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06-14-2016 2015-17 Financial Plan Supplement - Proposed 2016-17 Budget
San Luis Obispo, California2015-17 Financial Plan Supplement Proposed 2016-17 Budget 2015-17 Financial Plan Supplement July 1, 2016 JAN HOWELL MARX, MAYOR DAN CARPENTER, VICE MAYOR CARLYN CHRISTIANSON, COUNCIL MEMBER JOHN ASHBAUGH, COUNCIL MEMBER DAN RIVOIRE, COUNCIL MEMBER Katie Lichtig, City Manager Prepared by the Department of Finance & Information Technology Derek Johnson, Interim Director, FIT & Assistant City Manager Shelly Stanwyck, Director, Parks & Recreation Xenia Bradford, Budget Manager Traci Kawaguchi, Accountant Kelly Medina, Administrative Assistant Proposed 2016-17 Budget REPORT PRODUCTION AND ANALYSIS Budget Review Team Katie Lichtig, City Manager Derek Johnson, Interim Director of FIT & Assistant City Manager Monica Irons, Director of Human Resources Shelly Stanwyck, Director of Parks & Recreation Xenia Bradford, Budget Manager Greg Hermann, Principal Analyst CIP Review Committee Derek Johnson, Interim Director of FIT & Assistant City Manager Michael Codron, Director of Community Development Garret Olson, Fire Chief Carrie Mattingly, Utilities Director Shelly Stanwyck, Director of Parks & Recreation Daryl Grigsby, Director of Public Works Barbara Lynch, Deputy Director & City Engineer, Public Works Xenia Bradford, Budget Manager Greg Hermann, Principal Analyst Budget & Report Production Staff Derek Johnson, Interim Director of FIT & Assistant City Manager Shelly Stanwyck, Director of Parks & Recreation Xenia Bradford, Budget Manager Traci Kawaguchi, Accountant Greg Hermann, Principal Analyst Cheryl Blair, Administrative Analyst Ryan Betz, Administrative Analyst Kelly Medina, Administrative Assistant Department Fiscal Officers Greg Hermann, Principal Analyst Cori Ryan, Community Development Cheryl Blair, Utilities Julie Cox, Fire Nickole Sutter, Human Resources Kelly White, City Attorney’s Office Lindsey Stephenson, Parks & Recreation Melissa Mudgett, Parks & Recreation Melissa Ellsworth, Police Ryan Betz, Public Work Finance & Information Technology Staff Derek Johnson, Interim Director of FIT & Assistant City Manager Xenia Bradford, Budget Manager Traci Kawaguchi, Accountant Kelly Medina, Administrative Assistant Vilma Warner, Finance Operations Manager TABLE OF CONTENTS (a) PREFACE Budget Process Overview i How to Use the Financial Plan Supplement iii About the City iv Goal-Setting and the Budget Process v Section A INTRODUCTION Budget Message A-1 Mission Statement A-23 Organizational Values A-24 Directory of Officials and Advisory Bodies A-25 Organization of the City A-26 Awards for Distinguished Budget Presentation and Excellence in Budgeting A-27 Section B STATUS OF GOALS & OBJECTIVES Overview B-1 2015-17 Action Plans Open Space Preservation B-4 Multimodal Transportation B-9 Housing B-13 Neighborhood Wellness B-20 Laguna Lake Restoration B-23 Fiscal Sustainability and Responsibility B-25 Downtown B-28 Section C BUDGET GRAPHICS Overview C-1 Combined Expenditures and Revenues: All Funds Total Expenditures C-2 Total Funding Sources C-3 Operating Program Expenditures by Function C-4 Operating Program Expenditures by Type C-5 Capital Improvement Plan Expenditures C-6 Debt Service Expenditures by Function C-7 Total Expenditures by Fund C-8 General Fund Expenditures and Uses C-9 General Fund Operating Program Expenditures By Function C-10 By Type C-11 General Fund Revenues C-12 Authorized Regular Staffing by Function C-13 Changes in Financial Position Summary: 2015-16 C-14 Changes in Financial Position Summary: 2016-17 C-15 Section D OPERATING PROGRAMS Overview Purpose and Organization D-1 Summary of Major Functions and Operations D-2 Expenditure Summaries D-3 Operating Expenditure Summaries Operating Expenditures by Function D-4 Operating Expenditures by Program Public Safety D-6 Public Utilities D-7 Transportation D-8 Leisure, Cultural and Social Services D-9 Community Development D-10 General Government D-11 Operating Expenditures by Department D-12 Expenditure Trends by Type - All Funds D-14 Expenditure Trends by Type – General Fund D-15 Significant Operating Program Changes Supporting Documentation D-16 Section E CAPITAL IMPROVEMENT PLAN (CIP) Overview E-1 Summary of CIP Expenditures By Fund & Funding Source E-2 CIP Project Expenditures By Fund E-4 Supplemental CIP Project Description E-12 Section F DEBT SERVICE Introduction Description of Debt Obligations F-1 Summary of Annual Payments by Function F-7 Summary of Annual Payments by Source F-8 Computation of Legal Debt Margin F-11 TABLE OF CONTENTS (b) Section G CHANGES IN FINANCIAL POSITION Overview Introduction G-1 Combining Fund Statements All Funds Combined G-3 All Governmental Funds Combined G-4 All Enterprise and Agency Funds Combined G-5 Individual Funds Governmental Funds General Fund G-6 Local Revenue Measure Sub-Fund G-7 Insurance Benefit Fund G-8 Downtown Business Improvement District Fund G-9 Tourism Business Improvement District Fund G-10 Community Development Block Grant Fund G-11 Gas Tax Fund G-12 Transportation Development Act Fund G-13 Law Enforcement Block Grant Fund G-14 Public Art Fund G-15 General Purpose CIP G-16 Parkland Development Fund G-17 Transportation Impact Fees Fund G-18 Fleet Replacement Fund G-19 Open Space Protection Fund G-20 Airport Area Impact Fee Fund G-21 Affordable Housing Fund G-22 Los Osos Valley Road Sub-Area Fee Fund G-23 Information Technology Replacement Fund G-24 Major Facility Replacement Fund G-25 Infrastructure Investment Fund G-26 Debt Service Fund G-27 Enterprise and Agency Funds Water Fund G-28 Sewer Fund G-29 Whale Rock Commission G-30 Parking Fund G-31 Transit Fund G-32 Boysen Ranch Fund G-33 Section H FINANCIAL & STATISTICAL TABLES Overview H-1 Revenue Summaries Summary of Key Revenue Assumptions H-2 Revenues by Major Category and Source H-6 Interfund Transactions Reimbursement Transfers H-13 Operating Transfers H-14 Staffing Summary Regular Positions by Department H-19 Financial Trends Pension Obligation Cost Trends H-31 Retiree Health Care Obligations H-36 Revenue and Expenditure Trends: Last Five Completed Fiscal Years H-38 Other Statistical and Financial Summaries Appropriations Limit History H-39 Demographic and Statistical Summary H-40 Section I REFERENCE MATERIALS Overview I-1 Resolution Adopting the Financial Plan I-2 Supplement and 2016-17 Budget PREFACE PREFACE BUDGET PROCESS OVERVIEW i The City of San Luis Obispo continues to receive national recognition for its use of a two-year budget process that emphasizes long-range planning and effective program management. Significant features of the City's two-year Financial Plan include the integration of Council goal-setting into the budget process and the extensive use of formal policies and measurable objectives. The Financial Plan includes operating budgets for two years and a capital improvement plan (CIP) covering five years. While appropriations continue to be made annually under this process, the Financial Plan is the foundation for preparing the budget in the second year. Additionally, unexpended operating appropriations from the first year may be carried over into the second year with the approval of the City Manager. Purpose of the Two-Year Financial Plan The fundamental purpose of the City's Financial Plan is to link what we want to accomplish for the community with the resources necessary to do so. The City's Financial Plan process does this by: clearly setting major City goals and other important objectives; establishing reasonable timeframes and organizational responsibility for achieving them; and allocating resources for programs and projects. Major City Goals Linking important objectives with necessary resources requires a process that identifies key goals at the very beginning of budget preparation. Setting goals and priorities should drive the budget process, not follow it. For this reason, the City begins each two-year Financial