years / 90,000 miles. These pickup trucks (Asset 9905, 9906 and
0024) were purchased in 1998 and 2000. Staff has reviewed maintenance records and mileage logs and concurs with the recommended replacement dates for these
pickup trucks. The vehicles were proposed for replacement in the 2011-13 Financial Plan in the 2014-15 and 2015-16 fiscal years.
The decision to replace these vehicles is based on the following factors:
1. Projected miles of all vehicles exceed replacement miles recommended in Fleet policy.
2. Actual years of operation exceed recommended years in Fleet policy.
3. Projected years of operation exceed recommended years in Fleet policy.
4. Review of mechanical condition and history by Fleet Supervisor and Department staff.
5. Evaluation of maintenance costs by Fleet Supervisor.
6. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
50410 – CIP Project Engineering
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - COMMUNITY DEVELOPMENT
FLEET REPLACEMENT – CAPITAL ENGINEERING PICKUP TRUCKS
(Asset 9905, 0024 & 9906)Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$30,500$31,000$31,500 0 $0$93,000
Total $0$30,500$31,000$31,500 $0 $0$93,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Replacement of these vehicles have already been deferred two to three years. Further deferring of replacements could lead to higher costs for maintenance and
operation for CIP Engineering and Inspection budget, decreased reliability and delays in service due to staff needing to locate an alternate vehicle. Additional
funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span: 12 years / 90,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $30,500$31,000$31,500 $93,000
Total $0$30,500$31,000$31,500 $0 $0$93,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Vehicle Procurements Fleet Supv 24
Consulting CIP Eng 3
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - COMMUNITY DEVELOPMENT
FLEET REPLACEMENT – CAPITAL ENGINEERING PICKUP TRUCKS
Equipment Specification/installation Fleet Mechanics 16
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - COMMUNITY DEVELOPMENT
FLEET REPLACEMENT – CAPITAL ENGINEERING PICKUP TRUCKS
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-172017-18
City Fleet Number 9905 0024 9906
Vehicle Type Mid-Sized PickupMid-Sized PickupMid-Sized Pickup
Make Ford Ford Ford
Model F-150 SupercabF-150 SupercabF-150 Supercab
Model Year 1998 2000 1998
Date Entered City Service 1998 2000 1998
Odometer Reading at 10-25-12 100,670 92,875 84,282
Mileage/Year Average 7,191 7,740 6,020
Replacement Guidelines
Target: Years or Mileage 12 yrs/90,000 miles12 yrs/90,000 miles12 yrs/90,000 miles
Estimated Mileage @ Replacement 107,861 108,354 102,342
Estimated Years @ Replacement 15 years 16 years 17 years
Satisfies Replacement Policy:Yes - age & mileageYes - age & mileageYes - age & mileage
Fleet Supervisor Assessment *Vehicle exceeds target age
by 3 years and mileage by
17,000 miles. Increasing
repair costs. Do not
recommend deferring
beyond this date.
*Vehicle exceeds target
age by 4 years and mileage
by 18,000 miles.
Increasing repair costs.
Do not recommend
deferring beyond this date.
*Vehicle exceeds target
age by 5 years and mileage
by 12,000 miles.
Increasing repair costs.
Do not recommend
deferring beyond this date.
Replacement Cost Toyota Tundra 2 WD Ext Cab Toyota Tundra 2 WD Ext Cab Toyota Tundra 2 WD Ext Cab
Base Unit 23,500 24,000 24,500
Accessories & Other Costs 3,500 3,500 3,500
Misc.500 500 500
Delivery 800 800 800
Sales Tax 2,160 2,200 2,240
Total Replacement Costs 30,500 31,000 31,500 -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:30,500 31,000 31,500
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT – BUILDING MAINTENANCE SERVICE BODY TRUCKS
Project Description
Replacing two (2) Full-Sized, ¾ Ton Pickup Trucks, equipped with a Service Body for the Building Maintenance division will cost $39,000 in 2014-15 and
$41,100 in 2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting replacement of one (1) Full-Sized, ¾ Ton, Service Body Pickup Truck for the Building Maintenance division of Public Works in 2014-15. The
Dodge Ram ¾ ton service body truck (Asset 0314) was purchased in 2002, is ten (10) years old and currently has 70,488 miles. The other Full-Sized, ¾ Ton,
Service Body Pickup Truck (Asset 0612) was purchased in 2005 and currently has 26,342 miles. Staff is requesting Asset 0612 be replaced in 2017-18. The
Building Maintenance division uses these vehicles to store tools and haul construction material from purchase to various sites around the City during the daily
course of work. Additionally, these vehicles have the capability to haul rental equipment trailers.
In accordance with the City’s Fleet Policy, “light-weight trucks (under 1 ton)” have a target replacement schedule of 12 years / 100,000 miles. The Fleet
Supervisor has reviewed the condition of these vehicles and determined that they could be deferred one year each if funding is limited. However, additional
deferment could lead to additional maintenance costs not currently budgeted.
The decision to replace these vehicles is based on the following factors:
1. Projected years of operation will meet the recommended years in Fleet policy.
2. Review of mechanical condition and history by Fleet Supervisor and Department staff.
3. Evaluation of maintenance costs by Fleet Supervisor.
4. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
50230 – Building Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT – BUILDING MAINTENANCE SERVICE BODY TRUCKS
Initial Project Costs by Phase
Asset #0314 & 0612 Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0 $0$39,000 $0 $41,100$80,100
Total $0 $0$39,000 $0 $0$41,100$80,100
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Deferring replacement of these vehicles could lead to higher costs for maintenance and operation for Building Maintenance budget, decreased reliability and
delays in service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
However, due to lower mileage of trucks and the current condition, replacement of these vehicles could be deferred one year.
Anticipated Vehicle Life Span: 12 years / 100,000 miles
(Asset #0314, 0612)
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0 $0$39,000 $0 $41,100$80,100
Total $0 $0$39,000 $0 $0$41,100$80,100
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: N/A
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
Leasing Alternative: A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this
alternative.
Project Team
Assignment Program Estimated Hours
Vehicle Procurements Fleet Maintenance 16
Authorization and Coordination PW Administration 6
Equipment Installation/Ready for Service Fleet Maintenance 12
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT – BUILDING MAINTENANCE SERVICE BODY TRUCKS
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 0314 0612
Vehicle Type
Lightweight Commercial
Pickup
Lightweight Commercial
Pickup
Make Dodge Dodge
Model RAM 3/4 T Utility Bed RAM 3/4 T Utility Bed
Model Year 2002 2005
Date Entered City Service 2002 2005
Odometer Reading at 12-2012 70,488 26342
Mileage/Year Average - 7,049 - - 3,763
Replacement Guidelines
Target: Years or Mileage 12 years / 100,000 miles 12 years / 100,000 miles
Estimated Mileage @ Replacement - 81,061 - - 43,276
Estimated Years @ Replacement 12 years 12 years
Satisfies Replacement Policy:Yes - age Yes - age
Fleet Supervisor Assessment
*Truck meets target age but
not mileage. In fair
condition. Could defer 1
year if needed.
Truck meets target age but
not mileage. In fair
condition. Could defer 1
year if needed.
Replacement Cost
Base Unit 32,900 34,874
Accessories & Other Costs 2,500 2,500
Misc.500 500
Delivery 250 250
Sales Tax - 2,832 - - 2,990
Total Replacement Costs - 39,000 - - 41,100
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:- 39,000 - - 41,100
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT –CITY POOL CARS
Project Description
Replacing four (4) Mid-Sized, four-door, Sedans as part of the City’s shared “pool” fleet will cost $32,800 in 2013-14, $33,400 in 2014-15, $34,100 in 2015-16
and $34,700 in 2016-17.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
The City of San Luis Obispo utilizes vehicles as part of the City’s shared “pool” fleet program. These vehicles are used by staff to attend to City business,
meetings, field work and various training opportunities; often being driven out of city limits.
Two Ford Taurus sedan pool cars (Assets 0227 and 0228) were purchased in 2002 and currently have 74,222 and 74,750 miles respectively. These two vehicles
are located at City Hall (990 Palm Street) and are available to all City staff. Two more Ford Taurus sedan pool cars (Asset 0231 and 0232) were also purchased in
2002 and currently have 74,842 and 89,008 miles respectively. These two vehicles are located at Public Works and Community Development (919 Palm Street)
and are also available to all City staff. A full-size 4-door sedan type vehicle is needed for replacement of these four vehicles, as multiple staff often carpool to City
events and trainings. This fleet request will replace existing pool fleet vehicles that meet replacement guidelines with equivalent vehicles. Replacement of these
vehicles will mitigate risk for future downtime and costly repairs.
In accordance with the City’s Fleet Policy, “sedans” have a target replacement schedule of 12 years / 90,000 miles. Staff has reviewed maintenance records and
mileage logs for these pool cars and concurs with the recommended replacement dates.
The decision to replace these vehicles is based on the following factors:
1. Projected miles of vehicles exceed replacement miles recommended in Fleet policy for all vehicles.
2. Actual years of operation exceed recommended years in Fleet policy for three vehicles (Assets 0231, 0228 and 0227).
3. Review of mechanical condition and history by Fleet Supervisor and Department staff.
4. Evaluation of maintenance costs by Fleet Supervisor.
5. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
50340 – Fleet Services
Project Phasing and Funding Sources
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT –CITY POOL CARS
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$32,800$33,400$34,100$34,700 $0$135,000
Total $0$32,800$33,400$34,100$34,700 $0$135,000
(Asset #0232, 0231, 0228,
0227
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Deferring replacement of this vehicle could lead to higher costs for maintenance and operation for Fleet Services budget, decreased reliability and delays in service
due to City staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span: 12 years / 90,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$32,800$33,400$34,100$34,700 $0$135,000
Total $0$32,800$33,400$34,100$34,700 $0$135,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Vehicle Specifications Fleet Maintenance 32
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT –CITY POOL CARS
Vehicle Procurements Fleet Maintenance 48
Vehicle ready for Service Fleet Maintenance 24
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT –CITY POOL CARS
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 0232 0231 0228 0227
Vehicle Type
Sedan - City Pool
Car (Green) located
at 919 Palm
Sedan - City Pool
Car (Yellow)
located at 919 Palm
Sedan - City Pool
Car (Purple) located
at 990 Palm
Sedan - City Pool
Car (Brown) located
at 990 Palm
Make Ford Ford Ford Ford
Model Taurus E1Taurus E1Taurus E1Taurus E1
Model Year 2002 2002 2002 2002
Date Entered City Service 2002 2002 2002 2002
Odometer Reading at 10-31-12 89008 74842 74750 74222
Mileage/Year Average 8,901 7,484 7,475 7,422
Replacement Guidelines
Target: Years or Mileage
12 years / 90,000
miles
12 years / 90,000
miles
12 years / 90,000
miles
12 years / 90,000
miles
Estimated Mileage @ Replacement 97,909 90,559 97,175 100,200
Estimated Years @ Replacement 11 years 12 years 13 years 14 years
Satisfies Replacement Policy:Yes - mileage
Yes - age &
Mileage
Yes - age &
Mileage
Yes - age &
mileage
Fleet Supervisor Assessment *Sedan exceeds
target mileage by
8,000 miles.
Increased repairs.
Recommend
replacement.
*Sedan meets both
target age and
mileage.
Recommend
replacement. Pool
cars used daily.
*Sedan meets both
target age and
mileage.
Recommend
replacement. Pool
cars used daily.
*Sedan meets both
target age and
mileage.
Recommend
replacement. Pool
cars used daily.
Replacement Cost Ford Taurus Ford Taurus Ford Taurus Ford Taurus
Base Unit 29,670 30,263 30,869 31,486
Accessories & Other Costs 300 300 300 300
Misc.200 200 200 200
Delivery 200 200 200 200
Sales Tax 2,398 2,445 2,493 2,543
Total Replacement Costs 32,800 33,400 34,100 34,700 -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:32,800 33,400 34,100 34,700 -
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT – FLEET MAINTENANCE PICKUP TRUCK
Project Description
Replacing one (1) Full-Sized, ½ ton 4-wheel drive Pickup Truck for the Fleet Maintenance division will cost $28,200 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting replacement of one (1) full-sized, ½ ton pickup truck with a full-size ½ ton pickup truck with 4-wheel drive capability in 2013-14 for the Fleet
Maintenance division. The 1999 Ford F150 full-sized ½ ton truck (Asset 0023) was purchased in 2000 and is utilized by the Fleet Maintenance Supervisor and
staff. This truck is used as the primary vehicle to pick-up parts/equipment from vendors to the Corporation Yard repair shop. Additionally, the Fleet Maintenance
Supervisor utilizes this truck to travel though out the city to multiple locations, for various city meetings and training. This ½ ton truck is used also used to gain
access to the City’s generators/repeater located at remote sites, as well as emergency response road-calls. This truck has approximately 67,071 miles and will be 14
years of age at time of recommended replacement.
In accordance with the City’s Fleet Policy, “light-weight trucks (under 1 ton)” have a target replacement schedule of 12 years / 100,000 miles. This vehicle has
been experiencing increased repair costs with brakes and replacement of timing belt. This vehicle has not been a reliable source of transportation. This is the only
transport vehicle for the Fleet Services division. Therefore, staff requests replacement of the ½ ton truck in 2013-14.
The decision to replace this vehicle is based on the following factors:
1. Actual years of operation exceed the recommended years in Fleet policy by two.
2. Review of mechanical condition and history by Fleet Supervisor and Department staff.
3. Evaluation of maintenance costs by Fleet Supervisor.
4. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
50340 – Fleet Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT – FLEET MAINTENANCE PICKUP TRUCK
Asset #0023 Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$28,200 $0 $0 $0 $0$28,200
Total $0$28,200 $0 $0 $0 $0$28,200
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Deferring replacement of this vehicle/equipment could lead to higher costs for maintenance and operation for Fleet Maintenance budget, decreased reliability and
delays in service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span: 12 years / 60,000 miles
Asset #0023 Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $28,200 $28,200
Total $0$28,200 $0 $0 $0 $0$28,200
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Replacements already spreading over five year Financial Plan to help absorb the impact.
Equipment/vehicles meeting target age/mileage/hours and increased repair costs above routine preventative maintenance have been recommended for replacement
within the appropriate year.
Leasing Alternative: Leasing of some vehicles may be possible; however, generally requires vehicles to be turned in after the lease period and a new lease
established for newer equipment, keeping leasing costs high. By owning a vehicle, the City has increased flexibility to extend the service life of the vehicle, which
in the case of high quality vehicles can be done with little to no additional impact to the Fleet Maintenance operations, and reduces the overall replacement
annualized cost for the vehicle.
Project Team
Assignment Program Estimated Hours
Fleet Procurement Fleet Maintenance 8
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT – FLEET MAINTENANCE PICKUP TRUCK
Assignment Program Estimated Hours
Equipment Installation/Ready for Service
Fleet Maintenance 7
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 0023
Vehicle Type Full-Sized Pickup
Make Ford
Model F150
Model Year 1999
Date Entered City Service 2000
Odometer Reading at 1-2013 67,071
Mileage/Year Average 5,589 - - - -
Replacement Guidelines
Target: Years or Mileage 12 years / 90,000 miles
Estimated Mileage @ Replacement 72,660 - - - -
Estimated Years @ Replacement 14 years
Satisfies Replacement Policy:Yes - age
Fleet Supervisor Assessment *Truck exceeds target age
by 2 years. Increasing
repairs with brakes/belts.
Vehicle not a reliable
source of transportation.
Do not recommend
deferring past this date,
Replacement Cost Ford F150 4-Wh Dr
Base Unit 24,769
Accessories & Other Costs 1,000
Misc.200 -
Delivery 200
Sales Tax 2,062 - - - -
Total Replacement Costs 28,200 - - - -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:28,200 - - - -
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT –FINANCE & INFORMATION TECHNOLOGY VAN
Project Description
Replacing one (1) Transport Van for the Finance & Information Technology Department will cost $29,900 in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting replacement of one (1) Finance and Information Technology transport van in 2014-15. The current Ford Econoline van (Asset 9903) is utilized
in daily transportation of computers, servers, radio and other related technologies devices and equipment to various locations City-wide. This van was purchased in
1998 and currently has 53,542 miles. The van is also used on occasion by other City departments for events such as the annual SLO Triathlon, City picnic, parades,
and Police events.
Passenger vans have been designated for replacement at 12 years and/or 90,000 miles per the City’s approved Fleet Policy. This vehicle was eligible for
replacement in 2010 but has been deferred for two years due to low mileage utilization. While this vehicle has not met the target vehicle mileage, it has exceeded
its target age and is showing wear and tear with increased maintenance costs and down time in the Fleet Maintenance shop. Staff requests this vehicle replacement
in 2014-15 fiscal year with a like cargo van
The decision to replace this vehicle is based on the following factors:
1. Actual years of operation exceed recommended years in Fleet policy
2. Proposed years of operation exceed recommended years in Fleet policy by four (4) years
3. Review of mechanical condition and history by Fleet Supervisor and Department staff
4. Evaluation of maintenance costs by Fleet Supervisor
5. Spreading vehicle replacement costs over multiple years for program users
Operating Program Number and Title:
25300 - Network Services
Project Phasing and Funding Sources
(Asset#9903)Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0 $0$29,900 $0 $0 $0$29,900
Total $0 $0$29,900 $0 $0 $0$29,900
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT –FINANCE & INFORMATION TECHNOLOGY VAN
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
This is a replacement of an existing vehicle and as such ongoing costs are those associated with typical preventative maintenance. Typical annual costs for
preventative maintenance include: oil/filter changes, inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget
for these repairs/routine maintenance are supported through the Fleet Services operating budget for routine maintenance and repairs.
This vehicle has already been deferred four years due to condition and low mileage. Further deferring will lead to higher maintenance costs, decreased reliability
and service delays. Additional funds will be needed for increased repairs should the replacement be deferred.
Anticipated Vehicle Life Span: 12 years / 90,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0 $0$29,900 $0 $0 $0$29,900
Total $0 $0$29,900 $0 $0 $0$29,900
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative. This van is
used on a daily basis by IT staff to transport equipment to various locations within the City.
Project Team
Assignment Program Estimated Hours
Vehicle Procurement Fleet Maintenance Supervisor 10
Equipment Specification Fleet Maintenance Supervisor 3
Consult F&IT 1
Equipment Installation / Vehicle Ready
for Service
Fleet Mechanics 6
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FLEET REPLACEMENT –FINANCE & INFORMATION TECHNOLOGY VAN
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 9903
Vehicle Type F&IT Van
Make Ford
Model Econoline
Model Year 1998
Date Entered City Service 1998
Odometer Reading at 11/8/12 53542
Mileage/Year Average 3,824
Replacement Guidelines
Target: Years or Mileage 12 years / 90,000 miles
Est. Mileage @ Replacement 59,279
Est. Years @ Replacement 16 years
Satisfies Replacement Policy:Yes - age
Fleet Supervisor Assessment
*Van has met target
replacement years but has
low mileage due to inner-
city driving. Vehicle is
experiencing increased
maintenance costs.
Deferring beyond the
recommended 4 years is
not recommended.
Replacement Cost Van
Base Unit 27,082
Accessories & Other Costs 500
Contract Administration Fees -
Misc -
Delivery 200
Sales Tax 2,167
Total Replacement Costs - 29,900 - - -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:- 29,900 - - -
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT – GOLF COURSE MOWERS
Project Description
Replacing four (4) Laguna Lake Golf Course Mowers for the Parks and Recreation Department will cost $50,000 in 2014-15, $35,300 in 2016-17 and $18,600 in
2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting the replacement of four (4) mowers used at Laguna Lake Golf Course in the five year Financial Plan. The golf course is open year-round for
play, closing only one and a half days a year (during the holidays). Maintenance of the golf course fairways and greens are essential to the ongoing upkeep and
successful, competitive operation of the course which directly affects revenues received.
In accordance with the City’s Fleet Policy, mowers have a recommended target replacement guideline of 7 years / 5,000 hours. The Toro Turfstar mower (Asset
0606) was purchased in 2005 and currently has 2,242 hours. The Toro Turfstar mower (Asset 1008) was purchased in 2009 and currently has 993 hours. Two
Greens pushwalk behind mowers (Asset 0862 and 0863) were purchased in 2008.
The United States Golf Association (USGA) currently has a scale that helps golf course owners and operators assess equipment lifespans and needs by converting
hours to vehicle miles. According to USGA, approximately 2,500 hours is the maximum target use for golf course terrain mowers. The Turfstar (Asset 0606)
currently has 2,242 hours logged on the fairway which is equivalent to 178,341 vehicle miles by USGA standards. This mower was deferred in the current 2011-13
Financial Plan and anticipated to be replaced in 2015-16 when it was ten years old. Based on average use, this mower will have 3,043 hours or the equivalent of
242,057 vehicle miles at the time of replacement in 2014-15. This would place the mower at 9 years, or 2 years past its recommended age for replacement. Staff
believes the hours placed on this mower pushes the limits of the machine’s performance. With hours reaching the target replacement guideline, staff recommends
accelerating replacement of the Golf Course mower to 2014-15.
The Toro mower (Asset 1008) is estimated at 7 years and 2,483 hours at time of replacement in 2016-17. Seven years of age meets the City’s replacement policy.
In accordance with USGA standards, staff believes this mower to be on-target for replacement in 2016-17.
Due to the condition of Tthe two greens pushwalk behind mowers (Asset 0862 and 0863) are manual and do not have engines. Due to their condition, staff is
recommending deferring replacement another two years to the 2017-18 fiscal year. However, the wear on the mower grass cutting blades is increasing and will
require major servicing if replacement is deferred beyond this projected date. For golf greens consistency of the putting greens, golf course staff recommends that
both greens walk behind mowers are replaced at the same time. If the mowers were purchased separately, it would create inconsistency in the putting surfaces
throughout the course, as the newer mower would produce a better quality of cut over the older mower. The quality of the cut should be consistent throughout the
course, from Hole #1 to Hole #10; the cut also effects the speed of the ball roll.
ATTACHMENT 4
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4
CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT – GOLF COURSE MOWERS
The decision to replace these mowers/equipment is based on the following factors:
1. Projected hours of mowers exceed replacement miles recommended by USGA (Asset 0606).
2. Actual years of operation for Asset 0606 meet or exceed recommended years in Fleet policy.
3. Projected years of operation meet or exceed recommendations in the Fleet Policy (Asset 1008, 0862, 0863).
4. Review of mechanical condition and history by Fleet Supervisor and Department staff.
5. Evaluation of maintenance costs by Fleet Supervisor.
Operating Program Number and Title:
60700 – Golf Program
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0 $0$50,000 $0$35,300$18,600$103,900
Total $0 $0$50,000 $0$35,300$18,600$103,900
Asset#0606, 1008, 0862,
0863
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Mower Asset No. 0606 has already been deferred two years due to good condition assessments and lower than recommended hourly use. Further deferring could
lead to proportionally higher costs for maintenance and operation for Parks and Recreation’s budget, decreased reliability and delays in service due to staff needing
to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span: 7 years / 5,000 hours
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0 $0$50,000 $0$35,300$18,600$103,900
Total $0 $0$50,000 $0$35,300$18,600$103,900
Project Funding by Source
ATTACHMENT 4
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5
CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT – GOLF COURSE MOWERS
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Staff does not recommend deferring replacement of the Turfstar/Toro riding mowers or the two
greens push mowers as these mowers/equipment are either on-target for replacement are have already been deferred two years beyond the recommended target
age.
Leasing Alternative: Leasing is an alternative for specialty construction equipment or vehicles with low usage. Staff has considered leasing as an option in
the past. However, lease agreements were for a maximum of five years which would not lend itself to deferring replacements of mowers should it remain in good
condition. There was no price differential offered between leasing and owning the golf course riding mowers.
Project Team
Assignment Program Estimated Hours
Vehicle Procurement Fleet Services Supervisor 32
Consultation Golf Supervisor 8
Installation/Equip Spec Fleet Mechanic 12
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT – GOLF COURSE MOWERS
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17
City Fleet Number 0606 1008 0862 0863
Vehicle Type Golf Course Mower Golf Course Mower Golf Course Golf Course
Make Turfstar Torro Greens Push Mower
Greens Push
Mower
Model 2 WD (RM6500D)2 WD Riding Mower ManualManual
Model Year 2005 2009 2008 2008
Date Entered City Service 2005 2009 2008 2008
Odometer Reading at 10-2012 2242 993 - -
Hours/Year Average - 320 - 331 - -
Replacement Guidelines
Target: Years or Hours 7 years / 5,000 hours 7 years / 5,000 hours
Estimated Mileage @ Replacement - 3,043 - 2,483 - -
Estimated Years @ Replacement 9 years 7 years 9 years9 years
Satisfies Replacement Policy:Yes (Age)Yes (Age)
Fleet Supervisor Assessment Do not recommend
deferring, this vehicle
is in poor condition.
Mower meets City and
USGA hour
replacement
guidelines for Golf
Course Mowers
Do not recommend
deferring. Mower
meets age for
replacement. Hours
on target to meet
USGA guidelines for
Golf Course Mower
replacements
Replacement Cost
Base Unit 42,413 28,746 8,500 8,500
Accessories & Other Costs 3,600 3,600 - -
Misc.100 100 100 100
Delivery 250 250 50 50
Sales Tax - 3,681 - 2,588 680 680
Total Replacement Costs - 50,000 - 35,300 9,300 9,300
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:- 50,000 - 35,300
2017-18
Yes (Age)
7 years / 5,000 hours
18,600
Do not recommend deferring past the 2
years. Increased costs for maintenance
and repairs of grass cutting blades
beyond this date.
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL, & SOCIAL SERVICES
FLEET REPLACEMENT – TREE MAINTENANCE EQUIPMENT
Project Description
Replacing one (1) Heavy-Duty Water Tank Truck for the Tree Maintenance will cost $100,400 in 2013-14
Replacing one (1) Chipper Pickup Truck for the Tree Maintenance will cost $70,200 in 2016-17
Replacing one (1) Brush Chipper for the Tree Maintenance will cost $42,000 in 2016-17
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
2013-14
Water Tank Truck (9109) 2013-14
Staff is requesting replacement of one (1) Heavy-Duty water tank truck for Tree Maintenance in 2013-14. The GMC Water Tank (Asset 9109) truck primarily
carries water to various locations sustaining the City’s Urban Forest. It is used daily in the dry months watering newly planted City Street Trees and is the only
irrigation for the trees at the Laguna Lake Commemorative Grove. The “Water Truck” is a critical piece of equipment in managing and caring for the City of San
Luis Obispo's Urban Forest, meeting Council goals, fostering environmental, aesthetic and economic improvements, and enhancing the community through
sustainable urban and community forestry.
The water tank truck was purchased in 1990, is 22 years old and currently has 29,300 miles. Because of its low mileage, this water tank truck was placed into the
City’s “pooled” vehicle program to be utilized by other divisions and departments such as Parks Maintenance, Streets Maintenance, the Fire Department and the
Utilities Department. This truck is utilized by the Streets and Utilities divisions for construction maintenance purposes. It has historically been used by the Fire
Department as a water tender during local brush and grass fires. In accordance with the City’s Fleet Policy, “heavy weight trucks (> 2 tons)” have a target
replacement schedule of 16 years / 60,000 miles. While the water tank truck has low mileage, it receives regular use and has begun to show signs of deterioration
with increasing repair costs.
Vehicle Mandate
The California Air Resources Board (CARB), as part of Senate Bill (SB 656), requires the installation of Diesel Particulate Matter Filters (PM Traps) to on-road
and off-road vehicles and equipment to reduce diesel exhaust particulate matter. The water tank truck was registered with CARB as “low-usage” vehicles. The
“low-usage” designation allowed the continued use of this vehicle without triggering a vehicle replacement or PM Trap retrofit. As such, the replacement or
retrofit of the water tank truck replacement was initially deferred to 2014-15 in the 2011-13 Financial Plan.
The annual vehicle records were recently reviewed by the CARB consultant who determined the water tank truck received a far greater usage than anticipated with
a recorded average annual mileage of over 3,500 miles, exceeding the “low-usage” designation of 1,000 miles annually. In accordance with emission control
regulations (SB 656), CARB stated that such vehicles not meeting the “low-usage” designation shall be retired from the fleet, replaced or retrofitted with an
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL, & SOCIAL SERVICES
FLEET REPLACEMENT – TREE MAINTENANCE EQUIPMENT
approved particulate matter trap. Failure to comply with emission control regulations could result in fines to the City at a minimum of $1,000 per day until
compliance is achieved.
CARB representatives have informed the City there is no PM Trap available for this engine type and a full replacement of the water tank truck will be required.
CARB granted the City a one-year time extension for this replacement. Replacement of this vehicle has already been deferred nine years due to its excellent
condition. Due to current State mandate for engine emissions controls, this vehicle must be retired from service. Deferring replacement of this vehicle could lead
to regulatory fines. Staff recommends advancing this recommendation and replacing the Tree Maintenance division water tank truck with a like vehicle in the
2013-14 fiscal year to ensure mandate compliance.
2016-17
Chipper Truck (0510) 2016-17
Staff is requesting replacement of one (1) one-Ton Pickup Truck for Tree Maintenance in 2016-17. The Ford F550 Chipper Truck (Asset 0510) was purchased in
2004, is 8 years old and currently has 29,259 miles. The Chipper truck is used daily to tow the chipper and is necessary to catch and haul chips from tree trimming
and maintenance operations. This truck caries staff and tree trimming equipment and is a vital piece of equipment during emergencies. Parks stand-by staff utilize
this equipment when called out for after hour tree related emergencies.
In accordance with the City’s Fleet Policy, “medium-weight trucks (1 to 2 tons)” have a target replacement schedule of 12 years / 60,000 miles. While the Chipper
truck has low mileage, it receives regular use by the Tree Crew and has begun to show signs of deterioration with increasing repair costs. Staff recommends
replacement of the Chipper Truck in 2016-17.
Brush Chipper (0212) 2016-17
Staff is requesting replacement of one (1) Brush Chipper for Tree Maintenance in 2016-17. The Brush Bandit Wood Chipper (Asset 0212) was purchased in 2001
and it used on a daily basis for tree trimming services. The Brush Bandit Wood Chipper is a tow-behind hand-fed unit that can chip tree limbs ranging from 6 to
12-inches in diameter. The Brush Wood Chipper is towed primarily by the Tree Maintenance division Chipper Truck which has a covered bed designed to catch
the material as it comes out of the chipper unit and haul wood chippings. The Chipper Truck and Brush Wood Chipper are shared by Parks Maintenance and
Recreation’s Ranger program when needed.
In accordance with the City’s Fleet Policy, units designated as “other portable equipment” have a target replacement schedule of 15 years. A recommended
replacement date of 2016-17 puts this unit on target for a 15-year life span. This piece of equipment is critical to the daily functions of the Tree crew, is part of the
City’s emergency response equipment, and receives constant year-round use. Per a condition assessment performed on the unit, staff recommends replacement of
the Brush Wood Chipper in 2016-17. The chipper unit 0212 is diesel unit regulated under the CARB portable diesel regulation. To meet future emission standards,
this equipment will need to be replaced by December 31, 2017.
The decision to replace these vehicles/equipment is based on the following factors:
1. CARB Retrofit Mandate (SB656) for Asset 9109
2. Actual years of operation for Asset 9109 exceed or meet the recommended years in Fleet policy.
3. Projected years of operation for Asset 0510 and 0212 will meet or exceed recommended Fleet Policy in replacement year.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL, & SOCIAL SERVICES
FLEET REPLACEMENT – TREE MAINTENANCE EQUIPMENT
4. Review of mechanical condition and history by Fleet Supervisor and Department staff.
5. Evaluation of maintenance costs by Fleet Supervisor.
6. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
50220 – Tree Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
(Asset # 9109, 0212, 0510)Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $100,400 $112,200 $212,600
Total $0$100,400 $0 $0$112,200 $0$212,600
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Deferring replacement of this equipment could lead to higher costs for maintenance and operation for the Tree Maintenance budget, decreased reliability and
delays in service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span:
Heavy Weight Trucks (> 2 tons) 16 years / 60,000 miles
Medium Weight Trucks (1-2 tons) 12 years / 60,000 miles
Other Portable Equipment 15 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $100,400 $0$112,200 $0$212,600
Total $100,400 $0 $0$112,200 $0$212,600
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL, & SOCIAL SERVICES
FLEET REPLACEMENT – TREE MAINTENANCE EQUIPMENT
Water Truck
1. The size of the tank could be increased to reduce the number of trips back to the yard to fill the tank with water.
2. A water truck could be leased for a portion of the year to cover the high demand of the program in the driest months (May-November), with shared use of
an existing hook ‘n’ go used for the remainder of the year when watering is still needed due to low precipitation volumes or for specific activities
(December-April). Using the small tank on the hook ‘n’ go takes four times as long to complete the same work as completing it with the tank truck. This
is not recommended since Streets, Utilities and Fire would need to budget additional funds to rent a water truck for emergencies and construction
maintenance projects.
Chipper Truck
Deferring replacement of this vehicle could lead to higher costs for maintenance and operation for Tree Maintenance budget, decreased reliability and delays in
service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
Project can be phased – Number of years for phasing: The Water Tank Truck (Asset 9109) cannot be phased-in due to the CARB pending mandate for
vehicle emissions and potential fines. The Chipper Truck and Brush Bandit are on schedule for the target replacement years. These vehicle/equipment have low
mileage and hours and replacement could be deferred or phased with potential increase in maintenance costs. Staff does not recommend this option as these
vehicle/equipment are experiencing increasing repair costs.
