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FROM: Wayne Padilla, Director of Finance & Information Technology
SUBJECT: UPDATE ON THE CITY’S FISCAL STATUS AND STATUS OF MAJOR
CITY GOALS
RECOMMENDATION
1. Review and discuss an update on the City’s fiscal status based on unaudited 2012-13
year-end financial results and first quarter trends in 2013-14.
2. Review and discuss the status of the City’s progress in accomplishing the Major City
Goals adopted by Council for 2013-15.
REPORT IN BRIEF
This report provides information on three related topics:
• 2012-13 unaudited financial results.
• 2013-14 fiscal outlook for the General Fund and the Enterprise Funds.
• Update of progress on Major City Goals and Other Important Objectives.
Interim financial results for the 2012-13 year reflect a number of positive outcomes. First,
realized General Fund revenues exceeded budget estimates by $1.4 million, even after the
deferral of $300,000 in Development Fees into the current year to pay for the cost of
development plan reviews. Transient Occupancy Taxes exceeded the pre-recession peak in
2011-12 and have continued to grow, increasing by 6.7% in 2012-13. Property taxes grew for the
first time in three years, reflecting 2% growth over the prior year. These results confirm that the
City is realizing slow, steady growth in the major revenues of the General Fund and is no longer
facing the budget shortfalls of two years ago. With respect to expenses, the General Fund
realized savings of $2,700,000 or 4.5% of the budget, after taking into account the annual
rollover of encumbrances to the current year that represents future obligations to vendors totaling
$1,756,000. The expenditure savings came from a variety of spending categories and across all
departments.
With respect to the Water and Sewer Enterprise Funds, revenues exceeded budget estimates by a
wide margin, mainly because operating revenues from the final quarter were much stronger than
anticipated and development impact fees surged during the same period. Water Fund impact
fees exceeded the budget by $618,000 while operating revenues came in $530,000 over the
budget estimate. These amounts were partially offset by lower interest income which was
$225,000 below the budget estimate. The Sewer Enterprise Fund revenues were $1.1 million
over the budget estimate. Development Impact fees accounted for $100,000 of the difference
while service charges came in $1.0 million more than was expected after the last budget revision
in June.
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
same forecast two years ago. However, one cannot overlook that forecast revenues will be
12-10-13
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Update on the City’s Fiscal Status and Major City Goals Page 2
reduced by more than $7 million in the event that the Measure Y revenue stream is not continued
past April 2015.
The City has an ambitious portfolio of work to be accomplished during 2013-15. Attachment 1
includes a detailed report on the status of Major City Goals and Other Important Objectives set
by the Council as part of the 2013-15 Financial Plan. The status is provided as of November 1,
2013.
Important progress has been made on all seven Major City Goals and the three Other Important
Objectives. Summarized later in this report are some high profile accomplishments that are
worthy of further attention including the full implementation of the Community Action Team by
the Police Department, steps taken to enhance the Park Ranger Service, the completion of two
important bicycle-oriented projects and achievement of a major milestone in the efforts to adopt
an updated Land Use and Circulation Element. Overall the efforts being dedicated to Major City
Goals, departmental work programs and day-to-day service are paying dividends in terms of
service to the community.
DISCUSSION
Unaudited 2012-13 Year-End Results Summary
While the annual outside audit is not yet complete, staff believes the following information is
sufficiently accurate to portray the financial results that were achieved as of June 30, 2013. 2012-
13. Final audited financial statements are expected to be issued by the end of December 2013
and the Comprehensive Annual Financial Report (CAFR) is scheduled for presentation in
January 2014.
The following tables provide comparisons between the budget and the actual results for both
revenues and expenditures of the General Fund.
Budget Actual Variance
14,006,29214,298,400 292,108
6,340,0006,493,800153,800
9,003,0009,176,600 173,600
3,533,2003,533,189 (11)
4,662,7004,928,000 265,300
5,395,0005,572,400 177,400
2,498,0002,552,300 54,300
2,050,0002,038,900 (11,100)
1,233,8001,198,500 (35,300)
sub-total48,721,99249,792,0891,070,097
Development Review Fees 2,360,9002,595,200 234,300
Recreation Fees 1,527,9001,747,900 220,000
Other Service Charges 1,867,7001,851,400 (16,300)
Use of Money & Property289,000282,900 (6,100)
Subventions & Grants 1,562,9001,355,200 (207,700)
Fines & Forfeitures 167,200159,700 (7,500)
VLF 019,300 19,300
Other Sources *1,147,2831,270,345 123,062
sub-total8,922,8839,281,945359,062
Total:57,644,87559,074,0341,429,159
Franchise Fees
Business Tax
Gas Tax/TDA
Major Tax Revenues
Service Charges
Sales Tax: General
Sales Tax: Measure Y
Property Tax
Property Tax in Lieu of VLF
Utility Users Tax
Transient Occupancy Tax
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Update on the City’s Fiscal Status and Major City Goals Page 3
Overall, because of prudent spending and over-realized revenue the General Fund’s undesignated
Reserve grew by $5.3 million which exceeded the budget estimate by $5.1 million. Part of this
increase ($1.8 million) is due to a one-time adjustment made directly to the fund balance in order
to recognize accrued sales taxes according to the calculated value by the State. Going forward,
sales taxes will remain in line with the normal budget forecast growth trends and no significant
adjustments to the year-end accrual will need to be made. While this is good news by any
measure, in accordance with City’s Budget and Fiscal Policy, any potential use of the excess
reserve should be focused on one-time expenses.
As part of the Sustain Fiscal Health Major City Goal a number of analyses are underway which
may present opportunities to use these funds including but limited to the analysis of paying down
obligations to the California Public Employees Retirement System and making a change as it
relates to workers compensation and liability insurance. Moreover, there are several other high
priority projects that may benefit from one-time investments, such as limiting debt on the Los
Osos Valley Road interchange project or investing in the new Homeless Services Center.
Moreover, a contingency plan for the possible loss of the Measure Y revenue stream in the event
that it is not extended beyond April 2015 is scheduled for development in the first half of 2014.
Some of this amount in excess of the 20 percent reserve may be needed to fill the gap until the
contingency plan can be fully implemented. Lastly, as indicated in September when the Council
approved resources to address the workload in our development review functions, some of this
funding may be needed to continue staffing and contractual services to process development
permits. Staff will return at mid-year to provide an accounting of the funds previously dedicated
to this effort. Additionally, since this is only the presentation of 2012-13 unaudited financial
results, it is prudent to wait until the mid-year financial update is presented to the City Council in
February before determining how much, if any, of the reserve should be applied to one-time
costs.
The adopted 2013-14 General Fund budget of approximately $59.9 million includes the use of
$2.3 million from the reserve for one-time expenses. These costs include $1.2 million for Skate
Park construction; $500,000 for replacement of Information Technology equipment; $500,000
for reinvestment in Major Facility Replacement projects; $20,000 for permit streamlining
Budget Exp. + Encumb.Variance
3,382,4003,270,600(111,800)
1,104,0001,096,300(7,700)
3,121,3003,029,300(92,000)
5,437,0005,083,800(353,200)
4,002,0003,924,700(77,300)
3,783,5003,544,200(239,300)
11,981,00011,193,800(787,200)
15,275,80014,280,800(995,000)
9,915,5009,744,300(171,200)
58,002,50055,167,800(2,834,700)
Transfer Out 6,887,4006,988,600101,200
Total Dept. + Transfers 64,889,90062,156,400(2,733,500)
(3,732,100)(3,732,100)0
(2,100,000)2,100,000
59,057,80058,424,300(633,500)
Police
Fire
Total Departmental
Reimbursed Expenses
Estimated Savings
Savings in excess of estimate
City Attorney
Human Resources
Finance & IT
Community Development
Parks and Recreation
Public Works
Administration
Expenditures
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Update on the City’s Fiscal Status and Major City Goals Page 4
implementation; $50,000 for Revenue Measure Outreach and Education. Had these one-time
costs not been planned, the General Fund would reflect an excess over expenditures of $141,000.
The following tables provide an overview of the unaudited results for the Enterprise Funds.
The Transit program budgets for the full allocation of TDA revenues that are available each year,
but can only recognize the amount needed to fund that year’s operations. At the end of the year
any excess funds are deferred for use in a later year and this past year’s deferral shifted $462,000
into the current year.
Savings in Parking CIP projects is mainly due to the early phase of design on the Palm-Nipomo
parking structure. The design is budgeted but had not begun in earnest before the end of 2012-13.
The revenue variance is due largely to the program having paid $74,000 more in surcharges to
the county for processing parking tickets, based on higher than expected overall fine generation.