Plan process with in-depth goal setting workshops where the Council invites candidate goals from community groups, Council advisory bodies and interested individuals; reviews the City's fiscal outlook for the next five years and the status of prior goals; presents their individual goals to fellow Council members; and then set and prioritize major goals and work programs for the next two years. City staff then prepare the Preliminary Financial Plan based on the Council’s policy guidance. Financial Plan Policies Formally articulated budget and fiscal policies provide the foundation for preparing and implementing the Financial Plan while assuring the City’s long-term fiscal health. Included in the Financial Plan itself, these policies cover a broad range of areas such as user fee cost recovery goals, enterprise fund rates, investments, capital improvement management, debt management, capital financing, fund balance and reserves, human resource management and productivity. Preparation and Review Process Under the City Charter, the City Manager is responsible for preparing the budget and submitting it to the Council for approval. Although specific steps will vary from year to year, the following is an overview of the general approach used under the City's two-year budget process: First Year. As noted above, the Financial Plan process begins with Council goal-setting to determine major objectives for the next two years. The results of Council goal-setting are incorporated into the budget instructions issued to the operating departments, who are responsible for submitting initial budget proposals. After these proposals are comprehensively reviewed and a detailed financial forecast is prepared, the City Manager issues the Preliminary Financial Plan for public comment. A series of workshops and public hearings are then held leading to Council adoption of the Financial Plan by June 30th. Second Year. Before the beginning of the second year of the two-year cycle, the Council reviews progress during the first year, makes adjustments as necessary and approves appropriations for the second fiscal year’s budget which is known as the Financial Plan Supplement. Mid-Year Reviews. The Council formally reviews the City's financial condition and amends appropriations, if necessary, six months after the beginning of each fiscal year. PREFACE BUDGET PROCESS OVERVIEW ii Interim Financial and Project Status Reports. On- line access to “up-to-date” financial information is provided to staff throughout the organization. Additionally, comprehensive financial reports are prepared monthly to monitor the City's fiscal condition, and more formal reports are issued to the Council on a semi-annual basis. The status of major program objectives, including CIP projects, is also periodically reported to the Council on a formal basis. Administration As set forth in the City Charter, the Council may amend the budget at any time after its adoption by majority vote of the Council members. The City Manager has the authority to make administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year-end fund balances. PREFACE HOW TO USE THE FINANCIAL PLAN SUPPLEMENT iii This supplement reflects the City's continued use of a two-year financial plan that emphasizes long-range planning and effective program management. The benefits identified when the City's first two-year plan was prepared for 1983-85 continue to be realized: 1. Reinforcing the importance of long-range planning. 2. Concentrating on developing and budgeting for significant objectives. 3. Establishing realistic schedules for completing program objectives 4. Creating a pro-active budget providing for orderly and structured operations. 5. Promoting more orderly spending patterns. 6. Reducing the amount of time and resources allocated to preparing annual budgets. Appropriations continue to be made annually; however, the Financial Plan is the foundation for preparing the budget for the second year. Additionally, unexpended operating appropriations from the first year may be carried over for specific purposes into the second year with the approval of the City Administrative Officer. The 2016-17 Budget document uses the same format as the 2015-17 Financial Plan and is organized into the following sections, which primarily focus on changes from its parent document: Section A Introduction Includes the Budget Message from the City Manager highlighting key issues considered in preparing the Financial Plan Supplement. Additionally, this section includes financial highlights for the Council’s consideration. Section B Status of Goals & Objectives Provides an overview of the status of Major City Goals and Other Important Objectives. Section C Budget Graphics Provides simple tables and graphs which highlight key financial relationships and summarize the overall budget document. Section D Operating Programs Presents the operating budget at the function and program levels, and summarizes changes from the 2015-17 Financial Plan. Section E Capital Improvement Plan Summarizes changes in capital improvement plan expenditures from the 2015-17 Financial Plan. Section F Debt Service Summarizes the City’s debt obligations at the beginning of the fiscal year. Section G Changes in Financial Position Provides an individual summary of revenues, expenditures and changes in financial position for each of the City’s operating funds. Section H Finances & Statistics Summarizes revenues by major category and sources; expenditures by type and function; and authorized regular employees by department. Section I Reference Materials Lists a number of major policy documents that guide the preparation and execution of the City's financial plan. PREFACE ABOUT THE CITY iv ho We Are and How We Got Started The City of San Luis Obispo serves as the commercial, governmental and cultural hub of California’s Central Coast. One of California’s oldest communities, it began with the founding of Mission San Luis Obispo de Tolosa in 1772 by Father Junípero Serra as the fifth mission in the California chain of 21 missions. The mission was named after Saint Louis, a 13th century Bishop of Toulouse, France. (San Luis Obispo is Spanish for “St. Louis, the Bishop.”) The City was first incorporated in 1856 as a General Law City, and became a Charter City in 1876. here We’re Located With a population of 46,377, the City is located eight miles from the Pacific Ocean and is midway between San Francisco and Los Angeles at the junction of Highway 101 and scenic Highway 1. San Luis Obispo is the County Seat, and a number of federal and state regional offices and facilities are located here, including Cal Poly State University, Cuesta Community College, Regional Water Quality Board and Caltrans District offices. The City’s ideal weather and natural beauty provide numerous opportunities for outdoor recreation at nearby City and State parks, lakes, beaches and wilderness areas. reat Place to Live, Work and Visit While San Luis Obispo grew relatively slowly during most of the 19th century, the coming of Southern Pacific Railroad in 1894 opened up the area to the rest of California. The City’s distance from major metropolitan areas to the north (San Francisco Bay Area) and south (Los Angeles) have allowed our area to retain its historic and scenic qualities, which contribute to the superb quality of life our residents enjoy, and attract visitors from many other areas. owntown Another key feature contributing to the City’s great quality of life is our delightful downtown. The heart of downtown is Mission Plaza. With its wonderful creek side setting and beautifully restored mission (that continues to serve as a parish church to this day), Mission Plaza is the community’s cultural and social center. This historic plaza is complemented by a bustling downtown offering great shopping, outdoor and indoor dining, night life, and its famous Thursday Night Farmers’ Market, where you can buy locally grown