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Specification Development Tree Maintenance 16
Fleet Procurements Fleet Maintenance 40
Authorization and Coordination PW Administration 8
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL, & SOCIAL SERVICES
FLEET REPLACEMENT – TREE MAINTENANCE EQUIPMENT
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-152015-16 2017-18
City Fleet Number 9109 0510 0212
Vehicle Type Heavy Duty (>2 tons)Medium Duty (1- 2 tons)
Other Portable
Equipment
Make GMC Ford Wood Chipper
Model Water Tank Truck F550 Brush Bandit
Model Year 1990 2004 2001
Date Entered City Service 1990 2004 2001
Odometer Reading at 8-2012 29,259 24,228 1620
Mileage/Year Average 1,330 3,029 147
Replacement Guidelines
Mandated Replacement
by 12/2014
Mandated
Replacement by
12/2017
Target: Years or Mileage 16 years / 60,000 miles 12 years / 60,000 miles15 years / 0 hours
Estimated Mileage @ Replacement 31,249 33,011 2,047
Estimated Years @ Replacement 23 years 12 years 15 years
Satisfies Replacement Policy:Yes- age Yes - age Yes - age
Fleet Supervisor Assessment *Due to State mandate
for engine controls,
vehicle must be retired
from service. Deferring
replacement could lead
to regulatory fines.
*Truck meets target age.
Increase repair costs due
to daily use of vehicle,
tar, sap & chemicals on
paint. Truck bed rusting
through. Do not defer.
*Portable equipment
towed behind Chipper
truck, shoots debris
into bed. Used daily
by the tree crew. Do
not recommend
deferring.
Replacement Cost
Base Unit 90,600 62,900 36,800
Accessories & Other Costs 1,500 1,200 1,500
Misc.500 500 250
Delivery 400 500 250
Sales Tax 7,368 5,128 3,160
Total Replacement Costs 100,400 - 70,200 42,000 -
2013-142014-152015-16 2017-18
Year Totals:100,400
2016-17
112,200
2016-17
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT –RANGER PROGRAM PICKUP TRUCK
Project Description
Replacing one (1) Full-Sized Pickup truck, with a Full-Sized 4-Wheel Drive long bed quad cab Pickup Truck for the Parks & Recreation Department Ranger
program will cost $48,800 in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting the replacement of a full-sized pickup truck for the Parks and Recreation Department Ranger Service program. The current Chevrolet Silverado
pickup truck (Asset 0219) was purchased in 2000 for purposes unrelated to the Park Ranger program. It was “transferred” to the Ranger Service and as such was
never “designed” for the specific uses the program requires. The two wheel drive function of this vehicle makes it sometimes difficult to access required areas
during inclement weather or difficult topography. This vehicle is used on a daily basis to transport City staff, Park Rangers, interns and volunteers to complete
ongoing trail construction and trail/open space maintenance. This is in addition to transporting tools and materials, such as concrete, to various City locations for
events (e.g. Trail Work Days, Ranger-Led Hikes, mitigation projects and Department-wide events and programs including the annual SLO Triathlon and
community gardens).
Due to the nature of the Ranger Service daily operations and programming, staff is requesting a ¾ ton four-wheel drive long bed. Currently, the Parks and
Recreation Ranger Service program routinely contracts or rents equipment needed for significant open space trail maintenance projects. Staff anticipates a 4-wheel
drive, long bed, quad cab truck to fully suit the needs of the program, thereby reducing additional contract costs for rental and hauling of equipment/materials. The
quad cab would allow the seating of Park Rangers, interns and volunteers on a daily basis. More than two people sit in the truck 5-6 days a week. Having the
ability to transport five employees at one time would eliminate the need of taking two vehicles to a site location. Staff is also requesting the truck include a lumber
rack, tool box(es) and a winch. A winch is used to remove Park Ranger vehicles and other vehicles out of rugged terrain, safely remove trees from roads and pull
debris from creeks. This fleet replacement would also enable the Park Rangers to properly tow three trailers, designated to the Parks and Recreation Department,
which are extensively used for clean-up and hauling related to trail and creek maintenance.
In accordance with the City’s Fleet Policy, pickup trucks have a recommended target replacement guideline of 12 years / 90,000 miles. Because the Chevy
Silverado has been in use for 10 years and currently has 80,693 miles, staff is recommending this truck be replaced with a ¾ ton four-wheel drive long-bed pickup
truck in the 2014-15 fiscal year.
The decision to replace this vehicle is based on the following factors:
1. Actual years of operation exceed recommended years in Fleet policy.
2. Review of mechanical condition and history by Fleet Supervisor and Department staff.
3. Evaluation of maintenance costs by Fleet Supervisor.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT –RANGER PROGRAM PICKUP TRUCK
4. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
60290 – Ranger Program
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
(Asset #0219)Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0 $0$48,800 $0 $48,800
Total $0 $0$48,800 $0 $0 $0$48,800
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
This is a replacement of an existing vehicle and as such ongoing costs are those associated with typical preventative maintenance. Typical annual costs for
preventative maintenance include: oil/filter changes, inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget
for these repairs/routine maintenance are supported through the Fleet Services operating budget for routine maintenance and repairs. Replacing the current vehicle
with a 4WD vehicle is not anticipated to increase ongoing vehicle maintenance costs.
This pickup truck was eligible to be replaced in 2012-13 and is being deferred two years due to good condition assessments and lower than anticipated mileage.
Further deferring would lead to proportionally higher costs for maintenance and operation for Parks and Recreation’s budget as well as decreased reliability and
delays in service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred. In
addition, since the vehicle is a 2WD, there are times when the vehicle cannot be used to access difficult terrain.
Anticipated Vehicle Life Span: 12 years / 90,000 miles
(Asset #0219)
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0 $0$48,800 $0 $48,800
Total $0 $0$48,800 $0 $0 $0$48,800
Project Funding by Source
Reduced / Enhanced Project Alternatives
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT –RANGER PROGRAM PICKUP TRUCK
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Vehicle Procurement Fleet Maintenance 8
Consultation Ranger Program 1
Equipment Specification/Installation Fleet Maintenance 4
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT –RANGER PROGRAM PICKUP TRUCK
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 0219
Vehicle Type Ranger Pickup Truck
Make Chevrolet
Model Silverado
Model Year 2000
Date Entered City Service 2000
Odometer Reading at 10-31-12 71,100
Mileage/Year Average - 5,925 - - -
Replacement Guidelines
Target: Years or Mileage 12 Years / 90,000 Miles
Estimated Mileage @ Replacement - 79,988 - - -
Estimated Years @ Replacement 14
Satisfies Replacement Policy:Yes - age
Fleet Supervisor Assessment *Truck exceeds target age
by 2 years. Truck not
meeting needs of Ranger
program for
hauling/environment.
Truck in fair condition.
Could defer replacement 1
year if needed.
Replacement Cost Ford F250 Long Bed Quad Cab 4-Wh Dr
Base Unit 43,270
Accessories & Other Costs 1,000
Contract Administration Fee 500
Misc.-
Delivery 500
Sales Tax - 3,570 - - -
Total Replacement Costs - 48,800 - - -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:- 48,800 - - -
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENTS –PARKS MAINTENANCE PICKUP TRUCKS
Project Description
Replacing six (6) Mid-Sized Pickup Trucks for Parks Maintenance will cost $64,600 in 2013-14 and $131,000 in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting replacement of two (2) Parks Maintenance mid-sized pickup trucks in 2013-14, and four (4) Parks Maintenance mid-sized pickup trucks in
2014-15. The current six mid-sized pickup trucks are utilized daily by Parks Maintenance staff for the hauling of equipment, landscape materials and debris from
various City parks and sports fields. These pickup trucks are essentially the mobile office for all park maintenance site managers. These trucks are used daily to
safely transport various pieces of equipment, construction material, tools, pesticides and support staff. These vehicles offer refuge during storm response events
and serve as the primary pieces of equipment for performing Parks Maintenance responsibilities.
The majority of these pickup trucks were purchased in 2002 and, due to the daily use, are reaching the target age/mileage for replacement. One Ford ¾ ton pickup
truck (Asset 0124) was purchased in 2001 and currently has 88,124 miles. Five Dodge Ram 2500 pickup trucks were purchased in 2002 (Asset 0225, 0226, 0309,
0310 and 0311) and have an average of 70,000 miles each.
In accordance with the City’s Fleet Policy, pickup trucks have a target replacement schedule of 12 years / 90,000 miles. Staff has reviewed maintenance records,
mileage logs and a condition assessment and recommends these vehicle replacement dates.
The decision to replace these vehicles is based on the following factors:
1. Projected miles of vehicles at time of replacement will meet or exceed replacement miles recommended in Fleet policy.
2. Actual years of operation compared to expected years in Fleet policy
3. Review of mechanical condition and history by Fleet Supervisor and operating Department staff
4. Evaluation of maintenance costs by Fleet Supervisor
5. Spreading vehicle replacement costs over multiple years for program users
Operating Program Number and Title:
50200 - Parks and Landscape Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENTS –PARKS MAINTENANCE PICKUP TRUCKS
(Asset #0225, 0124)Initial Project Costs by Phase
(Asset #0226, 0311, 0310, 0309)Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$64,600$131,000 $0 $0 $0$195,600
Total $0$64,600$131,000 $0 $0 $0$195,600
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Deferring replacement of this vehicle could lead to higher costs for maintenance and operation for Parks and Landscape Maintenance budget, decreased reliability
and delays in service due to City staff needing to locate an alternate vehicle/equipment. Additional funds will be needed for increased repairs should replacements
be deferred.
Anticipated Vehicle Life Span: 12 years / 90,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$64,600$131,000 $0 $0 $195,600
Total $0$64,600$131,000 $0 $0 $0$195,600
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Specification Development Fleet Maintenance
Parks Maintenance
10
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENTS –PARKS MAINTENANCE PICKUP TRUCKS
Fleet Procurements Fleet Maintenance 40
Equipment Installation/Ready for Service Fleet Mechanics 32
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENTS –PARKS MAINTENANCE PICKUP TRUCKS
Description of Replacement Units
Replacement Fiscal Year
City Fleet Number 0225 0124 0226 0311 0310 0309
Vehicle Type Pickup PickupPickupPickupPickupPickup
Make Dodge Ford DodgeDodgeDodgeDodge
Model Ram 2500 3/4 tonRam 2500Ram 2500Ram 2500Ram 2500
Model Year 2002 2001 2002 2002 2002 2002
Date Entered City Service 2002 2001 2002 2002 2002 2002
Odometer Reading at 12/2012 88500 8812776600732106979559046
Mileage/Year Average 8,850 8,012 7,660 7,321 6,980 5,905
Replacement Guidelines
Target: Years or Mileage
12 years / 90,000
miles
12 years / 90,000
miles
12 years / 90,000
miles
12 years / 90,000
miles
12 years / 90,000
miles
12 years / 90,000
miles
Est. Mileage @ Replacement 90,502 90,128 116,902 111,817 106,695 90,571
Est. Years @ Replacement 11 years 12 years12 years12 years12 years12 years
Satisfies Replacement Policy:Yes - mileage
Yes - age
&mileage
Yes - age
&mileage
Yes - age
&mileage
Yes - age
&mileage
Yes - age
&mileage
Fleet Supervisor Assessment *Truck will have met
target mileage at
replacement. Vehicle
repairs have
excelerated in the
past 2 years- defering
replacement is not
recommended.
*Truck will have
met target mileage
at replacement.
Waiting one more
year for
replacement would
reduce surplus
value significantly
*Vehicle has met
both target
replacement age
and mileage
*Vehicle has met
both target
replacement age
and mileage
*Vehicle has met
both target
replacement age
and mileage
*Vehicle has met
both target
replacement age
and mileage
Replacement Cost
Base Unit 28,500 28,500 29,000 29,000 29,000 29,000
Accessories & Other Costs 1,200 1,200 1,200 1,200 1,200 1,200
Misc.- - - - - -
Delivery 200 200 200 200 200 200
Sales Tax 2,376 2,376 2,416 2,416 2,416 2,416
Total Replacement Costs 32,300 32,300 32,600 32,800 32,800 32,800
131,000
Year Totals:
2014-15
2013-14
64,600
64,600
2013-14
2014-15
131,000
Toyota Tundra 2-Wh Dr
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENTS – PARKS MAINTENANCE EQUIPMENT
Project Description
Replacing one (1) Ballfield Preparation Machine for Park Maintenance to complete ballfield preparation at El Chorro Park will cost $13,200 in 2013-14.
Replacing one (1) Riding Mower for Park Maintenance will cost $40,500 in 2013-14.
Replacing one (1) Mower Trailer for Park Maintenance will cost $6,300 in 2013-14.
Replacing one (1) Tow-Behind Turf Sweeper for Park Maintenance to perform turf renovation will cost $32,700 in 2014-15.
Replacing one (1) Utility Club Car with Dump Bed for Park Maintenance to complete maintenance activities at Damon Garcia Sports Fields will cost $17,600 in
2015-16.
Replacing one (1) Riding Mower for Park Maintenance will cost $41,200 in 2016-17.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting the replacement of six various pieces of equipment or vehicles for the Parks Maintenance program over the five-year financial plan for a total
cost of $151,500. Parks Maintenance is requesting replacement of one (1) ballfield preparation machine, one (1) riding mower and one (1) mower trailer in 2013-
14; one (1) tow-behind turf sweeper in 2014-15; one (1) utility club car with dump bed in 2015-16; and one (1) riding mower in 2016-17. For each of the
replacements, the Fleet Manager has reviewed maintenance records and condition assessment and recommends the identified equipment replacement date.
2013-14
Ballfield Preparation Machine (9828) 2013-14
The Park Maintenance division performs sports field preparation and maintenance at 10 ball fields Citywide. On average, 850 field preparations occur at
numerous locations throughout the season for six to eight leagues. The recreational demands of the community require significant facility support from
maintenance staff that could not be performed without this equipment. The Ballfield Preparation Machines are used to scarify, level and groom the skinned infield
to provide a safe playing surface for various users. This equipment was put into service in December of 1997, is fifteen (15) years old and currently has 3,722
hours. This equipment is not available locally for lease. In accordance with the City’s Fleet Policy, “portable equipment” has a target replacement schedule of 15
years.
Riding Mower (0308) 2013-14
The Park Maintenance division is responsible for the maintenance of approximately 214 acres of developed parks and landscaped areas within the City.
Maintaining the turf areas in a safe and aesthetically pleasing condition is paramount. To accomplish this ongoing responsibility, mowing equipment must be of
proper size, power and reliability. Staff has experimented with various equipment and methods over time, refining our process to our current fleet configuration.
This has resulted in the most efficient and productive means of accomplishing our workload. This Toro Riding Mower was purchased in 2002, is ten (10) years
old and currently has 5,277 hours. Due to funding limitations, this piece of equipment has already been deferred past fleet policy in the current Financial Plan. In
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENTS – PARKS MAINTENANCE EQUIPMENT
accordance with the City’s Fleet Policy, “mowers” have a target replacement schedule of 7 years, 5,000 hours. This mower will be eleven years of age and
approximately 300 hours over its target at time of replacement.
Mower Trailer (9405) 2013-14
The mower trailer is required to transport the 5,000 pound mower from site to site throughout the City. The heavy-duty trailer is designed specifically to carry this
equipment load safely and features a hydraulic surge braking system for greater control when maneuvering through city traffic. There is no alternative method to
transport the mower from site to site. This trailer was purchased in 1994 and will be 19-20 years of age at time of projected replacement in 2013-14. In accordance
with the City’s Fleet Policy, “trailers” has a target replacement schedule of 20 years.
2014-15
Tow-Behind Turf Sweeper (9830) 2014-15
The Universal Turf Maintenance Machine is a specialized piece of equipment that performs multiple turf renovation procedures at the City’s high profile sports
facilities and City parks. The multi-purpose capability of this machine allows us to vacuum, remove and compost green waste generated during the turf renovation
process. Regular use of this equipment ensures healthy and durable stands of turf by vertically mowing and removing the thatch layer from the turf. Because it is
powered directly by the tractor pulling it, no additional motor is used in the process. The Jacobson EZ Go Tow-Behind Sweeper was purchased in 1998 making it
16 years of age at the time of replacement. This model tow-behind sweeper is no longer produced and repair parts are no longer available as well as lacking
modern safety features. This equipment is not available locally for lease. In accordance with the City’s Fleet Policy, “portable equipment” has a target replacement
schedule of 15 years.
2015-16
Utility Club Car with Dump Bed (0608) 2015-16
The maintenance utility cart is used primarily at the Damon-Garcia Sports Field Complex for transport of field preparation equipment and chemicals to various
locations throughout the sports complex. The utility car with dump bed is essential for sports field operations due to its versatility, ability to maneuver to tight
locations, its light weight and turf-tire tread design that does not damage the sports fields. The unit also provides portable power for work at more remote areas of
the complex. This unit was put into service in September 2005 and is used daily. It also serves as the primary support vehicle during all major tournament events.
Currently, this utility cart has approximately 1,872 hours and is projected to be 10 years of age at time of replacement. Alternative solutions were reviewed by the
Fleet Manager, but similar functionality was not achievable with other vehicle types. In accordance with the City’s Fleet Policy, “utility carts” has a target
replacement schedule of 10 years / 30,000 miles / 5,000 hours. There is no backup for this equipment if it fails. Deferral is not recommended by Park
Maintenance or Fleet Maintenance.
2016-17
Riding Mower (1007) 2016-17
The Park Maintenance division is responsible for the maintenance of approximately 214 acres of developed parks and landscaped areas within the City.
Maintaining the turf areas in a safe and aesthetically pleasing condition is paramount. Staff continues to experiment with various equipment and methods to refine
the process and efficiency of the fleet. The Toro 4000D Riding Mower was purchased in 2009 and currently has 1,412 hours. In accordance with the City’s Fleet
Policy, “mowers” have a target replacement schedule of 7 years, 5,000 hours. This mower will be seven years of age at time of replacement in 2016-17. Parks
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENTS – PARKS MAINTENANCE EQUIPMENT
Maintenance staff has experienced significant downtime with the mower due to breakdowns attributed to high hours. Deferring the replacement of this type of
equipment has proven to be very costly for Fleet Maintenance due to the operational nature of the equipment. Deferral is not recommended.
The decision to replace this equipment is based on the following factors:
1. Projected hours of equipment exceed replacement miles recommended in Fleet policy for one vehicle (Asset 0308).
2. Projected years of operation meet/exceed recommended years in Fleet policy for all but one vehicle.
3. Review of mechanical condition and history by Fleet Supervisor and Department staff.
4. Evaluation of maintenance costs by Fleet Supervisor.
5. Spreading equipment replacement costs over multiple years for program users.
Operating Program Number and Title:
50200 - Parks and Landscape Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$60,000$32,700$17,600$41,200 $0$151,500
Total $0$60,000$32,700$17,600$41,200 $0$151,500
(Asset #9828, 0308, 9405,
9830, 0608, 1007)
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
These requests have already been deferred: 1) Ballfield Prep Machine one year and 2) Tow-Behind Turf Sweeper six years. Deferring replacement of this vehicle
could lead to higher costs for maintenance and operation for Parks and Landscape Maintenance budget, decreased reliability and delays in service due to City staff
needing to locate an alternate vehicles/equipment. Additional funds will be needed for increased repairs should replacements be deferred further.
Anticipated Equipment Life Span: Other portable equipment 15 years
Mowers 7 years / 5,000 hours
Trailers 20 years
Utility Carts 10 years / 30,000 miles / 5,000 hours
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENTS – PARKS MAINTENANCE EQUIPMENT
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Equipment replacements already spreading over five year Financial Plan to help absorb the impact
of vehicle replacements. Equipment meeting target age/hours and increased repair costs above routine preventative maintenance have been recommended for
replacement within the appropriate year.
Leasing Alternative: Lease options for mowers have been considered for several years, but were not pursued as the concept was not supported by the
former Finance Director and Fleet Manager. Leasing generally requires vehicles to be turned in after the lease period and a new lease established for newer
equipment, keeping leasing costs high. By owning a vehicle, the City has increased flexibility to extend the service life of the vehicle, which in the case of high
quality vehicles can be done with little to no additional impact to the Fleet Maintenance operations, and reduces the overall replacement annualized cost for the
vehicle.
Project Team
Assignment Program Estimated Hours
Specification Development Fleet Maintenance
Park Maintenance
40
Fleet/Equipment Procurements Fleet Maintenance 60
Equipment Installation/Ready for Service Fleet Maintenance 40
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$60,000$32,700$17,600$41,200 $0$151,500
Total $0$60,000$32,700$17,600$41,200 $0$151,500
Project Funding by Source
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENTS – PARKS MAINTENANCE EQUIPMENT
Description of Replacement Units
Replacement Fiscal Year 2014-15 2015-16 2016-17 2017-18
City Fleet Number 9828 0308 9405 9830 0608 1007
Vehicle Type
Ballfield Prep
Machine Riding Mower Mower Trailer
Tow-Behind Turf
Sweeper
Sportsfield Utility
Club Car w/Dump
Bed Riding Mower
Make John Deere Toro Zieman Jacobson Toro
Model 3/4 ton 4000D Sweeper 4000D
Model Year 1997 2002 1994 1997 2005 2009
Date Entered City Service 1997 2002 1994 1998 2005 2009
Odometer Reading at 12-2012 3722 5277 1768 1412
Hours/Year Average 248 528 - - 253 471
Replacement Guidelines
Target: Years / Mileage /Hours 15 years
7 years / 5,000
hours 20 years 15 years
10 years /30,000 miles
/5,000 hours 7 years / 5,000 hours
Estimated Hours @ Replacement 3,846 5,541 - - 2,399 3,059
Estimated Years @ Replacement 16 years 11 years 19 years 17 years 10 years 7 years
Satisfies Replacement Policy:Yes - age Yes - age & hours No Yes - age Yes - age Yes - age
Fleet Supervisor Assessment *Equipment
exceeds target age
by 1 year. Showing
age in increased
maintenance costs.
*Mowers exceeds
target age by 4
years and hours by
500 at time of
replacement. Do
not recommend
deferring beyond
this date.
*Trailer will almost
meet target age.
Recommend
replacing at same
time as mower.
*Equipment exceeds
target replacement age
by 2 years.
Recommend
replacement.
*Utility Cart meets
target age. Due to
daily use of dump bed
features, do not
recommend deferring
beyond this date.
Showing signs of
advanced age.
*Mower meets target
age but lower hours.
Could defer 1 year if
repair costs minimal.
Replacement Cost
Base Unit 11,404 36,584 5,500 29,950 14,900 37,316
Accessories & Other Costs 500 500 - - 1,000 500
Misc.200 200 200 200 200 200
Delivery 100 200 200 200 200 200
Sales Tax 952 2,967 440 2,396 1,272 3,025
Total Replacement Costs 13,200 40,500 6,300 32,700 17,600 41,200 -
2014-15 2015-16 2016-17 2017-18
Year Totals:32,700 17,600 41,200 -
2013-14
2013-14
60,000
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT – SWIM CENTER SERVICE BODY TRUCK
Project Description
Replacing one (1) Full-Size ¾ Ton Pick Up Truck equipped with a Service Body, for the Swim Center division, will cost $37,100 in 2014-15
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting replacement of one (1) Full-Sized, ¾ Ton, Service Body Pickup Truck for the Swim Center division of Public Works in 2014-15. The Dodge
Ram ¾ ton service body truck (Asset 0332) was purchased in 2002 and currently has 80,542 miles on it. This ¾ ton truck with a utility bed and lumber rack is
used to store tools and haul construction material from purchase to various sites around the city. This unit is assigned to the Public Works, Building Maintenance
Division and serves its primary goal to meet the needs of the Swim Center maintenance program. However, the technician allocated to the Swim Center is no
longer performing work only at the Swim Center as was the tradition. This position is increasingly being used in the Buildings program to address serious staff
shortages in that program. Due to these changes, this unit performs double-duty in both the Swim Center and Building Maintenance programs and is used to haul
lighting fixtures for refit projects, trash for housekeeping projects, rental equipment such as trailers and/or man lifts, and lumber for carpentry projects. It is also
used as a standby vehicle for the City’s adopted policy of boarding up businesses when damage occurs. Thus, this unit needs to be a fully functional Building
Maintenance Division vehicle of this size for the transport of heavy equipment & pool materials.
In accordance with the City’s Fleet Policy, “light-weight trucks (under 1 ton)” have a target replacement schedule of 12 years / 100,000 miles. Based upon historic
use and age, this vehicle is anticipated to need replacement in 2014-15.
The decision to replace this vehicle is based on the following factors:
1. Projected miles of vehicle meet the replacement miles recommended in Fleet policy.
2. Actual years of operation meet the recommended years in Fleet policy.
3. Review of mechanical condition and history by Fleet Supervisor and Department staff.
4. Evaluation of maintenance costs by Fleet Supervisor.
5. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
50210 – Swim Center
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT – SWIM CENTER SERVICE BODY TRUCK
Initial Project Costs by Phase
Asset #0332 Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $37,100 $37,100
Total $0 $0$37,100 $0 $0 $0$37,100
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Deferring replacement of this vehicle could lead to higher costs for maintenance and operation for Building Maintenance Swim Center budget, decreased
reliability and delays in service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be
deferred.
Anticipated Vehicle Life Span: 12 years / 100,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0 $0$37,100 $0 $0 $0$37,100
Total $0 $0$37,100 $0 $0 $0$37,100
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: N/A
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
Leasing Alternative: Although lasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Procurement and Service Fleet Maintenance 10
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
FLEET REPLACEMENT – SWIM CENTER SERVICE BODY TRUCK
Authorization and Coordination PW Administration 5
Equipment Installation/Ready for Services Fleet Mechanics 6
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 0332
Vehicle Type
Lightweight Commerical (<1
Ton) Pickup
Make Dodge
Model RAM 3/4 Ton Utility bed
Model Year 2002
Date Entered City Service 2002
Odometer Reading at 10-31-12 80542
Mileage/Year Average - 8,054 - - -
Replacement Guidelines
Target: Years or Mileage 12 years / 100,000 Miles
Estimated Mileage @ Replacement - 100,678 - - -
Estimated Years @ Replacement 12 years
Satisfies Replacement Policy:Yes - age & mileage
Fleet Supervisor Assessment *This vehicle will meet the
replacement policy
recommendation.
Replacement Cost Ford F250 3/4 ton
Base Unit 30,900
Accessories & Other Costs 3,000
Misc.-
Delivery 500
Sales Tax - 2,712 - - -
Total Replacement Costs - 37,100 - - -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:- 37,100 - - -
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE MARKED PATROL SEDANS
Project Description
Replacing nine (9) Police Department marked patrol sedans, equipped with Code-3 equipment, will cost $172,800 in 2013-14 and $175,600 in 2014-15 and
$45,200 in 2016-17.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
As part of the 2011-13 Financial Plan process, Fleet Services and Police Department staff provided Council with an in-depth analysis of the Dodge Charger patrol
vehicles, performance issues and costs. It was recommended that staff seek alternative vehicle models to better support the needs of the Police Department for
ongoing patrols with reduced maintenance costs. Staff is recommending the Ford Interceptor model as the preferred replacement vehicle. The Ford Interceptor
model currently exceeds its competition in the base price, vehicle performance and product warranty. The Ford Interceptor sedan is one of the first vehicles built
specifically to addressing the needs of police fleet for motor operation, handling, braking, component installation and use. Factory build ups include modifications
to the alternator for added power needs and ease of adaptation for after-market components, wiring, equipment and added safety such as side air bags. The Fords
also have the option of being outfitted with police Code 3 equipment direct from the factory.
Staff is requesting the fleet replacement of nine (9) marked police patrol sedans over the five-year capital improvement plan: four (4) (Asset 0714, 0836, 0834 &
0835) Police Department patrol marked sedans in 2013-14; four (4) (Asset 0906, 0907, 0908 & 0833) patrol marked sedans in 2014-15; and one (1) (Asset 1203)
patrol marked sedan in 2016-17. The existing patrol sedans, a combination of Dodge Chargers, Ford Crown Victoria vehicles, and one Chevrolet Caprice will
have come to the end of their front-line service life. In accordance with the City’s approved Fleet Policy, Police patrol vehicles have a target replacement
guideline of 5 years / 100,000 miles. The Dodges and Crown Victoria vehicles were purchased in 2008 and 2009 and are on-target to reach the recommended
replacement targets.
The Chevrolet Caprice was put into service in 2011 as part of a lease agreement. The lease term was for five-years, and will expire in 2016. The performance of
the vehicle has been evaluated by officers over the last year and it’s been determined that the department will not be pursuing the purchase of these types of patrol
vehicles in the future. As discussed above, staff intends to move towards a more consistent fleet by replacing outgoing vehicles with Ford Interceptor patrol
models.
The decision to replace these vehicles is based on the following criteria:
1. Actual miles of operation compared to replacement miles in Fleet policy.
2. Actual years of operation compared to expected years in Fleet policy.
3. Review of mechanical condition and history by Fleet Supervisor and Department staff.
4. Evaluation of maintenance costs by Fleet Supervisor.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE MARKED PATROL SEDANS
Operating Program Number and Title:
80200 – Police Patrol
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
(Asset#0714, 0836, 0834, 0835)Initial Project Costs by Phase
(Asset#0906, 0907, 0908, 0833)
(Asset #1203)Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$172,800$175,600 $0$45,200 $0$393,600
Total $0$172,800$175,600 $0$45,200 $0$393,600
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Denying or defer the request will lead to proportionally higher costs for maintenance and operation for Public Safety budget, decreased reliability and delays in
service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span: 5 years / 100,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$172,800$175,600 $0$45,200 $0$393,600
Total $0$172,800$175,600 $0$45,200 $0$393,600
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Vehicles are already spread over the years to absorb fleet replacement costs. Further deferring of
vehicles beyond these dates is not recommended.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE MARKED PATROL SEDANS
Leasing Alternative: In July, 2011, the department began leasing a Chevrolet Caprice patrol vehicle. The vehicle was chosen as a lease specifically due to
the circumstances that surrounded patrol vehicles and maintenance at that time. The Fleet Manager and department staff wanted to evaluate other vehicle
alternatives in an effort to move away from Dodge Chargers. Although leasing may be beneficial in some instances, it is not always viable for all vehicles. If the
life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement “deferment”. A comprehensive cost
analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Project management and ordering vehicles Fleet Maintenance Supervisor 40
Coordination with Fleet Division Police Staff 8
Installation & Vehicle Specifications Fleet Mechanics 24
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE MARKED PATROL SEDANS
Description of Replacement Units
Replacement Fiscal Year
City Fleet Number 0836 0834 0835 0714 0906 0833 0907 0908
Vehicle Type Dodge Dodge Dodge Ford Dodge Dodge Dodge Dodge
Make Charger ChargerCharger Crown Vic Charger Charger Charger Charger
Model PPV PPV PPV PPV PPV PPV PPV PPV
Model Year 2008 2008 2008 2007 2009 2008 2009 2009
Date Entered City Service 2008 2008 2008 2007 2009 2008 2009 2009
Odometer Reading at 1-2013 118,410 112,171 98,349 71,279 98,013.00 103,303.00 88,981.00 84,282.00
Mileage/Year Average 29,603 28,043 24,587 14,256 32,671 25,826 29,660 28,094
Replacement Guidelines
Target: Years or Mileage
Estimated Mileage @ Replacement 148,013 140,214 122,936 85,535 130,684 129,129 118,641 112,376
Estimated Years @ Replacement 5 years 5 years 5 years 6 years 5 years 6 years 5 years 5 years
Satisfies Replacement Policy: Yes - age & mileage Yes - age & mileage
Yes - age &
mileage Yes - age
Yes - age &
mileage
Yes - age &
mileage
Yes - age &
mileage Yes - age & mileage
Fleet Supervisor Assessment *Meets recommended
age & miles. Do not
recommend deferring
due to spreading of
fleet costs
*Meets
recommended age &
miles. Do not
recommend deferring
due to spreading of
fleet costs
*Meets
recommended age
& miles. Do not
recommend
deferring due to
spreading of fleet
costs
*Deferred one year.
Excessive repair
costs and
maintenance of
vehicle. Do not
recommend
deferring beyond
this date.