Water Fund Budget Exp. + Variance
Revenues 17,418,700 18,358,400 939,700
Expenditures
Operating Programs 15,311,200 13,784,700 (1,526,500)
CIP Projects 1,959,000 1,322,900 (636,100)
Debt Service 2,187,600 2,153,600 (34,000)
Other Sources (Uses) 0 - 0
Totals: 19,457,800 17,261,200 (2,196,600)
Sewer Fund Budget Exp. + Encumb. Variance
Revenues 15,225,500 16,444,600 1,219,100
Expenditures
Operating Programs 8,535,100 8,126,500 (408,600)
CIP Projects 6,797,400 4,382,700 (2,414,700)
Debt Service 2,995,000 2,939,800 (55,200)
Other Sources (Uses) (67,600) 14,390 81,990
Totals: 18,259,900 15,463,390 (2,796,510)
Transit Fund Budget Exp. + Encumb. Variance
Revenues 4,545,600 4,066,700 (478,900)
Expenditures
Operating Programs 3,393,600 3,176,400 (217,200)
CIP Projects 1,001,500 933,500 (68,000)
Debt Service 0 - 0
Other Sources (Uses) 0 - 0
Totals: 4,395,100 4,109,900 (285,200)
Parking Fund Budget Exp. + Encumb. Variance
Revenues 4,863,100 4,756,300 (106,800)
Expenditures
Operating Programs 2,609,400 2,473,100 (136,300)
CIP Projects 1,860,900 185,400 (1,675,500)
Debt Service 1,525,600 1,518,700 (6,900)
Other Sources (Uses) 100,000 100,700 700
Totals: 6,095,900 4,277,900 (1,818,000)
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Update on the City’s Fiscal Status and Major City Goals Page 5
2013-14 General Fund Revenue Outlook
The current economic cycle indicates a continuing slow and steady recovery. This is consistent
with the revenue forecast that was built into the City’s 2013-15 Financial Plan. The Central
Coast Economic Forecast (presented on November 22, 2013) indicates that the overall economic
indicators for the region are positive and that the recovery is broad-based. Job growth is strong,
tourism is playing an important role in the economic recovery and housing starts are growing. In
sum, Jordan G. Levine Economist & Director of Economic Research for Beacon Economics
indicated the following with regard to the entire county region:
• San Luis Obispo is in the midst of a recovery
o Labor markets growing, housing starts increasing and prices rising, and
spending strong
• One of the fastest growing areas in the state
o 1 of 4 economies to exceed pre-recession peak
• Recovery: broad based across sectors & cities
o Ag, tourism, energy, spending and construction all in the growth mix
• Energy projects conclude next year
o Tourism and domestically-focused spending should offset
• The County has come far since the end of the Great Recession
o SLO is poised for continued growth in 2014 and beyond
While the general outlook is positive there are a few aspects that are cause for concern. Mr.
Levine pointed out that continued concerns about the availability of water may impact the future
growth of certain industries as well as have an impact on housing and tourism. In addition, he
reiterated and emphasized the pending changes to the funding formulas and increases to the
employer rates b y the California Public Employees Retirement System (PERS). In addition to
these concerns, the City cannot look past November 2014 in determining how the revenue stream
may be altered if the Measure Y revenue stream is not extended. Finally, the City must continue
its efforts to evaluate options for obtaining workers’ compensation and liability insurance.
As the federal government faces continued uncertainty due to its inability to pass a budget, limit
the growth of the federal spending limit and struggles with the issues related to the unsuccessful
launch of the Affordable Care Act, local government must continue to wait and see if there will
be financial impacts resulting from these issues. On the other hand, the State government seems
to be feeling the positive effects of the turnaround in the economy and is practicing prudence in
terms of avoiding major spending sprees with over realized revenues.
The City’s top five General Fund revenues—sales tax, property tax, TOT, utility users tax, and
property tax in lieu of vehicle license fee (VLF) – account for about 74% of total General Fund
revenue sources. By focusing on them, one can obtain an excellent understanding of the City’s
revenue position. Based on year-end results and preliminary information that has surfaced since
then, the following is an initial, high-level assessment of the current outlook for these revenues
in 2013-14.
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Update on the City’s Fiscal Status and Major City Goals Page 6
Sales Tax. General sales tax receipts in 2012-13 were $292,000 (2.8%) higher than estimated
due to recoveries in nearly every major business category: new motor vehicles, lumber and
building materials, home furnishings, and department stores. Similar recoveries were
experienced statewide. Revenues from the local ½-cent sales tax (Measure Y) were also higher
than expected by $154,000 (2.4%).
Actual results for 2012-13 indicate that general sales tax receipts have recovered to 2006-07
levels. The 2013-15 Financial Plan assumes that the revenue will grow by 3.8% in 2013-14 and
4% in 2014-15. Recent information received from HdL, the City’s sales tax monitor, indicates
that our growth assumptions are on target, however it is prudent to wait until results are available
for the current quarter of retail sales in order to determine if the holiday season generated the
expected level of sales tax that was assumed in their forecast.
Property Tax. Property tax revenues for 2012-13 were $173,600 or 1% above the budget
estimate and reflect the first growth period after 3 years of decline. The 2013-15 Financial Plan
assumes that property taxes would grow by 4.4% in 2013-14 due in part to County’s lowering of
the property tax administration fee by $170,000 annually. This reduction was legally mandated
by a court ruling that applied to how counties could charge for the service of collecting the City’s
portion of property taxes. In 2014-15, property taxes are estimated to grow by an additional
1.5%.
Transient Occupancy Tax (TOT). Results for 2012-13 were $177,000 better than the budget
estimate and a total of 6.7% over the prior year. Based on the first three months of 2013-14, the
City continues to see year-over-year increases in this revenue source. The 2013-14 budget
assumes that TOT revenues will increase by 6.6% over 2012-13 and it appears that the strong
start to the fiscal year will position the City to meet or exceed that target.
Utility Users Tax (UUT). Results for 2012-13 exceeded the budget estimate by $265,000 or
6%. This revenue is based on utilities including water, telephone, cable television, natural gas
and electricity. The increase in revenue may be due in part to the adoption of Measure D which
updated the UUT Ordinance and modified the rate applied against telecommunications charges
while increasing the breadth of services to which the tax applies. Staff is still researching these
results as it appears that an increased level of revenue is being realized due to the change in the
ordinance but not enough time has passed to determine the amount of the increase on an annual
basis. The UUT is forecast to grow by 2% in 2013-14 and 2.5% in 2014-15.
Property Tax in Lieu of VLF. This reflects revenues from the “swap” of VLF “backfill”
revenues from the State in return for an offsetting portion of the property tax revenues. Actual
results for 2012-13 were on target with estimates. This revenue is projected to increase 1.5% in
2013-14, based on current assumptions and information from the county.
2013-14 General Fund Expenditure Outlook
General Fund expenditures are generally on target for the first quarter of 2013-14. City staff has
a track record of containing costs within the overall approved budget. Other measures have been
implemented that will contain costs including the creation of the 2nd Tier PERS program which
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Update on the City’s Fiscal Status and Major City Goals Page 7
will continue to provide savings as new employees join the city under the new plan. These are all
signs of prudent fiscal management.
Unlike the issues that faced the City at the time the last 2-year Financial Plan was adopted, this
Financial Plan’s expense patterns do not contain the same scope and scale of uncertainties with
respect to establishing the baseline for employee compensation and benefits. Policy leadership
by the City Council and implementation efforts by City employees have led to this outcome.
Concessions achieved with all bargaining groups and unrepresented management personnel have
resulted in annual, ongoing cost savings of $2.6 million in the General Fund and $3.1 million
across all funds. These cost savings, coupled with past budget reductions and the slow, steady
growth in revenues that the city is experiencing are helping the City maintain balanced budgets
while funding critical services for its constituents and increasing its level of investment to vital
infrastructure components.
With respect to infrastructure, full funding of the Santa Rosa Skate Park is provided in the 2013-
15 Financial Plan, with construction slated to begin in 2014. Other projects are set to begin that
improve bicycle facilities, reduce traffic congestion, maintain city streets and sidewalks and
construct the Los Osos Valley Road/101 Overpass widening project which is set to begin during
2014-15.
2013-14 Outlook for Enterprise Funds
Water Enterprise Funds
Revenues
Overall revenues are projected to increase by 4% ($726,100) in 2013-14 from the prior fiscal year.
This reflects an increase in water service rates of 7.5% and a conservative estimate of development
impact fee revenue. Revenue from water sales, including sales to Cal Poly, reflects prior year sales
with the proposed rate increases applied. Development impact fee revenues for 2013-14 are projected
to be $670,000 which is almost equal to the amount realized in 2012-13. To date, $450,000 has been
received already this year. Overall, the assumptions about development impact fee revenues for
2013-14 reflect a strongly conservative approach based on an economy that is still recovering and
inherent volatility in the building industry. Current year-to-date results suggest that water sales are
on target to meet 2013-14 projections.
Operating Program Expenses
The Water Fund’s operating program budget was developed in order to provide the community with
high quality, safe and reliable water services. Of the total operating program cost increase about half
is attributable to a temporary need for additional project management to assist in delivering important
capital projects to the community in a timely manner. This is a short-term need driven by the
anticipated volume of capital project workload and available resources in Public Works at this time.
The additional resources will be used to accomplish both Water and Sewer projects.
Capital Improvement Plan
Long-term infrastructure planning is essential to providing high quality, safe and reliable water
services for the community. The City’s 2013-18 five-year Capital Improvement Plan (CIP) identifies
approximately $2.5 million per year in projects that will maintain and replace the City’s water system
infrastructure. These projects include pipeline replacements, major equipment upgrades, ongoing
treatment processes, and technology.
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Update on the City’s Fiscal Status and Major City Goals Page 8
Sewer Enterprise Fund
Revenues
Overall revenues are projected to increase by 3.5% ($535,500) in 2013-14 from the prior fiscal year.
This reflects an increase in sewer rates of 4% and a conservative outlook on development impact
fees. Revenue from sewer services, including sales to Cal Poly, reflect historic trends as well as the
proposed rate increases. Development impact fee revenues are estimated at approximately $155,000
annually during 2013-15 which is less than ½ the amount that was received in 2012-13. The
assumptions about development impact fees reflect a strongly conservative approach based on an
economy that is still recovering and inherent volatility in the building industry.
Operating Program Expenses
The Sewer Fund’s operating program budgets were developed in order to provide the community
with protective, reliable wastewater services.. Of the total operating program cost increases, $58,800
is attributable to a temporary need for additional project management to assist in delivering important
capital projects to the community in a timely manner. This is a short-term need driven by the
anticipated volume of capital project workload and available resources in Public Works at this time.
The additional resources will be used to accomplish both water and sewer projects.