fresh produce and enjoy an outdoor BBQ. This unique blend of history, culture, commerce and entertainment make San Luis Obispo’s downtown one of the most attractive, interesting and economically vibrant downtowns in America. overnment The City operates under the Council-Mayor-City Administrative Officer form of government. Council members are elected at-large and serve overlapping, four-year terms. The Mayor is also elected at-large but for a two-year term, and serves as an equal member of the Council. The Council appoints the City Manager and City Attorney. All other department heads are appointed by the City Manager. San Luis Obispo is a full-service city that provides police, fire, water, sewer, streets, transit, parking, planning, building, engineering and parks & recreation services to the community. W W G D G PREFACE GOAL-SETTING AND THE BUDGET PROCESS v Section A INTRODUCTION BUDGET MESSAGE DATE: June 14, 2016 TO: Mayor and City Council FROM: Katie Lichtig, City Manager On behalf of the entire City staff, I am pleased to present to you the 2015-17 Financial Plan Supplement and 2016-17 Revised Budget. The Financial Plan Supplement continues to take the City on a path of long-term financial sustainability and fiscal responsibility. It identifies and funds vital services important to the community, enables the implementation of the Major City Goals and Other Important Council Objectives determined by Council, reinvests in infrastructure, and provides employees with the tools, equipment, and training to deliver services to our community in the most effective way. Most importantly, the proposed plan balances the provision of essential services with the resources available now and in the future. In alignment with the Financial Responsibility Philosophy, the proposed Financial Plan Supplemental Budget allocates funds toward operating and capital programs that strengthen the City’s support functions and align the City’s Information Technology financial infrastructure with the current available technological advances, thus, positioning the City to provide the services expected by the community in the most efficient way. The proposed Financial Plan Supplemental Budget addresses the challenges ahead and proactively allocates funds toward infrastructure capital and workforce needs, long-term unfunded liabilities, and risk reduction programs. The City continues to benefit from both the national and State favorable economic climate as well as economic investments in the City of San Luis Obispo that positively contribute toward the City’s financial diverse revenue streams. While the economic climate is projected to be favorable, the budget is structured in a manner to flexibly respond to changes in economic conditions by using one time revenues for one time purposes and making continued progress to address unfunded liabilities, capital infrastructure and equipment needs. For purposes of the 2016-17 Supplemental Budget, the City Council was provided a presentation in February 2016, the 2015-16 Mid-Year Budget Review, that highlighted the 2014-15 Fiscal Year end unassigned General Fund balance of $4.9 million dollars and $281,935 in Local Measure available fund balance for future one-time appropriations. During the Mid-Year review, staff recommended that one-time allocation of General Fund balance should be limited to $4.4 million in order to maintain the 20% policy reserve fund balance. The 2016-17 Supplemental Budget is based on the latest trends in revenues and operating and capital expenditures balanced by drawing on the fund balance in the amount of $5.8 million, including Local Measure Sub-fund balance of $281,935, toward one-time expenditures. The General Fund positive growth in revenues and the draw on the General Fund balance are proposed to fund a number of significant operating program changes and new capital improvement projects. Below are some highlights of the proposed allocations: 1.$661,700 in ongoing operating programs, including $402,500 toward GFOA recommended additional staff for Finance and Information Technology function as part of the Organizational Efficiency and Effectiveness Initiative and $125,000 for Leadership & Learning Academy. 2.2.8 million in one-time funding toward Organizational Efficiency and Effectiveness Initiative, $1.9 million of which is funding set-aside for the purchase of an Enterprise Resource System (ERP) and $718,000 in support functions temporary staff to implement the ERP and provide with added resources to Human Resources and City Attorney functions. 3.$1,000,000 toward Long-Term Cost reduction priorities to pay additional payments of $750,000 to California Public Employees Retirement System (CalPERS) and $250,000 toward Other-Post- Employment-Benefits (OPEB). A-1 BUDGET MESSAGE In the Water Fund, the Financial Plan Supplemental Budget proposes funding for two major changes in operations and capital improvement program to address the impacts of the drought: an increase in operating expenditures to maximize water delivery from the Nacimiento Project and expansion of groundwater program. With remaining drought conditions, the Water Fund continues to experience pressure from decreased revenues and potential for rate increases to maintain the infrastructure. In sum, steady economic outlook, paying down long-term unfunded liabilities, investment in future infrastructure, minimizing long-term costs and maximizing operational efficiencies will ensure our future ability to serve the community. The opportunity is right to maximize utility of the resources by funding these key long-term investments. Staff is remaining diligent in its pursuit of continuous improvement in the city operations and in evaluating actions that will further the objective of serving the community in a way that balances the expectation for services with the need for prudent spending. The proposals before the City Council for consideration will appropriate funds for the second year of the 2015-17 Financial Plan and amend the current year’s budget, all of which are aligned with the overall objective of steady progress towards fiscal health. BUDGET PROCESS OVERVIEW The purpose of the City’s budget is to link, through public engagement and decision-making process, the interests of the community to optimize the allocation of financial resources to achieve the desired results. The majority of the City’s public engagement process occurs as part of the development of the 2015-17 Financial Plan. Before beginning of the second year of the two-year cycle, the Council reviews progress during the first year, makes adjustments as necessary and approves appropriations for the second fiscal year’s budget, which is known as the Financial Plan Supplement Budget. The City has received national recognition for its use of a two-year Financial Plan and budgetary process that emphasizes long-range planning and effective program management. The Financial Plan includes an operating budget for two years and a capital improvement plan (CIP) covering five years. The analysis that is done to support the proposed budget include fiscal forecasting that ranges from 5-years in length to more than 20-years. Each fund is evaluating and projecting capital needs as well as economic trends that will impact revenues and expenses. Moreover, staff outlined uncertainties that may impact the projections. Ultimately, the Financial Plan as well as the proposed budgets reflect best professional judgement about what the future holds. The City has set forth a wide array of long-term goals to accomplish through a variety of policy documents and plans – such as the General Plan (and its many related elements such as Land Use, Open Space, Circulation, Parks and Recreation, and Housing), Water and Sewer Master Plans, Access and Parking Management Plan, Pavement Management Plan, Short-Range Transit Plan, Bicycle Plan, Facilities Master Plan, and Downtown Physical Concept Plan. On July 1, 2014, the City Council adopted a Financial Responsibility Philosophy as a means for promoting community health and well-being. The philosophy affirms the City’s commitment to fiscal responsibility through good economic times, as well as economic downturns, and includes the following directives: 1.Informed Decision-making. The City will identify and consider immediate and long-term economic, social, and environmental impacts of all decisions considered by the Council. 