*Meets
recommended age
& miles. Do not
recommend
deferring due to
spreading of fleet
costs
*Meets
recommended age &
miles. Do not
recommend deferring
due to spreading of
fleet costs
*Meets
recommended age
& miles. Do not
recommend
deferring due to
spreading of fleet
costs
*Meets recommended
age & miles. Do not
recommend deferring
due to spreading of
fleet costs
Replacement Cost
Base Unit 29,645 29,645 29,645 29,645 30,238 30,238 30,238 30,238
Accessories & Other Costs 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000
Misc.100 100 100 100 100 100 100 100
Delivery 300 300 300 300 300 300 300 300
Sales Tax 3,172 3,172 3,172 3,172 3,219 3,219 3,219 3,219
Total Replacement Costs 43,200 43,200 43,200 43,200 43,900 43,900 43,900 43,900
2013-14 2014-15
Year Totals:
Ford Interceptor
2013-14
5 years / 100,000 miles
172,800
2014-15
5 years / 100,000 miles
Ford Interceptor
175,600
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE MARKED PATROL SEDANS
Description of Replacement Units
Replacement Fiscal Year 2015-16 2016-17 2017-18
City Fleet Number 1203
Vehicle Type Chevrolet
Make Caprice
Model PPV
Model Year 2011
Date Entered City Service 2011
Odometer Reading at 1-7-13 18,265
Mileage/Year Average - 18,265 -
Replacement Guidelines
Target: Years or Mileage 5 years / 100,000 miles
Estimated Mileage @ Replacement - 100,458 -
Estimated Years @ Replacement 5 years
Satisfies Replacement Policy:Yes - age & mileage
Fleet Supervisor Assessment Meets recommended age
& miles. Do not
recommend deferring due
to spreading of fleet costs
Replacement Cost Ford Interceptor
Base Unit 31,459
Accessories & Other Costs 10,000
Misc.100
Delivery 300
Sales Tax - 3,317 -
Total Replacement Costs - 45,200 -
2015-16 2016-17 2017-18
Year Totals:- 45,200 -
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE TRAFFIC SAFETY MOTORCYCLES
Project Description
Replacing six (6) Police Department Traffic Safety motorcycles, equipped with Code-3 equipment, will cost $62,400 in 2014-15, $63,400 in 2015-16, $34,200 in
2016-17, and $34,800 in 2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting to replace six (6) total motorcycles for the Police Department traffic program. The Police Department’s Traffic Safety Team is responsible for
enforcing traffic laws, investigating traffic collisions, providing educational programs and conducting other traffic safety programs as needed. Officers assigned to
this team ride motorcycles to more effectively maneuver through congested traffic areas in order to enforce traffic laws throughout the City.
All of the motorcycles were purchased at one time in 2005. The current mileage for these motorcycles average 21,500 miles each. Due to the good condition of
these motorcycles and lower mileage, staff is recommending deferring replacement and spreading costs across the five year Capital Improvement Plan. Staff
requests that two (2) existing Police Department Traffic Safety motorcycles (Asset 0707 and 0709) be replaced in 2014-15, two (2) motorcycles (Asset 0710 and
0708) be replaced in 2015-16, one (1) motorcycle (Asset 0706) be replaced in 2016-17, and one (1) motorcycle (Asset 0705) replaced in 2017-18.
In accordance with the City’s Fleet Policy, “Police Patrol Motorcycles” have a target replacement of 7 years / 50,000 miles. These motorcycles have received a
condition assessment and the Fleet Supervisor concurs with the recommendation to defer replacements due to good assessments and lower mileage. Staff
recommends replacing the motorcycles based upon the highest mileage. These motorcycles will have exceeded the target replacement age by two to five years at
the time of recommended replacements.
The decision to replace these vehicles is based on the following factors:
1. Actual years of operation exceed recommended years in Fleet policy for all six motorcycles.
2. Review of mechanical condition and history by Fleet Supervisor and Department staff.
3. Evaluation of maintenance costs by Fleet Supervisor.
4. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
80600 – Traffic Safety
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE TRAFFIC SAFETY MOTORCYCLES
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
(Asset #0707, 0709) Initial Project Costs by Phase
(Asset #0710, 0708)
(Asset #0706)
(Asset #0705)
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0 $0$62,400$63,400$34,200$34,800$194,800
Total $0 $0$62,400$63,400$34,200$34,800$194,800
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Deferring replacement of these motorcycles beyond the recommended replacement dates could lead to higher costs for maintenance and operation for Police
Department patrol budget, decreased reliability and delays in service due to City staff needing to locate an alternate vehicles/equipment. Additional funds will be
needed for increased repairs should replacements be deferred beyond these dates. These motorcycles have already been deferred two to five years based upon
condition and low mileage.
Anticipated Vehicle Life Span: 7 years / 50,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0 $0$62,400$63,400$34,200$34,800$194,800
Total $0 $0$62,400$63,400$34,200$34,800$194,800
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: N/A
Project can be phased – Number of years for phasing: The patrol motorcycles have already been deferred two to five years as a result of fair condition and
low city miles. Spreading vehicle replacements will help reduce the impact on the fleet fund.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE TRAFFIC SAFETY MOTORCYCLES
Leasing: Although leasing may be beneficial in some instances for specialty construction vehicles and low usage, it is not always viable for all vehicles.
If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement “deferment”. A comprehensive cost
analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative. The Honda motorcycles currently in the city’s
fleet have been the “work horses” of the Patrol division. They have been easy to maintain and very rarely have significant repairs issues other than routine and
preventative maintenance.
Project Team
Assignment Program Estimated Hours
Project management and vehicle purchasing Fleet Maintenance Supervisor 50
Installation & Equip Specifications Fleet Staff 40
Coordination with Fleet Police Staff 6
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE TRAFFIC SAFETY MOTORCYCLES
Description of Replacement Units
Replacement Fiscal Year 2013-14
City Fleet Number 0707 0709 0710 0708
Vehicle Type Police MotorcyclePolice MotorcyclePolice MotorcyclePolice Motorcycle
Make Honda Honda Honda Honda
Model
Model Year 2005 2005 2005 2005
Date Entered City Service 2005 2005 2005 2005
Odometer Reading at 8-2012 26691 26343 24599 20912
Mileage/Year Average - 3,813 3,763 3,514 2,987
Replacement Guidelines
Target: Years or Mileage 7 years / 50,000 miles 7 years / 50,000 miles 7 years / 50,000 miles
7 years / 50,000
miles
Estimated Mileage @ Replacement - 36,224 35,751 36,899 31,368
Estimated Years @ Replacement 9 years 9 years 10 years 10 years
Satisfies Replacement Policy:Yes (Age)Yes (Age)Yes (Age)Yes (Age)
Fleet Supervisor Assessment
*Due to low mileage
and excellent
condition, motorcycles
have been deferred two
years. Recommend
replacement for
spreading of vehicle
costs.
*Due to low mileage
and excellent
condition, motorcycles
have been deferred
two years.
Recommend
replacement for
spreading of vehicle
costs.
*Due to low mileage
and excellent
condition, motorcycles
have been deferred
three years.
Recommend
replacement for
spreading of vehicle
costs.
*Due to low mileage
and excellent
condition,
motorcycles have
been deferred three
years. Recommend
replacement for
spreading of vehicle
costs.
Replacement Cost
Base Unit 23,500 23,500 23,970 23,970
Accessories & Other Costs 5,200 5,200 5,200 5,200
Misc.- - - -
Delivery 200 200 200 200
Sales Tax - 2,296 2,296 2,334 2,334
Total Replacement Costs - 31,200 31,200 31,700 31,700
2013-14
Year Totals:-
2014-15 2015-16
Honda Motorcycle
63,400
2015-16
62,400
2014-15
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE TRAFFIC SAFETY MOTORCYCLES
Description of Replacement Units
Replacement Fiscal Year 2016-17 2017-18
City Fleet Number 0706 0705*
Vehicle Type Police Motorcycle Police Motorcycle
Make Honda Honda
Model (*Training Bike)
Model Year 2005 2005
Date Entered City Service 2005 2005
Odometer Reading at 10-31-12 18,618 11,404
Mileage/Year Average 2,660 1,629
Replacement Guidelines
Target: Years or Mileage 7 years / 50,000 miles 7 years / 50,000 miles
Estimated Mileage @ Replacement 30,587 20,364
Estimated Years @ Replacement 11 years 12 years
Satisfies Replacement Policy:Yes - age Yes - age
Fleet Supervisor Assessment
Due to low mileage and
excellent condition, this
motorcycle has been deferred
four additional years.
Recommend replacement for
spreading of vehicle costs.
Due to low mileage (training
bike) and fair condition, this
motorcycle has been deferred
five additional years. As a
training bike, this motorcycle
receives more repairs than the
other bikes. Do not recommend
deferring beyond this date.
Replacement Cost
Base Unit 26,312 26,818
Accessories & Other Costs 5,200 5,200
Misc.- -
Delivery 200 200
Sales Tax 2,521 2,561
Total Replacement Costs 34,200 34,800
2016-17 2017-18
Year Totals:34,200 34,800
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE UNMARKED DETECTIVE VEHICLES
Project Description
Replacing a total of seven (7) police unmarked detective vehicles, equipped with basic Code-3 equipment and radio communications, will cost $69,900 in 2013-14,
$67,600 in 2014-15, $33,300 in 2015-16 and $24,800 in 2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting the replacement of seven (7) unmarked detective vehicles for the investigations services program. These vehicles (Asset 0209, 0330, 0602,
0605, 0901, 0721, 0807) are primarily used by detectives and are not equipped with Mobile Data Computers. These vehicles require radios for communications
and Code-3 equipment. Detectives utilize their vehicles on a daily basis to follow up with cases, drive to scene locations which require their assistance or respond
to in-progress calls.
In accordance with the City’s Fleet Policy, Police Department sedans have a recommended target replacement guideline of 10 years / 90,000 miles. As a result of
previous condition assessments, replacement of these vehicles had been deferred in the past due to good condition and lower mileage; some vehicles with less than
acceptable condition assessments were also deferred due to the City’s fiscal outlook during the 2011-13 Financial Plan. Staff is now recommending these vehicles
be replaced with like sedans equipped with radios and Code-3 equipment. Staff recommends the following vehicle replacements:
2013-14
In 2013-14, staff recommends replacing three unmarked detective vehicles, assets 0209, 0330 and 0901. Asset 0209 is a Chevy Impala and was purchased in
2001. Currently this vehicle has 71,530 miles and is projected to be 12 years of age at time of replacement. This vehicle has met its target age but remains low on
miles in part to in-town driving. This vehicle is showing signs of increased repairs beyond that of routine preventative maintenance. Asset 0330 is a 2001 Chevy
Malibu that was purchased used in 2002. This vehicle currently has 70,239 miles and will be eleven years old at the time of replacement. While this vehicle will
not meet the recommended mileage target for replacement, it is experiencing additional brake issues that will continue to be costly to maintain. Therefore, staff
recommends replacement in the 2013-14 fiscal year.
Lastly, asset 0901 is a 2008 Chevy Impala that was purchased as a used vehicle in 2008. This vehicle has 49,628 miles and is estimated to be 5 years old at time of
replacement. This used vehicle has had continuous maintenance and repair issues, most recently with braking. Due to the increased repair costs and servicing
issues, staff recommends accelerating replacement to 2013-14. Staff recommends replacing these sedans with Toyota Corolla model sedans.
2014-15
In 2014-15, staff recommends replacing two unmarked detective vehicles, assets 0602 and 0721. Asset 0602 is a 2004 Buick Regal that was purchased used in
2005. This vehicle serves as an unmarked detective sedan and has 89,821 miles to-date. This vehicle will be 10 years old at time of projected replacement and
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE UNMARKED DETECTIVE VEHICLES
will have met its target mileage of 90,000 miles. Staff recommends replacing with a Ford Taurus sedan or equivalent. Asset 0721 is a Dodge Caravan that was
purchased used in 2003. This vehicle currently has 80,966 miles and is estimated to exceed both the target age and miles at time of replacement. This vehicle will
be 11 years of age at time of replacement in 2014-15. Staff recommends replacing the Dodge Caravan with a standard utility Ford Explorer or other like vehicle.
2015-16
In 2015-16, staff recommends replacing one unmarked detective vehicle, asset 0605. Asset 0605 is a 2005 Chevy Impala that was purchased used in 2008. This
vehicle has 49,628 miles to-date. This vehicle is expected to meet its target miles at time of replacement. This vehicle is starting to experience additional repair
costs to engine, filters and brakes. Staff does not recommend deferring this vehicle replacement beyond the recommended date due to increased repair costs. Staff
recommends replacing with a Ford Taurus sedan or equivalent.
2017-18
In 2017-18, staff recommends replacing one unmarked detective vehicle, asset 0807. Asset 0807 is a 2007 Chevy Impala purchased used in 2007. This vehicle
currently has 61,934 miles. This vehicle is expected to meet and/or exceed the recommended age/miles at time of replacement in 2017. Due to spreading of costs,
staff does not recommend deferring this vehicle beyond the recommended replacement date of 2017-18. Staff recommends replacing with a Toyota Corolla sedan.
Vehicle replacements must vary by model type. As unmarked police sedans, often these vehicles are performing discreet tasks and are intended to not be
recognized as a police department vehicle. As such, fleet recommendations for vehicle replacement have taken into account the purchase of various sedan/utility
models, such as Toyota Corolla, Ford Taurus and Ford Explorer.
The decision to replace these vehicles is based on the following factors:
1. Projected miles of vehicle meet/exceed replacement miles recommended in Fleet policy (Assets 0602, 0605, 0721 and 0807).
2. Actual years of operation meet/exceed recommended years in Fleet policy. (Assets 0209, 0605, 0602, 0330, 0721, 0807)
3. Review of mechanical condition and history by Fleet Supervisor and Department staff.
4. Evaluation of maintenance costs by Fleet Supervisor.
5. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
80300 - Investigations
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE UNMARKED DETECTIVE VEHICLES
(Asset#0209, 0330, 0901)Initial Project Costs by Phase
(Asset#0602, 0721)
(Asset#0605) (Asset#0807)Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$69,900$67,600$33,300 $0$24,800$195,600
Total $0$69,900$67,600$33,300 $0$24,800$195,600
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Vehicle replacements for asset 0209, 0330 and 0721 have already been deferred beyond the recommended replacement age due to fair condition assessments and
lower than anticipated mileage. Further deferring of vehicle replacements could lead to proportionally higher costs for maintenance and operation for Public
Safety budget, decreased reliability and delays in service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs
should replacements be deferred.
Anticipated Vehicle Life Span: 10 years / 90,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$69,900$67,600$33,300 $0$24,800$195,600
Total $0$69,900$67,600$33,300 $0$24,800$195,600
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: N/A
Project can be phased – Number of years for phasing: Vehicle replacements already spreading over five year Capital Improvement Plan to help absorb the
impact of vehicle replacements. Vehicles meeting target age/mileage and increased repair costs above routine preventative maintenance have been recommended
for replacement within the appropriate year.
Leasing: In July, 2011, the department began leasing a Chevrolet Caprice patrol vehicle to evaluate if leasing is a viable option for the police department.
Leasing can be beneficial in some instances for specialty construction equipment or low usage vehicles, although it is not always viable for all vehicles. If the life
of a vehicle can be extended due to favorable condition assessments, a lease agreement may not allow for vehicle replacement “deferment”. A comprehensive cost
analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE UNMARKED DETECTIVE VEHICLES
Project Team
Assignment Program Estimated Hours
Project management and vehicle purchasing Fleet Maintenance Supervisor 40
Installation & Equipment Specification Fleet Staff 24
Coordination with Fleet Police Staff 8
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE UNMARKED DETECTIVE VEHICLES
Description of Replacement Units
Replacement Fiscal Year
City Fleet Number 0209 0330 0901 0602 0721
Vehicle Type
Unmarked Detective
Sedan Unmarked Detective Sedan
Unmarked Detective
Sedan
Unmarked Detective
Sedan Unmarked Detective Van
Make Chevrolet Chevrolet Chevrolet Buick Dodge
Model Impala Malibu Impala Regal Caravan
Model Year 2001 2001 2008 2004 2002
Date Entered City Service 2001 2002 2008 2005 2003
Odometer Reading at 12/2012 71530 70239 46,628 89821 80,966
Mileage/Year Average 6,503 7,024 11,657 12,832 8,996
Replacement Guidelines
Target: Years or Mileage 10 years / 90,000 miles10 years / 90,000 miles10 years / 90,000 miles10 years / 90,000 miles10 years / 90,000 miles
Estimated Mileage @ Replacement 78,033 77,263 58,285 109,068 94,460
Estimated Years @ Replacement 12 years 11 years 5 years 10 years 12 years
Satisfies Replacement Policy:Yes - age Yes - age NO Yes - age & MileageYes - age & mileage
Fleet Supervisor Assessment
*Vehicle exceeds age by 2
yrs but not mileage due to
inner-city driving. Age
causing increased repairs.
Do not recommend
deferring.
*Vehicle exceeds age by 1
year. Lower mileage due to
inner-city driving. Age
causing increased repairs
above routine PM. Do not
recommend deferring.
*Vehicle not meeting
age/mileage target. Higher
repair & maintenance costs
(brakes). Recommend
advancing replacement to
reduce service costs.
Spreading of replacement
costs.
*Meets age/mileage target.
Projected mileage approx.
20.000 miles over.
Spreading costs of vehicle
replacements.
*Exceeds target age by 2
years. Meets mileage
target. Spreading costs of
vehicle replacements.
Replacement Cost Toyota Corolla Toyota CorollaToyota Corolla Ford Taurus Ford Explorer
Base Unit 17,420 17,420 17,420 26,108 28,184
Accessories & Other Costs 4,000 4,000 4,000 4,000 4,000
Misc.250 250 250 250 250
Delivery 250 250 250 250 250
Sales Tax 1,394 1,394 1,394 2,089 2,255
Total Replacement Costs 23,300 23,300 23,300 32,700 34,900
Year Totals:
2013-14 2014-15
2014-152013-14
69,900 67,600
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE UNMARKED DETECTIVE VEHICLES
Description of Replacement Units
Replacement Fiscal Year 2015-16 2016-17 2017-18
City Fleet Number 0605 0807
Vehicle Type
Unmarked Detective
Sedan Unmarked Detective Sedan
Make Chevrolet Chevrolet
Model Impala Impala
Model Year 2005 2007
Date Entered City Service 2008 2007
Odometer Reading at 12/2012 49628 61,934
Mileage/Year Average 12,407 - 12,387
Replacement Guidelines
Target: Years or Mileage 10 years / 90,000 miles 10 years / 90,000 miles
Estimated Mileage @ Replacement 86,849 - 117,675
Estimated Years @ Replacement 10 years 10 years
Satisfies Replacement Policy:Yes - age Yes - age & mileage
Fleet Supervisor Assessment Meets target age and
projected to meet target
mileage within 2014-15
FY. Deferring beyond age
target showing increasing
repair costs. Spreading
replacement costs over 5-yr
plan.
Meets target age.
Projected to exceed target
mileage by approx 20,000
miles. Do not recommend
deferring beyond this date
due to increased repair
costs & reliability issues.
Replacement Cost Ford Taurus Toyota Corolla
Base Unit 26,630 18,814
Accessories & Other Costs 4,000 4,000
Misc. (decals)250 250
Delivery 250 250
Sales Tax 2,130 - 1,505
Total Replacement Costs 33,300 - 24,800
2015-16 2016-17 2017-18
Year Totals:33,300 - 24,800
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE ADMINISTRATION UNMARKED SEDANS
Project Description
Replacing three (3) unmarked administrative sedans for the Police Department will cost $38,200 in 2013-14 and $78,600 in 2016-17.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
PD Administrative Sedan (0808) 2013-14
Staff is requesting replacement of one (1) Police Department unmarked administrative sedan in 2013-14. This unmarked Chrysler Sebring vehicle (Asset 0808) is
currently assigned to the Chief of Police. This vehicle was purchased in 2007 and currently has over 104,000 miles. Police sedan vehicles have been designated
for replacement at 10 years / 90,000 miles per the Fleet Policy. While this vehicle has not met the target vehicle age, it has exceeded its target mileage and is
beginning to show its wear and tear with increased repairs costs and time in the fleet maintenance shop. Staff is recommending that this vehicle replacement be
accelerated to the 2013-14 fiscal year and be replaced with a like Ford Taurus Sedan. This vehicle is equipped with a communications radio and Code-3
equipment.
PD Administrative Sedans (0839, 0838) 2016-17
Staff is requesting replacement of two (2) Police Department unmarked administrative sedans in 2016-17. These unmarked Dodge Chargers (Asset 0839 and
0838) are currently assigned to the Department’s two Police Captains. These vehicles were purchased in 2008 and currently have 45,943 and 37,149 miles
respectively. Police sedan vehicles have been designated for replacement at 10 years / 90,000 per the Fleet Policy. Unlike the patrol Dodges, these vehicles are
not driven 24/7 and the maintenance has been manageable. However, professional fleet experience has shown that Dodge Chargers begin to experience excessive
maintenance and repairs after six years. Therefore, based upon projected mileage at time to replacement, staff recommends advancing the replacement of these
vehicles to 2016-17 fiscal year. Staff requests these vehicles be replaced with a Ford Interceptor sedan or utility. These vehicles are equipped with a
communications radio and Code-3 equipment.
The decision to replace these vehicles is based on the following factors:
1. Projected miles of vehicle exceed replacement miles recommended in Fleet policy.
2. Review of mechanical condition and history by Fleet Supervisor and Department staff.
3. Evaluation of maintenance costs by Fleet Supervisor.
4. Spreading vehicle replacement costs over multiple years for program users.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE ADMINISTRATION UNMARKED SEDANS
Operating Program Number and Title:
80100 – Police Administration
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
(Asset#0808)Initial Project Costs by Phase
(Asset#0839, 0838)Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$38,200 $0 $0$78,600 $0$116,800
Total $0$38,200 $0 $0$78,600 $0$116,800
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Denying or deferring the request will lead to proportionally higher costs for maintenance and operation for Public Safety budget, decreased reliability and delays in
service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span: 10 years / 90,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$38,200 $0 $0$78,600 $0$116,800
Total $0$38,200 $0 $0$78,600 $0$116,800
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Spreading of vehicle purchases could occur. Should the Dodge Charger sedan (Asset 0838) require
minimal maintenance and repairs costs, the vehicle replacement could be deferred for a maximum of one year to the 2017-18 fiscal year
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE ADMINISTRATION UNMARKED SEDANS
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative. In July,
2011, the department began leasing one Chevrolet Caprice patrol vehicle. The vehicle was chosen as a lease specifically due to the circumstances that surrounded
the current Dodge Charger patrol vehicles and maintenance issues at that time. The Fleet Manager and department staff used the leasing period to evaluate other
vehicle alternatives in an effort to move away from Dodge Chargers. Patrol vehicles experience significant engine idling hours during the normal course of patrol
work. Idling is the continuous operation of an engine in working mode where the engine is not engaged in gear. One hour of idling can equate to a minimum of
25 miles of normal driving. The normal idling of patrol vehicles during the routine course of work make leasing not a viable solution for these vehicles.
Project Team
Assignment Program Estimated Hours
Project management and vehicle purchasing Fleet Maintenance Supervisor 40
Equipment Install & Vehicle Specification Fleet Staff 32
Coordination with Fleet Police Staff 3
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE ADMINISTRATION UNMARKED SEDANS
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2017-18
City Fleet Number 0808 839 0838
Vehicle Type Administration Sedan Administration SedanAdministration Sedan
Make Chrysler Dodge Dodge
Model Sebring Charger Charger
Model Year 2007 2008 2008
Date Entered City Service 2007 2008 2008
Odometer Reading at 12-2012 105,664 45,943 37,149
Mileage/Year Average 21,133 - - 11,486 9,287 -
Replacement Guidelines
Target: Years or Mileage 10 years / 90,000 miles 10 years / 90,000 miles10 years / 90,000 miles
Estimated Mileage @ Replacement 126,797 - - 91,886 74,298 -
Estimated Years @ Replacement 6 years 8 years 8 years
Satisfies Replacement Policy:Yes - mileage Yes - mileage No
Fleet Supervisor Assessment
*Vehicle has exceeded
target mileage and requires
excess maintenance &
repairs. Deferring
replacement is not
recommended.
*Vehicle will meet
recommended mileage for
replacement but not age.
Professional experience
shows Dodge Chargers to
cause excessive repairs,
brake and engine failures,
after 6+ years. Deferring is
not recommended.
*While this vehicle has not
yet met its recommended
age/mileage for
replacement, Dodge
Chargers can cause
excessive repairs after 6+
years. Should repair costs
be minimal, staff could
defer this vehicle
replacement up to one year.
Replacement Cost Ford Taurus Sedan
Base Unit 28,608 29,645 29,645
Accessories & Other Costs 6,500 6,500 6,500
Misc.- - - -
Delivery 250 250 250
Sales Tax 2,809 - - 2,892 2,892 -
Total Replacement Costs 38,200 - - 39,300 39,300 -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:38,200 - - -
2016-17
78,600
Ford Interceptor Sedan
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT - FIRE ENGINES
Project Description
Leasing one Fire engine (Type I/Class A emergency response apparatus) will cost $126,046 annually in 2014-18. Purchasing one Fire engine (Type I/Class A
emergency response apparatus) will cost $594,500 in 2016-17.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Measure Y Public Safety
Need and Urgency
The Fire Department is requesting replacement of two fire pumper engines in the five-year Capital Improvement Plan.
Fire Engine 4 – Lease Option
The Pierce Fire Engine No. 4 (Asset 9709) was purchased in 1997. This Fire Engine is the primary response vehicle for all fire, medical and rescue operations at
Fire Station 4, located at 1395 Madonna Road in San Luis Obispo. The 1997 Pierce Fire Pumper Engine, currently in front-line service at Fire Station 4 will be 16
years old at time of recommended replacement in 2013-14. This Fire Engine is projected to have almost 130,000 miles of service at that time. This apparatus will
be 30% greater than its target for replacement in mileage. This Fire Engine is now exhibiting dependability concerns, and as the oldest front-line Fire Engine, this
vehicle has significantly less environmentally sensitive fuel and exhaust systems than more modern heavy duty diesel vehicles.
Due to the age of the fire engine, the following recent mechanical issues have rendered this apparatus out of service for costly repairs:
• Alternator failure
• Cab-lift ram failure
• Pump transfer valve failure
• Pump primer motor failure
• Pump seals, valves and piping deterioration and leaks due to use of galvanized piping (newer fire engines use stainless steel which does not have these
issues)
Based on the Fire Mechanic’s assessment, the following are at risk of failure:
• Engine/power plant
• Transmission
• Suspension system
• Additional galvanized piping components
• Electrical switches and gauges
• Airbrake lines
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT - FIRE ENGINES
• Engine retarder system
Once retired from front line service, Fire Engine 4 will make a capable reserve Fire Engine. The current reserve engine, Fire Engine 5, will then be deemed
surplus in accordance with the City’s fiscal policies for disposal of property. In accordance with the City’s Fleet Policy, Section 405-F, “fire pumper trucks” have
a target replacement schedule of 20 years / 100,000 miles. Due to its exceeding mileage and increasing repair costs, staff recommends accelerating the
replacement to 2013-2014. Staff recommends leasing this vehicle at a cost of $126,046 annually for five years, for a total of $630,230, with payment beginning in
2014-15.
Fire Engine 2 – Purchase Option
The Pierce Fire Engine No. 2 (Asset 0029) was purchased in 2000. This fire engine is the primary response vehicle for all fire, medical and rescue operations at
Fire Station 2, located at 126 North Chorro in San Luis Obispo. The 2000 Pierce fire engine, currently in front-line service at Fire Station 2 will be 16 years old at
time of recommended replacement in 2016-17. It is projected to have 100,000 miles of service at that time. This vehicle has less environmentally sensitive fuel
and exhaust systems than more modern heavy duty diesel vehicles. Additionally, this fire engine has an outdated electrical control system (multiplex system). The
system in this fire engine is five generations old. This makes replacement parts and labor extremely difficult, and in some cases, impossible due to a lack of
replacement parts. As an example, the fuel gauge on fire engine 2 is currently malfunctioning. To fix this otherwise straightforward problem, the Fire Mechanic is
replacing almost the entire sensing, relay and display system, rather than just the malfunctioning component. This solution is much more costly in terms of parts
and repair time. The Fire Department is concerned that this very costly electrical system replacement may be completed just as the other systems listed below
begin to fail due to normal wear and tear. Based on experience with this style of electrical system integration, the Fire Mechanic has revised apparatus
specifications in newer fire engines to avoid installation of electrical systems that jeopardize our long term ability to service individual components.
Based on the Fire Mechanic’s assessment of Fire Engine 2 (Asset 0029), the following are at risk of failure:
• Engine/power plant
• All electrical components and systems
• Suspension system
• Airbrake lines
• Brake rotors and drums
• Engine retarder system
Once retired from front line service, Fire Engine 2 will be placed into reserve status. Based on an assessment of Fire Department operations, the Fire Department
and the Fleet Manager agree that maintaining two reserve fire engines, rather than the current one reserve fire engine, provides for greater reliability with less
dependence on weekend and after-hours responses from the Fire Mechanic. Reserve engines still have preventative maintenance and other costs not currently
budgeted for in either Fire Department or Public Works fleet maintenance budgets. Additionally, maintaining a second fire engine increases the City’s ability to
support revenue generating out-of-county fire emergency response requests. In accordance with the City’s Fleet Policy, Section 405-F, “fire pumper trucks” have
a target replacement schedule of 20 years / 100,000 miles. Due to its exceeding mileage and increasing repair costs, staff recommends accelerating the
replacement to 2016-17 at a purchase cost of $594,500.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT - FIRE ENGINES
The decision to replace these vehicles is based on the following factors:
1. Projected miles of vehicle meet/exceed replacement miles recommended in Fleet policy.
2. Actual years of operation are less than recommended years in Fleet policy.
3. Review of mechanical condition and history by Fleet Supervisor and Fire Department staff.
4. Evaluation of maintenance costs by Fire Mechanic and Fleet Supervisor.
5. Spreading vehicle replacement costs over multiple years for program users.
6. Ability to maintain these vehicles in Fire Engine reserve status
Operating Program Number and Title:
85200 - Fire Emergency Response
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $126,046$126,046$720,546$126,046$1,098,684
Total $0 $0$126,046$126,046$720,546$126,046$1,098,684
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Funding for Fire Fleet maintenance is currently a part of the
Fire Department’s operating budget. Recently, the Fire Mechanic position was transferred to the Public Works Department. Staff is currently determining the
level of maintenance/parts funding support that will need to also be transferred to the Public Works Department for support of Fire fleet. This funding transfer is
expected to occur shortly.
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are currently
supported through the Fire Department operating budget and will eventually be transferred to the Public Works department for fleet services.
Deferring replacement of this vehicle could lead to higher costs for maintenance and operation for the Fire Department budget, decreased reliability and delays in
service due to city staff needing to locate an alternate vehicles/equipment. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span: 20 years / 100,000 miles
5 years reserve status
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT - FIRE ENGINES
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $594,500 $594,500
Debt Financing $126,046$126,046$126,046$126,046$504,184
Total $0 $0$126,046$126,046$720,546$126,046$1,098,684
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Delaying the replacement of Engine 4 is not recommended by the Fleet Manager or Fire Mechanic.
Doing so may significantly limit the reserve-status of this fire engine, exacerbate mechanical issues at a high cost for parts and labor, and keep in front-line service
a vehicle that produces an abundance of exhaust debris. The replacement of Engine 2 could be pushed back one more year if necessary. While this vehicle is on
target to be over the 100,000 mile threshold and a replacement vehicle would be much more environmentally friendly, diligent maintenance and care may allow for
a longer frontline in-service status if this is financially a better position for the big picture of citywide fleet replacement strategies. If pushed back one year, Engine
2 is likely to have electrical system concerns due to high use in a front-line assignment.
A lease option is being recommended for the replacement of Fire Engine 4 to help manage fleet replacement costs and allow for the acquisition of the
necessary equipment at a lower upfront cost. The lease payment calculator given to us from Oshkosh Capital (Pierce Fire Engines) would add approximately 7% to
the overall cost of the vehicle in interest. The total cost over the five year term of the lease agreement will be $630,230.
Project Team
Assignment Program Estimated Hours for
purchase of each engine
Project Management & Vehicle
Specification (design & inspection)
Fire Mechanic, Fleet Maintenance
Supervisor and Deputy Chief
100 design
200 inspection
Vehicle Procurement Fleet Maintenance Supervisor 32
Installation and Equipment Specification Fleet Staff 80
Coordination with Fleet Fire Staff 20
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT - FIRE ENGINES
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 9709 0029
Vehicle Type Type I/Class A Fire Engine Type I/Class A Fire Engine
Make Pierce Pierce
Model Lance Lance
Model Year 1997 2000
Date Entered City Service 1997 2000
Odometer Reading at 10-31-12 125,066 75,797
Mileage/Year Average 8,338 - 6,316 -
Replacement Guidelines Engine No 4 Engine No 2
Target: Years or Mileage 20 years / 100,000 miles 20 years / 100,000 miles
Estimated Mileage @ Replacement 129,318 - 101,062.67 -
Estimated Years @ Replacement 16 years 16 years
Satisfies Replacement Policy:Yes - mileage Yes - mileage
Fleet Supervisor Assessment
*Fire Engine will exceed target
mileage by 30K at 16 years.
Increase repair costs do not
recommend deferring beyond
this date.
*Fire Engine will meet target
mileage by 2016-17.
Increased repair costs due to
mileage. Replacement
recommended for spreading of
costs. Do not recommend
deferring beyond this date.