Capital Improvement Plan
The 2013-18 five-year Capital Improvement Plan identifies nearly $80 million in infrastructure
improvement and replacement projects over the next five years. The Sewer Fund will be investing in
four significant lift station replacements, pipeline replacements averaging $1 million per year, and
major maintenance at the Water Reclamation Facility. In addition, the Fund is being prepared to
support a $63.2 million upgrade at the Water Reclamation Facility in the five-year period.
Transit Enterprise Fund
The Transit Fund remains sensitive to fuel price fluctuations as well to some uncertainty in the
on-going level of annual subsidy funding obtained from both the state and federal governments.
While state funding has been forecast to increase by 22% in the current year, it is difficult to
predict future levels, which causes staff to work very closely with their contacts at these agencies
to stay on top of current developments.
Parking Enterprise Fund
The Parking Fund is benefitting from the forecast growth predicted for local retail sales as this is
creating more usage of the parking lots and garages. The recent addition of Sunday parking
services, the new credit-card meters and the weekend residential parking enforcement are
strengthening the fund’s revenue base.
MAJOR CITY GOAL UPDATE
The attached report (Attachment 1) details the status of Major City Goals and Other Important
Objectives set by the Council as part of the 2013-15 Financial Plan. The status is provided as of
November 1, 2013. In general, we are on track in accomplishing the objectives based on the
work programs adopted by the Council. As discussed in the report, there have been changes to
the work programs due to a variety of factors; most of which are related to the timing of
accomplishing tasks rather than the elimination of work program elements. Revised timelines
are reflected by italics in the attached report.
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Update on the City’s Fiscal Status and Major City Goals Page 9
Some exciting accomplishments since July include:
• The City Council approved an ordinance to permanently institute a safe parking program.
• The Community Action Team in the Police Department was fully implemented and is
working diligently to address illegal and adverse behaviors such as public intoxication
and aggressive panhandling that impact the community.
• The City Council appointed 10 residents to the Revenue Measure Advisory Committee
(RMAC) and the committee’s work is well underway. A variety of information in
support of RMAC’s mission including Frequently Asked Questions and “story boards”
on accomplishments from Measure Y have been posted to the city’s website.
• The Class 1 bikeway which connects the Bob Jones Trail to Los Osos Valley Road is
under construction and anticipated to be completed in the next quarter.
• The Park Ranger Service has been enhanced with the addition of a new employee who
will focus on maintenance and enhancement of the City’s open space.
• Street reconstruction of California Boulevard including the installation of the “Green
Bike Lane” (neon green bike lane that enhances bike safety at the Highway 101 exit) was
completed during the first quarter of the fiscal year.
• As part of the Land Use and Circulation Element (LUCE) update the City Council
provided direction on the Physical Alternatives for future development sites.
Details of each goal’s work program and status in achieving the tasks is provided in Attachment
1. Staff will present the next “formal report” to the Council in February 2014 as part of the
2013-14 Mid-Year Budget Review. In the interim, staff will keep the Council up-to-date on the
status of major projects through agenda reports, Council Notes and other briefing opportunities.
ATTACHMENTS
1. Major City Goal Update
T:\Council Agenda Reports\Finance & IT CAR\Finance\2011\CAR First Quarter Update 12-13-11.docx
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STATUS OF GOALS AND OBJECTIVES
As of November 1, 2013
CITY OF SAN LUIS OBISPO
Attachment 1
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STATUS OF GOALS AND OBJECTIVES
As of November 1, 2013
TABLE OF CONTENTS
INTRODUCTION
Overview 1
Report Card: Major City Goals and
Other Important Council Objectives 1
Action Plan Changes 2
Next Report 2
MAJOR CITY GOALS
Homelessness 3
Neighborhood Wellness 7
Sustain Essential Services & Fiscal Health 10
Bike & Pedestrian Paths 15
Economic Development 17
Assess & Renew the Downtown 19
Skate Park Construction 21
OTHER IMPORTANT COUNCIL
OBJECTIVES
Open Space Expansion 23
Infrastructure Maintenance 26
Improve Transportation 30
CARRYOVER GOALS AND OBJECTIVES
Update Land Use and Circulations Elements 32
STATUS OF MAJOR CIP PROJECTS
Status of Major Capital Improvement 34
Plan (CIP) Projects
Attachment 1
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INTRODUCTION
E-1
OVERVIEW
This report details the status of Major City Goals
and Other Important Council Objectives set by the
Council as part of the 2013-15 Financial Plan as of
November 1, 2013. In general, we are off to a good
start in accomplishing these
objectives based on the work
programs adopted by the Council.
Report Card. The following is a
quick “report card” on the status of
Major City Goals and Other
Important Council Objectives based
on the “action plans” approved by
the Council as part of the 2013-15
Financial Plan.
As a benchmark, at November 1,
2013, we are 16 percent through the
two-year Financial Plan period. Most of the goals
and objectives are just getting started, but progress is
being made nevertheless.
Organization. The “report card” is followed by a
short summary of notable changes from the original
action plan. After this is a more detailed report on
each Major City Goal and Other
Important Council Objective,
which shows the objective, action
plan as adopted by the Council.
Revisions are displayed as follows:
Additions are shown in italics;
Date changes are shown in
italics and highlighted in a separate
column; and
Deletions are shown in
strikeout.
Report Card: 2013-15 Major City Goals & Other Important Objectives – Percent Complete as of 11/1/13
Important Note
Many of these objectives are
multi-year goals that have
activities associated with
them that go beyond the
2013-15 Financial Plan
period. This status report is
focused on approved
“Action Plan” tasks as of
November 1, 2013.
0%10%20%30%40%50%60%70%80%90%100%
Address Homelessness
Neighborhood Wellness
Preservation of Essential Services & Fiscal Health
Bike/Pedestrian Paths
Economic Development Strategic Plan
Assess/Renew Downtown
Skate Park Construction
Major City Goals
0%10%20%30%40%50%60%70%80%90%100%
Improve Transportation
Infrastructure Maintenance
Open Space Expansion
Other Important Council Objectives
Attachment 1
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INTRODUCTION
E-2
ACTION PLAN CHANGES
As noted above, in general we are off to a good start
in accomplishing the 2013-15 goals and objectives
based on the work programs adopted by the Council.
Notable changes from the original action plans
include the following:
NEXT REPORT
Staff will present the next “formal report” to the
Council in February 2014. In the interim, we will
keep the Council up-to-date on the status of major
projects through agenda reports, Council Notes and
other briefing opportunities.
Attachment 1
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
E-3
IMPLEMENT COMPREHENSIVE STRATEGIES TO ADDRESS HOMELESSNESS
Objective: 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.
Action Plan:
Task Current Revised
Encourage existing, improved, and expanded services
1. Increase coordination and representation of City interests in discussions 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.
Ongoing
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.
Ongoing
3. Continue, and increase where feasible, financial support for Maxine Lewis, Prado, Safe Parking
Program, GIA Program, Housing Programs and Warming Station.
Ongoing
4. Utilize the Human Relations Commission to outreach to the community and maintain focus and
strategic support and direction on homeless issues.
Ongoing
5. Continue to implement Housing Element programs Ongoing
6. Work with developers to include affordable housing units in projects and to complete housing
projects in process.
Ongoing
7. Look for new opportunities to use Affordable Housing Fund and grant monies to leverage
other funds for affordable housing projects.
Ongoing
Support the establishment of a new homeless services center
1. Execute a MOU between the City, County and CAPSLO to formalize the common objectives
and methods for achieving development of a Homeless Services Center.
12/13 04/14
2. Continue, and increase where feasible, financial support for the Homeless Services Center. Ongoing
Pursue good-neighbor, safety and quality of life programs
1. Implement a CAT team concept to address adverse transient/homeless behaviors. Ongoing Completed
2. Work with CAPSLO to enhance and support a comprehensive Good Neighbor Policy. Ongoing
3. Develop all elements needed for donation station implementation, including monitoring, 12/13 06/14
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
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Task Current Revised
maintenance, fund collection, deposition of funds, identification of recipients, and locations.
4. Council direction on option for restroom provision. 1/14
5. Collaborate with interested private entities to implement a donation station program. 2/14 Ongoing
6. Start restroom implementation with completion date dependent upon solution (see “Assess
and Renew the Downtown” goal for specific recommendations.)
7/14
Status Summary: 12.5% Complete. The following is a summary of accomplishments and important next steps for this
goal:
Affordable Housing
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 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 program, and the proposed Homeless Services Center project.
On August 20th, Council adopted changes to Chapter 17.90 (Affordable Housing Incentives) of the Zoning Regulations to
be consistent with State density bonus law. The City’s Affordable Housing Incentives were last updated in 1995 and State
law related to affordable housing production has substantially changed. Some highlights of the adopted changes include
additional definitions, greater percentage of density bonus allowed for providing affordable housing and additional
options for alternative incentives and concessions. This amendment was particularly timely since the City is updating the
Housing Element and jurisdictions must have updated density bonus ordinances.
Staff is collaborating with HASLO regarding their option to develop affordable housing in the Margarita Area Specific
Plan (MASP). HASLO is in the preliminary stages of developing plans to construct affordable housing on a two acre
property that is required to be dedicated by the property owner/developer of the subdivision.
Work commenced on updating the City’s General Plan Housing Element. State law establishes a schedule for cities and
counties to periodically update their housing elements. Under this schedule, the City is required to adopt an updated
housing element on or before June 30, 2014. The update process is a tool to modify housing policies and programs to
reflect the changing needs, resources, and conditions in the community, and to respond to changes in housing law.