2.Shared responsibility. The City recognizes a shared responsibility between the employee and employer to appropriately fund employee benefits, including pension benefits. Ensuring an appropriate balance is a valuable tool in attracting and retaining well-qualified employees that deliver services to the community, while maintaining a long-term, sustainable, and balanced budget. 3.Increased Transparency. The City will conduct all business, including labor negotiations and other employee compensation matters, with transparency pursuant to all applicable laws and regulations. A-2 BUDGET MESSAGE The City will continue to develop tools, such as key measures and dashboards that make information readily available to community members in a timely and useful manner. 4.Aligned Investments. The City shall allocate resources in alignment with community needs and priorities for maintaining and/or adding capital projects, assets, or services. 5.Diversified and Aligned Revenue Sources. The City will pursue diversified revenue sources that are aligned with expenditures and community priorities. 6.Long-Term Unfunded Liabilities. The City will identify all long-term liabilities, including unfunded pension obligations and strive to achieve a higher funded portion of pension obligations; and shall manage all liabilities to maintain and enhance fiscal responsibility. 7.Continued Efficiency and Effectiveness. The City will explore and implement operational efficiencies including alternative service delivery, best management practices, and cost containment measures while preserving effectiveness. Since 1991-1993, early Council involvement in setting Major City Goals and priorities has become the first major policy step in preparing the Financial Plan. This approach allows the City to better focus organization-wide efforts and resources in ensuring that the most important, highest-priority objectives are accomplished, and that these high- priority objectives are communicated to the public and the organization. Council goal-setting is the first formal step in the City's two-year budget process. This helps ensure that the Preliminary Financial Plan and Budget prepared by the staff and presented by the City Manager later in the process clearly addresses and responds to the hopes and aspirations of the City's elected leadership and community. Linking important objectives with necessary resources requires a process that identifies key goals at the very beginning of budget preparation. Setting goals and priorities should drive the budget process, not follow it. For this reason, the City begins each two-year Financial Plan process with in-depth goals setting workshops where the Council invites candidate goals from community groups, Council advisory bodies and interested individuals; reviews the City’s General Fund fiscal outlook for the next five years and the status of prior goals; presents their individual goals to fellow Council members; and then set and prioritize major goals and work programs for the next two years. City staff then prepares draft work plans which are considered at Strategic Budget Direction. Then staff presents the Preliminary Financial Plan based on the Council’s policy guidance. At the Goal-Setting Workshop, Council established three Major City Goals and four Other Important Council Objectives, as follows. Major City Goals. These represent the most important, highest priority work programs for the City to accomplish over the next two years, and as such, resources to accomplish them are included in the 2015-17 Financial Plan. Open Space Preservation. Protect and maintain open space. Multimodal Transportation. Prioritize implementation of the Bicycle Transportation Plan and improve and maintain bicycle, pedestrian, and transit facilities. Housing. Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options, including support for needed infrastructure within the City’s fair share. Detailed work programs for each of these Major City Goals were first reviewed by the City Council in April 2015. The City Council adopted the works programs in June 2015 and they can be found in Section C: Goals and Objectives of the Financial Plan. A-3 BUDGET MESSAGE Other Important Objectives. Objectives in this category are important for the City to accomplish, and resources should be made available in the 2015-17 Financial Plan if at all possible. In general, these objectives reflect the continuation of current efforts or new initiatives that are not likely to have significant General Fund resource requirements. Neighborhood Wellness. Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public safety, code compliance, and collaborative solutions. Laguna Lake Restoration. Initiate implementation of the Laguna Lake Natural Reserve Conservation Plan. Fiscal Sustainability and Responsibility. Implement the City’s Fiscal Responsibility Philosophy with a focus on the reduction of unfunded liabilities. Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety, infrastructure, and maintenance in the Downtown. The City balances payment of long-term costs with the need to maintain and/or expand current services commensurate with identified needs in the community. In alignment with Financial Responsibility Philosophy and the Fiscal Sustainability and Responsibility objective, on February 17, 2015, the Council adopted policy guidance for the 2015-17 Financial Plan to address the City’s Long Term unfunded liabilities and to give prioritization of one-time funding for: 1.Unfunded pension liability 2.Other Post Employment Benefit (OPEB) liability 3.Roads infrastructure 4.Equipment replacement fund The preparation of the 2016-17 Budget Supplement continues to honor the City’s fiscally prudent practices and proposes to use one-time funding to address these four priorities as well as for services to support City operations that are critical to providing efficient and effective city services. ECONOMIC OUTLOOK The US economic outlook remains positive. In 2015, the national GDP increased by 2.3% according to the Bureau of Economic Analysis. However, the US economy expanded an annualized 0.5% in the first quarter of 2016, which is lower than a 1.4% expansion in the previous period. The Bureau of Economic Analysis new release for the first quarter of 2016 states: “The increase in real GDP in the first quarter reflected positive contributions from personal consumption expenditures (PCE), residential fixed investment, and state and local government spending that were partly offset by negative contributions from nonresidential fixed investment, private inventory investment, exports, and federal government spending. Imports, which are a subtraction in the calculation of GDP, increased.” The unemployment rate in 2015 was 4.9%, which is within the range of natural unemployment rate1. After holding short-term rates near 0% for 7 years, the Federal Open Market Committee (“Committee”) increased the Federal Funds Target Rate to target range of ¼ to ½ percent. According to the Committee press release from March 16, 2016, “the stance of monetary policy remains accommodative, thereby supporting further improvement 1 The natural rate of unemployment is a combination of frictional and structural unemployment that persists in an efficient, expanding economy when labor and resource markets are in equilibrium. A-4 BUDGET MESSAGE in labor market conditions and a return to 2% inflation. These indicators continue to show a steady economic expansion. The California