Replacement Cost
Base Unit 520,000
Accessories & Other Costs 30,000
Misc.250
Delivery 250
Sales Tax 44,000
Lease Cost 126,046 126,046 126,046 126,046
Total Replacement Costs - 126,046 126,046 720,546 126,046
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:- 126,046 126,046 720,546 126,046
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – FIRE ADMINISTRATION CHIEF SEDAN
Project Description
Replacing one Fire Administration Chief sedan with Code-3 Equipment, radio and mobile data devices will cost $43,200 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Measure Y Public Safety
Need and Urgency
The Fire Administration program will need to replace the Fire Chief’s vehicle in 2013-14. This unit (Asset 0627) was purchased in 2006 originally for the Police
Department and then provided to the Fire Department for use by its Chief. Replacement guidelines for Fire Chief Sedans have been established at 10 years / 90,000
miles. This vehicle is projected to be 7 years old with approximately 91,291 miles at the time of recommend replacement in 2013-14. Replacing this vehicle with
a similar sedan (Ford Taurus) would result in an estimated 60% improvement in fuel efficiency from 14 city/21 highway to 22 city/32 highway.
The vehicle was anticipated to be replaced in 2015-16 in the current 2011-13 Financial Plan. Staff recommends advancing the replacement of this vehicle due to its
current mileage, poor condition and substantial repair costs. Based upon previous maintenance history, Fleet staff anticipates a major component failure or other
significant engine problem if the vehicle stays on the same replacement schedule. As such, staff is recommending replacement of this vehicle prior to incurring
significant repair costs when the vehicle is near its useful life in vehicle miles. Should the engine fail, replacement or rehabilitation of this vehicle would likely
take several months and be very expensive.
In the current fiscal year 2012-13, a Battalion Chief’s utility vehicle is being replaced (Asset 0021). Staff intends to delay the surplus of this vehicle so that it can
be used as a back-up should the current Fire Chief Sedan (Crown Victoria, Asset 0627) fail. In this case, staff will surplus 0627, leaving 0021 to be used as an
interim vehicle for the Fire Chief until a new replacement vehicle can be secured. Under this scenario, there will be additional costs due to the need to transfer
certain equipment inside the vehicles.
This sedan is utilized as a mobile command unit for the Fire Chief and is necessary to have the equipment and accessories necessary for Code-3 response.
In accordance with the City’s Fleet Policy, “Fire Chief Sedan” has a target replacement schedule of 10 years / 90,000 miles. Based upon use and recent repair
history, this vehicle is anticipated to need replacement in 2013-14.
The decision to replace this vehicle is based on the following factors:
1. Projected miles of vehicle will exceed the replacement miles recommended in Fleet policy.
2. Review of mechanical condition and history by Fleet Supervisor and Department staff.
3. Potential significant costs due to major engine problems.
4. Evaluation of maintenance costs by Fleet Supervisor.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – FIRE ADMINISTRATION CHIEF SEDAN
5. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
85100 – Fire Administration
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Asset#0627 Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$43,200$0$0$0$0$43,200
Total $0$43,200$0$0$0$0$43,200
Detail of ongoing costs and alternatives to ongoing costs:
Typical annual costs for preventative maintenance such as oil/filter changes, inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes,
filters and fuses. Budget for these repairs/routine maintenance will be transferred to the Fleet Services division from the Fire Department upon the transfer of the
Fire Vehicle Mechanic position. These costs are now supported through the Fire Department’s operating budget for routine maintenance and repairs.
Denying or deferring this request will lead to proportionally higher costs for maintenance and operation for Emergency Response budget, decreased reliability and
delays in service due to staff needing to locate an alternate vehicle. This vehicle is experiencing higher than normal cost for repairs. Significant funds will need to
be allocated for repairs should replacement be deferred.
Anticipated Vehicle Life Span: 10 years / 90,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$43,200$0$0$0$0$43,200
Total $0$43,200$0$0$0$0$43,200
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – FIRE ADMINISTRATION CHIEF SEDAN
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Vehicle Specification Fleet Operations Supervisor, Fire Dept. Staff 15
Vehicle Procurement Fleet Maintenance Supervisor 24
Equipment Installation / Ready for Service Fleet Staff 16
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – FIRE ADMINISTRATION CHIEF SEDAN
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 0627
Vehicle Type Ford
Make Crown Victoria
Model Sedan
Model Year 2006
Date Entered City Service 2006
Odometer Reading at 10-31-12 78249
Mileage/Year Average 13,042 - - - -
Replacement Guidelines
Target: Years or Mileage 10 years / 90,000 miles
Estimated Mileage @ Replacement 91,291 - - - -
Estimated Years @ Replacement 7 years
Satisfies Replacement Policy:Yes - mileage
Fleet Supervisor Assessment *Vehicle meets target
mileage but not age.
Increased repair costs;
brakes, beyond routine PM.
Do not recommend deferring
due to current mileage and
potential engine issues.
Replacement Cost Ford Taurus
Base Unit 29,670
Accessories & Other Costs 10,000
Misc.900 -
Delivery 250
Sales Tax 2,374 - - - -
Total Replacement Costs 43,200 - - - -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:43,200 - - - -
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE UTILITY VEHICLES
Project Description
Replacing three (3) Police Utility Vehicles, one (1) marked and two (2) unmarked, equipped with Code-3 equipment for the Police Department will cost $94,400
in 2013-14 and $53,000 in 2016-17.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting replacement of four existing Police Department marked and unmarked utility vehicles, two (2) in 2013-14 and one (1) in 2016-17. These
vehicles are utilized for patrol purposes and are driven on a daily basis. Each utility vehicle (Asset 0604, 0809 and 1105) has a specific purpose. The City’s Fleet
Policy recommends replacement of other public safety vehicles at 10 years / 80,000 miles.
Asset 0604 is a 2002 Chevrolet Suburban (unmarked) purchased as a used vehicle in 2005. This unit is utilized as a detective vehicle and driven on a daily basis.
Although the target replacement was anticipated for 2017-18 based upon the age of the vehicle, staff is requesting that the vehicle’s replacement be accelerated to
2013-14 because of its excessive mileage. As of the last meter reading in December 2012, this vehicle had 116,881 miles. Due to excessive mileage, the vehicle is
experiencing higher than average repair and maintenance costs to keep this vehicle in regular service.
Asset 0809 is a 2007 Dodge Durango (unmarked) and was purchased as a used vehicle in 2007. This unit is utilized as a detective vehicle and driven on a daily
basis. The anticipated target replacement was slated for 2019-20. However, this request for replacement is also being accelerated to 2013-14 because of excessive
mileage. At the last servicing, the vehicle odometer reading was 150,079 miles, or almost twice its recommended replacement mileage. This vehicle is also
experience higher than average repair and maintenance costs above the normal preventative maintenance services.
The 2011 Chevrolet Tahoe marked utility vehicle (Asset 1105) is used daily by the Crime Scene Investigator (CSI) officer on duty. The department has two CSI
officers and staff intentionally schedules these officers to work opposite shifts, to provide for round the clock coverage. A utility vehicle is needed to provide for
higher clearance for off-road access, and also provides for adequate hauling, transport and secured storage needs for specialty equipment and materials. This
vehicle was purchased in 2011. Due to its regular and routine use, staff projects this vehicle to exceed its target mileage before its target age of 10 years.
Therefore, staff recommends vehicle replacement in 2016-17.
The decision to replace these vehicles is based on the following factors:
1. Projected miles of vehicle exceed replacement miles recommended in Fleet policy.
2. Actual years of operation meet the recommended years in Fleet policy (Asset 0604).
3. Review of mechanical condition and history by Fleet Supervisor and Department staff.
4. Evaluation of maintenance costs by Fleet Supervisor.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE UTILITY VEHICLES
5. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
80200 – Police Patrol
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$94,400 $0 $0$53,000 $0$147,400
Total $0$94,400 $0 $0$53,000 $0$147,400
(Asset#0604, 0809 & 1105)
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Denying or defer the request will lead to proportionally higher costs for maintenance and operation for Public Safety budget, decreased reliability and delays in
service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span: 10 years / 80,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$94,400 $0 $0$53,000 $0$147,400
Total $0$94,400 $0 $0$53,000 $0$147,400
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: N/A
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE UTILITY VEHICLES
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative. Staff does
not recommend leasing in this case due to the excessive mileage of these vehicles.
Project Team
Assignment Program Estimated Hours
Project management and vehicle purchasing Fleet Maintenance Supervisor 16
Installation & Equipment Specifications Fleet Staff 12
Coordination with Fleet Police Staff 4
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE UTILITY VEHICLES
Description of Replacement Units
Replacement Fiscal Year 2014-152015-16 2016-172017-18
City Fleet Number 0809 0604 1105
Vehicle Type Patrol Unmarked Utility Patrol Unmarked Utility Patrol Marked Utility
Make Dodge Chevy Chevrolet
Model Durango (Used) Suburban (Used) Tahoe
Model Year 2007 2005 2011
Date Entered City Service 2007 2005 2011
Odometer Reading at 10-31-12 150,079 116,881 54,684
Mileage/Year Average 30,016 16,697 - 54,684 -
Replacement Guidelines
Target: Years or Mileage 10 years / 80,000 miles10 years / 80,000 miles 10 years / 80,000 miles
Estimated Mileage @ Replacement 165,087 125,230 - - 191,394 -
Estimated Years @ Replacement 7 years 8 years 5 years
Satisfies Replacement Policy:Yes - mileage Yes - mileage Yes - Mileage
Fleet Supervisor Assessment
*Vehicle has exceeded
target mileage by 70,000
miles. Increasing repair
costs above routine PM.
Do not recommend
deferring replacement
beyond this date.
*Vehicle has met age and
exceeded target mileage
by nearly 37,000 miles.
Vehicle has increased
repair costs above
routine PM. Do not
recommend deferring
replacement beyond this
date.
*Vehicle will exceed target
mileage by 2014.
However, staff feels
replacement can be
deferred to 2016-17 if
routine PM is performed.
Further deferring beyond
this date is not
recommended.
Replacement Cost Ford Interceptor Utility
Base Unit 38,411 38,411 39,179
Accessories & Other Costs 5,000 5,000 10,000
Misc.200 200 - 200
Delivery 500 500 500
Sales Tax 3,073 3,073 - - 3,134 -
Total Replacement Costs 47,200 47,200 - - 53,000 -
2014-152015-16 2016-172017-18
Year Totals:- - 53,000 -
2013-14
Ford Interceptor Utility
94,400
2013-14
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE NEIGHBORHOOD SERVICES SEDAN
Project Description
Replacing one (1) Neighborhood Services sedan for the Police Patrol division will cost $36,600 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting replacement of one (1) unmarked sedan for the Neighborhood Services program in 2013-14. This vehicle is primarily utilized by the Police
Department’s Neighborhood Outreach Manager and Student Neighborhood Assistance Program employees (SNAP). This vehicle is equipped with a Mobile Data
Computer (MDC) and radio only.
The Ford Crown Victoria model (Asset 0406) was purchased and put into service in 2003. This vehicle was slated for replacement in 2015-16 in the current 2011-
13 Financial Plan because of its fair condition and age. However, this vehicle has excess mileage (currently over 115,746 miles) and has experienced numerous
and costly repairs in the past year. As such, staff is requesting to accelerate the replacement to the 2013-14 fiscal year. Police sedans (non-patrol), in accordance
with the City’s Fleet Policy, have a target replacement guideline of 10 years / 90,000 miles. Upon the recommended replacement date, this vehicle will meet its
age and mileage targets.
The decision to replace these vehicles/equipment is based on the following factors:
1. Actual miles of vehicle exceed replacement miles recommended in Fleet policy.
2. Actual years of operation meet recommended years in Fleet policy.
3. Review of mechanical condition and history by Fleet Supervisor and Department staff.
4. Evaluation of maintenance costs by Fleet Supervisor.
5. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
80500 – Investigations (Neighborhood Services)
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE NEIGHBORHOOD SERVICES SEDAN
(Asset # 0406)Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$36,600 $0 $0 $0 $0$36,600
Total $0$36,600 $0 $0 $0 $0$36,600
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Denying or deferring the request will lead to proportionally higher costs for maintenance and operation for Public Safety budget, decreased reliability and delays in
service due to staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span: 10 years / 90,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$36,600 $0 $0 $0 $0$36,600
Total $0$36,600 $0 $0 $0 $0$36,600
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: N/A
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
Leasing: In July, 2011, the department began leasing a Chevrolet Caprice patrol vehicle. The vehicle was chosen as a lease specifically due to the
circumstances that surrounded patrol vehicles and maintenance at that time. The Fleet Manager and department staff wanted to evaluate other vehicle alternatives
in an effort to move away from Dodge Chargers. Although leasing may be beneficial in some instances, it is not always viable for all vehicles. If the life of a
vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement “deferment”. A comprehensive cost analysis for
fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Project management and vehicle purchasing Fleet Maintenance Supervisor 8
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – POLICE NEIGHBORHOOD SERVICES SEDAN
Installation & Equip Specification Fleet Staff 6
Coordination with Fleet Police Staff 2
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 0406
Vehicle Type Neighborhood Serv
Make Ford
Model Crown Victoria
Model Year 2003
Date Entered City Service 2003
Odometer Reading at 1-6-2013 115,746
Mileage/Year Average 12,861 - - - -
Replacement Guidelines
Target: Years or Mileage 10 years / 90,000 miles
Estimated Mileage @ Replacement 124,748 - - - -
Estimated Years @ Replacement 10 years
Satisfies Replacement Policy:Yes - age & mileage
Fleet Supervisor Assessment
*This vehicle has met the
recommended age and
exceeded target mileage by
approximately 35,000
miles. Repair costs are
increasing and replacement
is recommended.
Replacement Cost Ford Interceptor
Base Unit 28,606
Accessories & Other Costs 5,500
Misc.- -
Delivery 250
Sales Tax 2,288 - - - -
Total Replacement Costs 36,600 - - - -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:36,600 - - - -
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – FIRE PREVENTION VEHICLES
Project Description
Replacing one (1) Fire Prevention 4-Wheel drive utility vehicle and repurposing an existing Fire Department vehicle will cost $44,000 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Measure Y Public Safety
Need and Urgency
The Fire Prevention Bureau will need to replace two existing staff vehicles. These two Ford Explorer Fire Prevention vehicles (Asset 0237 and 0236) were
purchased in used-condition in 1999 and 2000 respectively. Due to the fair condition of these vehicles and lower mileage, replacement of these vehicles was
deferred two years to the 2013-14 fiscal year.
However, after performing a complete analysis of the Fire fleet, staff is recommending a reassignment of vehicles to gain the most benefit prior to replacing. The
repurposing of vehicles would provide for improved organizational efficiencies, assist in streamlining program operations and will maximize the use and efficiency
of the vehicles prior to replacing/surplusing.
Replacement guidelines, per the City’s Fleet Policy, recommend replacement for “other public safety vehicles” at 10 years / 80,000 miles. The two Ford Explorers
are reaching a life span of fourteen years and approximately 60,000 miles. While the mileage may still be lower than the target replacement guidelines, these
vehicles are now experiencing increased maintenance and repair costs due to overheating. Asset 0237 has recently experienced a manifold gasket failure. Fleet
staff anticipates a likely replacement of rack and pinion including A-arms, ball joints, and timing belts should the replacement of 0237 be deferred any further.
Additionally, poor fuel mileage and high carbon footprint warrant replacement at this time.
In a proactive attempt to avoid costly repairs to the Ford Explorer, staff is recommending repurposing the Ford F150 Superduty truck (Asset 0801), currently
assigned to the Deputy Fire Chief, to the Fire Prevention program. Following this vehicle transfer, Asset 0237 (the more costly Ford Explorer) will be surplussed.
The newly repurposed Ford F150 truck would then serve as a Fire Prevention vehicle until its recommended replacement in 2018-19.
Staff is recommending replacement of the other Ford Explorer (Asset 0236) in the 2013-14 fiscal year with a vehicle with 4-wheel drive capability. Utility 4-wheel
drive vehicles are the preferred replacement over sedans due to ground clearance constraints of the sedans as inspectors need to take their vehicles off the
pavement while assigned to construction inspections, investigations, hazard abatement and out of county mutual aid assignments. Replacing the utility vehicle
with a 4-wheel drive model will allow for the Fire Department to utilize this vehicle for "out of county" response, allowing the City the ability to receive additional
mutual aide revenues. When deployed for an out of county response, the standard reimbursement rate is $96 per day. The non-State contract cost of adding 4-
wheel drive option to a 2013 Ford Explorer utility model is estimated at an additional $2,000 in base price cost. Based on past fire season trends, it is highly likely
that the original investment in 4-wheel drive capability will be offset by revenue within 2 years.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – FIRE PREVENTION VEHICLES
The decision to replace these vehicles is based on the following factors:
1. Actual years of operation exceed recommended years in Fleet policy.
2. Review of mechanical condition and history by Fleet Supervisor and Department staff.
3. Evaluation of Fire fleet and repurposing of vehicles to gain maximum efficiency.
4. Evaluation of maintenance costs by Fleet Supervisor.
5. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
85300 - Fire Prevention
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
(Asset# 0236)Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$44,000 $0 $0 $0$44,000
Total $0$44,000 $0 $0 $0 $0$44,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Typical annual costs for preventative maintenance such as oil/filter changes, inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes,
filters and fuses. Budget for these repairs/routine maintenance will soon be transferred to the Fleet Services division from the Fire Department upon the transfer of
the Fire Vehicle Mechanic position. These costs are now currently supported through the Fire Department’s operating budget for routine maintenance and repairs.
These vehicles have already been deferred two years due to fair condition and lower mileage. Deferring vehicle replacements beyond the recommended date could
lead to decreased reliability and proportionally higher costs for maintenance and operation for Emergency Response budget including delays in service due to staff
needing to locate an alternate vehicle. These vehicles are experiencing higher than normal cost for repairs. Significant funds will need to be allocated for repairs
should replacement be deferred.
Anticipated Vehicle Life Span: 10 years / 80,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$44,000 $0 $0 $0$44,000
Total $0$44,000 $0 $0 $0 $0$44,000
Project Funding by Source
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – FIRE PREVENTION VEHICLES
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: This vehicle could be replaced with a 2-wheel drive standard utility vehicle, in
lieu of a 4-wheel drive. This vehicle selection may save approximately $2,000 from the base purchase price, but would eliminate the Fire Department’s ability to
utilize this vehicle for potential mutual aid response and reimbursement.
Project can be phased – Number of years for phasing: The replacement of the fire prevention utility vehicle could be deferred one year to absorb the cost
impact to the fund. If deferred beyond one more year, the vehicle could see increased costs for repairs and maintenance due to age. This vehicle currently exceeds
its replacement target age by three years.
Leasing: Leasing can be beneficial in some instances for specialty construction equipment or low usage vehicles, although it is not always viable for all
vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease agreement may not allow for vehicle replacement “deferment”. A
comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Vehicle Specification Fleet Operations Supervisor, Fire Dept.
Staff
8
Vehicle Procurement Fleet Maintenance Supervisor 16
Equipment Installation / Ready for Service Fleet Staff 10
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
FLEET REPLACEMENT – FIRE PREVENTION VEHICLES
Description of Replacement Units
Replacement Fiscal Year 2014-15 2015-16 2016-17 2017-18
City Fleet Number 0236 0237
Vehicle Type Ford Ford
Make Explorer Explorer
Model Utility Utility
Model Year 2000 1999
Date Entered City Service 2000 2000
Odometer Reading at 10-31-12 57286 54313
Mileage/Year Average 4,774 4,526 - -
Replacement Guidelines
Target: Years or Mileage
10 years / 80,000
miles 10 years / 80,000 miles
Estimated Mileage @ Replacement 62,060 58,839 - -
Estimated Years @ Replacement 13 years 14 years
Satisfies Replacement Policy:Yes - age Yes - age
Fleet Supervisor Assessment
*Exceeds target age by
3 years. Lower
mileage from inner-
city driving. Vehicle
showing increased
repair costs above
routine PM. Do not
recommend deferring
beyond this date
*0237 experienced
manifold gasket failure
and anticipate more
significant repairs in near
future. Recommend
repurposing #0801 in lieu
of replacing 0237. 0237
will be designated for
surplus. #0801 is not
projected for replacement
until 2018-19.
Replacement Cost Ford Explorer 4x4
Base Unit 31,322
Accessories & Other Costs 9,000
Misc.250
Delivery 250
Sales Tax 3,226 - - - -
Total Replacement Costs 44,000 - - -
2014-15 2015-16 2016-17 2017-18
Year Totals:- -
2013-14
2013-14
44,000
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN – PUBLIC UTILITIES
FLEET REPLACEMENT – 4-WHEEL DRIVE TRACTOR-LOADER
Project Description
Replacing one (1) 4-Wheel Drive, construction-rated, Tractor-Loader with bucket attachments for the Water Reclamation Facility (WRF) will cost $160,900 in
2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
The current Caterpillar Loader was purchased new in 1994 by the General Fund Streets Maintenance program and currently has 4,500 hours. In July 2010, the
Fleet Maintenance division approached Water Reclamation Facility (WRF) staff requesting a vehicle swap. The Caterpillar Loader originally acquired for the
Streets Maintenance division (Asset 9406) was not fully equipped to accommodate additional asphalt grinding equipment, as it was an older model. The
Caterpillar Loader acquired by the WRF (Asset 0329) was a newer 2002 model; this model was larger and could accommodate the additional asphalt attachment
equipment. A swap of the two loaders was made between General and Enterprise funded programs to accommodate the needs of both the Streets Maintenance and
WRF programs.
• Asset #9406 (1994 Caterpillar Loader) was transferred to the WRF division in July 2010. Staff has been using this loader to fully support the
transportation and loading needs of the facility. This vehicle will be out of compliance with California Air Resources Board (CARB) emissions by 2020.
• Asset #0329 (2002 Caterpillar Loader) was transferred to the Streets Maintenance division in July 2010. Additional attachments were fabricated to
accommodate new asphalt grinder and asphalt zipper equipment. Following the necessary fabrication, the Loader was placed back into services for the
Streets Maintenance program in early 2011. Streets Maintenance staff utilizes this vehicle and attachments on a routine basis.
Replacement Agreement
Asset #9406 (1994 Caterpillar Loader) has been scheduled for replacement in May 2014. Of the 20-year projected life-span, this vehicle would be part of the
General Fund for 195 months and the Enterprise Fund for 45 months. Using the annual amortized amount for the projected vehicle replacement cost and the
amount of time the vehicle supported the program, staff has identified the fiscal responsibility of each program for this vehicle replacement. In the 2013-14 fiscal
year, the General Fund will be responsible for $130,700 and the Enterprise Fund responsible for $30,200 of the total projected vehicle replacement cost of
$160,900. Future replacements will be the responsibility of the Enterprise Fund.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN – PUBLIC UTILITIES
FLEET REPLACEMENT – 4-WHEEL DRIVE TRACTOR-LOADER
Asset
No.Description
Acquisition
Date
Date of
Transfer
Annual
Amortized
Projected
Vehicle
Rplcmnt
Cost
General
Fund
Ownership
(months)
General Fund
Fiscal
Responsibility
Enterprise Fund
Ownership
(months)
Enterprise Fund
Fiscal
Responsibility
9406 1994 Caterpillar Loader 5/6/1994 Jul-10 $ 8,045 $ 160,900 195 $ 130,700 45 $ 30,200
329 2002 Caterpillar Loader 10/31/2002 Jul-10 $ 8,336 $ 166,715 148 $ 102,808 92 $ 63,907
In accordance with the City’s Fleet Policy, “loaders” have a target replacement schedule of 20 years. Staff has reviewed maintenance records, mileage logs and a
condition assessment and recommends the vehicle replacement date.
The decision to replace this loader is based on the following factors:
1. CARB Requires Replacement of vehicle by 2020.
2. Actual years of operation will meet recommended years in Fleet policy.
3. Review of mechanical condition and history by Fleet Supervisor and Department staff.
4. Evaluation of maintenance costs by Fleet Supervisor.
5. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
55330 – Water Reclamation Facility
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
(Asset #9406)Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$160,900 $0 $0 $0 $0$160,900
Total $0$160,900 $0 $0 $0 $0$160,900
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN – PUBLIC UTILITIES
FLEET REPLACEMENT – 4-WHEEL DRIVE TRACTOR-LOADER
through the Fleet Services operating budget for routine maintenance and repairs. Funding for fleet maintenance is indirectly supported by the Water Reclamation
Facility program through the City’s approved Cost Allocation Plan.
Deferring replacement of this vehicle could lead to higher costs for maintenance and operation for the WRF budget, decreased reliability and delays in service due
to city staff needing to locate an alternate vehicles/equipment. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span: 20 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $0$130,700 $0 $0 $0 $0$130,700
Sewer Enterprise Fund $0$30,200 $0 $0 $0 $0$30,200
Total $0$160,900 $0 $0 $0 $0$160,900
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: Loader could be replaced with a 2-wheel drive model for a reduced cost. Staff
reviewed rental as an alternative; however, the cost of daily rental fees would exceed the cost of the loader over the life of the vehicle.
Project can be phased – Number of years for phasing: The vehicle will meet its target age for replacement by the end of 2014. The loader experienced
high usage in harsh environments when it was a part of the Streets Maintenance program fleet before transferring to the WRF. WRF staff feels operating this
loader has become a safety concern due to mechanic issues when operating the vehicle and recommend replacement in 2013-14. However, due to the current
limited use at the WRF, this loader replacement could be deferred one additional year with increased maintenance. The vehicle must still be replaced by 2020 for
compliance with CARB.
Leasing Alternative: Leasing can be beneficial in some instances for specialty construction equipment or low usage vehicles, although it is not always
viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease agreement may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Vehicle/Equipment Specifications Vehicle & Equipment Maintenance /Water
Reclamation Facility
12
Vehicle/Equipment Procurement Vehicle & Equipment Maintenance 20
Equipment Installation/Ready for Service Vehicle & Equipment Maintenance 10
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN – PUBLIC UTILITIES
FLEET REPLACEMENT – 4-WHEEL DRIVE TRACTOR-LOADER
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 9406
Vehicle Type Loader
Make Caterpillar
Model 4-Wheel Dr
Model Year 1994
Date Entered City Service 1994
Hourly Reading at 9-18-12 4,392
Hours/Year Average 244 - - - -
Replacement Guidelines
Target: Years or Mileage 20 years
Estimated Hours @ Replacement 4,636 - - - -
Estimated Years @ Replacement 20 years
Satisfies Replacement Policy:YES
Fleet Supervisor Assessment CARB requires
replacement of vehicle by
2020. The loader will meet
the target age for
replacement. Primary use
is for on-campus WRF
driving. Could be deferred
2+ years with additional
maintenance.
Replacement Cost Caterpillar 4WD
Base Unit 142,000
Accessories & Other Costs 5,600
Misc.1,000 -
Delivery 500
Sales Tax 11,808 - - - -
Total Replacement Costs 160,900 - - - -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:160,900 - - - -
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – STREET MAINTENANCE EQUIPMENT
Project Description
Replacing one (1) Skid Steer Tractor for Street Maintenance will cost $39,100 in 2013-14.
Replacing one (1) Street Sweeper for Street Maintenance will cost $266,600 in 2015-16.
Replacing one (1) Asphalt Grinder and Trailer Mount for Street Maintenance will cost $89,100 in 2016-17.
Replacing one (1) Backhoe equipped with concrete breaker and buckets for Street Maintenance will cost $126,900 in 2017-18.
Replacing one (1) Transfer Dump Truck and Slide-in patcher body unit for Street Maintenance will cost $325,000 in 2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Staff is requesting the replacement five (5) pieces of equipment or vehicles in the five year financial plan for a total cost of $846,700. This would include one (1)
skid steer tractor in 2013-14 for Public Works Streets Maintenance division; one (1) street sweeper in 2015-16; one (1) asphalt grinder and trailer mount in 2016-
17; and one (1) backhoe equipped with concrete breaker and buckets and one (1) transfer dump truck and slide-in patcher unit in 2017-18. For each of the
replacements, the Fleet Manager has reviewed maintenance records and condition assessment and recommends the identified equipment replacement date.
2013-14
Skid Steer Tractor (9601) 2013-14
This construction equipment has been placed into a City-Wide “pool” program to promote its use and extend the service-life. This equipment is used extensively
in sidewalk excavation which includes root pruning. Because of its compact size, it is often used to clear debris in or near creeks and culverts that can clog during
storm events. Due to the harsh environment this equipment works in, it has needed extensive repairs to the hydraulic systems and electrical systems in recent years
taxing the time of vehicle maintenance staff to keep it going. The Case skid steer tractor (Asset 9601) was purchased in 1995 and was proposed for replacement in
the 2011-13 Financial Plan for the 2015-16 fiscal year. Per the recent condition assessment and significant repair costs, staff recommends accelerating this
replacement to 2013-14. This unit will have 19 years of service at the suggested replacement date. In accordance with the City’s Fleet Policy, “skid steer tractors”
have a target replacement schedule of 20 years.
2015-16
Street Sweeper (0817) 2015-16
This sweeper is used to clean up work sites that include both concrete and asphalt construction. It is also used during storm events to clean up the leaves and debris
that accumulate during and after an event. It is used nearly every day in some street maintenance capacity, including accident cleanup requests from the Fire and
Police Departments. The Tymco street sweeper (Asset 0817) was purchased in 2008 and has approximately 27,000 miles. This unit is expected to meet the
recommended replacement age by the 2015-16 fiscal year. However, due to inner-city driving this sweeper may not meet the expected mileage until 2017-18. In
accordance with the City’s Fleet Policy, “street sweepers” have a target replacement schedule of 8 years / 60,000 miles / 6,000 hours. This sweeper is starting to
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – STREET MAINTENANCE EQUIPMENT
see increased repair costs above routine preventative maintenance as this sweeper performs in harsher construction/paving environments. Fleet staff does not
recommend deferring beyond this date.
2016-17
Asphalt Grinder & Trailer Mount (0615) 2016-17
The asphalt grinder is used extensively in asphalt repair and replacement. This equipment mills or grinds out existing asphalt so that it can be replaced with fresh
hot mix asphalt. It has been used to grind out thousands of tons of existing asphalt on City streets and saves the crews from saw cutting the asphalt and jack
hammering it out which was the method used prior to procuring this device. The asphalt grindings that result from this process can then be reused as a base for the
new hot mix asphalt to be placed over. Because of the versatility of this machine the crews can repair potholes or large areas of failing asphalt that will last much
longer than temporary cold mix type repairs saving both time and money in the long run. The crews also use this machine to prepare roads scheduled for micro
surfacing treatments under the pavement management maintenance strategy each summer. The asphalt grinder and trailer mount (Asset 0615) was purchased in
2005, is seven (7) years old and has 889 hours. In accordance with the City’s Fleet Policy, “other construction equipment” has a target replacement schedule of 12
year / 5,000 hours. The equipment will be eleven (11) years old at time of recommended replacement. This equipment receives heavy/daily use by the paving
crews. Asphalt grinder manufacturers recommend a maximum of ten years usage for this type of equipment that is known to perform in harsh environments and
with this level of daily usage. Staff does not recommend deferring this equipment replacement beyond this date.
2017-18
Backhoe (0213) 2017-18
This equipment is used extensively in all areas of street maintenance, including street excavations and repair, sidewalk construction and loading spoils that collect
at the Corporation Yard into drop boxes or trucks for hauling to the land fill. It is also used extensively during storm events that cause slides, downed trees and
extensive road debris. The Caterpillar Backhoe (Asset 0213) was purchased in 2001 and was proposed for replacement in the 2011-13 Financial Plan for the 2013-
14 fiscal year, with a second backhoe proposed for replacement in 2015-16. The equipment, while used almost every working day in some capacity, is still in fair
condition and staff assessment recommends deferring replacement. This unit will have over 16 years of service at the suggested replacement date 2017-18. In
accordance with the City’s Fleet Policy, “backhoes” have a target replacement schedule of 12 years.
Freightliner Diesel Transfer Dump Truck (plus Slide-in Patcher body unit (9713)
The Streets Maintenance division 1994 Freightliner diesel dump truck with a slide-in patcher body unit (Asset 9713) was purchased used in 1997. This dump truck
is utilized daily by the Streets Maintenance staff to perform pavement management operations, removal of debris and hauling of sweeping spoils to the landfill.
This vehicle was initially slated for replacement in 2011-12. However, the State of California Air Resources Board (CARB) mandate for diesel engines emission
reductions allowed provision for retrofitting. This vehicle was retrofitted with a diesel particulate matter trap in August 2011 which extended its vehicle life per
the CARB ruling. Staff recommends replacing this vehicle in 2017-18. This vehicle currently has 530,873 miles and will be 20 years of age at the time of
replacement in 2017-18. In accordance with the City’s Fleet Policy, “heavy trucks (over 2 tons)” have a target replacement schedule of 16 years / 60,000 miles.
This vehicle far exceeds those requirements.
The decision to replace this vehicle/equipment is based on the following factors:
1. Projected miles of vehicle exceed replacement miles recommended in Fleet policy (Asset 9713).
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – STREET MAINTENANCE EQUIPMENT
2. Actual years of operation exceed recommended years in Fleet policy (9713 & 0213).
3. Review of mechanical condition and history by Fleet Supervisor and Department staff.
4. Evaluation of maintenance costs by Fleet Supervisor.
5. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
50300 - Streets and Sidewalk Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
(Asset #9601, 0817, 0615,
0213 & 9713)Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$39,100 $0$266,600$89,100$451,900$846,700
Total $0$39,100 $0$266,600$89,100$451,900$846,700
Ongoing Costs by Type
Budget to Date 2013-142014-152015-162016-172017-18 Total
Maintenance/replacement 0 0 0 2500 2500 2500 7500
Total $0 $0 $0$2,500$2,500$2,500$7,500
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs. Budget for replacement Sweeper Brooms is not included as part of the CIP Fleet
Replacement nor part of routine repairs in the Fleet Services Operations budget. Funding for replacement sweeper brooms will be needed.