On November 19th, Council will consider an Affordable Housing Fund award for the Housing Trust Fund (HTF) in the
amount of $30,000. The HTF provides three key services that benefit affordable housing in the City of San Luis Obispo:
1) financing, 2) technical assistance and 3) advocacy. The HTF provides funding for affordable housing projects,
including property acquisition, construction and refinancing. HTF staff also serves as a resource to City staff working with
developers on affordable housing projects.
On September 27th, Habitat for Humanity of San Luis Obispo County (HFH), City officials and a number of community
partners attended a home dedication ceremony for the families of HFH’s affordable housing development located at 3212
Rockview Place. The site is approximately 12,000 square feet in area and the project included the development of three
single-family homes. These homes are deed restricted for purchase by very-low income families under the City’s long-
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
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term affordability program. Each home occupies its own lot and includes approximately 1,000 square feet of living area
with three-bedrooms and 1½ baths. The Habitat families that purchased the homes have performed over 500 hours of
sweat equity on their home. They purchased the homes with a no-interest loan and their monthly mortgage payments will
be used to support Habitat’s work throughout the County. The City contributed a Community Development Block Grant
of $241,217 and an Affordable Housing Fund grant of $38,783 for property acquisition and site clearance and
remediation.
On October 15th, Transistions Mental Health Association of San Luis Obispo County (TMHA), City officials and a
number of community partners attended an open house and guided tour of “Hope House”, TMHA’s recently constructed
permanent supportive housing development located at 1306 Nipomo Street. The project included the renovation of an
existing 2,333 square foot home into two studio units and a wellness center and construction of a new two-story building
with six studio units and vehicle parking. All eight units are fully furnished and residential support services for the tenants
are provided on-site in the wellness center. These units are deed-restricted for rent by very-low income individuals under
the City’s long-term affordability program. The City contributed development review and citywide impact fee waivers to
the project.
The Moylan Terrace housing development located at 851 Humbert Street has completed and sold Phase 1 of the
development. The project includes 80 residential townhomes and a building with a community room and one rental
apartment. Of the 81 units, 49 are deed-restricted under the City’s long-term affordability program with the remainder to
be sold as “workforce housing” (between 120% and 160% of the County median income). The project includes a mix of
affordability for the 49 deed-restricted units, including 2 very-low, 14 low and 33 at the moderate income levels. Phase 2
of 7 is under construction with completion expected in spring of 2014. The City contributed an Affordable Housing Fund
grant of $709,900 for property acquisition and development review and citywide impact fee waivers for the affordable
units.
Homeless Services
On October 1st, Council approved amendments to Title 17 (Zoning Regulations) of the Municipal Code to permit and
provide standards for the operation of safe parking facilities on private properties within the City. The Ordinance provides
a limited exception to allow safe parking facilities on property located outside of the public right-of-way in certain zoning
districts subject to permit requirements; performance standards and use permit considerations to ensure that safe parking
facilities will be compatible with surrounding uses and effective at facilitating participants’ transition to permanent
housing. This Ordinance is effective October 31st.
On October 1st, Council adopted funding priorities for the 2014 CDBG Program Year. The City has received seven
applications requesting a total of $754,695. The City expects to receive approximately $460,000 for the upcoming year.
The City has 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.
Staff 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. Staff implements the
General Plan Housing Element, which contains policies and programs that support housing and service agencies whose
mission it is to develop programs for the City’s homeless population. Staff promotes collaborative efforts and
opportunities to address the needs of the homeless population and acts as the City liaison to HSOC and Friends of Prado
Day Center.
Staff was actively involved with the 2013 Homeless Enumeration Report. Every two years, all jurisdictions receiving
federal funding to provide housing and services for the homeless are required by HUD to conduct a point-in-time count of
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MAJOR CITY GOALS – ADDRESS HOMELESSNESS
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sheltered and unsheltered homeless persons at a single time during the last ten days of January. The data collected through
these counts help the federal government and local jurisdictions better understand the nature and extent of homelessness
and plan for needed programs and services. Additionally, local jurisdictions use the findings of their point-in-time count to
apply for federal funding for homeless programs. In 2013, the San Luis Obispo County Continuum of Care is expected to
receive approximately $1 million in federal funds for homeless services.
Staff is developing a Homeless Solutions webpage that will consolidate information regarding homeless programs,
resources and links to helpful agencies.
Pursue Good Neighbor, Safety and Quality of Life Programs
#1 CAT Team Concept - staff has assigned two officers who are currently working in the CAT Team capacity addressing
adverse transient/homeless behaviors.
3. & 5: Donation Stations – The Downtown Association Board of Directors voted to participate and support this program
as a lead partner. The United Way has partnered with the program and is acting as the non-profit 501c(3) which will
receive and distribute donations collected by the City. Specific beneficiaries have yet to be determined. The project is in
its early phases which currently includes a marketing campaign. It is expected this will take place in the next sixty days.
Other phases will include identifying donation meter locations for installment and collection of donations. It is
anticipated that donation stations will be installed in the spring after careful coordination with local merchants and the
Downtown Association. Staff is currently preparing a memorandum of agreement to formalize the operations once the
program
Restrooms
Increasing restroom availability after the closure time of restrooms available in the daytime is underway. Details are
covered under the Downtown Goal.
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MAJOR CITY GOALS – NEIGHBORHOOD WELLNESS INITIATIVES
E-7
CONTINUE AND ENHANCE NEIGHBORHOOD WELLNESS INITIATIVES
Objective: 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.
Action Plan:
Task Current Revised
Proactive Code Enforcement
1. Develop a code enforcement hearing officer program and associated training protocols Ongoing
2. Produce and distribute quarterly Neighborhood Wellness newsletteri Ongoing
3. Noise abatement and residential parking district enforcement by SNAP Ongoing
4. Improved education/outreach plan for neighborhood noise abatement. 8/13 Ongoing
5. Implement a lien process for uncollected fines and incurred costs. 8/13 3/14
6. Establish an Abatement Fund 9/13 3/14
7. Conduct comprehensive municipal code review to identify possible amendments to code to
facilitate code enforcement efforts. 11/13
Rental Inspection
1. Identify best practices and complete a draft outline of the program 8/13 11/13
2. Conduct outreach with stakeholders to obtain input on the draft program outline 9/13 to 3/14
3. Review stakeholder input with Council and receive policy direction 4/14
4. Revise program outline and draft an ordinance 5/14 7/14
5. Conduct outreach with stakeholders on the revised program outline and ordinance 6/14 8/14
6. Agendize the Ordinance for public hearing and Council adoption 7/14 12/14
7. Begin rental inspection program if adopted by the City Council 3/15 7/15
Street Cleanliness
1. Identify problematic areas 10/13
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MAJOR CITY GOALS – NEIGHBORHOOD WELLNESS INITIATIVES
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Task Current Revised
2. 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 12/13
3. Evaluate informational campaign effectiveness 3/14 6/14
4. If needed, develop and implement enforcement activities 10/14
Public Safety Enforcement
1. Implementation and coordination of CAT team to address neighborhood concerns 7/13 Ongoing
2. Continue the development of park and neighborhood officers within identified geographical
boundaries for residential connectivity and collaboration Ongoing
Neighborhood Initiatives
1. Obtain Council direction for guidelines and process for “Neighborhood Match” grants for
neighborhood improvement projects 1/14 3/14
2. Develop database of neighborhood boundary areas and contact information 1/15
3. Complete neighborhood tree plantings – as requested Ongoing
Status Summary: 10% Complete. The following is a summary of accomplishments and important next steps for this
goal:
Proactive Code Enforcement
1. Quarterly Newsletter – staff has produced two newsletters, spring 2013 and summer 2013 and will be releasing fall
2013 in November. Content is comprised of updates on existing neighborhood related projects as well as information on
upcoming meetings, events and programs. Distribution is electronic and the newsletter is emailed to residents who have
indicated they’d like to receive the document. The Newsletter is also shared with Cal Poly and Cuesta administration. The
newsletter is also posted on the Police Department page of the City website.
2. Noise abatement and parking enforcement by SNAP – The SNAP schedule and responsibilities have been fine tuned.
SNAP is now reporting for shifts earlier as to better enforce residential parking districts. SNAP is also responding to noise
complaints during all six weekly shifts. Two SNAP teams are scheduled for traditionally busy times (start of school,
Halloween, etc.) to allow for quicker response time to noise complaints. Additionally, they are assisting with graffiti
abatement and abandoned bicycle retrieval.
3. Outreach – with the amendments to Safety Enhancement, an extensive outreach strategy was put into place in August
and September. All property owners with business tax licenses were mailed a postcard explaining the safety enhancement
changes. Door hangers were distributed to over 3,000 residences in the neighborhoods which have a high percentage of
student age residents. The door hanger shared safety enhancement and “Avoid Party Regret” information as well as “how
to be a good neighbor” reminders. Two ads were run in the Mustang Daily, a full page in the WOW edition and a quarter
page in the Back to School edition and continued the safety enhancement and “Avoid Party Regret” messaging. The
Office of Neighborhood Services Facebook page was updated daily with rotating safety enhancement, “Avoid Party
Regret” and be a good neighbor message. Staff attended a variety of in-person events to share noise abatement
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MAJOR CITY GOALS – NEIGHBORHOOD WELLNESS INITIATIVES
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information: Cuesta new student orientation in August, WOW leader training prior to the start of WOW, two-day WOW
resource fair for new students, Inter-fraternal Council, PanHellenic Council, four fraternity chapter meetings and one
sorority chapter meeting. Staff is also scheduled to present to the Neighbors North of Foothill annual meeting in mid-
November. Outreach for Halloween will include print ads in the Mustang Daily, New Times and posters distributed by the
Downtown Association for food and beverage outlets. Cal Poly and Cuesta administration will be assisting with electronic
distribution of the Halloween enforcement information.