economy continues to show positive signs. Statewide sales tax trends show healthy growth. For example, the Building and Construction industry shows 8% growth in 2015-16 and 7% growth projection in 2016- 17, according to the City’s sales tax advisor HdL Companies. Food/Drugs and General Consumer Goods are showing steady 2.5% and 2.6% respective growth through the end of 2016-17 fiscal year. The California nonfarm employment growth was 2.7% in 2015-16 and is expected to continue into 2016-17 at 2.4%. The Professional and Business Services sector provided 116,000 new jobs over the year. The Leisure and Hospitality (79,100 jobs) and Construction (41,000 jobs) sectors were another major source of growth as both the tourism and building industries have been thriving. Locally, the City of San Luis Obispo, also benefits economically from its diverse and dynamic demographic and employment related structures. In 2016, the City partnered with the Central Coast Economic Forecast and Beacon Economics and produced its first ever analysis of job growth in the City. Overall, the following are trends related to jobs and specifically head of household jobs. 1.Total nonfarm employment in San Luis Obispo County increased 3.2%, outpacing the 2.8% mark in the state overall. 2.Gain in payrolls have also pushed the unemployment rate down to just 4.1% 3.The Natural Resource and Construction sector was responsible for both the most new jobs in the region over the last year and the highest growth in percentage terms. 4.From 2013 to 2014, wage growth in San Luis Obispo County came in at just 2.0%. Job growth in the City has outpaced the County since 2009. The San Luis Obispo entrepreneurial ecosystem continues to grow and develop with both the HotHouse and the SLOMakerspace moving to new larger locations in 2016. The City continues to retain and attract technology companies including start-ups from the community, CalPoly and the HotHouse as well as possible satellite locations for major global technology companies. Growth has spread across much of the County, with coastal communities leading the way. From the fourth quarter of 2013 to the fourth quarter of 2014 (the most recent estimates available), City of San Luis Obispo, which expanded its payrolls by 4.3% (+2,051 jobs) over the period. Growth in the City was driven by the Health Care and Accommodations and Food sectors. The downtown core is thriving as is reflected by sales tax growth and TOT growth. The sales tax base growth for 2015-16 is estimated at 6.5%, not accounting for the Triple Flip Deduction effects. The TOT growth was 6.5% through February of 2016 compared to previous year. Residential and commercial development activity in the City remains strong. In 2015, 167 building permits were issued for single-family and multi-family projects, resulting in the addition of 232 residential units. Large commercial projects like Chinatown, Garden Street Terraces and the Monterrey Hotel are currently under construction and others have been proposed. In addition to the number of building permits issued, the City continues for the fourth year in a row to see a notable increase in construction valuation, which is a good indicator of the level of private investment in building construction. Residential and commercial development will positively contribute to the future sales tax, TOT and property tax revenues. FIVE-YEAR FORECAST The purpose of a fiscal forecast is to evaluate current and future fiscal conditions to guide decisions about goals, policies, and programs. It is important to stress that forecast is not a budget. The City utilizes a five-year forecast based on objective assumptions. A-5 BUDGET MESSAGE General Fund The Five Year General Fund Forecast shows a balanced budget though Fiscal Year 2019-20. The current forecast is based on the analysis for the 2015-17 Financial Plan and is adjusted based on 2014-15 fiscal year actual results and trends in revenues and expenditures throughout the current fiscal year. The total uses are over total sources for operating budget due to draw on fund balance by $4.2 million in 2015-16 fiscal year and by $5.9 million in 2016-17 fiscal year while maintaining reserve levels consistent with adopted budget policies. *2012 excludes bond related revenue and expenditures Revenue Highlights: Sales tax consisting of Bradley-Burns, Proposition 172, and Local Measure sales taxes, is the City’s number one General Fund revenue, accounting for 36.5% of General Fund’s total revenues. The 2015-16 Fiscal Year is the last year impacted by the “triple flip”, decade old mechanism affecting State and local finances in California. Due to the last true-up transaction for “triple flip”, the Fiscal Year 2015-16 general sales tax revenue is estimated at $240,000 higher than sales tax revenues in Fiscal Year 2016-17. The sales tax revenue true growth rate has been positive since 2010 and sales tax is expected to continue to grow through Fiscal Year 2019-20 given the current known economic indicators. It is important to note, however, that sales tax is one of the more volatile revenue sources which is responsive to fluctuations in economic conditions. A-6 BUDGET MESSAGE The sales tax revenue forecast taken into account the Beacon Economics econometric study presented to the Council on December 16, 2014 and the most current sales tax forecast presented by the City’s sales tax advisors, HdL Companies. Beacon Economics forecast is based on standard time-series econometric techniques based on historical correlations and future trends. The HdL Companies closely tracks sales tax receipts for the City. These trends allow staff to make better informed forecast assumptions into the future years as information becomes available. Based on historical trends as presented by Beacon Economics, current trends as presented by HdL Companies, the national and state economic indicators, and local economic developments, the Five Year Forecast for Bradley-Burns sales tax revenues adopts the following sales tax growth assumptions: Sales Tax Gowth Projections Fiscal Year BeaconHdLForecast 2016‐17 4.7%2.9%2.9% 2017‐18 4.5%3.6%3.6% 2018‐19 4.3%3.1%3.1% 2019‐20 4.2%3.0%3.0% Local Measure ½ cent sales tax continues to play a major role. The Local Measure sales tax revenue in Fiscal Year 2016-17 is estimated at $7.9 million, which constitutes 11.4% of General Fund revenues. The Local Measure sales tax is not impacted by the sunset of the “triple flip” or fluctuations in the State and County pools; yet, it follows the pattern of Bradley-Burns sales tax growth. Property Taxes are the second major source of General Fund revenues and with property tax in lieu of Vehicle License Fee and Real Property transfer tax, constitute 22% of General Fund revenues. Based on data from County Auditor-Controller’s Office, the 2016-17 property tax is expected to grow by 8% in Fiscal Year 2016-17. Based on Beacon Economics forecast the forecast assumes an average of 5% growth from Fiscal Year 2017-18 through 2018-19 and a moderate decline to 4% in Fiscal Year 2019-20 due to greater uncertainly in outer years. The confidence in this forecast is further supported by current residential and commercial developments within the San Luis Obispo City. Transient Occupancy Tax (TOT) is the third major source of revenue that constitutes 10.4% of General Fund revenues. The growth rate for TOT was 6.3% as of the end of March 2016 as compared to the previous fiscal year. The rate of growth in TOT dropped slightly in the winter months when California saw first snow in the mountains since the draught begun and tourism was deflected to the ski areas. Overall, localities throughout the region are benefiting from a vibrant tourism industry, and this is reflected in the TOT. TOT has also benefitted from the extensive marketing efforts of the Tourism Business Improvement District and investments in the City’s community promotions program. TOT revenues have consistently grown