Deferring replacement of these vehicles could lead to higher costs for maintenance and operation for Streets and Sidewalk Maintenance budget, decreased
reliability and delays in service due to city staff needing to locate an alternate vehicles/equipment. Additional funds will be needed for increased repairs should
replacements be deferred.
Anticipated Vehicle Life Span:
Skid Steer Tractors 20 years
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – STREET MAINTENANCE EQUIPMENT
Street Sweeper 8 years / 60,000 miles / 6,000 hours
Other Construction Equipment 12 years / 5,000 hours
Backhoes 12 years
Heavy Trucks (> 2 tons) 16 years / 60,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$39,100 $0 $266,600$89,100 $451,900$846,700
Total $0$39,100 $0$266,600$89,100$451,900$846,700
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: Sweeper could be replaced with an “air-sweep” model which does not utilize
brooms, for a reduced base price of $221,735. However, this model would not have a dump hopper and would be incompatible for sweeping asphalt and other
streets maintenance debris and therefore could not be a shared piece of equipment between the Streets Maintenance and Stormwater programs if needed.
Project can be phased – Number of years for phasing: Replacements already spreading over five year Financial Plan to help absorb the impact.
Equipment/vehicles meeting target age/mileage/hours and increased repair costs above routine preventative maintenance have been recommended for replacement
within the appropriate year.
Leasing Alternative: Leasing of some vehicles may be possible; however, generally requires vehicles to be turned in after the lease period and a new lease
established for newer equipment, keeping leasing costs high. By owning a vehicle, the City has increased flexibility to extend the service life of the vehicle, which
in the case of high quality vehicles can be done with little to no additional impact to the Fleet Maintenance operations, and reduces the overall replacement
annualized cost for the vehicle.
Project Team
Assignment Program Estimated Hours
Specification Development Fleet Maintenance
Street Maintenance
20
Fleet Procurements Fleet Maintenance 15
Equipment Installation/Ready for Service Fleet Mechanics 80
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – STREET MAINTENANCE EQUIPMENT
Description of Replacement Units
Replacement Fiscal Year 2013-142014-152015-16 2016-17
City Fleet Number 9601 0817 0615 0213 9713
Vehicle Type
Skid Steer Tractor Street Sweeper Asphalt Grinder and
Trailer Mount
Backhoe Transfer Dump
Truck
Make Case Tymco Caterpillar Reliant
Model 420F Freightliner
Model Year 1995 2008 2005 2001 1994
Date Entered City Service 1995 2008 2005 2001 1997
Odometer Reading at 10-31-12 1161 26222 889 2983 530873
Mileage/hours/Year Average 68 - 6,556 127 271 35,392
Replacement Guidelines
Target: Years /Mileage / Hours 20 years
8 yrs /60,000 miles
/6,00 hours 12 years 12 years
16 years / 60,000
miles
Estimated Hours/Mileage @
Replacement 1,229 42,611 4,203 690,135
Estimated Years @ Replacement 19 years 9 years 11 years 16 years 20 years
Satisfies Replacement Policy:No Yes - age No Yes - age
Yes - age &
mileage
Fleet Supervisor Assessment *Tractor will meet
target age by end of
2013-14. Do not
recommend
derfering due to
increasing repair
costs.
*Exceeds target age
by 1 year, but lower
mileage due to inner-
city driving.
Increasing repair costs
as sweeper performs
in harsher
construction
environments. Do not
recommend deferring.
*Asphalt Grinder will
meet target age by end
of 2013-14.
Heavy/daily use
showing causing
increased repairs.
Manufacturer
recommends 10-yr
replacement cycle for
equipment in this
environment/level of
usage.
*Backhoe exceeds
target age by 4 years.
Unit gets heavy daily
use.
*PM trap allowed
for deferring.
Exceeds age by 4
years and 630,000
miles at time of
replacement.
Replacement Cost Case Schwarze Avalanche Quinn Caterpillar
Base Unit 34,100 243,405 79,386 96,862 290,000
Accessories & Other Costs 1,500 2,500 2,500 20,000 10,000
Misc.200 500 200 200 500
Delivery 500 500 500 500 500
Sales Tax 2,848 19,672 6,551 9,349 24,000
Total Replacement Costs 39,100 - 266,600 89,100 126,900 325,000
2013-142014-152015-16 2016-17
Year Totals:39,100 - 266,600 89,100
2017-18
2017-18
451,900
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – STREET MAINTENANCE TRUCKS
Project Description
Replacing one (1) Flat Bed Pick Truck with Hook–Lift bed used for concrete crew work and Farmer’s Market will cost $62,300 in 2013-14.
Replacing one (1) Compact Pickup Truck for Street Maintenance used for general field work and transportation will cost $26,200 in 2014-15.
Replacing one (1) Stencil Truck, Heavy-Duty Full-Sized with Service Body, for the Street Maintenance division will cost $90,600 in 2014-15.
Replacing one (1) Lift-Gate Pickup Truck for Street Maintenance used for sidewalk concrete trip hazard correction work will cost $28,500 in 2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Flat Bed Hook-Lift Pickup (0030) 2013-14
This vehicle is used as a hook-lift truck in the concrete division with detachable truck beds. It is used almost every day as the primary vehicle for transporting
equipment such as the viber-plate and associated tools and materials needed for concrete construction. It is also sometimes used to haul the Farmer’s Market traffic
control signs and cones to close the downtown streets each Thursday evening. The Ford Flatbed Hooklift truck was purchased in 2000 and currently has 46,515
miles.
In accordance with the City’s Fleet Policy, “medium trucks (1 to 2 tons)” have a target replacement schedule of 12 years / 60,000 miles. The vehicle is currently
12 years old but is being recommended for deferred replacement by one year to 2013-14 due to low mileage. Projected mileage (50,391) upon replacement date
for this vehicle is still below the 60,000 miles replacement target. This vehicle has begun to experience increasing repair costs due to age and physical demand.
Staff has reviewed maintenance records, mileage records and a condition assessment and concurs with the recommended replacement date due to expected
increases in maintenance costs and “down” time. Extending the replacement date two years to meet the mileage requirement will likely result in significant
increase in maintenance costs not currently budgeted.
Compact Pickup (0025) 2014-15
This is currently a mid-sized truck and will be down-sized to a smaller compact truck. It is used primarily by the Streets Maintenance Supervisor staff position for
field work, transport of Streets Maintenance staff and daily assignments. This truck is needed as primary transportation for the supervisor to review work order
requests, conduct field reviews, review the work scope for area projects and stormwater flooding prevention program. The Ford F150 compact Pickup Truck was
purchased in 1999 and currently has 75,200 miles.
In accordance with the City’s Fleet Policy, “pickup trucks” have a target replacement schedule of 12 years / 90,000 miles. The vehicle is expected to meet its
mileage target at time of replacement in 2014-15. The vehicle was eligible for replacement in 2012 but will be deferred three years and will be 15 years old at time
of replacement. Fleet staff has reviewed maintenance records, mileage logs and a condition assessment and recommends deferring replacement three years until
the 2014-15 fiscal year.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – STREET MAINTENANCE TRUCKS
Stencil Truck (0116) 2014-15
This vehicle is used in the Streets division and is a specialty vehicle. It is equipped to deliver hydraulically applied road paint to the roadway. This includes
painting school crossings, center lines, parking stalls and all curb painting. It is also used for sign installations and is designed to carry the different signs and
mounting posts and equipment/tools necessary to install and repair them. It is equipped with a sign board and is often used as a shadow vehicle to protect the
maintenance workers when crack sealing City streets or on emergency calls that require them to work in or around heavy traffic. This vehicle was purchased in
2000, is 12 years old and currently has 55,308 miles.
In accordance with the City’s Fleet Policy, “medium trucks (1 to 2 tons)” have a target replacement schedule of 12 years / 60,000 miles. Staff has projected that
the mileage will exceed the 60,000 target at time of replacement. This vehicle is in fair condition and is recommended to be deferred an additional two years until
replacement beyond the eligible age of the vehicle. This vehicle will be 14 years at time of replacement in 2014-15. Fleet staff has reviewed maintenance records,
mileage logs and a condition assessment, and due to the fair condition of the vehicle, is recommending deferring replacement two years until the 2014-15 fiscal
year.
Lift-Gate Pickup (0223) 2017-18
This vehicle is used for transporting the sidewalk concrete grinder and equipment. This vehicle is also equipped with a lift-gate. This vehicle enables the crew to
do the patching and grinding of sidewalks throughout the city that is required under the sidewalk maintenance program. This program is designed to limit trip and
fall claims resulting from displacements and spalls (concrete chipping) in the sidewalks. The grinder and the vacuum equipment used to do this work is very heavy
making it necessary to have a truck with a lift gate since the equipment may be loaded and unloaded many times in one day. This Dodge Dakota Pickup Truck was
purchased in 2002, is 10 years old, and currently has 32,318 miles.
In accordance with the City’s Fleet Policy, “medium trucks (1 to 2 tons)” have a target replacement schedule of 12 years / 60,000 miles. Due to the fair condition
of this vehicle, Fleet staff is recommending replacement be deferred three years to 2017-18 fiscal year. This vehicle will be 15 years at time of replacement and
projected to be just under the 60,000 mileage target. Staff has reviewed maintenance records, mileage logs and a condition assessment and are recommending
deferring replacement three years until the 2017-18 fiscal year.
The decision to replace these vehicles is based on the following factors:
1. Projected miles of vehicle exceed replacement miles recommended in Fleet policy (for Asset 0116)
2. Actual years of operation exceed recommended years in Fleet policy for an additional 1-2 years
3. Review of mechanical condition and history by Fleet Supervisor and Department staff
4. Evaluation of maintenance costs by Fleet Supervisor
5. Spreading vehicle replacement costs over multiple years for program users
Operating Program Number and Title:
50300 - Streets and Sidewalk Maintenance
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – STREET MAINTENANCE TRUCKS
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
(Asset # 0030, 0025, 0116, 0223)Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$62,300$116,800 $0 $0$28,500$207,600
Total $0$62,300$116,800 $0 $0$28,500$207,600
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Replacement of these vehicles have already been deferred one to three years. Further deferring of vehicle replacements could lead to higher costs for maintenance
and operation for Streets and Sidewalk Maintenance budget, decreased reliability and delays in service due to city staff needing to locate an alternate
vehicles/equipment. Additional funds will be needed for increased repairs should replacements be deferred.
Anticipated Vehicle Life Span:
Medium Trucks (1-2 tons) 12 years / 60,000 miles (Flat Bed Hook Lift, Stencil, and Lift Gate Trucks)
Pickup Truck 12 years / 90,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$62,300$116,800 $0 $0$28,500$207,600
Total $0$62,300$116,800 $0 $0$28,500$207,600
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smooth
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – STREET MAINTENANCE TRUCKS
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Specification Development Fleet Maintenance
Street Maintenance
32
Fleet Procurements Fleet Maintenance 40
Equipment Installation/Ready for Service Fleet Mechanics 24
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – STREET MAINTENANCE TRUCKS
Model F550 F150 1FDXF Dakota
Model Year 2000 1999 2000 2002
Date Entered City Service 2000 1999 2000 2002
Odometer Reading at 12-12-12 46515 75200 55,308 32,318
Mileage/Year Average 3,876 5,785 4,609 3,232
Replacement Guidelines
Target: Years or Mileage
12 years / 60,000
miles
12 years / 90,000
miles
12 years / 60,000
miles
12 years / 60,000
miles
Estimated Mileage @ Replacement 50,391 89,662 66,831 50,093
Estimated Years @ Replacement 13 years 15 years 14 years 15 years
Satisfies Replacement Policy:Yes (Age)Yes (Age)Yes (both)Yes (Age)
Fleet Supervisor Assessment Vehilce exceeds
target age with lower
than recommended
miles. Vehicle
experiencing
increased repair costs.
Deferring could
reduce surplus value
significantly
Waiting one more
year for replacement
would likely
increase maitenance
costs and reduce
surplus value
significantly
Waiting one more
year for replacement
would likely
increase maitenance
costs and reduce
surplus value
significantly. High
engine hours, poor
exterior condition
Waiting one more
year for replacement
would likely
increase maitenance
costs and reduce
surplus value
significantlyy
Replacement Cost Ford Toyota Tundra 2 WD Ford Service Body Toyota Tundra 2 WD
Base Unit 42,000 23,610 82,000 24,500
Accessories & Other Costs 15,000 - 1,200 1,200
Misc.500 500 500 500
Delivery 200 200 200 200
Sales Tax 4,560 1,889 6,656 2,056
Total Replacement Costs 62,300 26,200 90,600 - - 28,500
2013-14 2015-162016-172017-18
Year Totals:62,300 - - 28,500
2014-15
116,800
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – SIGNAL AND LIGHTING MAINTENANCE LIFT TRUCK
Project Description
Replacing one (1) Signal and Lighting Maintenance division Service Body Lift Truck, ahead of schedule to meet State mandated requirements, will cost $93,000
in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
The Signals and Lights Maintenance division Altec Service Body Truck with crane-lift (Asset 0414) was purchased in 2003. This heavy service commercial
vehicle is utilized daily by City’s signal technician in the maintenance and repairs of various City signals, lights and intersections. If a streetlight or overhead
traffic signal was defective or in need of replacement, this lift bucket truck provides the only way to access signal heads and complete this type of specialty work.
CARB Mandates for Replacement
Per the City’s Fleet Management Policy, heavy trucks (over 2 tons) have a recommended replacement of 16 years / 60,000 miles. This vehicle was originally
scheduled for replacement in the 2019-20 fiscal year; however, this vehicle is required to have a Diesel Particulate Filter (DPF) retrofit to bring the vehicle into
compliance with the State of California Air Resources Control Board (CARB) regulations. Senate Bill (SB 656) requires the installation of DPF to on-road and
off-road vehicles and equipment to reduce diesel exhaust particulate matter. Should the vehicle not accommodate a retrofit, it must be removed from the fleet or
replaced immediately to ensure compliance and avoid daily fines imposed by CARB.
When Fleet Maintenance sought a replacement particulate filter, we found that the Signals and Lights division service truck did not qualify for a particulate filter
as it has a light duty diesel engine installed on a medium duty frame and so this engine was never verified through CARB for an particulate filter. The regulation
requires medium duty vehicles rated above 14,000 GVWR. As a result there is no particulate matter trap available for this engine that will satisfy CARB
requirements. In August 2012, CARB provided the City with a one-year extension for allow for replacement of this vehicle. Therefore, staff recommends high
priority for replacement of this vehicle service body lift truck and that it be accelerated to the 2013-14 fiscal year to ensure compliance with CARB regulations.
The decision to replace this vehicle is based on the following factors:
1. Mandate replacement per California Air Resources Board (CARB) ruling for diesel engine emissions
Operating Program Number and Title:
50330 - Traffic Signals & Lighting
Project Phasing and Funding Sources
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – SIGNAL AND LIGHTING MAINTENANCE LIFT TRUCK
Continuing, ongoing or master account project - Specification No.
Asset 0414
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $0$93,000 $0 $0 $0 $0$93,000
Total $0$93,000 $0 $0 $0 $0$93,000
Intital Project Cost by Phase
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Deferring replacement of this vehicle could lead daily fines of up to $1,000 daily imposed by CARB.
Anticipated Vehicle Life Span: 16 years / 60,000 miles
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $0$93,000 $0 $0 $0 $0$93,000
Total $0$93,000 $0 $0 $0 $0$93,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: This vehicle replacement cannot be phased in due to CARB mandate requiring replacement by
December 1, 2013.
Leasing Alternative: Leasing may be beneficial in some instances of specialty constriction equipment or low usage vehicles but is not always viable for all
vehicles. The Signals Service Body Truck with lift is used on a daily basis by the signal technicians for repair of City lights. A comprehensive cost analysis for
fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
Assignment Program Estimated Hours
Specification Development Fleet Maintenance
Street Maintenance
8
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – SIGNAL AND LIGHTING MAINTENANCE LIFT TRUCK
Assignment Program Estimated Hours
Fleet Procurement Fleet Maintenance 20
Equipment Installation/Ready for Service Fleet Mechanics 12
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – SIGNAL AND LIGHTING MAINTENANCE LIFT TRUCK
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 0414
Vehicle Type Heavy Truck (> 2 tons)
Make Altec
Model Service Body w/ Lift
Model Year 2003
Date Entered City Service 2003
Odometer Reading at 1-7-13 44,995
Mileage/Year Average 4,999 - - - -
Replacement Guidelines
Mandated Replacement by Dec.
2014
Target: Years or Mileage 16 years / 60,000 miles
Estimated Mileage @ Replacement 49,994 - - - -
Estimated Years @ Replacement 10 years
Satisfies Replacement Policy:No - State Mandate
Fleet Supervisor Assessment
Replacement required to meet
State Mandate SB 656 CARB
Rule for diesel engine emissions.
CARB extenstion of replacement
through 12/1/2013. Deferring not
recommended or will incur fines
up to $1,000 daily.
Replacement Cost
Base Unit 79,700
Accessories & Other Costs 6,500
Misc.200 -
Delivery 250
Sales Tax 6,376 - - - -
Total Replacement Costs 93,000 - - - -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:93,000 - - - -
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – TRANSPORTATION ENGINEERING TRUCK / VAN
Project Description
Replacing one (1) 1997 Full-Sized pickup truck with a utility cargo van for the Transportation Division will cost $35,000 in FY 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Expanding Bicycle & Pedestrian Paths, Neighborhood Wellness, Improving Transportation, Infrastructure, Traffic
Congestion Relief
Need and Urgency
Staff is requesting replacement of one (1) full-sized pickup truck in 2013-14 for the Public Works Transportation division. This 1997 Ford F150 pickup truck
(Asset 9909) is assigned to the Transportation Division and is used to store and transport various tools, survey equipment, and transportation study and operations
devices. In addition to storage and transportation, this truck is also a platform for the equipment and is used to tow and deploy speed feedback trailers. This vehicle
is necessary to respond to citizen requests, complete studies, perform traffic operations functions, implement projects and programs that maintain compliance with
State and Federal regulations, address traffic safety issues, reduce congestion, perform minor maintenance functions, and directly implement the Major City goals
of transportation improvement and expanding pedestrian and bike facilities. This vehicle is also used in support of the Parking Services division, Transit division,
and Development Review division functions.
This truck was previously assigned to Fleet Maintenance and was scheduled for replacement in FY 2009-10; however, due to its limited use, replacement was
differed until FY 2018-19. In 2011, this truck was re-assigned to the Transportation division to address Transportation’s heavy use of pool vehicles, which limited
the availability for other staff and presented conflicts when staff checked out pool vehicles with Transportation tools and equipment onboard.
Although the repurposing of this truck has served as a no cost interim measure, it’s not the appropriate type of vehicle for its intended purpose. Most notably, the
vehicle is not adequate for storage of tools and equipment due to the security issues of an open bed; nor does it have the capacity to transport the number of staff
necessary to conduct various studies and functions. Although some equipment can be stored in this truck, Transportation staff currently has to move the majority of
their tools, equipment, traffic control devices, etc. between the office and vehicle. In addition, this truck has the capacity to transport only three staff when four
seats are often needed; therefore, use of a second pool vehicle is often necessary. Modifications to the truck, such as adding a camper shell, were evaluated;
however, no feasible options were identified. For these reasons, staff is requesting that this truck be replaced with a utility van.
In accordance with the City’s Fleet Policy, both “pickup trucks” and “passenger vans” have a recommended target replacement guideline of 12 years / 90,000
miles. Although this vehicle has relatively low mileage for its age (56,442 miles), it is four years beyond the expected 12 year service life as established in the
City’s fleet policy. Due to the age of the vehicle, it’s in fairly poor condition with several safety issues, which include: a jammed driver side door (driver often has
to enter truck from passenger side), dilapidated upholstery (headliner rests on drivers head), failing dashboard controls and electronics, and the vehicle has
difficulty starting in low temperatures. Some necessary repairs and maintenance have been suspended on this vehicle because repair costs exceed the Kelly Blue
Book value of less than $2,500.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – TRANSPORTATION ENGINEERING TRUCK / VAN
The decision to replace this vehicles/equipment is based on the following factors:
1. Vehicle does not adequately meet program’s needs.
2. Actual years of operation exceed recommended years in Fleet policy.
3. Review of mechanical condition and history by Fleet Supervisor and Department staff.
4. Evaluation of maintenance costs by Fleet Supervisor.
5. Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number and Title:
50500 – Transportation Engineering & Planning
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are those associated with typical preventative maintenance. Typical annual costs for preventative maintenance such as oil/filter changes,
inspections, plus as-needed replacement of wear parts such as tires, batteries, brakes, filters and fuses. Budget for these repairs/routine maintenance are supported
through the Fleet Services operating budget for routine maintenance and repairs.
Deferring replacement of this vehicle could lead to higher costs for maintenance and operation for Transportation budget, decreased reliability and delays in
service due to City staff needing to locate an alternate vehicle. Additional funds will be needed for increased repairs should replacements be deferred.
Replacement already four years past recommended replacement date.
Anticipated Vehicle Life Span: 12 years/90,000 miles
Initial Project Costs by Phase
Asset #9909 Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $35,000 $35,000
Total $0$35,000 $0 $0 $0 $0$35,000
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – TRANSPORTATION ENGINEERING TRUCK / VAN
Budget to Date 2013-142014-152015-162016-172017-18 Total
Fleet Replacement Fund $35,000 $35,000
Total $0$35,000 $0 $0 $0 $0$35,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Replacements already spreading over five year Financial Plan to help absorb the impact.
Equipment/vehicles meeting target age/mileage/hours and increased repair costs above routine preventative maintenance have been recommended for replacement
within the appropriate year.
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, it is not
always viable for all vehicles. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative. For this
particular vehicle, leasing would be challenging due to specialty equipment that needs to be installed / attached to the vehicle.
Project Team
Assignment Program Estimated Hours
Specification Development Fleet Maintenance
Transportation
8
Vehicle Procurement Fleet Maintenance 12
Equipment Installation/Ready for Service Fleet Maintenance 7
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - TRANSPORTATION
FLEET REPLACEMENT – TRANSPORTATION ENGINEERING TRUCK / VAN
Description of Replacement Units
Replacement Fiscal Year 2013-14 2014-15 2015-16 2016-17 2017-18
City Fleet Number 9909
Vehicle Type Pickup Truck
Make Ford
Model F150
Model Year 1997
Date Entered City Service 1997
Odometer Reading at 1-17-13 56,442
Mileage/Year Average 3,763 - - - -
Replacement Guidelines
Target: Years or Mileage 12 years - 90,000 miles
Estimated Mileage @ Replacement 60,205 - - - -
Estimated Years @ Replacement 16 years
Satisfies Replacement Policy:Yes - age
Fleet Supervisor Assessment
*Truck exceeds target by 4
years. Lower mileage but
increased repair costs.
Truck repurposed & does
not meet program's need.
Do not recommend
deferring past this date.
Replacement Cost Cargo Utility Van
Base Unit 25,457
Accessories & Other Costs 6,500
Misc.200 -
Delivery 250
Sales Tax 2,557 - - - -
Total Replacement Costs 35,000 - - - -
2013-14 2014-15 2015-16 2016-17 2017-18
Year Totals:35,000 - - - -
ATTACHMENT 4
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50
1
50
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Recommended CIP 2013-15
IT Replacement Fund (General Fund)
CIP Name Funding Source 13-14 General Fund 14-15 General Fund
Audio Recording System Replacement General Fund 40,700
FoxPro Capital Improvement Plan Project Management
Software Conversion
General Fund 175,000
Firewall Replacement General Fund, Water, Sewer,
Parking, Transit
157,531
Document Management General, Water, Sewer, Parking,
Transit
80,700 14,200
Microsoft Office Replacement General, Water, Sewer, Parking,
Transit
195,100
Security Video System Replacement General Fund 55,500
Network Security Upgrades General Fund, Water, Sewer,
Parking, Transit
106,800
Mobile Data Computer & In-Car Video Replacement General Fund 184,542 188,042
Network Switching Infrastructure Replacement General Fund, Water, Sewer,
Parking, Transit
480,500
Emergency Communication Center Blade Computer
Replacement
General Fund 200,000
Emergency Communication Center Computer Equipment
Replacement
General Fund 50,000
Virtual Private Network Replacement General Fund, Water Fund,
Sewer Fund
108,300
Public Safety Video Program General Fund 25,000
Enterprise Storage Growth General, Water, Sewer, Parking,
Transit
43,300
906,173 1,199,042
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
AUDIO RECORDING SYSTEM REPLACEMENT
Project Description
Replacing the audio recording system in the Emergency Communications Center will cost $40,700 in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
An audio recording system records and retains mission critical phone and radio traffic used in the course of business. The City of San Luis Obispo records radio
channel traffic for the police and fire departments, phone calls at the six main 9-1-1 consoles located at the Emergency Communications Center, and over twenty
phone lines located at the police department. These recordings are used in a variety of ways such as for evidence in criminal cases, training, investigations, and
review for quality assurance. The recordings are kept for two years according to the City’s Records Retention Policy unless retained as evidence or for training
purposes.
Sound can be transmitted over analog and voice over internet protocol (VoIP). The City of San Luis Obispo uses a Shoretel VoIP phone system for business
phones. The 9-1-1 phone lines use contact closure to define their analog calls and the radio frequencies are both digital and analog in nature. The recording system
must be able to securely capture, retain, and reproduce the various classes of sound.
Existing Equipment
There are a total of three servers, two were installed in 2008. An additional server was installed in 2010 as part of the radio system upgrade. Unfortunately, the
servers are restricted to only accept two types of incoming media to record and one of those media types must be analog audio. As a result, this forced the City to
purchase the three servers to accommodate the different types of audio recordings (contact closure, digital and VoIP). These servers are located in the computer
room at the Emergency Communications Center (ECC). The current version of software for the recording equipment is not completely compatible with Windows
7 for playback; unfortunately all the computers at the ECC utilize Windows 7 and therefore the Dispatch Supervisors experience many failures and errors when
trying to pull the recordings.
The Dispatch Supervisors are required to review Emergency Medical Dispatching (EMD) calls on a monthly basis for quality assurance. Due to incompatibilities,
this process becomes very cumbersome; the Supervisor must log into one server to pull (or listen to) radio traffic, then log out of that server into another server to
listen to phone traffic. The goal is to analyze the medical call beginning with the 9-1-1 dispatcher answering the call, how they utilize the EMD cards, dispatching
the medics within a specified time, and ending with the fire engine putting themselves enroute to the call. Having to use two separate servers makes it
cumbersome to analyze each event. The system will also give several errors throughout the process due to the VPI software being incompatible with Windows 7.
The Supervisors review three medical calls for each of the twelve dispatchers (including themselves) every month. Currently, this process causes the Supervisors
to spend additional time which adds to their existing workloads.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
AUDIO RECORDING SYSTEM REPLACEMENT
The current system archives recordings to DVDs; this is dated technology and requires manual backups. In a new system, hot-swappable hard drives would be
used as the discrete media. This increases the amount of data that can be stored and decreases the amount of staff time needed to change backup media. A new
system would also have all data automatically copied to a second location on the City’s network. Additionally, staff has experienced continued technological
problems with two of the servers. The server that records radio traffic will cease recording without any warnings, and as a result the department has lost valuable
radio traffic due to the failures. Moreover, the server recording phone traffic will also stop recording intermittently as well; Network Services has been working on
this problem and at this time it has not been determined if it’s related to the server or the City’s network.
Our current vendor has informed us that two of the current servers will reach their end of their life cycle in 2013 and the remaining server will reach its
replacement schedule in 2015. Network Services would like to replace all three servers at one time; as staff has learned that there are alternative systems that may
not require three separate servers for various inputs (phone lines, radio, etc.). This would also allow for the hardware to be installed at the same time, which would
be easier for staff to manage.
Replacing all servers with a single combined system will also make it easier and more efficient to pull together an entire incident for the courts. Currently calls
have to be pulled from the 911 recording server and then manually matched up with calls from the radio recording server. This makes it difficult to match times up
exactly as the two different recording servers can at times be a couple seconds off of each other.
Equipment Breakdown
Item Costs
Hardware Replacement $25,000
Installation & Training $2,000
Archive Storage $10,000
Contingency (10%) $3,700
Total $40,700
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
AUDIO RECORDING SYSTEM REPLACEMENT
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
80400 – Police Support Services
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $40,700 $40,700
Total $0 $0$40,700 $0 $0 $0$40,700
Budget to Date 2013-142014-152015-162016-172017-18 Total
Contract Services $7,000$7,000$14,000
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Annual maintenance for audio recording system.
Anticipated Facility Life Span: 3 – 5 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $40,700 $40,700
Total $0 $0$40,700 $0 $0 $0$40,700
Project Funding by Source
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
AUDIO RECORDING SYSTEM REPLACEMENT
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Phasing the replacement of the servers would not be recommended, especially if staff is able to
replace the separate servers with one combined system. Having one system for the various inputs would minimize the complexity of the system configuration to
allow for a more streamlined retrieval process for the Dispatch Supervisors and also provide more streamlined management for Network Services.
Project Team
Assignment Program Estimated Hours
Project Manager Network Services 200
Equipment Installation Network Services 160
Contract Management Network Services 120
Training Police Staff & Network Services 200
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - COMMUNITY DEVELOPMENT
FOXPRO CAPITAL IMPROVEMENT PLAN PROJECT MANAGEMENT SOFTWARE CONVERSION
Project Description
Converting the Capital Improvement Plan Project Management FoxPro Application will cost $175,000 in 2014-15 and $27,000 annually for licensing.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Infrastructure Maintenance
Need and Urgency
The City has used Visual FoxPro as the user interface software for a wide-range of mission-critical applications throughout the organization, including land use
inventory, project management, payroll timecards and work orders. Microsoft has stated that Visual FoxPro will not be part of the Microsoft NET framework and
there will not be any further versions released. As part of the 2009-11 Financial Plan, the need to migrate from the FoxPro applications to commercially supported
software was identified and originally budgeted for. The purpose of this conversion was two-fold, 1) move the City away from software with limited support, and
2) consolidate data, access and maintenance. The City has completed the migration for timecards, nearly completed the migration of its major land and permitting
applications, and asset management.
Replacement of the Capital Improvement Plan (CIP) project management software was included in the original Request for Proposals for the FoxPro conversion;
however, the companies selected for both conversions do not have this type of management software. The CIP staff began looking for a program that could replace
the functionality of the existing system in consultation with IT staff, to complete this final phase of the FoxPro conversion. CIP and IT staff have reviewed five
programs to date. Four of the programs were highly complex scheduling programs. One program was specifically targeted to municipal applications where
accountability, simple tracking mechanisms, integration with the finance system, as well as detailed scheduling and reporting are available. This program appeared
to meet the needs of the City’s CIP program and staff requested a draft proposal to understand cost implications for purposes of budgeting.
The existing project management FoxPro application is failing. Users receive errors daily and the program no longer tracks financial information. A limited
number of Microsoft Project software licenses have been loaned to the CIP engineering staff from another division. The lack of availability of a centralized
software application, and the complexity of it, results in project tracking occurring in different ways in different areas of the organization. There is now no single
location where all CIP project activity is tracked. Microsoft Project is not a user friendly application, and does not function well for multiple users, particularly
those whose only interest is inquiry. It is geared to small team access and updating. Accidental change of data is a risk with any user directly in the system. All the
reporting is generated by the supervisor and translated into an Adobe file for dissemination. The current reporting is not comprehensive to the whole CIP, but only
encompasses those projects using Microsoft Project.
The program previewed by Public Works and IT staff was written for municipal applications and understands municipal project flow, from the first application
made for funding, to close out. It can report and track information that is important to the agency. Every user can develop a different set of information to see, to
meet their individual needs, and yet all data is readily available. It also has a web connection feature, which if purchased, will allow direct access to project
information to the public. This information is currently generated manually in GIS and posted to the City’s website. Project statistics, including estimates, bid, and
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - COMMUNITY DEVELOPMENT
FOXPRO CAPITAL IMPROVEMENT PLAN PROJECT MANAGEMENT SOFTWARE CONVERSION
final costs, numbers of change orders, and hours associated with a project can all be tracked, as was occurring in the FoxPro application. That work is now being
done in Excel by staff. Project budgets, status, timelines, staff, and consultant costs are all tracked within the proposed program. This information provides staff
the ability to plan for proper construction inspection coverage, monitor budgets, determine capacity for new work, and provide project status information to the
Council and senior management with a minimum of staff time. Engineering staff anticipates the consolidation of information, including access to budgetary
information, will reduce staff time currently dedicated to reporting.