4. The two interns from Germany and the fellow in the City Attorney’s Office are collaborating on multiple fronts to
improve the overall citation appeals process, developing a lien process that is outlined in State law and the City’s
municipal code. Additionally, staff is doing research on the establishment of an abatement fund to assist with abatement
efforts when exigent health and safety conditions exist that require immediate attention and action.
Rental Inspection
A Draft Project Plan for the development of a Rental Housing Inspection Program was presented to the Development
Oversight Committee in October 2013 and it is being further refined. Two interns from the University of Ludwigsburg,
Germany, arrived on October 21st and will be assisting with the program research through January 16, 2014. They will be
analyzing rental housing programs in other cities and identifying the range of best practices and options available for
possible inclusion in a proposed program for San Luis Obispo.
Public Safety Enforcement
1. CAT Team – staff has assigned two officers who are currently working in the CAT Team capacity addressing
neighborhood concerns.
Street Cleanliness
Work is nearly complete to identify problem areas. During the months of October and November, the City’s Sweeper
Operator is documenting portions of the City where curb sweeping is not possible due to parked cars. This will focus
future educations efforts to problem areas. Preliminary discussions occurred in September with Utilities staff experienced
in public education, to identify potential education mechanisms. Additional time is anticipated to implement and evaluate
educational efforts, as experience indicates using a multi-faceted approach has the greatest likelihood of success, but will
take more time to implement.
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MAJOR CITY GOALS – SUSTAIN ESSENTIAL SERVICES & FISCAL HEALTH
E-10
SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
Objective: 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.
Action Plan:
Task Current Revised
Plan future revenues including renewal of Measure Y or an alternative measure, as well as contingency planning
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.
7 – 8/13 Complete
2. Analyze Measure Y revenues and expenditures and identify community-wide benefits
generated through the use of this local revenue source.
8 – 9/13 Complete
3. Conduct a survey regarding residents’ priorities and report the results back to the
community.
9/13 11/13
4. Conduct study session to review options for alternative revenue measures, advisory
measures, or other revenue alternatives in line with residents priorities.
12/13 5/14 with
Committee
recommendations
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.
7/13 – 2/14
7/13-6/14
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.
1 – 11/14
7. Conduct annual Measure Y Community Forum 3/14
8. Conduct study session to review options for alternative revenue measures, advisory
measures, or other revenue alternatives in line with residents priorities.
5/14
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MAJOR CITY GOALS – SUSTAIN ESSENTIAL SERVICES & FISCAL HEALTH
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Task Current Revised
9. 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.
5/14 7/14
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.
7/14
11. If a proposed revenue measure fails at the ballot box, begin to implement contingency
plans for necessary, future budget reductions.
11/14
Continue to closely review and monitor the City’s fiscal condition
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 Council and management such as
projected pension cost trends, insurance program costs, and investment performance
and strategies.
Ongoing
3. Beginning in 2014-15, self-assess one percent of salaries to be used to reduce CalPERS
obligation.
Ongoing
4. Present a cost benefit analysis to Council regarding the City’s ability to make payments
on the CalPERS Tier 1 Safety Side Fund, pensions, or to offset ongoing employer rate
increase.
4/14
Continue emphasis on effectiveness and efficiency of the City organization
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 community members and staff.
Ongoing
3. Continue use of benchmarking and best practice reviews in evaluating
recommendations.
Ongoing
4. Implement benchmark analysis to compare key financial and outcome measures with
comparable jurisdictions.
9/13 2/14
5. Identify opportunities for managed competition in City functions as identified from the
results of benchmark analysis and organizational or best practices reviews.
Ongoing
6. Examine feasibility of establishing and monitoring performance measures instead of
workload measures.
12/14
7. Evaluation of cost effectiveness of leasing instead of purchasing equipment. Ongoing
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MAJOR CITY GOALS – SUSTAIN ESSENTIAL SERVICES & FISCAL HEALTH
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Identify and address long-term liabilities that are important to the City’s fiscal sustainability
1. Refine the five-year capital improvement program that will responsibly protect the
City’s infrastructure assets, including building facilities, and develop a plan for funding
as needed.
Ongoing
2. Establish replacement and funding plans for equipment. 10/13 – 2/14 6/14
3. Establish replacement and funding plans for information technology assets. 10/13 – 2/14 6/14
4. Periodically review liability and workers compensation claims trends and update a plan
of funding if needed.
Ongoing
5. Monitor liability and workers compensation claims to ensure best practices in
prevention are implemented and costs reduced.
Ongoing
6. Provide preliminary notice to the CJPIA of City’s intent to explore other coverage
options.
7/13 Complete
7. Thoroughly review liability and workers compensation coverage, claims history, and
other services provided by CJPIA and explore alternatives that ensure appropriate risk
management and cost effectiveness.
7/13 – 4/14
8. Engage an outside consultant to initiate a cost basis analysis to evaluate and document
the costs and impacts of the City’s Utilities operations on General Fund supported
operations and facilities, including but not limited to City streets and right-of-way, to
ensure appropriate and supportable franchise in-lieu or other appropriate charges to the
water and sewer funds.
7/13 – 9/13 10/13 – 3/14
9. Report options to Council and provide recommendation. 4/14
Continue to monitor personnel costs and develop strategies to effectively manage the cost.
1. Continue to monitor personnel cost. Ongoing
2. Continue to monitor and support appropriate pension reform Ongoing
3. Continue to monitor pension costs and consider strategies to effectively reduce
liabilities associated with the pension program.
Ongoing
4. Analyze the effects of the “pay or play” mandate pursuant to the Affordable Care Act
and recommend a plan of funding if applicable.
11/13 Complete
5. 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.
7/13 – 12/13 Complete
6. Conduct a market compensation comparison of benchmark classifications in SLOCEA
and management.
1/14 – 6/14 11/13-6/14
7. Develop a labor relations strategy to guide upcoming negotiations. 1/14 – 12/14
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MAJOR CITY GOALS – SUSTAIN ESSENTIAL SERVICES & FISCAL HEALTH
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8. Conduct labor negotiations consistent with Council’s labor relations strategy with
represented employee groups; initiating negotiations prior to expiration of current
agreements
9/14 –6/15
Status Summary: 20% Complete. The following is a summary of accomplishments and important next steps:
Plan Future Revenues
The City Council has appointed 10 residents to serve on the Local Revenue Measure Advisory Committee (LRMAC). The
LRMAC is supported by a facilitator, Dale Magee of Catalyst Consulting, and has been meeting regularly. The mission
and responsibilities of the LRMAC include:
1. Analyze the City’s stewardship of Measure Y resources
2. Seek community input regarding their preferences and local revenue measure spending priorities
3. Develop recommendations specific to the November 2014 General Election regarding alternatives for
reauthorization of Measure Y, or the creation of a new revenue measure
4. Assist the City in performing community outreach and education.
Prior to November 1, the LRMAC held three meetings. The first meeting covered Measure Y Fundamentals, Services and
Outcomes; the second meeting covered rules and regulations relating to revenue measures and an overview of all of the
different revenue measures considered across the State in 2012; the third meeting focused on community priorities a nd
included a presentation from the City’s public opinion research consultant.
In addition, the LRMAC completed a significant amount of planning for a November 21 Measure Y Open House. The
purpose of the Open House is to give the public an opportunity to speak directly with Committee members. Staff will
report the results of this event to the City Council.
Identify and Address Long Term Liabilities
In April 2011, staff notified the California Joint Powers Insurance Authority (CJPIA) of its intent to withdraw
membership from the liability and workers compensation programs effective July 2014. Staff prepared a project plan to
guide a thorough evaluation of alternatives to the CJPIA. A consultant, Tom Sinclair of Municipal Resource Group, was
retained to assist in this project. Mr. Sinclair has worked with staff to identify the risk management needs of the City
including insurance coverage, training, and risk management consultation given the City utilizes a decentralized risk
management model at this time. Mr. Sinclair has identified several possible risk pools that will be evaluated to determine
feasibility and fit with the City’s requirements. Ultimately a cost analysis will also be conducted.
In October 2013 staff presented to Council an update on the Affordable Care Act (ACA) Employer Shared Responsibility
Implementation and Council adopted a resolution establishing that the City will comply with the ACA, Employer Shared
Responsibility. This provision, which goes into effect January 1, 2015, is more commonly referred to as the “Play or Pay
Mandate” and requires that employers offer health insurance coverage that is “affordable” and of “minimum value” to
“substantially all” of its full-time (on average 130 hour per month) employees and their dependent children. While this
provision doesn’t go into effect until January 2015, the City must establish a measurement period and start preparing for
the detailed administration of this provision. Further, staff presented a proposal for ensuring health coverage was
affordable to temporary full time employees under the ACA.
HR staff participated in the development of the HRACC Compensation and Benefit Survey and also completed the survey
when it was sent out. We are awaiting results that are expected by December 31, 2013. On November 5, 2013 staff
presented a report approved by Council that outlined the plan and approach to conducting the 2014 Benchmark
Compensation Study along with how the results of the Study will help inform Council’s development of labor relations
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MAJOR CITY GOALS – SUSTAIN ESSENTIAL SERVICES & FISCAL HEALTH
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objectives. A consultant, Geoffrey Rothman has been retained and will start working with staff, an employee committee,
and the Personnel Board on November 18th and 19th, 2013.
Current workload is delaying the completion of the calculations needed to determine the replacement funding needs for
equipment and information technology assets. Peripheral work is being completed at this time.
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MAJOR CITY GOALS – BIKE & PEDESTRIAN PATHS
E-15
EXPAND BICYCLE AND PEDESTRIAN PATHS
Objective: 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.