at an average rate of 8% over the past four year and are now at historic high levels. Based on current economic outlook and consistent with the Tourism Board Improvement District strategic plan, the TOT growth through Fiscal Year 2019-20 assumes 5% yearly growth rate. Development Review Fees revenues continue to growth above expected levels due to high volume of development applications and calls for inspection services in the community. Fiscal Year 2015-16 Development Review revenues are projected to be $1 million higher than the original budget. The current trends in development and the Beacon Economics forecast both support continuing growth in this revenue stream that funds the services provided to process the applications. As allowable by legislation and Council policy and not otherwise adjusted by the Council action, all charges for services were increased by 0.7% based on all urban consumers price index growth. It is important to note that fees charged for permit review are to recover the reasonably related costs associated with permit review, inspection and other linked services. A-7 BUDGET MESSAGE Expenditure Highlights: Operating expenditures are adjusted based for salary and equity adjustments adopted in 2015-16 Fiscal Year. The operating expenditures financial schedules for the proposed 2016-17 Financial Plan Supplement budget and the Five Year Forecast also include the expenditures associated with the proposed and recommended significant changes in operating programs. The forecast for ongoing operating expenditures assumes an escalating growth rate of 3% in Fiscal Year 2017-18, 3.25% in 2018-19, and 3.5% in 2019-20 to accommodate for inflation, minimum wage and other natural wage increases. This amount must also incorporate any growth in positions based on workload and major city initiatives. Retirement Benefits costs to the California Public Employees’ Retirement System (CalPERS) are forecasted separately based on the CalPERS current required rates per actuary valuation reports as of end of Fiscal Year 2014-15 and the CalPERS forecast into the future. The General Fund Five Year Forecast does not take into account any potential fluctuations in economic assumptions (such as return interest rate), demographic assumptions (such as mortality), fund stabilization policies and/or changes to rates charged to the City that CalPERS may implement in the future. The Five Year Forecast incorporates the adopted five-year Capital Improvement program budget and the proposed and recommended one-time additional expenditures toward Capital Improvement Project, Infrastructure, and paying down Long-Term Unfunded Liability. A-8 BUDGET MESSAGE City of San Luis Obispo - General Fund Five Year Fiscal Forecast FY 2016-17 Supplemental Budget $ in 000's ActualRevised Proposed 2014-15 2015-162016-172017-182018-192019-20 1Sales Tax 15,273 17,537 17,297 17,700 18,238 18,782 2Measure Y/G Sales Tax 7,136 7,397 7,886 8,070 8,315 8,563 3Sales Tax Prop 172 410 420 428 437 445 454 4Property Taxes 9,632 9,726 10,511 11,037 11,588 12,052 5Property Tax in Lieu of VLF 3,849 4,042 4,365 4,583 4,813 5,005 6Transient Occupancy Tax 6,806 6,844 7,186 7,546 7,923 8,319 7Utility Users Tax 5,211 5,506 5,562 5,729 5,901 6,078 8Franchise Fees 2,790 1,540 1,557 1,596 1,636 1,677 9Business Tax 2,203 2,339 2,395 2,455 2,516 2,579 10Real Property Transfer Tax 298 184 301 304 307 310 11Subtotal Taxes 53,608 55,536 57,488 59,456 61,682 63,819 12Transfers In (Gas, TDA, CoS, Other)1,505 2,341 2,353 3,254 3,254 2,371 Insurance Benefit Transfer In - - - - - 13Other Subventions & Grants 1,278 335 323 323 323 323 14Development Review Fees 5,274 4,490 4,681 4,856 5,569 6,235 15Rental Inspection Fees 146 445 461 472 484 16Recreation Fees 1,881 1,646 1,646 1,679 1,713 1,747 17Other Service Charges 1,875 1,738 1,750 1,777 1,803 1,830 18Other Revenues 697 553 543 543 543 543 19Subtotal Non-Tax Revenues 12,510 11,249 11,741 12,893 13,677 13,533 20Total Resources 66,120 66,783 69,229 72,349 75,359 77,352 21 Operating Expenses (excl PERS)1 44,576 47,610 49,553 51,278 53,095 55,063 22PERS Normal Costs 4,322 3,833 4,574 4,122 4,248 4,375 23PERS Unfunded Liability 3,536 5,629 6,163 6,987 7,701 8,565 24Subtotal: Operating Expenses 52,434 57,072 60,290 62,387 65,044 68,003 Other One-Time Non Allocated 25Debt Service 5,312 3,015 3,246 3,212 3,202 2,912 26Transfer to CDBG 73 147 154 154 154 154 27Transfer to Insurance Benefit Fund 280 2,124 1,740 - - - 28CIP - Fleet Replacement 533 1,229 - 704 471 485 29CIP - IT Replacement 991 1,191 2,621 831 925 525 30CIP - Major Facility Replacement 551 837 235 915 790 1,190 31 CIP - All Other & Local Measure Funded projects)2,918 5,440 6,777 3,497 3,652 3,502 32Subtotal: Operating Transfers 10,658 13,982 14,773 9,313 9,193 8,768 33Total Expenditures 63,092 71,055 75,063 71,700 74,237 76,771 34 Resources Over/(Under) Expenses 2 3,028 (4,271) (5,834) 649 1,122 581 35Fund Balance, Beginning of Year 20,317 23,847 18,059 12,226 12,874 13,996 36Encumbrances (1,516) 37Funding Adjustment 502 - - - - 38Ending Fund Balance 23,847 18,059 12,226 12,874 13,996 14,577 39Reserve @ 20% Operating Costs 10,487 10,389 10,825 11,380 11,769 12,188 40Adj for Debt Svc Reserve (303) (303) (303) (303) (303) (303) 41 Designated Reserve (8,108) (963) - - - - 42CIP Infrastructure Designation (900) (1,000) (1,400) (1,500) 42Reserve Over/(Under) Policy Level 4,949 6,404 197 191 525 587 Notes 1 PERS costs estimated based on CalPERS valuation reports and are broken out to show contribution to normal cost unfunded liability. 2 2016-17 Proposed Budget includes one-time expenditures. Forecast A-9 BUDGET MESSAGE Enterprise Funds Summaries Wastewater The Wastewater Division is responsible for collecting wastewater from businesses and residences and transporting it to the Water Resource Recovery Facility where it is treated to high standards for reuse in the creek system and as an irrigation water source. Additionally, biosolids and energy are recovered for beneficial reuse. Protection of the wastewater system, its workers, and the environment is provided through the Environmental Programs group in compliance with the federal pretreatment program. The Water Quality Laboratory team provides citywide services related to water quality studies, data, testing, and analyses to ensure appropriate regulatory compliance and operational decision-making. Operating, maintaining, and installing and/or replacing the hundreds of millions of dollars of wastewater infrastructure assets is the responsibility of this entire group of professionals. The Water Resource Recovery Facility completed its energy efficiency project, a public/private partnership with PG&E, in December 2015. A component of the project is presently generating about 25% of the facility’s energy requirements. In January 2016, the project was awarded project of the year in the environmental class from the American Public Works Association local chapter. In December 2015, the design consultant for the WRRF project was hired and the draft Environmental Impact Report was released in April 2016 with completion scheduled for early summer. Design of the WRRF Project continues. The wastewater collection system Infrastructure Renewal Strategy was approved by City Council in January 2016. This strategy document is a valuable tool that includes an operating model of the collection system, prioritized capital improvement list, and recommendations such as a strategy to control inflow and infiltration. The City Council adopted the 2016-17 Fiscal Year wastewater service rates for the work outlined in the City’s 2015-17 Financial Plan on June 23, 2015. Both the base and volumetric portion of the rate increase 3% over the 2015-16 Fiscal Year. Sewer Rates 2015-16 2016-17 Base Fee $ 8.32 $ 8.57 3% Volume Charge $ 9.17 per unit $ 9.44 per unit 3% A consequence of the extraordinary conservation measures taken in support of the severe drought conditions, 2016- 17 Fiscal Year revenues