Staff estimates the current activity to manipulate and furnish data to others, above and beyond data input, is three days a month, split between senior and technician
staff, at a staffing cost of $19,000. Lost productivity of engineering staff also results in increased consultant services which can be costly. Staff in the City needing
information beyond what is available through the bi-monthly printouts, or is being managed in a separate program by project managers outside of Engineering,
must contact project managers directly to get information, rather than having information available to them through a centralized system.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
25300 Information Technology
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - COMMUNITY DEVELOPMENT
FOXPRO CAPITAL IMPROVEMENT PLAN PROJECT MANAGEMENT SOFTWARE CONVERSION
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Software $5,000 $5,000
Equipment Acquisition $170,000 $170,000
Total $0 $0$175,000 $0 $0 $0$175,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Software as Service $27,000$27,000$27,000$81,000
Total $0 $0 $0$27,000$27,000$27,000$81,000
Ongoing Costs by Type
*Cost identified as General Fund expense. On-going General Fund cost will vary based on the Engineering Program Cost Allocation of services.
Included in this funding request is funding for additional server storage and a new SQL server license to implement this software package.
The FoxPro application conversions have already begun and funds have been committed to the first two conversions for land management and asset management,
leaving no remaining funds for this conversion.
Anticipated Facility Life Span: unknown
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $175,000$27,000$27,000$27,000$256,000
Total $0 $0$175,000$27,000$27,000$27,000$256,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: Based on the number of staff that needs access to the program and the program
core features, the minimum software package was selected.
Project can be phased – Number of years for phasing: This is part of the larger FoxPro application conversion, and so is already presented as a phased
project. Implementation of the project from time of purchase to working software package is estimated to be 6 to 9 months. All funding would therefore be
required within the fiscal year to complete this work.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - COMMUNITY DEVELOPMENT
FOXPRO CAPITAL IMPROVEMENT PLAN PROJECT MANAGEMENT SOFTWARE CONVERSION
Project Team
Assignment Program Estimated Hours
Project Integration & Support Information Technology 750
Project Management CIP Engineering 750
Project will require Information Technology support as well as CIP Engineering support for successful implementation. IT assistance is required for insertion of
this software in the network as well as access for consultant data migration. Engineering support is required for overall project management as well as working
with the consultant to ensure the City’s needs are being addressed.
IT and Engineering will be impacted during this software migration. Once complete the quality of information available and overall process workflow efficiency
will be increased. Reporting time will be reduced.
On-going software service costs will be required for software support and maintenance. No direct cost savings are achieved with this approval. Operational
enhancements and greater level of transparency will be available once implemented to offset annual costs.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FIREWALL REPLACEMENT
Project Description
Replacing the City’s two firewalls will cost $186,531 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
The City’s current firewalls are the last single-points of failure within the City’s information technology infrastructure. The current firewalls are 5 years old as of
October 2012 and are rapidly becoming undersized and obsolete. Both the City’s bandwidth demands and interface demands are not met by the current firewalls.
In addition, the Police Department firewall also needs to be replaced to meet the Federal Bureau of Investigation’s (FBI) Criminal Justice Information Services
(CJIS) Security Policy. As part of the replacement of the Police Department’s mobile data computers (MDC’s), the Police Department must re-apply to the
California Department of Justice (DOJ) and show that the Police Department meets all the current security requirements for the transportation of sensitive law
enforcement data. This project is closely tied to the Police MDC CIP as well as the Virtual Private Network CIP. This project and the Virtual Private Network
CIP must be completed before the Police MDC CIP.
The FBI phased in the new requirements over a three-year period from January 1, 2011 to January 1, 2014. As of January 1, 2012, the Police Department’s firewall
is no longer in compliance with CJIS. Staff does not expect to be able to get on DOJ’s schedule for approval until after January 1, 2014, so the City’s information
security systems will have to fully meet the CJIS requirements in order to get approval by DOJ. This CIP project is caused by an unfunded State mandate.
Department of Justice Requirements
In 2010, DOJ amended their security policy to require local law enforcement agencies to comply with the Federal Bureau of Investigation’s Criminal Justice
Information Services (CJIS) Security policy. In relation to this equipment replacement request, these new policies would require the following in order to be
compliant:
1. Malicious Code Protection – CJIS requires that agencies “employ virus protection mechanisms to detect and eradicate malicious code (e.g. viruses,
worms, Trojan horses) at critical points throughout the network and on all workstations, servers and mobile computing devices on the network.” For
malicious code protection the City’s current security arrangement focuses only the desktop and workstation level. CJIS requires a multi-layered
defense where all data packets going into and out of the City’s network are scanned for malicious code in addition to desktop/server level scanners. A
multi-layered defense is becoming increasingly important because new types of malicious code are being developed that are designed to get by either
firewall level malicious code protection or desktop/server level malicious code protection.
2. A local patch management policy must be in place that ensures prompt installation of newly released security relevant patches, service packs and hot
fixes. Patches for firewalls come out about every 3 months. Currently staff would have to take down all mobile data communication and all outside
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FIREWALL REPLACEMENT
communication via the City’s network to the Emergency Communication Center (ECC) every 3 months for about an hour in order to keep up on
patches. The City’s current single-point of failure firewall configuration also makes it impossible for staff to test patches until they are applied to
production hardware. Currently when staff updates the firewalls it is a major undertaking that requires the coordination of multiple staff members and
an outside consultant onsite in order to mitigate the risks of updating the City’s firewalls without a straight forward way to fall back to the previous
configuration. This project would bring in clustered firewalls, where staff could patch one of the clustered firewalls and then test the configuration. If
the configuration did not work, staff could just keep all systems on the unpatched firewall until the patched configuration could be fixed. One or two
staff members could safely patch the firewalls in this case.
Anticipated Growth and Improved Service
With this project, staff also plans to ensure that the ECC will have full functionality regardless of the condition of City Hall. Currently, in the event of a loss of
communication between City Hall and the ECC, mission critical function would stay up but most non-mission critical functions would be lost. The loss of these
non-mission critical functions decreases the efficiency of the dispatchers and increases the difficulty of responding quickly to a major emergency.
It is also anticipated that the proliferation of wireless networks for telemetry and traffic signals will eventually require additional firewall interfaces. There is a high
level of concern that as staff implements upgrades to the City’s telemetry systems the systems are protected with the latest security features. Every wireless access
point is a potential vulnerability to the City’s network. To ensure that the telemetry systems and the rest of the network systems are protected the links to and from
the wireless access points need to pass through a physical firewall before accessing the City’s network. The City’s secondary Internet connection provided by
Digital West will also require additional firewall interfaces before it can be utilized.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FIREWALL REPLACEMENT
Operating Program Number and Title:
25300 Network Services
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $186,531 $186,531
Total $0$186,531 $0 $0 $0 $0$186,531
Budget to Date 2013-142014-152015-162016-172017-18 Total
Contract Services $9,600$9,600$9,600$9,600$38,400
Total $0 $0$9,600$9,600$9,600$9,600$38,400
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
URL filtering and firewall maintenance is on an annual subscription plan.
Anticipated Equipment Life Span: 5 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $157,531 $157,531
Water Fund $11,500 $11,500
Sewer Fund $8,500 $8,500
Parking Fund $5,500 $5,500
Transit Fund $3,500 $3,500
Total $0$186,531 $0 $0 $0 $0$186,531
Project Funding by Source
Costs are allocated between these funds according to the number of computers in each.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
FIREWALL REPLACEMENT
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Equipment RFP & Acquisition Network Services 120
Equipment Configuration & Installation Network Services 80
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
DOCUMENT MANAGEMENT
Project Description
Expanding the City’s Laserfiche solution to address document management and agenda management for the City Clerk’s Office will cost $94,300 in 2013-14.
There will be on-going costs of $14,200 annually.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
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, in a positive and timely manner, and in the full view of the public. In order to accomplish this, it is imperative that City documents are readily available to
staff and members of the public. It is also imperative that City work processes are carried out in a secure and auditable manner to ensure that human error is
minimized.
The Information Technology Strategic Plan has set implementation of a document management system as a high City priority. A myriad of processes are in use
throughout the City to accomplish many tasks related to document management. Addressing this need over time will provide efficient solutions for the City and
members of the public as well as providing increased transparency. By having an enterprise wide document management and records retention system, the City
can ensure that documents remain unaltered, that records retention policies are followed and that all possible records are provided for public records requests.
As part of the Energov project, 120 Laserfiche Rio licenses were purchased for the City, however only 32 are currently in use. Laserfiche is the leading document
and records management system available. Using the foundation that is already in place will be more cost effective than purchasing a new system and trying to
integrate it with the existing Laserfiche system. There are six phases to the project that will make this happen efficiently, in an automated and fully auditable
manner. Two phases of the project will be implemented in the upcoming 2013-15 Financial Plan: replacement of the MuniMetriX system and agenda
management. A request will be made for the next Financial Plan cycle to implement the remaining phases - document management, electronic workflows, records
management and public access and records requests.
Laserfiche is a document and records management system that might not address all the City’s needs regarding collaborative document creation and work places.
Network Services recommends that the City investigate using Microsoft’s SharePoint solution to address these needs. The City already owns the
Laserfiche/SharePoint integration module and can easily integrate Laserfiche into whatever SharePoint solution the City decides.
MuniMetriX Replacement
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
DOCUMENT MANAGEMENT
The City Clerk’s MuniMetriX system’s functionality is very limited and documents within the MuniMetriX system are not able to be viewed by anyone outside of
the City Clerk’s Office. Moving these documents into a Laserfiche system will provide the City Clerk’s Office with increased functionality and the documents
will be in a system that the City can eventually expand to include all City employees and the public.
Currently the Records division of the City’s Police Department uses Laserfiche to store all criminal case records. By migrating to a Laserfiche system the City
Clerk’s Office will gain access to the advanced optical character recognition and advanced search functionality already in use by the Police Department. As
additional phases of this project are completed, the City Clerk’s Office will gain more functionality and increased efficiency.
Costs are included to have the documents within the MuniMetriX system migrated to the Laserfiche system.
This phase of the project will also include replacing the scanners in the Office of the City Clerk with the same high speed scanners used by the Police Department.
Item Costs
Software Licenses $ 3,500
Scanners $ 2,200
Consultant Services $ 6,000
Training $ 1,000
Total $ 12,700
Agenda Management
Agenda management is a time consuming process for the City Clerk’s Office. The current work flow, although routed utilizing the City’s email system, is almost
completely manual and there is great room for human error. With the reduced staff in the Clerk’s office, it can be very challenging to meet the tight timelines if
anything unexpected occurs. The amount of time it takes to complete the agenda also makes it very difficult to react to last minute changes.
Laserfiche Agenda Manager will assist City staff from the first draft of an item for the agenda through distribution and publication. Utilizing automatic routing for
the submission and approval process will streamline the current system and maintain deadlines. Use of Laserfiche Agenda Manager will streamline the scanning
process for image and document retention. The cost of the Agenda Manager module is $35,500 including installation, configuration and training. Until
subsequent phases of the project are completed, only the Office of the City Clerk will have access to the module. Once the document management and electronic
workflow phases are completed this module will be of use and assistance to all departments when preparing for City Council meetings as well as City Advisory
Body meetings. Included in this phase is a Pilot Public Portal license that will allow all City staff read-only access to any documents stored in Laserfiche based on
their user access rights. The cost to provide access to the rest of the City staff is $37,500.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
DOCUMENT MANAGEMENT
Item Costs
Software Licenses $ 63,500
Consultant Services $ 7,000
Training $ 2,500
Total $ 73,000
Hardware Requirements
The only hardware requirement needed to complete this project is additional data storage capacity. However, Network Services expects that if all phases of this
CIP were completed, the net impact to the City’s current data storage trend would be zero. Fewer copies would result in less duplication; however, electronic
workflows would force some documents which currently do not exist in electronic form at all to be stored electronically. Future data storage projects would need
to take into account the data storage trends seen as a result of this project.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place or n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review or n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
25300 Information Technology
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
DOCUMENT MANAGEMENT
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Muni Metrix Replacement $12,700 $12,700
Agenda Management $73,000 $73,000
Contingency (10%)$8,600 $8,600
Total $0$94,300 $0 $0 $0 $0 $94,300
Budget to Date 2013-142014-152015-162016-172017-18 Total
Maintenance agreement $14,200$14,200$14,200$14,200$56,800
Total $0 $0$14,200$14,200$14,200$14,200$56,800
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Anticipated Facility Life Span: N/A
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $80,700$14,200$14,200$14,200$14,200$137,500
Water Fund $5,200 $5,200
Sewer Fund $3,800 $3,800
Parking Fund $2,400 $2,400
Transit Fund $2,200 $2,200
Total $0$94,300$14,200$14,200$14,200$14,200$151,100
Project Funding by Source
The costs are allocated based on the number of desktops and laptops supported by each fund.
Reduced / Enhanced Project Alternatives
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
DOCUMENT MANAGEMENT
Alternate project is feasible or advantageous – Cost of alternative project: $550,000
Going out to bid for a Document Management System
Expanding the City’s Laserfiche system will be a sole sourced purchase to the City’s current Laserfiche reseller that was chosen as a result of the
Laserfiche Maintenance and Rio Upgrade request for proposal process that took place in 2012. Network Services is confident that the current vendor and
technology will meet the needs of the City. However if the City chose to go out to bid, the cost and labor needed would be significantly higher.
Additional budget would also be needed to integrate the chosen system with the City’s current Laserfiche system.
Alternate project is feasible or advantageous – Cost of alternative project: $380,000
Doing all phases of this project in a single year
The total cost of the project would be reduced if the City decided to push all 6 phases through in a single year. The cost savings would come from reduced
costs for training because work process would only change once instead of twice (once after the agenda management phase and again after the electronic
workflow phase). Training and consultant services costs would also be reduced because the Public Portal license would only be setup once instead of
twice. There are also additional training costs included with the phased approach for bring a trainer on site for the City Clerk staff at the end of each phase
of the project.
Project Team
Assignment Program Estimated Hours
Project Proponent City Clerk 80
Project Manager Network Services 60
Installation and Configuration Network Services 120
Software Implementation and Data
Conversion
Network Services 120
Training All staff that require Laserfiche access 40
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
MICROSOFT OFFICE REPLACEMENT
Project Description
Replacing Microsoft Office programs will cost $225,000 in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
The current version of Microsoft Office that the City uses will be 4 years old by 2014. A new version of Microsoft Office called Office 2013 is expected to be
released in early to mid-2013. Network Services expects that it will take 6 months to a year for the various software vendors that the City uses to complete their
integrations with the new version of Microsoft Office. By the 2014-15 fiscal year the City will be ready to upgrade to the next version of Microsoft Office.
There are many improvements in Office 2013; however, the most interesting new features are in Microsoft Excel. Microsoft has added to Excel’s analytical tools
and ability to recognize data patterns. These improved analytical tools make it much quicker to fill in spreadsheets and analyze data.
Included in the Microsoft Office upgrade is upgrading the City’s Microsoft Exchange e-mail system. Keeping the City’s e-mail system up to date is important to
defend against the latest security threats.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place or n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review or n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
MICROSOFT OFFICE REPLACEMENT
Operating Program Number and Title:
25300 Network Services
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $225,000 $225,000
Total $0 $0$225,000 $0 $0 $0$225,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: There are no ongoing costs.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $195,100 $195,100
Water Fund $12,400 $12,400
Sewer Fund $9,000 $9,000
Parking Fund $5,700 $5,700
Transit Fund $2,800 $2,800
Total $0 $0$225,000 $0 $0 $0$225,000
Project Funding by Source
The costs are allocated based on the number of desktops and laptops supported by each fund.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: $150,000 possibly $25,000 in annual training costs in addition to the City’s
current training budget.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
MICROSOFT OFFICE REPLACEMENT
Change office and e-mail programs
Replacement of the Microsoft Office programs would be a sole source purchase under the City’s current Microsoft Volume Licensing agreement. The
volume licensing agreement ensures that the City receives the best possible discount based on how many Microsoft licenses that the City purchases. It is
possible that the City could decide to move off of Microsoft products to Google Docs or OpenOffice. The licensing fees for these products are
substantially less than Microsoft Office. However these programs will not do the more advanced features that a small number of City users utilize.
Translating older documents to the new file formats would be an extremely time consuming process. Organizations that have successfully used Google
Docs or OpenOffice typically have programmers on staff to create and maintain the integrations between their various applications and Office programs.
One of the big draws of OpenOffice is how in-house programmers can customize the whole experience and easily integrate the office programs with other
custom programs. Without a programmer dedicated to integrations the City would have to make do without the majority of the integrations between the
City’s various applications and the City’s Office programs. The cost estimated above would be mostly for training and document conversion. Additional
staffing costs would have to be evaluated if the City wanted to utilize in-house programmers. There would most likely be extensive on-going costs to train
new users because of the limited experience most people have with Google Docs or OpenOffice. Network Services does not recommend changing from
the Microsoft Office programs.
Project can be phased – 3 years
The Office upgrade could be phased over a 3 year period. However a significant disadvantage is that it will cause interoperability and sharing problems
between City users. Newer features would not be available to those users using the older Office versions. The amount of troubleshooting and the time to
troubleshoot problems by Network Services would also increase. Users would be handicapped from helping other users because a mix of Office versions
would mean that only users that had the same version would be able to assist each other. Network Services does not recommend phasing the project.
Project Team
Assignment Program Estimated Hours
Project Management Network Services 200
Equipment Acquisition Network Services 40
Equipment Installation Network Services 400
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
SECURITY VIDEO SYSTEM REPLACEMENT
Project Description
Replacing various components of Public Safety’s security video system will cost $55,500 in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
The main objective of the public safety security system is to record data that may be used to investigate various crimes. The security video system includes
cameras, camera housings, mounts, servers, storage and a control system. The current system has various components that need replacement or updating. In
addition to a camera located at the Police department, this system also includes the camera located at Fire Station 1 mounted outside the maintenance facility.
Project Scope
Staff’s intention is to replace some of the worn equipment. The booking camera and camera housings have been in place for over five years and are beginning to
show signs of wear and tear. The table below identifies the locations for video camera and housing replacements. The costs include installation and contingency
for each item.
Item Type Location Estimated Cost
Video Camera Fire Station 1 Maintenance Shop (mounted outside of
the facility)
$5,000
Video Camera & Housing Police Department Booking Room $5,000
Housing only Police Department (two outside locations) $1,000
Total Estimated Cost $11,000
In addition to cameras, staff is requesting to replace the video system’s control system as well.
Item Type Estimated Cost
Physical Server $15,000
Local Storage for Video Loop $14,500
Control System for security system $10,000
Control Systems for Detective interview rooms $ 5,000
Total Estimated Cost $44,500
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
SECURITY VIDEO SYSTEM REPLACEMENT
Currently, there is a concern from both Police and Network Services staff in regards to how the video from this security system is being stored. The recorded data
from these cameras is not saved in a consistent manner; some videos are stored longer than others and video retrieval can be challenging. A major concern
involves the video from the Detective interview rooms; these videos are stored in the same capacity (and on the same storage system) as the other cameras
previously listed in this request.
The current video storage configuration is set up so that it is on a “loop”; meaning, the video writes over itself between 2 weeks and 4 months depending on the
camera and activity over that period of time. The main reason for this design is due to the fact that most of these cameras run 24x7x365; as a result there is not
enough storage capacity to archive this data permanently. The cameras also face public areas or are located outside and are configured to record on motion. If
staff needs to request video retrieval, it must fall within the approximate recording window in order for it to still be accessible. This uncertainty is a key storage
concern of Network Services.
However addressing the control system issues, especially with the capturing and handling of video from the interviews is a higher priority than ensuring there is
enough storage capacity. This means that while Network Services is confident that staff will be able to retrieve all video recorded within the indeterminate loop
period, all retrieved video will have to be moved off of the network storage. Once the video is moved off of network storage, Network Services will no longer
have control of that video and it will be the responsibility of other staff to ensure the integrity and retention of the video.
Video Camera Concerns
The video camera that is mounted on the Fire Station 1 Maintenance Shop is having intermittent problems that affect the camera’s performance. The camera
primarily captures images from the Emily St. gate and is the only camera that can see the Emily St. gate and the adjacent parking area. If the camera was to fail it
would take at least a week before it could be replaced, during this time security at Fire Station 1 would be severely compromised. Network Services recommends
that the video camera be replaced before it fails completely.
The Booking Room video camera is an old analog camera that is unstable and has already failed once. The camera in place was purchased used (refurbished),
mostly due to insufficient funding at the time. Both the camera and housing have exceeded their replacement schedule; in fact the camera is one of the oldest in
the City. The housing for this particular camera is especially important because of its location in the department’s booking area.
The two cameras located outside 1042 Walnut have housings that are starting to show signs of weathering. The housings are exposed to various weather
conditions and one unit has been scratched while attempting to clean it. Network Services recommends proactively replacing the housings so that the cameras are
adequately protected.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
SECURITY VIDEO SYSTEM REPLACEMENT
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
80100 – Police Administration
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $55,500 $55,500
Total $0 $0$55,500 $0 $0 $0$55,500
Budget to Date 2013-142014-152015-162016-172017-18 Total
Software Maintenance $3,000$3,000$3,000$9,000
Camera Maintenance $1,200$1,200$1,200$3,600
Total $0 $0 $0$4,200$4,200$4,200$12,600
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: There is currently $2,000 budgeted in Police Support
Services annually to cover unexpected maintenance needs for these cameras. There is also $1,600 budgeted in Information Technology Computer Supplies
annually to cover unexpected maintenance for non-Public Safety cameras.
Anticipated Facility Life Span: 5 years for the software and servers, 8 years for video cameras
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SECURITY VIDEO SYSTEM REPLACEMENT
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $55,500 $55,500
Total $0 $0$55,500 $0 $0 $0$55,500
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: $50,500
Integration with the InCar Video Project:
It’s feasible that staff would be able to integrate the interview rooms into the InCar video system instead of purchasing a separate system. However, this
would be contingent on the approval of the MDC/InCar Video replacement request. If the selected InCar Video system can provide the integration of the
interview rooms it will be easier to manage the video both from a storage perspective and a policy perspective. There would be some cost savings because
instead of purchasing a different system, the City would only have to add licenses to the InCar video system. However there are also stand alone products
that are designed for situations like the interview rooms and Network Services does not recommend making integration of the interview rooms a
requirement during selection of the InCar video system.
Alternate project is feasible or advantageous – Cost of alternative project: $85,500
Storage Concerns
As described above, the video system is set up to write over itself after a designated timeframe. Unfortunately, the video storage for the detective
interview rooms is configured this way as well. There are some procedures in place that detectives take in order to save interviews to a CD for evidentiary
purposes; additionally, the video is also saved to the hard drive of the existing DVR for one year and to the network for fifteen days. However, in the
event that these procedures are not followed, it can be extremely challenging to retrieve a specific video.
In order to address concerns surrounding “evidentiary” videos, Network Services is proposing to acquire an “archived” storage system. This system would
store vital data from the network for longer periods of time (this would be configured based on retention policies).
An additional concern of Network Services is that the City currently keeps a single copy of any video stored on the system. This single storage system is
located at the Emergency Communications Center (ECC). Network Services recommends that all data on the network have a second copy maintained
within the City. The most cost effective way to achieve this is to purchase additional capacity for the Police department’s existing Dell Compellent storage
system for $30,000.
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Alternate project is feasible or advantageous – Cost of alternative project: $67,500
Video Camera Concerns
The Interview Room video cameras are specialized, compact, concealed cameras. The cameras are over 7 years old and there have been advances in
technology that make new cameras give far better video quality. The current video quality is closer to what a security camera provides instead of what a
camcorder provides. Video quality from this location is extremely important due to the fact that the videos become evidentiary and must be retained for
several years (or in some instances, indefinitely). In 2011, the department utilized grant funding to refurbish the back-end of the video equipment
associated with the interview rooms. Detectives were experiencing numerous problems with the integrity of the system; however, at that time, the video
cameras were not replaced. Since these cameras are still working they are not as high a priority as the other two cameras identified for replacement.
However the City will continue to collect video that is far below what is now standard in the industry and expected by the public.
The cost to replace the Interview Room video cameras is $12,000.
Project can be phased – Number of years for phasing: 2 years
Year 1 would consist of replacing the video cameras and housings identified above and purchasing the archive storage solution.
Year 2 would involve the purchase of new video cameras, replacement of the physical server, purchase of local storage and replacement of the control
system. A phased approach has the advantage of distributing staff time and resources. The disadvantages of phasing include; increase costs resulting from
additional travel expenses from installers. Additionally, any discounts the City would have received due to the size of the project would not be available if
the project were to be completed in different years. There is a possibility that the installations would not identical and therefore, would create more
complexities with the system. The City’s security camera system is made up of multiple video camera systems installed by different vendors which have
already contributed to some of the problems that the City has experienced.
Project Team
Assignment Program Estimated Hours
Project Manager Network Services 200
Equipment Purchase Network Services 150
Managing Installation Network Services 80
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
NETWORK SECURITY UPGRADES
Project Description
Upgrading the City’s network security will cost $125,000 in 2013-14 in order to comply with California Department of Justice (DOJ) requirements for the Police
Department, provide secure public access, protect the City’s wireless networks and improve web filtering capabilities.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Currently, the City relies on its firewalls, a web filter and desktop level anti-virus programs for the security of its network. Two key functions that are missing from
this security arrangement are network level malicious software protection and a network intrusion detection system (IDS). A limitation of the City’s current
security arrangement is the difficulty in adequately protecting the network from internal attacks through wireless access points. The proposed security upgrades
and the replacement of the City’s firewalls will also provide improved web filtering.
The recently completed Citywide Information Technology Strategic Plan recognizes a need to improve existing network security. This project would meet or
exceed the security upgrades recommended in the Strategic Plan.
Department of Justice Requirements
In 2010, DOJ amended their security policy to require local law enforcement agencies to comply with the Federal Bureau of Investigation’s Criminal Justice
Information Services (CJIS) Security policy. In relation to this equipment replacement request, these new policies would require the following in order to be
compliant:
1. Malicious Code Protection – CJIS requires that agencies “employ virus protection mechanisms to detect and eradicate malicious code (e.g. viruses,
worms, Trojan horses) at critical points throughout the network and on all workstations, servers and mobile computing devices on the network.” For
malicious code protection, the City’s current security arrangement focuses only the desktop and workstation level. The firewall replacement CIP
(separate request) will provide a layer of protection from external threats. However, additional equipment is needed to protect the City from internal
attacks via the City’s wireless access points. Each access point is basically an external interface to the City’s network that must be protected at the
same level as all other external interfaces.
Network IDS
A network IDS provides monitoring of inbound and outbound communications for unusual or unauthorized activities and employs automated tools to support near-
real time analysis of events in support of detecting system-level attacks. Under the current security arrangement, Networks Services would only know of an attack
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if staff was looking for one. Network Services staff does not have any automated tools that would provide an alert for most attacks. Only the most brute force level
attacks that affect network performance would be detected.
Network IDS is especially critical for wide spread wireless networks that are accessible to the public. Wireless access points provide an easy to attack interface.
They are typically less secured than hardwire connections, they are easier to find since they broadcast their location by design, and they are typically overlooked
when accessing network security. Each of the City’s wireless access points does have a built-in firewall that is of the level that is typically found in home and
small business networks. However, unlike the City’s physical connections which are difficult to locate and have multiple layers of protection, if a hacker were to
break in via a wireless access point, there are no other layers of protection. The hacker would be behind the City’s network defenses and virtually undetectable.
This risk is partially mitigated by ensuring that signals from the City’s wireless access points do not bleed over outside of the City’s buildings. In many areas,
however, the City requires outdoor coverage and coverage in publically accessible areas.
Long range wireless access points such as those that are envisioned to be used by Utilities’ telemetry wireless networks are especially vulnerable to attack because
they are designed to cover a large outside area and cannot be contained within a building. These wireless access points will require special security considerations
and their security profile will be greatly enhanced by a network IDS.
CJIS requires that state level agencies use a network IDS; however, DOJ has so far chose not to require local agencies to comply with that requirement. Having a
network IDS is a widely agreed upon best practice for network security and it is probable that DOJ will require compliance in the future.
Internal Attacks via Wireless Access Points
The City is seeing an increasing rise of “bring your own device” (BYOD) instances. BYOD represents a major security threat to the City’s network because users
typically move these devices between their home network and the City’s network. Most home networks do not have the same level of security as the City’s
network and the devices can become infected with malicious software that is then transferred to the City’s network when the device connects to the City’s network.
The City currently allows any device to be attached to the City’s network regardless of risk. Typically, the attacks are automated and the user does not even know
their device is infected and causing an attack. A network access control solution working with a network IDS is the industry standard solution for protecting from
internal attacks.
Improved Web Filtering
An additional benefit of these security improvements and the firewall replacement is that this equipment will also provide more granular web filtering. Currently,
the City’s web filtering is based strictly on URL. This means that sites like scribd.com must be completely blocked because a portion of their content is
objectionable. The City’s current web filtering content cannot separate out the acceptable content from the unacceptable content. The same is true for other file
sharing sites that contain a mixture of acceptable and unacceptable content. Current web filters can provide access to a particular site but prevent downloading any
files from that site. They can also allow streaming but enforce bandwidth limitations (e.g. allow access to youtube.com but prevent a user from streaming multiple
videos at the same time). Another useful capability is their ability to allow access to a site like Facebook but prevent the execution of applications from the site.
This would allow the City to allow access to Facebook but prevent access to Facebook games such as Farmville. Applied to security, this same technology can be
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used to allow access to a site but prevent suspect add-ons from launching on the site. Suspect add-ons are one of the most common ways malicious software infects
systems.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
25300 – Network Services
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
NETWORK SECURITY UPGRADES
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $0
Environmental / Permit $0
Land Acquisition $0
Site Preparation $0
Design $0
Construction $0
Construction Management $0
Equipment Acquisition $125,000 $125,000
Total $0$125,000 $0 $0 $0 $0$125,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
All security equipment requires regular updates in order to protect against emerging threats as they are identified.
Anticipated Facility Life Span: N/A
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $106,800 $106,800
Water Fund $6,500 $6,500
Sewer Fund $5,500 $5,500
Parking Fund $3,100 $3,100
Transit Fund $3,100 $3,100
Total $0$125,000 $0 $0 $0 $0$125,000
Project Funding by Source
Costs are allocated between these funds according to the number of computers in each.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
NETWORK SECURITY UPGRADES
Project Team
Assignment Program Estimated Hours
Equipment RFP & Acquisition Network Services 120
Equipment Installation Network Services 160
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
MOBILE DATA COMPUTER & IN-CAR VIDEO REPLACEMENT
Project Description
Replacing public safety mobile data computers and in-car video equipment will cost $184,542 in 2013-14 and $188,042 annually for the remaining three years of
the four-year lease term. Maintenance costs will be $3,500 in 2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Background
Mobile Data Computers (MDCs) and In-Car Video systems are integrated units that provide real-time computer and video capabilities through remote access to the
public safety database. Examples of the information that can be viewed include: warrants, hazardous materials, vehicle information, 911 call information,
mapping, department records and other reference material. Instead of dispatch relaying this information via radio to public safety personnel in the field, MDCs
allow immediate access to incident information. In many situations, MDCs provide real-time information more efficiently than radio communication. The
integrated In-Car Video system captures immediate video images of traffic violations, pursuit driving, interviews, arrestee transportation and other public contacts.
Existing Situation
MDC/In-Car Video systems are currently installed in all the Police patrol vehicles. Fire vehicles are also installed with MDCs, however, these units do not have
the In-Car Video component. The current MDC/In-Car Video systems have been in place since 2007; due to the nature of public safety personnel, this equipment
is utilized seven days a week, twenty-four hours a day. According to City technology standards, this equipment has well extended its life-cycle. However, beyond
just standards alone, it is extremely evident to staff that this equipment is in severe need of replacement and are expending many hours of staff time.
Over the years, this technology has become very worn and outdated. As an example, City Network Services staff recently contacted the vendor for assistance and
was told that only one person on staff was actually familiar with our antiquated configuration and had limited experience with this type of system. Additionally,
there have been several hundred staff hours spent working on our out of date systems to keep them functioning. Time spent by Network Services staff responding
to issues surrounding this equipment averages 10 or more hours per week. The continual demand on resources drains staff and limits the ability to respond to other
IT related work orders in a timely manner.
The Police department also began utilizing personnel (an officer and a Sergeant) who are familiar with the equipment to perform periodic checks and apply limited
fixes to our existing system. They will typically come in twice a month on 8 hour shifts to help keep our MDC & In- Car Video equipment updated and working.
This is beyond what the Network Services is already doing to support this system. In addition to the toll on staffing, the department recently purchased equipment
for the MDCs to address battery and over-heating issues; this unbudgeted expense totaled approximately $2,000 and could include an additional $1,500 to replace
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existing batteries. In June 2012 Network Services spent $1,300 to purchase new hard drives for the MDC’s in order to extend the service life of the existing
equipment. These new hard drives however, are only a stop gap measure that will hopefully maintain the existing performance of the current equipment.
Because of budget constraints in 2007, the current In -Car Video system was not initially designed to have any backup capability. One of the challenges faced in
2007 was that the In-Car video system was projected to amount to 20% of all data in the City. At the time, the City had no systems that had the capacity to back-
up the projected amount of data and purchasing a system dedicated to the In-Car Video system was prohibitively expensive. Due to the exponential growth of the
City’s total amount of data the In-Car video system currently represents 4% of all data in the City. Using spare capacity from other storage systems, Network
Server has been able to provide this still significant amount of data (2 Terabytes (TB)) a single offsite backup copy. Because of storage constraints, this copy does
not protect from accidental deletions, it is only a mirror of the production data and does not meet the City’s highest data protection standards.