Action Plan:
Task Current Revised
Railroad Safety Trail
1. Complete design of Class I bikeway – Taft to Pepper (contingent on TIF and future grant
funding availability).
6/14
Bob Jones City-to-Sea Trail
2. Complete construction of Class I bikeway connection to LOVR 2/14
3. Complete route planning of Class I bikeway – Octagon Barn Connection. 4/14
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). 7/13 Completed
Other Bicycle and Pedestrian Paths
1. Complete design and begin construction of bicycle facilities as part of the LOVR interchange
project (contingent on TIF, grant, and debt financing funding availability).* 10/14
2. Construct Class II bike facilities on Prado Road as part of the Serra Meadows Project
(constructed by developer). 6/14
3. Construct miscellaneous bikeway improvements identified in the Bicycle Transportation Plan. Ongoing
4. Construct sidewalk ramps and repair sidewalks. Ongoing
5. Maintain pedestrian and bicycle paths. Ongoing
Other Efforts that Support Bicycling and Walking
1. As time permits, seek funding for the construction of bikeways and pedestrian facilities within the
City.
Ongoing
2. Complete curb ramps, sidewalks, on-street bicycle facility paving, drain grate upgrades, and
striping improvements in conjunction with City Street paving projects. Ongoing
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MAJOR CITY GOALS – BIKE & PEDESTRIAN PATHS
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Task Current Revised
3. Perform pavement maintenance on bicycle and pedestrian paths. Ongoing
4. Complete 2013- Bicycle Transportation Plan Update 8/13 Complete
5. Conduct biennial vehicle, bicycle, and pedestrian traffic counts, speed surveys and travel time
studies (contingent on TIF funding availability).* Ongoing
6. Continue bicycling educational efforts. Ongoing
7. Continue alternative transportation marketing efforts Ongoing
8. Continue annual Halloween Safety campaign Ongoing 2013
Complete
9. Continue annual bicycle safety rodeo. Ongoing
10. Continue providing more short term bicycle parking through the Racks with Plaques bicycle rack
donation program. Ongoing
11. Continue to implement General Plan and Specific Plan transportation policies, programs, and
improvements via private development projects. Ongoing
12. Promote bicycling among City employees. Ongoing
*Projects that are also identified in the “Improve Transportation” Other Important Objectives. Costs for these
tasks are accounted for in the Other Important Objectives.
Status Summary: 15% Complete. The following highlights key accomplishments so far and important next steps:
Other Bicycle and Pedestrian Paths
4. Sidewalk repairs and some ramp work is ongoing, using the Job Order Contract approved by Council, and a ramp
construction project is starting in late November.
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MAJOR CITY GOALS – ECONOMIC DEVELOPMENT
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ECONOMIC DEVELOPMENT
Objective: Implement the adopted Economic Development Strategic Plan – which includes an emphasis on head-of-
household jobs, collaboration, and measureable outcomes.
Action Plan:
Task Current Revised
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.
7/13 – 12/14
Break Down Barriers to Job Creation: Infrastructure and Fees
1. 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).
See LUCE
Update and
EIR
7/13-7/14
2. 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.
9/13 – 6/14 Pending
Outcome of
LUCE Update
Break Down Barriers to Job Creation: Key Sites
1. 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.
8/13 – 6/14 Pending
Outcome of
LUCE Update
2. Strategy 1.9: Evaluate the supply of land and space for residential and non-residential
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).
7/14 – 6/15
Actively Support Knowledge and Innovation: Entrepreneurship/Access to Broadband
1. Strategy 2.2: Convene a cross-department team at the City with input from the local industry
experts, to facilitate expansion of broadband infrastructure including the policy for public-
private partnerships and related endeavors.
7/13 In Process
Promote and Enhance the San Luis Obispo Quality of Life
1. Strategy 3.3: Prepare a City of San Luis Obispo “view book” to facilitate business location
services and use the view book as a tool for business attraction. (This effort is coordinated
with #3, Strategy 1.8 above).
7/13 – 6/14 In Process
Pending City
Website project
2. Strategy 3.6: Explore opportunities to market the City as a place to do business via the airport
and train depots.
Ongoing
Attachment 1
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MAJOR CITY GOALS – ECONOMIC DEVELOPMENT
E-18
Task Current Revised
Build on Existing Efforts and Strengthen Regional Partnerships
1. Strategy 4.2: Work with regional partners such as the Chamber of Commerce and EVC to
bring attention to existing businesses.
Ongoing
2. 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.
9/14 – 6/15
3. 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.
7/14 – 6/15
Status Summary: 15% Complete. The following is a summary of accomplishments and important next steps for this
goal:
Break Down Barriers to Job Creation
Permit Processing Improvements: The recommendations from the Community Development Departments (CDD)
Organizational Assessment have been used to develop a project plan to execute the permit streamlining process. A
Development Review Team (DRT) is in place to ensure a consistent and expedient approach across all involved
departments. Changes to the DRT process are being implemented to provide a mechanism to track overdue plan checks
and track work flow commitments. A Continuous Improvement Group (CIG) has been formed to ensure that there is cross
department and cross functional input, action and alignment with the improvement process.
Infrastructure and Fees: The first phase of the project with the Consultant (EPS) covering information gathering and
plan development has been completed. In the first quarter of 2014, EPS will lead 3 sessions to lay the foundation for the
future direction of infrastructure financing in the City. We have also started identifying opportunities for investment in
infrastructure but the majority of this work is dependent on the outcome of the business item in March and the final LUCE
update.
Actively Support Knowledge and Innovation
Entrepreneurship/Access to Broadband: The City is currently in the process of evaluating an opportunity to improve
the infrastructure for broadband access in the City. The proposal is targeted to be brought before the City Council in
January 2014. Once this step is completed a cross functional team with local industry experts will be formed and a charter
and work program will be created for the team.
Promote and Enhance the San Luis Obispo Quality of Life
View Book Creation: Initial discussions on the creation of the view book have been completed. Finalization of the path
forward is dependent on the outcome of the City’s new website project.
Additional Activities
Economic Development Dashboard: The process has been started to build an economic development dashboard to help
assess the impact of our activities as well as quantify the economic health of the City. The San Luis Obispo Chamber of
Commerce, the Economic Vitality Corporation and other stakeholders are being consulted on this project.
Attachment 1
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MAJOR CITY GOALS – ASSESS AND RENEW THE DOWNTOWN
E-19
ASSESS AND RENEW THE DOWNTOWN
Objective: 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, providing pedestrian-friendly walkways, and address limits on alcohol
establishments.
Action Plan:
Task Current Revised
1. Utilize Volunteers in Police Service (VIPS) as downtown patrols 1/14
2. Present concept of an Ambassador Program to the Downtown Association for
consideration.
1/14 Complete
3. Community Action Team Downtown Deployment (CAT) 7/13 Ongoing
4. Dedicated School Resource Officer Daytime Downtown Deployment 7/13 Complete
5. Dedicated Daytime Overtime Downtown Deployment 9/13 Ongoing
6. Two Daytime Downtown Officers Deployment 1/14
7. Public Safety Video Purchase and Implementation in Mission Plaza area 7/13 1/14
8. Extend Mission Plaza Hours Ongoing
9. Retrofit Broad/Marsh restroom and open 9/13 11/13
10. Research additional restroom options and constraints 12/13
11. Council update on additional hours of restroom availability impacts, and recommendations
for additional implementation efforts.
3/14
12. Consideration of a moratorium on additional alcohol outlets 8/13 Complete
13. Mission Plaza Master Plan Initiation 1/14 Awaiting
funding
14. Assess public safety access to existing business camera systems 2/14
15. Employ portable cameras in secluded high crime public areas. 6/14
16. Alcohol Concentration Evaluation and Adoption of Code Amendments 11/14
17. Mission Plaza Master Plan Adoption 9/15 Awaiting
funding
18. Mission Plaza Railing Upgrade Ongoing
Attachment 1
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MAJOR CITY GOALS – ASSESS AND RENEW THE DOWNTOWN
E-20
Task Current Revised
19. Removal and replacement of damaged or hazardous downtown trees and sidewalks 6/15
20. Downtown Renewal, including sidewalks and appurtenances 1/15
21. Initiate and Complete review of Special Event Policy and Use of Mission Plaza 1/15
Status Summary: 20% Complete. The following is a summary of accomplishments and important next steps for this
goal:
2. Ambassador Program has been presented to the Downtown Association. At this time, the Downtown Association has
no interest in pursuing the program.
3. CAT Team – staff has assigned two officers who are currently working in the CAT Team capacity addressin g
downtown concerns.
5. Downtown Daytime Overtime – officers are currently being assigned to the downtown area on an overtime basis.
7. Public Safety Video – staff has solicited bids and is reviewing vendor proposals.
8. Mission Plaza Restroom hours were extended to midnight, starting the beginning of July. Re-commissioning of the
Broad Street restrooms is underway, delayed by long lead time replacement fixtures. The door was replaced in June, the
interior washed down and coated. Restrooms are expected to be open mid to late November.
12. Council held a Study Session in July 2013 regarding alcohol, and staff will be returning in spring of 2014 with further
discussion.
13. & 17. The City was not successful in obtaining a grant for an analysis of Mission Plaza needs. If this work element is
still desired, funding will need to be allocated from the General Fund.
18. The first Plaza Railing project is under design. Priorities have been established based on areas of the railing previously
identified by the JPIA.