for the wastewater fund are expected to be $1.4 million less than budgeted. This is a result of sewer cap numbers coming in much lower than anticipated during the 2015-17 Financial Planning process. This has a significant impact on wastewater fund revenues and future rate requirements will likely need to be higher than predicted. It is critical to adequately position the fund to support the debt service required for the Water Resource Recovery Facility project and other critical capital projects. Water Fund The Water Division is responsible for securing and protecting the community’s surface and ground water supplies, treating water to meet stringent water quality standards, and safely distributing it to the community. Distributing recycled water is an important function of this group. Maintaining complex infrastructure including a dam, multiple tanks, and pressure zones will soon be assisted by the installation of sophisticated monitoring equipment on pumps, tanks, and special valves that will allow for remote access and control of these systems. This project is currently underway. Although rainfall levels were near average in 2016, the prolonged drought has fully engaged the community in laudable water conservation efforts with water use down almost 20% as compared to 2013. The Utilities Services team performed hundreds of water audits, administered water reduction programs, and ensured community member compliance with State and local mandates along with multiple outreach, engagement, and education activities. Additional funding is requested to support the continued temporary staffing needed to fulfill the needs of the water conservation program efforts. A-10 BUDGET MESSAGE The addition of 2,100 acre feet of water from Lake Nacimiento to the City’s water supply was an important milestone achieved in 2015-2016. In light of the ongoing drought and in order to be prepared to maximize the use of water from Nacimiento, additional funding is requested to support the energy and staffing requirements for 24/7 water treatment plant operation. This additional expense is significant and requires the deferral of critical capital projects identified in the Potable Water Distribution System Operations Master Plan adopted in January 2016. Reprogramming funds for a capital improvement project to expand the city’s groundwater program is also requested. The City Council adopted the FY 2016-17 water service rates for the work outlined in the City’s 2015-17 Financial Plan on June 23, 2015. Water Rates Increase Water Base Fee7.63$ 9.98$ 31% Drought Surcharge0.37$ 0.74$ 100% Tier 1 Rate6.92$ 1 ‐ 8 units6.92$ 1 ‐ 8 units0% Drought Surcharge0.98$ 1.10$ 12% Tier 2 Rate8.65$ 9+ units8.65$ 9+ units0% Drought Surcharge1.23$ 1.37$ 11% 2015‐162016‐17 Parking The Parking Fund’s 5-Year forecast projects a positive balance over the next 5-years. Consistent with previously adopted policies, the forecast assumes a conservative 1% growth in Revenues in 2016-17 and 2017-18 and a 10% increase in 2018-19 for periodic rate adjustments. The forecast assumes a 3.0% increase in operating expenses in 2017-18, 3.25% in 2018-19 and 3.5% in 2019-20. Several major capital improvement projects, including the proposed construction of the Palm/Nipomo Parking Structure, have been included in the forecast. The anticipated costs for the Palm/Nipomo Parking Structure were developed several years ago, and staff will be working with a consultant to update the costs and project timeline. A parking structure rehabilitation assessment, including anticipated costs to replace outdated structure equipment, is expected to be completed in 2016-17. Transit The Transit Fund’s 5-Year forecast projects a positive balance over the next 5-years. Based upon past trends, the forecast assumes the availability of Federal and State transit grant funding to remain relatively stable, though staff will monitor the status of the State’s Gas Tax issues in anticipation of the 2017-19 Financial Plan. Several major capital improvement projects, including the replacement of four buses and one trolley in 2018-19 and 2019-20, have been included in the forecast. The forecast assumes the new contact costs for the local transit provider, some additional transit services as a result of the adoption of the Short Range Transit Plan and a 25 cents general fair increase in 2017-18. Staff expects to present more detailed service enhancements and options for general fare increases in the Fall of 2016-17. ADDRESSING CHALLENGES AHEAD The City is committed to delivering and enhancing the services expected by the community. The 2016-17 Financial Plan Supplement addresses this commitment by actively engaging the principles of the Financial Responsibility Philosophy and addressing long-term Liabilities. Despite current favorable economic outlook, the City must be cognizant and vigilant in addressing the long-term Capital infrastructure needs; inherent volatility in pension, retiree healthcare, workers compensation and liability insurance rates; and workforce reliability. A-11 BUDGET MESSAGE Long-term capital infrastructure needs have been recognized by the Council with the policy direction to address long- term unfunded liabilities. The roads infrastructure and the Five Year Forecast anticipate additional funding for street reconstruction and resurfacing. Any additional one-time funding to deferred road maintenance reduces costlier future maintenance and reconstruction costs; addresses Council pavement condition goals; contributes toward holding pavement at its current conditions and lowers costs to road user as a result of less vehicle damage. Furthermore, the Council recognized the need for Equipment Replacement Funds toward vehicle and Information Technology, which focuses on timely maintenance and reduction of future equipment financing costs and needed investment in Information Technology to improve service reliability to the customer and user. $270,000 is proposed to be allocated with the 2016-17 Supplemental Budget for Facilities Master Plan to guide the improvement, maintenance and replacement of City facilities. The City (like every other agency) continues to face challenges of stock market volatility and the associated pressures on the CalPERS retirement and OPEB retiree healthcare plans. The City is actively addressing the long-term liability by continuing to allocate one-time resources to pay down the unfunded liabilities. The CalPERS Board has taken a number of steps over the last few years to stabilize the fund. In 2013, the Board adopted an amortization and smoothing policy to fix the payoff timeline to 30 years and spread the associated rate increases over a 5-year period. In 2014, the Board adopted the new Demographic Assumptions that account for public employees living longer. Finally, in 2015, the Board adopted a Funding Risk Mitigation Policy that according to the Board will lower the discount rate in years of good investment returns and also reduce risk and volatility in the pension system. The Funding Risk Mitigation Policy established a mechanism to reduce the discount rate by a minimum of 0.05 percentage points to a maximum of 0.25 percentage points in the years when investment returns outperform the current 7.5% discount rate by at least 4 percentage points. The policy is anticipated to result in lowering of the expected portfolio volatility to 8% in about 21 years. It is anticipated that even though the expected rates are going to increase for CalPERS employers, the policy is designed to minimize the amount of increases above projected rates. Given market uncertainty, it is unknown when investment returns will outperform the current discount rate by at least 4%, which would trigger the reduction in discount rate applied to the plans. The City’s primary Other Post Employment Benefit Program (OPEB) obligation is the minimum contribution that the City is required to make under its participation in the CalPERS health