Problems Identified
The majority of the MDC/In-Car Video equipment complications stem around on-going electrical and charging issues which results in limited functionality. The
current system was configured in such a manner that it draws excessive power from the various pieces of equipment. Other draws of power from the vehicle
(headlights, rotators, radios) interfere with the ability to completely charge the MDC/In-Car Video system. Consequently, officers must frequently reboot the
MDCs, leave vehicles running, or drive a vehicle for an extended period of time to keep the battery power up and equipment operational.
Many of the patrol vehicles (the Dodge Chargers) have had alternator issues due to excessive power draws and are in need of replacement. Additionally, several
secondary batteries have been installed in a number of the patrol vehicles to help keep all components powered; however, problems still exist. Over the last five
years since the initial install of this equipment, technology has drastically changed. Products are available on the market that are more power efficient, user
friendly, durable and built specifically for the demands of 24/7 use. Staff anticipates that this efficiency will decrease the recurrent problems the department is
experiencing in our existing fleet and reduce the number of hours necessary to keep the equipment functioning properly. Additionally, upgrading this faulty
technology will enhance the City’s ability to provide quality service to the community.
The current MDCs also have the potential to be vulnerable to security issues after Microsoft ends support for Windows XP on April 8, 2014. After this date
Microsoft will no longer provide security patches for the Windows XP operating system. The current MDCs run the Microsoft Windows XP operating system.
Unfortunately, the manufacturer of the MDCs decided to not provide Windows 7 compatible drivers when Windows 7 was released. Network Services has
attempted to load Windows 7 on the current MDCs without success. Without up to date security patches the City’s MDCs and the sensitive data residing on them
could be vulnerable to attack.
The In-Car recorded video is critical data that should be protected by the City’s highest data protection standards. This includes protection from accidental
deletion and offsite storage. The current offsite storage solution for the In-Car video system does not meet these standards and is unsustainable. The current
offsite copy solution is a low cost bare minimum solution that Network Services was able to cobble together using spare capacity from other storage systems. This
spare capacity however was originally designated for other systems and now those systems need the capacity originally designated for them.
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
MOBILE DATA COMPUTER & IN-CAR VIDEO REPLACEMENT
Quantity for Replacement
In-Car Video Systems: These will be replaced in 17 police vehicles, and 1 fire vehicle. Network Services will also purchase two back-up units, and Fleet
Maintenance will require a unit for testing purposes, for a total of 21. Two back-up units are needed because this type of equipment is subject to jarring, wear and
tear from everyday use, and extreme temperatures (due to its location in a vehicle). A testing unit is also necessary for fleet staff to have a unit available (not
attached to a vehicle) to conduct various analysis when troubleshooting electrical problems in vehicles. Additionally, because the technology is extremely crucial
to officers as it can contain potentially vital evidentiary material, having two back-ups on hand for 18 vehicles is essential and is typical in agencies with a similar
number of vehicles.
MDCs: The chart below indicates the quantity of MDCs that will be replaced for both Police and Fire vehicles. Network Services will also order an additional
three (3) units for back-up and testing purposes, for a total of 42. Two MDCs will be used by Network Services and Fleet staff for testing purposes and the other
two will be back-ups. When changes are made to hardware set-ups or software, Network Services must first test them on a spare MDC before other changes are
made. This allows them to address inconsistencies before updating other units. Having two back-up MDC units on hand for a quantity of 38 overall units (both
police and fire) is a necessary option and allows Network Services to keep a Police standard MDC and a Fire standard MDC ready at all times. If the “broken”
MDC requires hardware repair (hard drive, video, sound, wireless changes) then the back-up would be put into the vehicle until the other MDC is repaired and
returned. This repair can take days or weeks depending on the issue.
POLICE MDCs FIRE MDCs NETWORK SERVICES/FLEET MDCs
Vehicle Type Quantity Vehicle Type Quantity Type Quantity
Patrol Vehicles 15 Battalion Chief Vehicle 1 Network Services Back-Up MDCs 2
Watch Commander Vehicle 1 Truck 1 1 Network Services Testing MDC 1
Neighborhood Services Vehicles 2 Engines 5 Fleet Testing MDC 1
Field Services Truck 1 Vehicles (TBD) 2
SWAT Vehicle 1
Traffic Motor Officers (Hand Held
devices)
4
Detectives and Special Enforcement
Team
5
POLICE TOTAL 29 FIRE TOTAL 9 IT TOTAL 4
GRAND TOTAL MDCs: 42
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
MOBILE DATA COMPUTER & IN-CAR VIDEO REPLACEMENT
Project Committee Formed
Police staff submitted this request as part of the FY 2012-13 Financial Plan Supplement; at that time, the CIP Review Committee requested that the department
return at mid-year (January 2013) and submit the request again. During the 2011-12 year-end review in September; the Budget Review Team discussed the
MDC/InCar Video Replacement CIP and it was decided at that time to incorporate the request with the 2013-15 Financial Plan process. As a result, this project is
now being brought forward.
At the direction of the CIP Review Committee, staff was asked to try and obtain more refined quotes for the equipment and also reassess the quantity of hours
indicated by staff to manage the project. In an effort to address these concerns, staff formed a committee which included personnel from the following
departments: Police, Fire, Finance & Information Technology (Network Services), and Fleet Maintenance. One of the most important goals for the committee, in
addition to increasing communication across departments, was to start conducting research into what type of equipment is now on the market that can possibly
meet our needs. As of the end of October, the committee attended three vendor demonstrations (onsite at the Police Department) with more scheduled in the out
coming weeks.
Department of Justice Requirements
In 2010, the California Department of Justice (DOJ) amended their security policy to require local law enforcement agencies to comply with the Federal Bureau of
Investigation’s Criminal Justice Information Services (CJIS) Security policy. In relation to this equipment replacement request, these new policies would require
the following in order to be compliant:
1. Personal firewalls – Every mobile device must now have a personal firewall that will manage program access to the Internet, filter incoming traffic by IP
address or protocol, and maintain an IP traffic log.
2. Encrypted hard drives – DOJ requires that CLETS information stored electronically outside a physically secured location be protected with encryption.
This encryption must meet Federal Information Processing Standard (FIPS) 140-2. FIPS 140-2 encrypted hard drives are a technical possibility and
widely used by the federal government for sensitive, non-classified data. However, this level of encryption can cause up to a 50% drop in performance
depending on the underlying equipment configuration. In order to comply with this requirement and provide the expected level of performance, the cost
per unit is increased.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
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Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
80200 – Police Patrol
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $0
Environmental / Permit $0
Land Acquisition $0
Site Preparation $0
Design $0
Construction $0
Construction Management $0
Equipment Acquisition $184,542 $184,542
Total $0$184,542 $0 $0 $0 $0$184,542
Budget to Date 2013-142014-152015-162016-172017-18 Total
Maintenance materials $3,500$3,500$3,500$3,500$14,000
Lease Option $184,542$184,542$184,542 $553,626
Total $0 $0 $188,042$188,042$188,042$3,500$567,626
Ongoing Costs by Type
*Assumes annual costs for a four-year lease term.
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
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Some of the ongoing maintenance costs will be covered by warranties; however, due to unforeseen circumstances and equipment issues that are not covered by the
warranty, such as battery replacement, staff will need to build in these additional costs during the next financial plan. The Police Department currently has a line
item for In-Car Video maintenance and repair in the amount of $1,500. Staff will supplement the current line item to adequately account for ongoing maintenance
for both In-Car Video and MDC repair; this is estimated at $5,000 annually. Network Services’ budget does not contain funds for non-public safety MDC and In-
Car maintenance costs.
Anticipated Facility Life Span:
The anticipated life span for this hardware is five years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $184,542$188,042$188,042$188,042$3,500$752,168
Total $0$184,542$188,042$188,042$188,042$3,500$752,168
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: N/A
Project can be phased – Number of years for phasing: Phasing may occur for both the purchasing of the equipment and installation. If staff were to phase
this project over a two year period, installation of equipment would occur in approximately half of the vehicles in the first year, with the remaining installation
occurring in the following year. As a result of phasing, the equipment in the public safety vehicles would not be consistent between vehicles. IT staff would be
required to service two different types of equipment for a prolonged period of time. The aged equipment that would remain in some of the vehicles would
continue to deteriorate and as a result require additional IT resources. Phasing the installation of equipment may also result in varying installation methods and
additional fleet disruptions. Staff does not recommend phasing the project.
Equipment Leasing Options - Staff recently contacted a vendor to discuss leasing alternatives. There are different types of leasing options; these include
Fair Market Value (FMV) and Tax Exempt Installment Sale (TEIS) leases. In the case of an FMV; typically, the lessee has the option to purchase the equipment at
the end of the lease for an amount equal to Fair Market Value, or may also elect to renew the lease equal to the Fair Market Value of the units; or the lessee has the
option to return any or all the units of equipment to the lessor at the end of the lease term. Under a TEIS lease, the interest rates are typically lower and the lessee
has the option to purchase the equipment at the end of the lease term (typically for $1.00). The decision about which lease would be the best option for the City
should be based on a cost-benefit analysis.
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
MOBILE DATA COMPUTER & IN-CAR VIDEO REPLACEMENT
Project Team
Assignment Program Estimated Hours
Project Management Network Services 800
Equipment RFP & Acquisition Network Services 160
Equipment Configuration and Testing Network Services 240
Installation Management/Coordination Fleet Maintenance 40
Project Coordination Police 80
Project Coordination Fire 80
Training Police 20
Training Fire 20
Ongoing Equipment Maintenance (This represents
annual estimated hours moving forward)
IT 150
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
NETWORK SWITCHING INFRASTRUCTURE REPLACEMENT
Project Description
Replacing the City’s aging network switching infrastructure will cost $550,000 in 2014-2015.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Background
The City’s network is the communication backbone of the City’s computing, radio, telemetry, traffic signal and telephone systems. It is critical to the normal day-
to-day operation of the City, the productivity of its employees, and the safety of its citizens. Currently the City’s network is configured with two network core
switches and more than 60 distribution switches. The City’s core switches are strategically placed at City Hall and Fire Station #1 to take advantage of the City’s
fiber optic network and to provide redundancy. Distribution switches are connected at Gigabit speeds to one or both of these core switches to form the City’s
network. Each of the City’s networked buildings and radio sites have one or more distribution switches which connect all of that building’s computers, phones,
printers, wireless access points, telemetry devices, radios and other networked devices. There are two types of distribution switches in use by the City: Extreme
Networks ExtremeWare based switches and Extreme Networks XOS based switches. In 2007, Extreme Networks released XOS as the network operating system
for their switches and began to phase out the ExtremeWare based switches.
This network switching infrastructure is critical to providing online services, such as fee payment, for the public via the City website.
End of Manufacturer Support
In 2008, Extreme Networks ExtremeWare based network switches entered their End of Life phase. At this time, Extreme Networks ceased to sell these switches
and discontinued providing software updates. Extreme Networks has announced an End of Support date in June 2013, which is defined as the time at which no
support will be provided by the manufacturer and no replacement hardware will be available in case of failure. At that time, Network Services staff will be unable
to quickly respond to any issues with the City’s ExtremeWare switches. This could potentially mean extended downtime for part or all of the sites serviced by the
affected switch. Any computers, phones, or other devices connected would be unavailable. IT staff will issue an RFP for network switching infrastructure to allow
for an up-to-date comparison of Extreme Networks products with other manufacturers and vendors.
Age of Equipment
Network Services staff began purchasing the City’s XOS based switches in 2007. At that time, a decision was made to standardize on Extreme Summit x450e
switches, which are now starting to show their age. As of November 2012, the average age of the City’s XOS switches is 3.3 years, and by July 2014, this average
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
NETWORK SWITCHING INFRASTRUCTURE REPLACEMENT
will reach the Network Services designated lifespan of 5 years. This lifespan has been determined from a range of factors, such as the average lifespan of switching
technologies and the estimated hardware failure rate.
Quantity for Replacement
As of November 1, 2012, the following Extreme Networks switches are in production:
Model Networks OS Switch Type Quantity
BlackDiamond 8806 XOS Core 2
Summit 200-24 ExtremeWare Distribution 11
Summit 300-24 ExtremeWare Distribution 1
Summit 400-24p ExtremeWare Distribution 6
Summit 48si ExtremeWare Distribution 1
Summit x150e-24p XOS Distribution 2
Summit x350-24t XOS Distribution 1
Summit x450e-24p XOS Distribution 27
Summit x450e-48p XOS Distribution 25
Total Switches 76
Cost Breakdown
Equipment Costs $475,000
Installation Costs $20,000
Contingency (10%) $55,000
Total $550,000
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
NETWORK SWITCHING INFRASTRUCTURE REPLACEMENT
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
25300 Network Services
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $0
Environmental / Permit $0
Land Acquisition $0
Site Preparation $0
Design $0
Construction $0
Construction Management $0
Equipment Acquisition $550,000 $550,000
Total $0 $0$550,000 $0 $0 $0$550,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Contract Services $48,000$48,000$48,000$144,000
Total $0 $0 $0$48,000$48,000$48,000$144,000
Ongoing Costs by Type
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
NETWORK SWITCHING INFRASTRUCTURE REPLACEMENT
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Network Services currently budgets $48,000 a year for network switch annual maintenance and expects that this would be the same for any replacement
equipment.
Anticipated Facility Life Span:
The anticipated life span for this hardware is 5 years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $480,500 $480,500
Water Fund $17,000 $17,000
Sewer Fund $33,500 $33,500
Parking Fund $9,500 $9,500
Transit Fund $9,500 $9,500
Total $0 $0$550,000 $0 $0 $0$550,000
Project Funding by Source
Costs are allocated between these funds according to the number of switches in each.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: 2-4 years
2 years with the possibility of having different networking vendors
The project could be phased over 2 years: replacing the City’s ExtremeWare switches in 2014-15 and deferring replacement on the City’s XOS switches until
2015-16. This option is not recommended as it would increase the complexity of the project as an interim solution would be needed for interoperability between
the existing switching infrastructure and new switching infrastructure. It would also increase staff time needed to manage and troubleshoot the two differing
switching infrastructures and any interoperability issues.
4 years with the decision to stay with Extreme Networks
If the City decided to stay with Extreme Networks, the switch replacement could be phased over 4 years and switches would only need to be replaced as they
reached their end of life. Extreme Networks, however, is currently losing market share and has cut their research and development budget. It is unclear if Extreme
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
NETWORK SWITCHING INFRASTRUCTURE REPLACEMENT
Networks will be a viable option for the City in 2 years. Through the RFP process, Network Services staff will determine if it is appropriate to change to a different
network switch vendor in 2 years.
Equipment Leasing Alternative –
Staff recently contacted a vendor to discuss leasing alternatives. There are different types of leasing options; these include Fair Market Value (FMV) and Tax
Exempt Installment Sale (TEIS) leases. In the case of an FMV; typically, the lessee has the option to purchase the equipment at the end of the lease for an amount
equal to Fair Market Value, or may also elect to renew the lease equal to the Fair Market Value of the units; or the lessee has the option to return any or all the
units of equipment to the lessor at the end of the lease term. Under a TEIS lease, the interest rates are typically lower and the lessee has the option to purchase the
equipment at the end of the lease term (typically for $1.00). The decision about which lease would be the best option for the City should be based on a cost-benefit
analysis.
Staff attempted to survey other agencies to gauge the frequency of equipment leases, and to receive feedback on how successful their leasing program is;
unfortunately, the responses were minimal. However, the vendor that staff contacted indicated that a number of their clients lease Network Switching equipment.
Based on information staff received, leasing could be a viable option; however, a further in-depth analysis would be required in order to fully assess the benefits
related to financing (implementing a funding strategy), impact on IT resources, user needs, and equipment life cycle management.
Project Team
Assignment Program Estimated Hours
Project Management Network Services 200
Equipment RFP & Acquisition Network Services 160
Equipment Configuration and Testing Network Services 160
Installation Management/Coordination Network Services 320
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
EMERGENCY COMMUNICATION CENTER BLADE COMPUTER REPLACEMENT
Project Description
Replacing the blade computers in the Emergency Communication Center (ECC) will cost $200,000 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Most of the blade computers for the ECC were purchased in June 2009, a year before the City was able to occupy the ECC. These blade computers run the mission
critical tasks of the computer aided dispatch (CAD) system, radio consoles and security system. The security system consists of both security cameras and access
control functions at the Police Department (1042 Walnut) and the Fire Station 1 campus. The CAD system, radio system and security system all have independent
networks that are kept separate because of security and performance requirements. Since these networks are separate, each dispatch console needs a separate
computer to access those networks. There are a total of 9 consoles and a back-up set of computers is needed in case one of the consoles has problems. Staff
therefore recommends the purchase of at least 30 blade computers. All console positions are configured exactly the same to allow dispatchers the ability to move
to another position quickly in the case of a computer failure. The need to have all computers configured and “always on” necessitates that all blade computers be
replaced at the same time, which eliminates the possibility of phasing the project.
To complicate matters, during the EEC’s first two years, the HVAC system feeding the equipment room which houses all of the blade computers as well as servers
and data storage, did not initially work as designed. This problem resulted in the equipment room running higher than acceptable temperatures and caused
numerous system shutdowns. This damages equipment over time and shortens the equipment life.
These blade computers are required to run 24/7/365 in order to provide the dispatchers with the functionality that they need to work efficiently. All of the blades
are kept “always on” so in case of a failure or an emergency, all dispatch consoles in the ECC are ready for immediate use. This ‘always on’ state shortens the
working life of the equipment, and staff is seeing failures occur more frequently. Public safety equipment must remain highly reliable so staff recommends a five-
year replacement schedule to maintain the integrity of the system.
Networks Services staff is not anticipating to start work on this CIP until after the Mobile Data Computer (MDC) CIP and the CIP’s related to the MDC CIP are
complete. These blade computers are mission critical and staff recommends that replacements are ready to be installed before the warranties on the current blade
computers expire in June 2014.
Due to the complexities of interfacing with and City customization of the CAD system, radio system and security system, staff is not recommending using a third-
party installer or integrator. Staff will work directly with the City’s CAD system, radio system and security system vendors to integrate the blade computers with
those systems.
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
EMERGENCY COMMUNICATION CENTER BLADE COMPUTER REPLACEMENT
Blade computers were chosen for the ECC in order to reduce the heat and noise on the dispatch floor. The blade computers also allow Network Services to perform
the majority of the maintenance on the computers in the data center instead of underneath the dispatch consoles. The current dispatch console furniture was
designed for the use of blade computers and does not have the room for traditional tower PC’s.
Cost Breakdown
Item Cost
Blade Computers and 3 yr. Warranties $174,200
Yr. 4 & 5 Warranty Extensions $16,000
Contingency (5%) $9,800
Total $200,000
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place or n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review or n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
25300 Network Services
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
EMERGENCY COMMUNICATION CENTER BLADE COMPUTER REPLACEMENT
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $0
Environmental / Permit $0
Land Acquisition $0
Site Preparation $0
Design $0
Construction $0
Construction Management $0
Equipment Acquisition $200,000 $200,000
Total $0$200,000 $0 $0 $0 $0$200,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Five years of warranties are included in the cost for all equipment.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $200,000 $200,000
Total $0$200,000 $0 $0 $0 $0$200,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Only warranties can be phased.
4 and 5 year warranty extensions
The 4 and 5 year warranty extensions could be purchased after 3 years. However, these warranty extensions typically cost less if bought upfront at the time the
equipment is purchased. Staff does not expect to replace this equipment earlier than 5 years.
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
EMERGENCY COMMUNICATION CENTER BLADE COMPUTER REPLACEMENT
Project Team
Assignment Program Estimated Hours
Project Management Network Services 120
Equipment Acquisition Network Services 120
Equipment Installation Network Services 200
Consultation & On-Site
Coordination
Police 80
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
EMERGENCY COMMUNICATION CENTER COMPUTER EQUIPMENT REPLACEMENT
Project Description
Replacing critical equipment at the Emergency Communication Center (ECC) will cost $50,000 in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
Most of the equipment for the ECC was purchased in 2009-10. This equipment includes 45 monitors, workstation arbitrators, and speakers. This equipment will be
5 years old in 2014-15 and reaching the end of its usable life. However, Network Services staff will only replace equipment on a case by case basis. All computer
equipment at the ECC is run 24/7/365 so it wears out much faster than equipment in a typical office setting. The equipment is also continually kept in a “ready”
state to allow for activation to full capacity without the intervention of Network Services staff. A key part of being able to activate the ECC to full capacity without
the intervention of Network Services staff is the proactive replacement of equipment to ensure its reliability.
The dispatchers can use any of the 6 consoles on the floor and, in an emergency the 3 office consoles can also be used. These 9 consoles are designed so that any
dispatcher can sit at any station. In order to ensure that all stations function the same, all the equipment at each station must be identical and replaced at the same
time. The exact same equipment also decreases troubleshooting time, decreases the amount of staff time needed to maintain the stations and allow staff to ensure a
consistent user experience between consoles. In an emergency, the dispatchers are trained to follow their procedures and if the user experience is not consistent
between consoles, it greatly decreases their efficiency to respond to emergencies.
Much of the equipment in the ECC is specific to the work done in the ECC so Network Services must keep a small inventory of spare parts on hand. The spare
parts are used to replace broken equipment while the warranty replacement parts are shipped to the City.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
EMERGENCY COMMUNICATION CENTER COMPUTER EQUIPMENT REPLACEMENT
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
25300 Network Services
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $0
Environmental / Permit $0
Land Acquisition $0
Site Preparation $0
Design $0
Construction $0
Construction Management $0
Equipment Acquisition $50,000 $50,000
Total $0 $0$50,000 $0 $0 $0$50,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
No anticipated ongoing costs.
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
EMERGENCY COMMUNICATION CENTER COMPUTER EQUIPMENT REPLACEMENT
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $50,000 $50,000
Total $0 $0$50,000 $0 $0 $0$50,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Equipment Acquisition Network Services 120
Equipment Installation Network Services 200
Consultation and On-Site
Coordination
Police 40
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
VIRTUAL PRIVATE NETWORK REPLACEMENT
Project Description
Replacing the City’s Virtual Private Network (VPN) systems will cost $130,000 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
The City utilizes two VPN systems. The first system is used by the Police Department to secure communications between the Police Department’s network and the
Police vehicles. The Police Department’s system must be certified as meeting Federal Information Processing Standard (FIPS) 140-2. FIPS 140-2 is an encryption
standard that ensures the integrity and confidentiality of the communication. The second system is used for the rest of the City’s remote networking needs. Both
systems are five years old. As part of the Police Department’s replacement of their mobile data computers (MDC’s), the Police Department must re-apply to the
California Department of Justice (DOJ) and show that the department meets all the current security requirements for the transportation of sensitive law
enforcement data. This CIP project is caused by an unfunded State mandate.
The City will continue to need two VPN systems in the future because the Police VPN system must terminate behind the Police Department’s firewall connection.
The higher encryption standard also requires a more complex and expensive system. Both systems need to be replaced to maintain the staff time for managing the
VPN connections at the current levels.
Department of Justice Requirements
In 2010, the California Department of Justice (DOJ) amended their security policy to require local law enforcement agencies to comply with the Federal Bureau of
Investigation’s Criminal Justice Information Services (CJIS) Security policy. In relation to this equipment replacement request, these new policies would require
the following in order to be compliant:
1. Advanced Authentication – CJIS defines advanced authentication as using biometric systems, user-based public key infrastructure (PKI), smart cards,
software tokens, hardware tokens, paper tokens, or “Risk-based Authentication.” It is imperative that the new VPN system support at least one of these
advanced authentication methods. Network Services staff recommends that PKI be used because it does not require any special hardware in the vehicles, is
widely used and is supported by all major VPN vendors. The exact implementation of PKI, however, will depend on what VPN system the City chooses.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
VIRTUAL PRIVATE NETWORK REPLACEMENT
End of Support
The Police Department’s VPN system will lose same day support on August 1, 2014. After this date, only next business day support will be available. If a failure
were to happen on a Friday, it could take up to three days before the system could be repaired. Until the VPN system was repaired, all of the public safety MDC’s
would not be operational.
The City’s VPN system loses next business day support on January 31, 2014 and all support ends on January 31, 2015. The City’s VPN system is becoming
increasingly mission critical and is projected to become more so as future projects are completed. Once next business day support ends, Juniper will no longer
provide hardware support. If there is a hardware failure, the City would be without any VPN capability until a replacement system could be purchased and
installed.
Projected Growth
There are a number of mobile initiatives in Community Development, Public Works and Utilities that will require a more robust VPN system than the current
system. Those initiatives are expected to at least double the number of concurrent VPN connections. Most VPN solutions are licensed per concurrent connection
with discounts increasing for multiple purchases at a single time. Staff believes that it will be more economical to replace the system now, instead of building on
the current system and then replacing the entire system in two years.
Cost Breakdown
Clustered FIPS 140-2 VPN system for Police (Equipment
and Installation)
$ 65,000
Advanced Authentication (Equipment and Installation) $ 30,000
City VPN system (Equipment and Installation) $ 20,000
Contingency (12%) $ 15,000
Total $130,000
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
VIRTUAL PRIVATE NETWORK REPLACEMENT
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
25300 Network Services
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $0
Environmental / Permit $0
Land Acquisition $0
Site Preparation $0
Design $0
Construction $0
Construction Management $0
Equipment Acquisition $130,000 $130,000
Total $0$130,000 $0 $0 $0 $0$130,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Maintenance materials $1,000$1,000$1,000$1,000$4,000
Total $0 $0$1,000$1,000$1,000$1,000$4,000
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
VIRTUAL PRIVATE NETWORK REPLACEMENT
The advanced authentication method will require key generation devices being issued to all sworn Police staff. These devices are either shaped like a USB flash
drive or are the size of three credit cards stacked together. In order to maintain the integrity of the system, these devices will have to be disabled as soon as they are
reported missing and a new device issued. The devices also all have internal batteries that are rated for 3-5 years. The advanced authentication method will also
probably increase the overall annual maintenance costs of the VPN system.
Anticipated Facility Life Span:
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $108,300 $108,300
Water Fund $15,500 $15,500
Sewer Fund $6,200 $6,200
Total $0$130,000 $0 $0 $0 $0$130,000
Project Funding by Source
Costs are allocated between these funds according to the number of current MDC units.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: 2 years
The projected could be phased over two years with the first year replacing the City VPN system and implementing advanced authentication with the Police
Department’s current VPN system. Replacement of the Police Department’s VPN system at a later date will force the City to re-apply to DOJ for certification that
the City’s systems meet DOJ’s current security standards. The process to apply to DOJ for certification is a very time consuming process for staff and there is no
guarantee the application will be accepted on the first review. Due to state budget cut backs, the committee that reviews local agencies’ applications for security
certification currently only meets every six months. If the application was rejected, it is probable that the City would have to wait another six months before any
new hardware could be installed. Since 2010, new requirements have gone into effect every year. It is possible that by 2014 there will be new requirements for
equipment not related to the VPN system that will need to be replaced in order to meet the new security requirements. Another problem with phasing the project is
that at a minimum the advanced authentication method would have to be completely reconfigured in order to integrate with the new VPN system. This would
require an increase of at least $10,000 to the overall budget of this project. This also could result in the City having two completely different VPN systems for a
year, which would significantly impact Network Services staff work load. Network Services and the Police Department do not recommend phasing this project.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
VIRTUAL PRIVATE NETWORK REPLACEMENT
Project Team
Assignment Program Estimated Hours
Equipment RFP & Acquisition Network Services 120
Equipment Configuration & Installation Network Services 120
Spillman CAD/RMS System
Configuration
Police 40
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
PUBLIC SAFETY VIDEO PROGRAM
Project Description
Purchasing a video camera system to enhance security measures in public areas will cost $25,000 in FY 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Major City Goal: 2013-15 Continue and enhance neighborhood wellness initiatives – continue to support proactive code enforcement, pursue a residential
rental inspection program; improve street cleanliness; increase public safety enforcement, and support neighborhood-led initiatives.
Major City Goal: 2013-15 Assess and renew the Downtown consistent with the adopted Land Use and Circulation Element update, revitalize Mission
Plaza (including consideration of eliminating dogleg), support the continued development of cultural attractions, enhance lighting/safety components,
reduce incidents of illegal activity and adverse behaviors through enhanced public safety presence and enforcement, provide pedestrian-friendly walkways,
and address limits on alcohol establishments.
Major City Goal: 2013-15 Implement comprehensive strategies to address homelessness in our City in partnership with other entities. Encourage existing,
improved, and expanded services (including advocating to the County and other organizations for delivery of case management, drug, alcohol, and
detoxification services, and mental health services), support the establishment of a new homeless services center, and pursue good-neighbor, safety, and
quality of life programs (including restrooms), using technology as appropriate.
Need and Urgency
Staff is requesting budget authority to purchase two video camera systems to serve primarily as a deterrent in areas historically prone to criminal behavior,
primarily in the downtown corridor.
The Police Department has analyzed the extent of the problems in the downtown core and in Mission Plaza. Additionally, staff has studied successes realized in
other municipalities through the use of internet protocol video cameras in reducing crime. Many of the issues that are experienced in the downtown business
corridor are also experienced in the Mission Plaza area and the Creek walk park area known as “the Globe” which surrounds the art piece entitled, “The Web of
Life”. These areas have experienced high incidents of crime including homicide, assault with a deadly weapon, robbery, drug dealing, consumption of alcohol,
vandalism, and many other minor or “public order” crimes. During the last several years both of these locations have been temporarily closed by the Parks and
Recreation Department at the Police Department’s request due to continual illegal activity occurring. The public’s perception regarding the safety of these areas
has adversely impacted their lawful access and use. Patrolling these areas has been a priority; however, it is difficult to maintain a consistent police presence due to
location and staffing constraints. The use of this technology is intended to aid in overcoming these challenges at a fraction of the cost of adding additional police
officers.
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
PUBLIC SAFETY VIDEO PROGRAM
The Police Department recommends the purchase and utilization of a public safety video system for both Mission Plaza and “the Globe”. The video system would
consist of several cameras intended to both detect and deter crime in public areas. Cameras would not be routinely monitored by department staff, however,
Department staff could recover footage to analyze as needed (e.g., following the commission of a crime) or monitor remotely through an internet connection when
needed. The presence of the cameras serve as a deterrent to crime in both the day and nighttime hours.
Currently, the City has a policy on the use of public video cameras; however, depending on the extent and focus of staff’s request the policies for use will need to
be further examined.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Reviewn/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
80200 – Police Patrol Services
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
PUBLIC SAFETY VIDEO PROGRAM
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Study $0
Environmental / Permit $0
Land Acquisition $0
Site Preparation $0
Design $0
Construction $0
Construction Management $0
Equipment Acquisition $25,000 $25,000
Total $0$25,000 $0 $0 $0 $0$25,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Contract Services $1,200$1,200$1,200$3,600
Total $0 $0 $0$1,200$1,200$1,200$3,600
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
Ongoing costs are associated with monthly connectivity fees (for two cameras). The first two years will be covered within the project budget.
Anticipated Facility Life Span: Life span of video camera system is estimated at five-seven years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $25,000 $25,000
Total $0$25,000 $0 $0 $0 $0$25,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Alternative project could include soliciting greater access to existing public area security cameras operated by private businesses and other entities. It is unknown
to what extent this would be successful considering the location of areas currently impacted by disproportionate criminal activity and other inherent limitations of
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
PUBLIC SAFETY VIDEO PROGRAM
accessing and leveraging resources that are owned and operated by an external entity. Ideally, such a public/private partnership would augment the current
proposal.
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Project Proponent Police 15
Project Manager Police 40
Implementation and Coordination Police and Network Services 40
Training Police and Network Services 10
ATTACHMENT 4
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CAPITAL IMPROVEMENT PROJECT - GENERAL GOVERNMENT
ENTERPRISE STORAGE GROWTH
Project Description
Purchasing Citywide enterprise data storage will cost $50,000 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
The existing centralized data storage system was initially purchased in 2010 as a solution for the City’s data storage needs. At that time, it was projected that the
City’s data storage needs would level off. However, in reality, data growth has increased by approximately 30-50% per year and is expected to exponentially
increase as the City expands its use of computer automation. The recently purchased EnerGov, Laserfiche, Transit AVL, Telestaff, IntelliTime and Springbrook
software systems have increased automation at the cost of increased storage growth. Many of the City’s computer systems, including those mentioned above,
require a minimum amount of free storage capacity so data can be moved as necessary. Once all the storage capacity is used, these systems will cease to function
reliably.
Purchasing additional storage will ensure that Network Services has the resources to comply with the City’s electronic data back-up policy and avoid negative
impacts to employee productivity from enterprise storage limitations. It will also avoid an emergency situation that would arise when the City reaches the existing
data storage capacity in less than a year.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
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CAPITAL IMPROVEMENT PROJECT - GENERAL GOVERNMENT
ENTERPRISE STORAGE GROWTH
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
25300 Network Services
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Equipment Acquisition $50,000 $50,000
Total $0$50,000 $0 $0 $0 $0$50,000
Anticipated Facility Life Span: Depends on City’s data storage growth
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $43,300 $43,300
Water Fund $2,800 $2,800
Sewer Fund $2,000 $2,000
Parking Fund $1,300 $1,300
Transit Fund $600 $600
Total $0$50,000 $0 $0 $0 $0$50,000
Project Funding by Source
The costs are allocated based on the number of desktops and laptops supported by each fund.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing:
ATTACHMENT 4
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CAPITAL IMPROVEMENT PROJECT - GENERAL GOVERNMENT
ENTERPRISE STORAGE GROWTH
Project Team
The City’s Network Administrators and the Dell technician will work together to install and integrate the network storage equipment needed to expand the City’s
enterprise storage system. Additionally, the IT Manager will create a file purging policy to establish longevity and size guidelines for the storage of electronic data.