Attachment 1
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MAJOR CITY GOALS – SKATE PARK CONSTRUCTION
E-21
SKATE PARK
Objective: Complete construction of the skate park, utilizing a combination of public funds, donations, and grant funding
where possible
Action Plan:
Task Current Revised
1. Submit application for storm water permit 9/13 Completed
2. Skate Park marketing plan 11/13 Completed
3. Receive building and storm water permits 12/13
4. Council approval of Skate Park Public Art design and funding 12/13
5. Issue plans and specifications for construction 2/14
6. Award construction contract 4/14
7. Groundbreaking Spring 2014
8. Start construction 6/14
9. Complete construction 12/14
10. Identify and request maintenance resources 12/14
11. Open Santa Rosa Skate Park 1/15
12. Maintain and operate the Santa Rosa Skate Park Ongoing
Status Summary: 6% Complete. The following is a summary of accomplishments and important next steps for this
goal:
The construction of the Skate Park Project is progressing as outlined in the Major City Goal Action Plan. At this point
98% of the plans, including erosion control, have been completed. Integration of the final public art component into the
plans will occur following Council’s approval in December. It is estimated that bid documents will be ready to advertise
for construction in January 2014.
A project “Notice of Intent” has been prepared and has been submitted to the California State Water Resources Control
Board. Additionally, plans were submitted to the Building Department in October and returned to staff with minor
comments. Resubmission of the corrected plans and final Building Department review is anticipated to be completed by
the end of 2013.
Finalization of the Skate Park Public Art Project is underway, being placed on the Parks and Recreation Commission for
design approval on November 6, 2013 and the Architectural Review Commission on November 18, 2013. The final
review and approval of the Skate Park public art design and funding will be before City Council at its December 10, 2013
meeting.
Attachment 1
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MAJOR CITY GOALS – SKATE PARK CONSTRUCTION
E-22
The Recreation Manager, working in coordination with Public Works, is integrating the proposed public art into the
project including: budget, schedule and integrated construction. In addition to construction and public art integration
progress, a marketing plan and promotional materials have been developed to feature the skate park and its amenities
along the construction phase with an emphasis on how it is funded and its importance to completing this community asset.
The marketing plan officially launched in November 2013.
Attachment 1
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OTHER IMPORTANT COUNCIL OBJECTIVES – OPEN SPACE
E-23
OPEN SPACE
Objective: Commit funding to expand open space and provide adequate staffing, planning, and other resources to
maintain and enhance open space quality and amenities.
Action Plan:
Task Current Revised
Real Property Acquisition / Administration and Conservation Planning
1. Pursue 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 space preserves, open space easements, and
conservation easements.
Ongoing
3. Complete Reservoir Canyon Natural Reserve Conservation Plan to include Upper Goldtree
property addition.
7/13 11/13
4. Complete update of the Laguna Lake Management Plan. 9/13 6/14
5. Update Conservation Guidelines for open Space Lands within the City of San Luis Obispo
to address minor inconsistencies with other policy documents.
6/14 12/14
6. Update the Saving Special Places report pertaining to strategic open space acquisition
priorities.
12/14
7. Prepare the Islay Hill, Righetti Hill, and Terrace Hill Conservation Plans 6/15
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.
Ongoing
2. Continue vegetative stabilization efforts associated with road decommissioning project at
Froom Ranch.
Ongoing
3. Ongoing community outreach and education in partnership with ECOSLO Ongoing
4. Creek and flood protection within the City’s natural waterways through Zone 9 projects and
coordination and oversight of the Stormwater Management program.
Ongoing
5. Ongoing monitoring, remedial action, and enhancement, as needed, of existing mitigation
sites.
Ongoing
6. Complete pampas grass treatment at Froom Ranch 3/14
7. Install wetland meadow and riparian planting / invasive species control at Calle Joaquin
Agricultural Reserve suing awarded EEMP grant funds
12/14
Attachment 1
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OTHER IMPORTANT COUNCIL OBJECTIVES – OPEN SPACE
E-24
Task Current Revised
Open Space Improvements, Maintenance, User Safety, and Patrol
1. Continue patrol of the City’s open space areas and creek corridors Ongoing
2. Continue maintenance of existing City open space trails Ongoing
3. Continue to coordinate 65 trail work days (3,500 hours) a year utilizing volunteers Ongoing
4. Continue to partner with the Central Coast Concerned Mountain Bikers on various open
space improvements and maintenance.
Ongoing
5. Continue to construct additional trails at Froom Ranch consistent with the approved Irish
Hills Conservation Plan.
Ongoing
6. Evaluate and implement long term solution to address unsanctioned and user created trails at
Bishop Peak, and continue to evaluate and address trail head parking burdens in surrounding
neighborhoods with signs, patrol, and dissemination of directional information on the City’s
website, trail maps, and in SLO Stewards.
Ongoing
7. Evaluate and implement long term solution to maintain singular and sustainable access trail
at the Maino Open Space.
Ongoing
8. Continue Ranger Led Hikes in the City’s open space on a monthly basis and upon request. Ongoing
9. Continue Ranger Service environmental education program and Junior Ranger Camp to
increase open space knowledge and user safety.
Ongoing
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.
Ongoing Complete
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.
6/15
12. Install new trail signs and kiosks including but not limited to: Froom Ranch, Froom-
Johnson Ranch connector trail, and Reservoir Canyon.
6/15
13. In coordination with Cal Poly engineering volunteers complete the Reservoir Canyon
bridge repairs.
6/15
14. Develop donation station program; creating avenue for further support of open space
maintenance and preservation (opportunities include Iron Rangers in possible partnership
with Public Art).
6/15
Urban-Wildland Interface Fuel Reduction
1. Bowden Ranch Open Space Eucalyptus thinning Ongoing
2. Irish Hills Open Space Eucalyptus thinning and mowing Ongoing
3. Terrace Hill Open Space mowing Ongoing
Attachment 1
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OTHER IMPORTANT COUNCIL OBJECTIVES – OPEN SPACE
E-25
Task Current Revised
4. Islay Hill Open Space mowing Ongoing
5. Maino Open Space / Lemon Grove Eucalyptus thinning Ongoing
Status Summary: 10% Complete. The following is a summary of accomplishments and important next steps for this
goal:
Real Property Acquisition/Administration and Conservation Planning
Staff is currently working on several conservation land acquisitions, to include both purchases and dedications. These
projects, if successful, total approximately 1,600 acres of important open space lands in and around the City. Annual
monitoring of open space properties and conservation easements are on schedule. The Reservoir Canyon Natural Reserve
Conservation Plan has been reviewed and recommended to the City Council by the Parks and Recreation Commission,
Planning Commission, and Cultural Heritage Committee, with final adoption by the City Council scheduled at its
November 19th meeting. The Laguna Lake Management Plan Update is in plan preparation stage and will begin being
heard by appropriate advisory bodies in early 2014. A Cal Poly student has begun work on the Terrace Hill Conservation
Plan as her senior project, with oversight and guidance from the Natural Resources Program staff.
Land Restoration, Stewardship, and Monitoring
The City Biologist continues to track and monitor numerous new and existing sediment removal projects, as well as
provide oversight to annual “winterization” efforts in our waterways to help prevent flooding. The wetland meadow
project at the Calle Joaquin Agricultural Reserve and the pampas grass removal project at Froom Ranch are in planning
stages with staff currently working to requisition project materials and appropriate landscape restoration contractors.
ECOSLO is in contract to continue to assist the Natural Resources Program with community outreach through SLO
Stewards and the Natural San Luis Docents program.
Open Space Improvements, Maintenance, User Safety, and Patrol
During summer 2013, the Parks and Recreation Department hosted two "at capacity" Junior Ranger Camps; educating
approximately 40 children about local plants, animals, and sustainable practices in the City's natural areas. As approved in
the 2013-15 Financial Plan, a full-time permanent Ranger Maintenance Worker was hired and started work for the Parks
and Recreation Department on October 24. Ongoing work on open space maintenance, user safety and patrol continues.
On November 16, in partnership with the Central Coast Concerned Mountain Bikers, City Rangers coordinated the
construction of approximately one half of a mile of new trails in the Irish Hills Natural Reserve. Regular Saturday work
days and Eagle Scout projects have occurred throughout the summer and fall seasons accomplishing ongoing maintenance
in the open space areas.
Urban-Wildland Interface Fuel Reduction
Annual mowing and weed abatement was completed for summer 2013. A fuel reduction project is scheduled for the
Bowden Ranch area in winter 2013-14, and will be followed in winter 2014-15 at the Cerro San Luis / Maino Open Space
and Irish Hills Natural Reserve. Fire Department staff secured a $10,000 Fire Safe Council grant to match the City’s
funds for these efforts. A Cal Poly master’s student in City and Regional Planning is preparing a Vegetation Management
Plan in coordination with the Natural Resources Program and Fire Department for her graduate project.
Attachment 1
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OTHER IMPORTANT COUNCIL OBJECTIVES – INFRASTRUCTURE MAINTENANCE
E-26
MAINTENANCE OF CITY INFRASTRUCTURE
Objective: Enhance maintenance of City infrastructure including attention to streets, sidewalks, pedestrian walkways,
lighting, bicycle paths, creek and flood protection, parks, open space, urban forest, public buildings, and other City-owned
property.
Action Plan:
Task Current Revised
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 replacement 6/15
9. Golf Course restroom replacement design 6/15
Water
1. Distribution system and treatment facility maintenance Ongoing
2. Water Distribution system improvements – year 1 6/14
3. Telemetry system improvements 6/14
4. Stenner Canyon Raw Waterline replacement 6/15
5. Water Treatment Plant air compressor replacement 6/15
6. Water Distribution system Improvements – Year 2 6/15
7. Distribution pump station upgrade design 6/15
8. Serrano Tank replacement 6/15
9. Slack Tank replacement design 6/15
Wastewater
1. Collection system and treatment facility maintenance Ongoing
Attachment 1
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OTHER IMPORTANT COUNCIL OBJECTIVES – INFRASTRUCTURE MAINTENANCE
E-27
Task Current Revised
2. Water Reclamation Facility major maintenance – year 1 6/14
3. Wastewater Collection system improvements – year 1 6/14
4. Water Reclamation Facility major maintenance – year 2 6/15
5. Wastewater Collection system improvements – year 2 6/15
Roadways
1. Roadway and traffic signal & lighting maintenance activities Ongoing
2. Street reconstruction & resurfacing – year 1 12/13 Complete
3. Street reconstruction & resurfacing – year 2 12/14
4. Prado Bridge deck overlay 6/15
5. Sidewalk repairs 6/15
6. Traffic sign maintenance 6/15
7. Marsh Street bridge design 6/15
8. Downtown lighted crosswalk replacement 6/15
Creek and Flood Protection
1. Creek encampment cleanup Ongoing
2. Storm drain system cleaning Ongoing
3. Annual creek winterization Ongoing
4. Johnson Underpass pump replacement 6/14
5. Broad & Leff culvert repair 6/14
6. Storm drain replacement – year 1 6/14
7. Storm drain replacement – year 2 6/15
8. Hathway & Murray culvert repair design 6/15
Parking
1. Structure and lot maintenance Ongoing
2. Parking lot resurfacing 6/14
3. 919 Palm Structure stair rehabilitation 6/14
Attachment 1
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OTHER IMPORTANT COUNCIL OBJECTIVES – INFRASTRUCTURE MAINTENANCE
E-28
Task Current Revised
4. Marsh Structure light replacement 6/14
Transit
1. Bus stop shelter replacement 6/15
Parks, Tree, and Landscape Maintenance
1. Parks, trees, medians, roadway, and facility landscape maintenance Ongoing
2. Santa Rosa Park picnic & serving table replacement 6/14
3. Pathway maintenance – year 1 6/14
4. Sinsheimer Park playground equipment replacement 6/14
5. Pathway maintenance – year 2 6/15
6. Sinsheimer Stadium stair replacement 6/15
7. Mission Plaza rail replacement 6/15
8. Meadow Park light replacement 6/15
9. Downtown tree replacement & sidewalk repair 6/15
Swim Center
1. Swim Center maintenance Ongoing
2. Replace chemical pumps 6/14
3. Olympic pool plastering 6/15
Golf Course
1. Golf Course maintenance Ongoing
Open Space
1. Open space and trail maintenance Ongoing
City Maintenance & Asset Management
1. Complete implementation of Cityworks Asset & Maintenance Management Software 6/15
Status Summary: 15% Complete. The following is a summary of accomplishments and important next steps for this
goal:
Attachment 1
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OTHER IMPORTANT COUNCIL OBJECTIVES – INFRASTRUCTURE MAINTENANCE
E-29
Buildings
3. Jack House Restrooms will advertise in November, pending Council approval.
Roadways
2. Street Reconstruction is complete on portions of California Blvd and Fredericks Street.
5. Sidewalk repairs are ongoing, using the Job Order Contract approved by Council.
Creek & Flood Protection
3. During October and November, Natural Resources staff is working with contract service providers to clear excessive
vegetation. Natural Resources and Public Works maintenance staff have teamed up to remove accumulated silt and drain
pipe outlets in small open channel areas. Accumulations can cause backups in the system, aggravating flooding.
6. The first Storm Drain replacement project has opened bids and will start work in late November.
City Maintenance & Asset Management
1. Parks, Forestry, and Facility maintenance staff launched the new Cityworks program during the last week of October.
Wastewater, Water, and Street maintenance staff will convert the middle of November. The staff will continue to learn
and become proficient at using the program in the coming months.
Parking
1. Parking Lots 2, 3, 11 all completed for resurfacing and pothole remediation in November 2013.
Attachment 1
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OTHER IMPORTANT COUNCIL OBJECTIVES – IMPROVE TRANSPORTATION
E-30
IMPROVE TRANSPORTATION
Objective: 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.
Action Plan:
Task Current Revised
1. Los Osos Valley Road Interchange
- complete design and permitting work
- begin construction
12/13
10/14
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
7/13
7/14
6/17
6/18
Complete
3. Railroad Safety Trail
- complete design of Class I bikeway – Taft to Pepper
6/14
4. Bob Jones City-to-Sea Trail
- complete construction of Class I bikeway connection to LOVR
2/14
5. Rehabilitate Downtown lighted crosswalks – NEW
- complete Marsh Street in-ground lighted crosswalk
- complete Higuera Street in-ground lighted crosswalk
6/14
6/16
6. Continue Land Use & Circulation Element Update 6/14
7. Continue the Neighborhood Traffic Calming program and associated projects Ongoing
8. Continue the Annual Traffic Safety program and associated projects Ongoing
9. Continue the bi-annual Traffic Operations program and associated projects Ongoing
10. Continue misc. bicycle facility improvements Ongoing
11. Complete bi-annual citywide bicycle, pedestrian, and vehicle counts (contingent on TIFF
funding availability)
Ongoing
12. Complete Fleet vehicle conversion / replacement 7/13 4/14
13. Conduct Short Range Transit Plan (SRTP) (contingent on grant funding availability)
- Evaluate possibility of Joint RTA/SLO City SRTP
- Issue RFP & hire consultant
- Complete plan & present to Council
6/15
Status Summary: 10% Complete. The following is a summary of accomplishments and important next steps for this
goal:
Attachment 1
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OTHER IMPORTANT COUNCIL OBJECTIVES – IMPROVE TRANSPORTATION
E-31
Fleet Replacement
The Fleet replacement has been impacted by the inability to fill the Fire Vehicle Mechanic position. The Fleet Supervisor
has acted in a dual position capacity since June 2013 while additional recruitment efforts have been undertaken. Major
vehicle replacement orders (fire engine, traffic signal boom truck, Police department vehicle replacements) have been
accomplished in order to address procurement timing, fleet safety and CARB air quality mandates.
Short Range Transit Plan
The Short Range Transit Plan update has been delayed due to funding delay for the RTA component of the study. The
City is working with SLOCOG and RTA to submit additional Caltrans planning grant requests to save local funds and
leverage limited transit funding. SLOCOG has approved a deferral of the City’s SRTP update to accomplish the joint
planning effort.
Los Osos Valley Road Interchange
The LOVR Interchange design has been submitted to Caltrans in a 100% design format and is awaiting review and
approval. Interviews for a consultant project manager have been conducted in November with anticipation that these
services will begin in December or early January. Final right of way acquisitions from private property owners are
substantially complete.
Land Use and Circulation Element
The Land Use and Circulation Element continues to be a significant work effort for staff and the LUCE task force with
many meetings being conducted and policy level recommendations being discussed.
Attachment 1
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CARRYOVER GOALS AND OBJECTIVES
E-32
The following summarizes the status of “carryover” goals and important objectives from the 2011-13 and 2009-11
Financial Plans. In several cases, “carryover tasks” have been incorporated into the Major City Goals (or “Other
Important Council Objectives”) for 2013-15, and as such, they are not repeated in this section.
OTHER IMPORTANT COUNCIL OBJECTIVES
PLANNING: UPDATE LAND USE AND CIRCULATION ELEMENTS
Objective: Within the scope of the Strategic Growth Council (SGC) Grant, undertake an update of the Land Use and
Circulation Elements; including “Healthy Cities,” complete streets, and pedestrian circulation policies.
Building on the work completed in the previous fiscal year and public input from four workshops, on-line tools such as
Mind-Mixer, the Community Survey, and participation in hearings and open houses, the Task Force for the Land Use and
Circulation Elements update (TF-LUCE) and Planning Commission reviewed potential physical changes to land uses and
circulation and provided recommendations to the Council for consideration. The Council endorsed a set of physical
alternatives to be considered through the environmental review process on October 15, 2013. The TF-LUCE has been
reviewing the legislative drafts of the documents and providing input and recommendations for changes. Since July, the
TF-LUCE has held four meetings and will have six more prior to the end of the calendar year while they work through the
policy considerations. The Planning Commission will review the TF-LUCE’s policy recommendations in December.
The fifth community workshop will be held on December 7th to review the concepts in the legislative drafts, discuss EIR
scoping, and provide feedback for Council consideration in January. The policy work and physical alternatives will form
the basis of the project description to be evaluated through an Environmental Impact Report, anticipated to be started in
February 2015.
Attachment 1
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CARRYOVER GOALS AND OBJECTIVES
E-33
2013-15: First Update
As of November 1, 2013
Attachment 1
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STATUS OF MAJOR CIP PROJECTS
E-34
Under Construction
Design
Study
0%10%20%30%40%50%60%70%80%90%100%
Laguna Lift Station Replacement
Railroad Safety Trail—Hathway to Taft
Bob Jones Trail Connector at LOVR
Street Reconstruction/Paving
Open Space Acquisition
0%10%20%30%40%50%60%70%80%90%100%
Skate Park
Water Reclamation Facility Energy Upgrade
Playground Equipment Replacement
Railroad Safety Trail—Taft to Pepper
Marsh Street Bridge Replacement
Water Reclamation Facility Upgrade
Downtown Directional Signs
Website Upgrade
Gateway Monument—Santa Rosa & Highland
Calle Joaquin Lift Station Replacement
Storm Drain System Replacements
Playground Equipment Replacement
LOVR Interchange
Bicycle Facility Improvements
Johnson/Santa Rosa/Emerson Parks
Mitchell/Sinsheimer/Islay Hill/Ludwick/Vista Lago
0%10%20%30%40%50%60%70%80%90%100%
Bob Jones Trail Octagon Barn Connection
Attachment 1
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STATUS OF MAJOR CIP PROJECTS
E-35
Attachment 1
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