Assignment Program Estimated Hours
Equipment Acquisition and Installation Network Services 40
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Recommended CIP 2013-15
Major Facility Replacement (General Fund)
CIP Name Funding Source Total 2013-14 Total 2014-15
City-County Library Restroom Remodel General Fund 39,000 -
City Hall Perimeter Drain Repair General Fund 5,000 40,000
Police Department Admin HVAC Replacement General Fund 12,300 172,300
Restroom Replacement & Remodeling General Fund 290,000 50,000
Jack House Exterior Painting General Fund 25,000 -
Sinsheimer Stadium Stair Replacement General Fund 20,000 120,000
City Facility Parking Lot Maintenance General Fund - 400,000
Replace HVAC Ducting in Police Department Records General Fund - 7,500
391,300 789,800
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
COUNTY-CITY LIBRARY RESTROOM REMODEL
Project Description
The completed restroom remodel at the City / County Library will cost $39,000.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain essential services, infrastructure and fiscal health & Enhance maintenance of City infrastructure
Need and Urgency
In 1989, the City and County constructed a new library, library administrative offices, and community rooms at 995 Palm Street and entered into a Joint Powers
Agreement (JPA) for its operation. Per the JPA the City and the County split cost for capital improvement projects at the Library / JPA Section 8: “Costs for major
maintenance shall be shared equally between the parties.”
During the 2012-13 fiscal year, the restrooms at the Library needed to be remodeled at a cost of $78,000. Though the County did all the work and saw the project
to completion, per the JPA, the City is obligated to pay 50% of the cost in July 2013 which amounts to $39,000.
Readiness to Build
The project was designed and constructed entirely through the County. Construction is now complete and only a few minor finishes remain. The County has now
informed the City of its share of the remodel which obligates the City to pay 50% of the final cost.
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
COUNTY-CITY LIBRARY RESTROOM REMODEL
Operating Program Number and Title:
10100 - Administration
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $39,000 $39,000
Total $0$39,000 $0 $0 $0 $0$39,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information:
The restroom remodel is a one-time cost to the City per the JPA with the County of San Luis Obispo. The County was informed of the City’s budget process and
asked to submit future capital improvement projects at the Library in a timelier manner for consideration during the City’s two-year financial plan process.
Anticipated Facility Life Span:
The restrooms had not been updated since construction of the Library in 1989. The life expectancy is approximately 20 years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $0$39,000 $39,000
Total $0$39,000 $0 $0 $0 $0$39,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: n/a
Project can be phased – Number of years for phasing: n/a
Location Map
The City –County Library is located at 995 Palm Street across City Hall.
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
CITY HALL PERIMETER DRAIN REPAIR
Project Description
Repairing the City Hall perimeter drain system will cost $5,000 for design in 2013-14 and $40,000 for construction in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
This drain system removes water from the window wells on the perimeter of the City Hall building. The system has experienced several clogs requiring an
extraordinary effort to resolve. Inspection has revealed severe root intrusion in the drain system. When the window wells fill with water, the basement level floods,
resulting in significant damage and water-related problems. This project will rehabilitate the drain system by repairing and/or replacing the sections of pipe that
have been compromised by tree roots.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50230 Building Maintenance
Project Phasing and Funding Sources
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
CITY HALL PERIMETER DRAIN REPAIR
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design $5,000 $5,000
Construction $40,000 $40,000
Total $0$5,000$40,000 $0 $0 $0$45,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: There is no additional cost related to this project. Savings on
contracted drain clearing will be realized, and the risk of expensive flood damaged reduced.
Anticipated Facility Life Span: The drain system is anticipated to last another 50 years before needing significant rehabilitation again.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $5,000$40,000 $45,000
Total $0$5,000$40,000 $0 $0 $0$45,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: N/A
Project can be phased – Number of years for phasing: N/A
Project Team
Assignment Program Estimated Hours
Project Manager CIP Engineering – Design 120
Project Proponent Building Maintenance 100
Contract Management CIP Engineering – Administration 40
Construction CIP Engineering – Construction 100
Environmental Review Planning 4
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
POLICE DEPARTMENT ADMIN HVAC REPLACEMENT
Project Description
Replacing the McQuay roof top chiller and rehab of mechanical roof area for the Police Station building at 1042 Walnut will have a design cost of $12,300 in
2013-14 with construction cost at $172,300 in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
This piece of equipment is the main air-handler and 50-ton cooling unit for the Police Station. Standard lifespan for commercial HVAC equipment is 12-15 years.
This unit is 20-years old and is experiencing many break-downs and is rusting and corroding in place. This project is to replace this mechanical equipment and to
rehab the area of the roof under this unit.
The replacement of this unit was identified as a prime target for energy use savings and carbon footprint reductions in a 2011 audit by PG&E engineers.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
POLICE DEPARTMENT ADMIN HVAC REPLACEMENT
Operating Program Number and Title:
80100 Police Administration
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design $12,300$12,300 $24,600
Construction $141,500 $141,500
Construction Management $18,500 $18,500
Total $0$12,300$172,300 $0 $0 $0$184,600
Budget to Date 2013-142014-152015-162016-172017-18 Total
Utilities -$1,233-$800-$800-$2,833
Total $0 $0 $0-$1,233-$800-$800-$2,833
Ongoing Costs by Type
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: On-going costs will be reduced by using less staff and
contractor time for repairs, also electrical consumption reduction is estimated at $800.00 per year, with an additional one-time incentive of $433.00, with a
reduction in kWh of 4,800 and a reduction of 2405 pounds of CO2 per year.
Anticipated Facility Life Span: Excluding catastrophe, program use issues or codification requiring replacement, given proper resources are applied to maintenance
and renovation, this facility could easily serve the community for the next 50-years, with the new unit having a 15 year life span.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $12,300$172,300 $184,600
Total $0$12,300$172,300 $0 $0 $0$184,600
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: The roof repairs could be postponed, but would lead to higher roofing costs.
Project can be phased – Number of years for phasing: N/A
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
POLICE DEPARTMENT ADMIN HVAC REPLACEMENT
Project Team
Assignment Program Estimated Hours
Project Manager CIP Engineering 100
Construction Inspection CIP Engineering 100
Supplement Project Manager PW/Build Maint
Environmental Review Planning 4
Contract Administration CIP Administration 40
The McQuay unit is about the size of two Volkswagen buses end to end.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
RESTROOM REPLACEMENT & REMODELING
Project Description
• Remodeling the Jack House restroom will cost $290,000 for design, construction and construction management in 2013-2014.
• Designing the Golf Course restroom replacement will cost $50,000 in 2014-15, and $265,000 for construction and construction management in 2015-16.
• Mission Plaza restroom will cost $80,000 for design in 2015-16 and $430,000 for construction and construction management in 2016-17.
• Johnson Park restroom will cost $50,000 for design in 2016-17 and $380,000 for construction and construction management in 2017-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
Access to government facilities by people with disabilities is a fundamental goal of the Americans with Disabilities Act (ADA). To ensure that this goal is met,
Title II of the ADA requires State and local governments to make their programs and services accessible to persons with disabilities. In 2004 the City and the
Department of Justice (DOJ) entered into an agreement to upgrade several restroom facilities to meet ADA requirements. The Jack House and Laguna Lake Golf
Course restrooms require compliance under this DOJ agreement.
The Jack House restroom does not comply with existing ADA requirements for restroom facilities. In order to maintain the existing number of fixtures in the
restroom a significant amount of remodeling is required. Plans and specification were completed in 2008. Due to the length of time this project has been delayed,
the plans and specifications will require a new building permit and possibly some minor adjustments to comply with any new codes or regulations. Once
construction funding is approved, this project can be bid.
The Laguna Lake Golf Course restroom does not comply with existing ADA requirements for restroom facilities. The overall bathroom structure has been
evaluated and found to be in poor condition. Given the significant investment that will be required to remodel the existing structure, complete replacement of this
restroom facility is recommended.
The Mission Plaza restroom was built in 1969 and remodeled in 1995. The existing facility does not meet the needs of its users and the Plaza is host to numerous
events throughout the year in addition to being a focal point for tourists. The toilets commonly backup and the number of fixtures is inadequate for the events that
take place at the Mission Plaza. Staff receives complaints on a regular basis about restroom odor even immediately after they have been cleaned. This site was
remodeled in 1995 but will be reevaluated for ADA compliance as part of the design work. A final determination on upgrading versus replacement will be made
during the initial stages of design work.
The Johnson Park restroom does not comply with existing ADA requirements for restroom facilities. The restroom is a 47 year old concrete block structure with
two toilets for women and one toilet and one urinal for men. The park and facility serve large group events, including ongoing youth programs for the YMCA, and
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
RESTROOM REPLACEMENT & REMODELING
therefore reduction of fixtures to meet ADA requirements is not recommended. Bringing this restroom into compliance without a reduction in toilet fixtures will
require either a complete replacement of the restroom or a substantial remodel.
Readiness to Build
Construction documents were completed in 2008 for the Jack House restroom remodel. These documents are generally ready for bid; however, the documents may
require minor additional review and modifications to comply with current codes and standards that may have been implemented since 2008. No work has been
completed on the other restroom projects.
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50200 – Landscape and Park Maintenance (Jack House, Mission Plaza, Johnson Park)
60700 – Golf Course Operations & Maintenance (Laguna Lake Golf Course)
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. 90569 Jack House Restroom Remodel
The Jack House Restroom is ready for construction and should be funded in 2013-14. The Golf Course restroom should be designed in 2014-15 to allow
coordination with the recommendations from the golf course club house assessment which is scheduled to occur in year 2013-14.
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
RESTROOM REPLACEMENT & REMODELING
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design $10,000$50,000$80,000$50,000 $190,000
Construction $225,000 $215,000$350,000$315,000$1,105,000
Construction Management $55,000 $50,000$80,000$65,000$250,000
Total $0$290,000$50,000$345,000$480,000$380,000$1,545,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: No increase of on-going costs for utilities and maintenance
are anticipated as these are remodels or replacements of existing restroom facilities. There are minor reductions in staff time anticipated as a result of having
improved facilities both from a customer perspective (fewer complaints) and for reduced maintenance.
Anticipated Facility Life Span: 30-50 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $290,000$50,000$345,000$480,000$380,000$1,545,000
Total $0$290,000$50,000$345,000$480,000$380,000$1,545,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project:
Project can be phased – Number of years for phasing: Projects are already shown phased. Johnson and Mission Plaza restrooms could be phased further
by shifting design and construction out by one year.
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 250 hours/year
Permits & Environmental Review Community Development 40 hours/year
Construction Management CIP Engineering - Construction 200 hours /year
Maintenance- plan review Building, Golf & Park Maintenance 10 hours/year
Project Proponent- Project scoping, Parks and Recreation 10 hours/year
Project Administration CIP Engineering - Administration 80 hours/year
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
RESTROOM REPLACEMENT & REMODELING
Site List – For multi-year projects
Location
Estimated
Year of
Construction
Pavement Area
(for projects in right-of-way)
Jack House 2013-14
Golf Course 2015-16
Mission Plaza 2016-17
Johnson Park 2017-18
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
RESTROOM REPLACEMENT & REMODELING
Location Map
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
JACK HOUSE EXTERIOR PAINTING
Project Description
Painting the exterior of the Jack House buildings will cost $25,000 in 2013-14.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
The exterior of the historic Jack House was last painted in 1999. This request is to repaint the exterior of the main building only. Building Maintenance painted the
gift shop (wash house) in 2010, the service building is slated for remodeling which will include exterior painting, and the carriage barn paint is in acceptable
condition. In order to ensure a continuous ongoing seal, best practices call for repainting building exteriors every ten years.
This project will extend the life of the historic structure, prevent internal structural damage that would lead to more costly repairs, and enhance the look of the
facility. Regulations are also changing that would prohibit lead encapsulation work in the future, requiring full abatement. It is extremely important from a cost
containment perspective to proceed with timely repainting prior to the existing paint showing any signs of flaking or peeling.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (While specific permits may not be needed, the Jack House Committee and the CHC should be involved) n/a
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
JACK HOUSE EXTERIOR PAINTING
Operating Program Number and Title:
50230 Building Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $25,000 $25,000
Total $0$25,000 $0 $0 $0 $0$25,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: No additional costs anticipated for this project. Timely
repainting will prevent significant costs associated with lead abatement.
Anticipated Facility Life Span: The building remains in excellent condition and can be expected to serve the public indefinitely with proper maintenance. Painting
will be needed approximately every 10 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $25,000 $25,000
Total $0$25,000 $0 $0 $0 $0$25,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: N/A
Project can be phased – Number of years for phasing: N/A
Project Team
Assignment Program Estimated Hours
Project Manager Building Maintenance 80
Public Outreach & Coordination Parks and Recreation 80
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
SINSHEIMER STADIUM STAIR REPLACEMENT
Project Description
Replacing deteriorating stairs at Sinsheimer Stadium and minor ADA upgrades will cost $20,000 for design in 2013-14 and $120,000 for construction and
construction management in 2014-15.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance maintenance of City infrastructure
Need and Urgency
The easterly stairs leading to the field at Sinsheimer Baseball Stadium were constructed in the mid 1970’s. The stairs have primarily served as access to the field
area for the players and for the public during special events. The stairs are fabricated of steel with concrete treads which have degraded over the years and are
challenging to use, as they are no longer compliant with the American Disabilities Act (ADA) standards. In most of the stair treads, a portion of the concrete is
missing or has been patched. Recently, the stairs pulled away from the top landing, creating a dangerous gap that has been patched over. The top stair landing
appears to have sunk, creating the vertical displacement of the stairs. The stairs need to be replaced and the landing rebuilt, or the stairs will be required to be
closed for use. As part of the building permit process, the project must provide for some ADA upgrades, totaling at least 20% of the cost of the project.
The stadium is a facility that the City charges a fee for use. As such, it is appropriate to maintain the facility in a reasonable state of usability.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: Encroachment Permit (Public Works Department) n/a
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
SINSHEIMER STADIUM STAIR REPLACEMENT
Operating Program Number and Title:
50200 Landscape and Park Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design $20,000 $20,000
Construction $105,000 $105,000
Construction Management $15,000 $15,000
Total $0$20,000$120,000 $0 $0 $0$140,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: Replacement of these stairs is necessary to prevent high
maintenance costs from being incurred and to reduce the risk to the City associated with the stair condition.
Anticipated Facility Life Span: 25 years
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $20,000$120,000 $140,000
Total $0$20,000$120,000 $0 $0 $0$140,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: Stairs could be closed until such time as the City determines it has money to
replace them, as safety access is available at the field level. This is not recommended as the facility is one that the City charges for and is used by the baseball
teams, and for special events, by the public.
Project can be phased – Number of years for phasing:
Project Team
Assignment Program Estimated Hours
Project Management Engineering Design 40
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - LEISURE, CULTURAL & SOCIAL SERVICES
SINSHEIMER STADIUM STAIR REPLACEMENT
Project Inspection Engineering Inspection 80
Project Administration CIP Engineering - Administration 60
Project Proponent Landscape & Park Maintenance 8
Environmental Review Planning 4
Location Map
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
CITY FACILITY PARKING LOT MAINTENANCE
Project Description
Performing pavement maintenance at parking lots for City facilities will cost $400,000 in 2014-15, and $465,000 in 2015-18.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City infrastructure
Need and Urgency
Parking lot pavement maintenance is an ongoing need, and preventive maintenance is the best long-term solution in providing smooth pavement surfaces at the
lowest overall cost. Pavement maintenance on City facility parking lots has not been completed regularly, and there is significant deterioration of the pavement at
many facilities.
The City does not currently have an adopted policy for parking lot pavement maintenance however, the City has adopted and implemented pavement management
for its streets for many years. In 2009, the City’s Pavement Management Plan was updated and a goal established by the Council to maintain at least 70% of local
streets in good condition and less than 7% in bad condition, with busier streets maintained in better condition. Using these criteria as a starting point for parking
lot maintenance and applying it to City-owned parking lots, a program of funding has been developed to improve the condition of facility lots.
The total area of City maintained parking lots and asphalt surfaces located in City parks is about 360,000 square feet (8.3 acres). Approximately 50% of these
parking lots surfaces are in good condition. In order to increase and maintain this percentage at 70%, regular funding is proposed through this project. The parking
lots have been assessed as to their current condition, and priority ranked considering condition, along with use levels and safety concerns.
* Note: A PCI of greater than 70 is considered good condition and a PCI less than 30 is considered to be a bad condition.
Location Pavement Condition
Index*
Estimated
Cost
Sinsheimer Park 25.7 $400,000
1016 & 1042 Walnut Parking Lot 38.5 $110,000
Laguna Lake Park 32.0 $230,000
Santa Rosa Park 17.0 $125,000
Meadow Park 46.6 $150,000
Ludwick Community Center 12.0 $60,000
Fire Station 2 47.0 $35,000
Emerson Park 27.0 $95,000
ATTACHMENT 4
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CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
CITY FACILITY PARKING LOT MAINTENANCE
Location Pavement Condition
Index*
Estimated
Cost
French Park 35.0 $40,000
Islay Park 37.0 $85,000
The cost estimates for each year have changed from those proposed in the 2011-13 Financial Plan. This is a result of updated condition review, reprioritization, and
new hydromodification design requirements. The lot at Sinsheimer Park serves a very large facility including Sinsheimer Stadium and the Aquatics Center, and has
been deteriorating rapidly. Staff is hearing from the community on a regular basis regarding its poor condition. The recent assessment of the Stadium Building also
identified areas of non-compliance for accessible parking and access paths.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
50230 Building Maintenance
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No. – To be established as a Master Account for Facility Parking Lots
ATTACHMENT 4
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6
CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
CITY FACILITY PARKING LOT MAINTENANCE
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Construction $400,000$110,000$230,000$125,000$865,000
Total $0 $0$400,000$110,000$230,000$125,000$865,000
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: This is an existing facility so no additional maintenance
costs are anticipated. Hydromodification management strategies may require higher levels of future maintenance; required maintenance levels will be determined
after the stormwater permit is re-issued. Significant repair and replacement work will reduce callouts for problem areas and improve the customer experience at the
parks and provide a reduced risk of injury.
Anticipated Facility Life Span: Where full reconstruction is completed, the parking lot will have an expected 20 year life. For sealing work only, the life is an
estimated 5 to 8 years.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $400,000$110,000$230,000$125,000$865,000
Total $0 $0$400,000$110,000$230,000$125,000$865,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: The parking lot priority list can be rearranged which will modify the request for
each year. The recommended priority list was generated by using the existing paving conditions, level of use and safety concerns.
Project can be phased – Number of years for phasing: Project is already submitted as a phased project
Project Team
Assignment Program Estimated Hours
Project Management CIP Engineering - Design 120 hours per year
Environmental Community Development 4 hours per year
Contract Administration CIP Engineering - Administration 40 hours per year
Construction Management CIP Engineering - Construction 80 hours per year
ATTACHMENT 4
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7
CAPITAL IMPROVEMENT PLAN - GENERAL GOVERNMENT
CITY FACILITY PARKING LOT MAINTENANCE
Site List – For multi-year projects
Location
Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Sinsheimer Park 2014 2
1016 & 1042 Walnut Parking Lot 2015 4
Laguna Lake Park 2016 5
Santa Rosa Park 2017 1
Meadow Park 2018 4
Ludwick Community Ctr Parking Lot 2019 1
Fire Station 2 2019 7
Emerson Park 2020 4
French Park 2021 3
Islay Park 2021 3
ATTACHMENT 4
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8
CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
REPLACE HVAC DUCTING IN POLICE DEPARTMENT RECORDS
Project Description
Replacement of the HVAC ducting in the records division will cost $7,500 for design in 2014-15 and $40,000 for construction in 2015-16.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List: Sustain Essential Services, Infrastructure, and Fiscal Health & Enhance Maintenance of City Infrastructure
Need and Urgency
The existing HVAC distribution ducting above the ceiling is original to the building construction in 1968. The air-handling supply system was upgraded in 1982
only up to the point of the variable air volume (VAV) units. The air distribution ducting past the VAV has been field modified to accommodate changes over time.
These modifications have left the distribution ducting in a patchwork condition. Duct sizing is not correct or consistent to adjust for the length of run or designed
air-flow requirements at the vents.
The many changes have resulted in uneven and excessively noisy air-flow and air-flow imbalances from the multiple patching and sealing repairs. While noise is
an issue from an environmental perspective, the irregular sizing of the system causes high velocities that blowout the patches, so maintenance demands for the
ducting is high. This project will replace the remaining ducting to create a reliable, mechanically sound, occupant friendly (quiet) environment and minimize (or
eliminate) the numerous and on-going repairs.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Wildlife, Water Quality, Army Corps) n/a
Railroad n/a
Other: (City of San Luis Obispo encroachment permit) n/a
ATTACHMENT 4
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9
CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
REPLACE HVAC DUCTING IN POLICE DEPARTMENT RECORDS
Operating Program Number and Title:
80100 Police Administration
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Design $7,500 $7,500
Construction $40,000 $40,000
Total $0 $0$7,500$40,000 $0 $0$47,500
Detail of ongoing costs and alternatives to ongoing costs including return on investment information: No additional costs are associated with this project.
Maintenance costs are anticipated to be reduced as a result of this effort.
Anticipated Facility Life Span: Excluding catastrophe or codification requiring replacement, given proper resources are applied to maintenance and renovation,
this facility could easily serve the community for the next 50-years. Barring further modifications, this ducting will be good for the life of the building.
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $7,500$40,000 $47,500
Total $0 $0$7,500$40,000 $0 $0$47,500
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: N/A
Project can be phased – Number of years for phasing: N/A
Project Team
Assignment Program Estimated Hours
Project Manager CIP Engineering 100
Supplement Project Manager PW/Build Maint 80
Construction Inspection CIP Engineering 100
Environmental Review Planning 4
ATTACHMENT 4
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0
CAPITAL IMPROVEMENT PLAN - PUBLIC SAFETY
REPLACE HVAC DUCTING IN POLICE DEPARTMENT RECORDS
Contract Administration CIP Administration 40
ATTACHMENT 4
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1
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2
DATE: February 28, 2013
TO: City Council
VIA: Katie Lichtig, City Manager
FROM: Monica Irons, Human Resources Director
SUBJECT: CJPIA Retrospective Deposit Information
Summary
During the recent Mid-Year Budget update, staff alerted Council to a pending obligation with the
California Joint Powers Insurance Authority (CJPIA) resulting from a change in the formula
used to calculate the City’s liability and workers compensation “premiums”. Following that
meeting staff has received questions related to this, including: 1) why and how the policy was
changed, 2) why council was not aware of the change and/or obligation earlier and, 3) how the
calculation was made. Staff is providing a thorough response to those questions and more
information on the overall program below. In addition, staff will bring forth a payment plan
recommendation as part of the April 9, 2013 Strategic Budget Direction workshop.
Risk Management at the City is administered by the Human Resources Department with
assistance from the Finance and IT Department and the City Attorney’s office. Human
Resources works with departments to implement risk avoidance measures and coordinates
processing of claims, while the Finance and IT Department assists in the financial planning and
allocation of the costs associated with the programs, and the City Attorney’s Office assists with
the management of litigated claims.
Background:
The City of San Luis Obispo became a member of the CJPIA in 2003 for participation in the
liability program and in 2004 for the workers compensation program. Prior to joining the CJPIA
the City was a member of the Central Coast Cities Self Insurance Fund (CCCSIF) for general
liability and workers compensation since 1978. CCCSIF was comprised of eleven Central Coast
cities that did not share risk, but joined together to share administrative costs and to obtain
excess workers compensation and liability coverage over a set amount per claim occurrence that
was “self-insured”. The CJPIA was formed in 1977 by thirty-three cities to provide liability
protection when the insurance industry abandoned local government agencies. The CJPIA is
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composed of and governed by 121 member agencies, including 98 cities, 16 Joint Powers
Authorities, and 7 special districts.
The CJPIA provides the City with insurance coverage for liability, workers compensation, all-
risk property, commercial crime, special events, and pollution and remediation legal liability.
CJPIA provides extensive training, workshops, and academies that provide innovative risk
management solutions for public agencies. In addition, training required by Cal-OSHA or other
regulatory agencies are provided locally and free of charge to member agencies. On average,
CJPIA provides the City with 35, 4-hour training classes per year on topics ranging from traffic
control for safe work zones to discrimination and harassment prevention. In addition, CJPIA
provides legal representation on liability and workers compensation claims as well as access to
attorneys for consultation on risk avoidance in these areas as well as employment practices.
The CJPIA is governed by a Board of Directors, consisting of one elected official appointed by
each Member Agency. The Board elects a President, Vice President and seven Members of the
Executive Committee, which meets monthly to supervise and conduct CJPIA affairs. The
Executive Committee has two advisory committees - the Managers Committee and the Finance
Officers Committee that both meet monthly. The day-to-day business of CJPIA is handled by
full-time staff headed by a Chief Executive Officer, employed by the Executive Committee.
Human Resources staff is in regular contact with CJPIA staff including the liability and workers
compensation program managers and risk consultants. However, staffing constraints, workloads,
and competing priorities have limited staff’s ability to consistently participate in CJPIA advisory
and executive committees.
Historical Retrospective Funding Model and Factors Leading to the Change in Formula
For several years the CJPIA used a funding model that included a primary deposit contributed by
each member at the beginning of the coverage period (fiscal year) and retrospective adjustments
made subsequently to reconcile each member’s share of costs based upon their actual experience
and exposure. Over the years the retrospective funding model was modified by the membership
to reduce year-to-year volatility of the annual cost of coverage for individual members. These
modifications included the implementation of the “rolling retro” where only an eighth of the
retrospective adjustment calculated each year was charged to the member in that year and the
other seven-eighths was “rolled” forward to be recalculated in the next year based on actual
experience and exposure. While this methodology lessened the annual impacts for individual
member agencies, it became problematic when several coverage periods with adverse loss
development occurred sequentially. As large contributions were needed from the members to
pay for some losses, and those contributions were spread out over eight years, the operation of
the rolling retro placed the CJPIA in the position of creditor to the members.
Recognizing the challenging financial position that was developing as a result of the rolling
retro, the large losses, and other elements of the funding model, the CJPIA Executive Committee
established a Formula Review Ad-Hoc Committee in 2009 with the primary strategic objective
of ensuring the overall financial strength and security of the CJPIA. The ad hoc committee
began its efforts by adopting guiding principles that would govern its decision making. These
Attachment 5
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principles were: 1) overall financial strength and security, 2) rate stability and fairness, and, 3)
simplicity. The result was a change in the allocation policy to a “prospective” funding model.
Transitioning to the Current “Prospective” Funding Model
The prospective funding model aims at prospectively funding coverage periods sufficiently,
providing budgetary predictability for members by requiring one annual contribution and
eliminating the retrospective adjustments, and rewarding effective loss control and risk
management efforts with lower rates. Coverage years under the prospective formula (beginning
in 2013-14) will not be adjusted retrospectively on an annual basis. However, if net asset levels
become insufficient, an assessment may be needed in the future.
A transition plan was established by the CJPIA to move from the retrospective funding model to
the prospective funding model. The transition period was defined as July 2010 through June
2013. Each member was notified of its outstanding balance and provided information about how
the retrospective balances would be paid at the end of the transition period. An incentive was
offered to members that wanted to pay some or all of their outstanding retrospective balance.
Incentives varied depending upon when early payments were made, but generally amounted to a
credit toward the principal owed.
In 2010, the City had an Interim Finance Director who was familiar with the retrospective
deposit calculations historically used by the CJPIA, as well as the newly adopted prospective
calculations. Finance and Human Resources staff met, reviewed the adopted policy and payment
options presented by CJPIA and discussed them in light of the City’s financial situation at the
time, the incentive versus opportunity to continue to spread the costs over one or more years, and
the potential for overpayment because the retrospective deposit amount would continue to be
recalculated until the claims were closed. The retrospective deposit amount fluctuated and
decreased by approximately $1 million during the three-year transition period. Staff
recommended to the City Manager that the City not participate in an early payment incentive
program but instead defer payment through the transition period and take advantage of a
proposed payment plan that would spread the cost over one or more years. The City Manager
approved this recommendation and CJPIA was notified of this decision on August 10, 2010.
With hindsight, this may have been an opportune time to inform Council of the changes to the
funding model and estimated future financial impacts. However, the retrospective deposit was
not a “new” obligation and CJPIA payments were typically addressed during budget or financial
plan updates.
In developing estimates for the upcoming 2013-15 financial plan, Human Resources staff
requested the most recent estimates from CJPIA for the annual prospective contributions for
liability and workers compensation, as well as the most recent retrospective deposit amount.
With the most recent figure of $3.1 million and an initial payment due in July 2013, staff took
the opportunity to highlight this obligation for Council at the Mid-Year Budget update on
February 19, 2013 and staff will analyze and recommend the most prudent payment schedule at
the April 9, 2013 Strategic Budget Direction Workshop. Staff recognizes this one-time
obligation could have been addressed in the Five Year Fiscal Forecast to help set the context for
Attachment 5
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the overall financial condition during the next two year financial plan and beyond. However,
staff transitions as well as timing of the most recent estimate, precluded this.
Closing
Time will tell whether the prospective funding model is effective and provides the funding
confidence level necessary to ensure financial strength and security and rate stability. Staff, with
assistance from CJPIA, will continue to maintain and enhance a comprehensive risk management
program aimed at reducing risk and protecting City assets, while monitoring liability and
workers compensation costs and considering options to ensure cost effectiveness in this area.
Attachment 5
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Attachment 6
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Attachment 6
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Attachment 6
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Attachment 6
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12 LOCAL AGENCY INVESTMENT GUIDELINES
INVESTMENT TYPE MAXIMUM
MATURITYC
MAXIMUM
SPECIFIED
% OF
PORTFOLIOD
MINIMUM
QUALITY
REQUIRE-
MENTS
Local Agency Bonds 5 years None None
U.S. Treasury Obligations 5 years None None
State Obligations—
CA And Others 5 years None None
CA Local Agency
Obligations 5 years None None
U.S Agency Obligations 5 years None None
Bankers’ Acceptances 180 days 40%E None
Commercial Paper—
Select AgenciesF 270 days
25% of the
agency’s
moneyG
“A-1” if the issuer
has issued long-
term debt it must
be rated “A” without
regard to modifiersH
Commercial Paper—
Other AgenciesI 270 days
40% of the
agency’s
moneyJ
“A-1” if the issuer
has issued long-
term debt it must
be rated “A” without
regard to modifiersH
Negotiable Certificates
of Deposit 5 years 30%K None
CD Placement Service 5 years 30%K None
Repurchase Agreements 1 year None None
Reverse Repurchase
Agreements and Securities
Lending Agreements
92 daysL
20% of the
base value of
the portfolio
NoneM
Medium-Term NotesN 5 years 30%“A” Rating
Mutual Funds And Money
Market Mutual Funds N/A 20%O MultipleP,Q
Collateralized Bank
Deposits 5 years None None
Mortgage Pass–Through
Securities 5 years 20%“AA” RatingR
Bank/Time Deposits 5 years None None
County Pooled
Investment Funds N/A None None
Joint Powers Authority Pool N/A None MultipleS
Local Agency Investment
Fund (LAIF)N/A None None
FIGURE 1
ALLOWABLE INVESTMENT INSTRUMENTS PER STATE GOVERNMENT
CODE (AS OF JANUARY 1, 2011)A APPLICABLE TO ALL LOCAL AGENCIESB
See “Table of Notes for Figure 1” on the next page for footnotes related to this figure.
Attachment 6
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San £uis Coastal C/nified School Gtstrtci
1500 Lizzie Street
San Luis Obispo, CA 93401-3062
(805) 549-1200
February 14, 2013
Stephen Gesell, Chief of Police — - ; , ^^.^u
City of San Luis Obispo
1042 Walnut Street
San Luis Obispo, CA 93401
Dear Chief Gesell:
The current agreement between San Luis Coastal Unified and the City of Morro Bay to share the
costs of a school resource officer will expire June 30, 2013. It is no secret that our budget
situation will create some very difficult choices in 2013-14. We will likely be eliminating some 20-
30 positions and the people who occupy them. We will be ending several educational programs
that have been in place for many years.
It is my intent to be forthright and timely in our communications with the City on the issue of a
contract for SRO services while you are beginning your own budgeting process. We are entering
our budgeting process in the next few weeks and wanted you to be aware that our contract with
local law enforcement agencies in Morro Bay and San Luis Obispo will be on the table for
consideration of possible reduction. While no formal decision has yet been made it is possible that
staff's recommended options will not include continuation of the contracted services.
We very much value the efforts and contributions the SRO has made to our organization in the
past.
Respectfully,
Dr. Eric Prater
Superintendent
Russell Miller
Assistant Superintendent
Business Services
S:\SUPTOFFICE\BUSINESS\Legal\Contracts\2012-2013\SLO SRO End Agreement Letter.docx
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