care program under the “unequal contribution option”, where the retiree contribution is increased annually until it equal the Public Employee’s medical and Hospital Care Act (PEMHCA) minimum contribution. On June 2, 2015, the Government Accounting Standards Board approved two new Statements designed to improve accounting and financial reporting for state and local government OPEB plans, GASB 74 and GASB 75. In accordance with the pronouncements, the long-term liabilities for OPEB plan will be reflected on the financial statements effective for fiscal years starting after June 15, 2017. In addition, in May 2014, Actuarial Standards Board released revised Actuarial Standards of Practice No. 6 effective on or after March 31 of 2015, which requires implied subsidy2 valued for community rated plans. This resulted in an increased Annual Required Contribution (ARC) to $1,182,000 in 2016-17 Fiscal Year. Even though the City is not required to contribute the full ARC, payment of the full ARC ensures management of long-term liability in-line with actuarial assumptions. The proposed allocation of funds to fund payment of the full ARC, will decrease the City’s unfunded liability. The City is actively working with CJPIA to minimize the Worker’s Compensation and Liability costs. These expenditures are volatile in nature based on the actual experience in cases and will continue to vary from fiscal year to fiscal year. Therefore, the City continues to set aside funds for future fluctuations. Another challenge faced by the City is workforce reliability. Over 22% of the city employees are eligible for retirement. The Citywide turnover rate was 10% in 2014-15 and 7% to date in the current fiscal year. Improving economy following an economic downturn and flattening or decreasing wage is now followed by slow but steady recovery. According to the San Luis Obispo Workforce Investment Board, average wages for nearly all 2 Implied Subsidy is the difference between average retiree claims and premiums charged by the insurer or by CalPERS. A-12 BUDGET MESSAGE occupational categories in San Luis Obispo County are below that in California. Furthermore, California minimum wage legislation has set forth the following minimum wage increases: minimum wage will increase to $10.50 January 2017, $11 in January 2018 and then by $1 in January of every year until 2022 where it will reach $15/hour. The impacts of an increase in minimum wage are difficult to estimate at this time, however, the Five Year Forecast includes broad assumptions of wage growth based on these economic trends. On April 19, 2016 the Council received a report with recommendations from the Government Finance Officers Association (GFOA). GFOA performed an organizational assessment of the Finance and Informational Technology department of the City, with a focus on Finance function to determine areas of improvement. The results of the assessment provide four key recommendations: 1) Immediately address the lack of a complete financial system; 2) Align a chart of accounts with business requirements and system capabilities; 3) Streamline ineffective business policy and process; 4) Clarify roles and responsibilities and implement service level agreements for all central functions. GFOA concludes that these core issues represent the most significant problems faced by the City’s Finance function and cause ripple effects throughout all City departments. In other words, over time, the Finance Department has blurred lines of responsibility as staffing levels have decreased and responsibilities have increased. This combined with an outdated financial system inhibits the department’s ability to improve efficiency and effectiveness even with temporary resources. While there have been attempts to address challenges in Finance and Information Technology department in the past by allocating temporary resources or transferring work to other departments, little if any relief has been achieved and the foundational changes and improvements needed for long-term sustainability have not been achieved. The City is committed to delivering and enhancing the services expected by the community and exploring and implementing operational efficiencies including alternative service delivery, best management practices, and cost containment measures while preserving effectiveness. Workforce Reliability is a challenge given the City’s workforce demographics. The City is proactively engaging the City staff by providing training through the Leadership and Learning academy in order to well-equip the workforce for current and future demands by focusing on the development of proven public sector competencies, preparation for supervisory, program management, and leadership roles in complex environments. With the 2016-17 Supplemental budget, staff recommends to fully fund the Efficiency and Effectiveness Initiative and implement an Enterprise Resource Planning System (core Financial, Budget and Human Resources) while streamlining the business policies and processes. The Efficiency and Effectiveness Initiative is a key infrastructure effort and both an investment in highly functional Information Technology Infrastructure and support departments workforce infrastructure that will lead to: 1) increased efficiencies; 2) ability to utilize technology to implement alternative service delivery methods within the support functions; 3) best management practices; 4) allow for future cost containment measures in the workforce while preserving effectiveness through utilization of information technology and process realignment. The proposed 2016-17 Financial Plan Supplement is the second year of the 2015-17 Financial Plan and is based on the goals and priorities set by the Council goal-setting process. In order to maximize the utility of resources, the proposed budget allocates the fund balance above policy reserve level and the current fiscal year projected over-realized revenues to deliver the services expected by the community. A-13 BUDGET MESSAGE FINANCIAL HIGHLIGHTS The Proposed 2016-17 Supplemental Budget allocates the available 2014-15 Fiscal Year end General Fund balance above the 20% reserve policy level in the amount of $4.9 million and the $281,935 Year end balance in Local Measure funds In February 2016, the 2015-16 Mid-Year Budget Review was presented to the Council, that highlighted the 2014-15 Fiscal Year end unassigned General Fund balance of $4.9 million dollars and $281,935 in Local Measure available fund balance for future one-time appropriations. Staff recommended to return to Council with the 2016-17 Financial Plan Supplemental Budget to make recommendations for appropriation of these funds. In order to meet the 20% policy reserve level through the Five Year Forecast staff indicated that the maximum amount available for funding of one-time expenditures form the fund balance was $4.4 million. Review of the Five Year Forecast showed stronger than expected growth in the major revenue sources for the General Fund. For example, based on the latest trends, the sales taxes revenue is now projected $359,000 higher than staff estimated at the Mid-Year Review. The County Assessor-Controller, released the property tax estimate for 2016-17, which is $405,000 higher than expected. These trends in major revenues positively impact the Five Year Forecast and the full $4.9 million plus the $281,935 in the Local Measure fund balance are available for appropriation toward one-time expenditures. Allocations in the General Fund are proposed based on available fund balance, actual revenues received in the current Fiscal Year 2015-16 and projected revenues and expenditures throughout the Five Year forecast. In alignment with the Financial Responsibility Philosophy, the adopted Major City Goals and Other Important Objectives, and the Council adopted policy to address the City’s Long Term unfunded liabilities, the proposed 2016- 17 Financial Plan Supplement allocates General Fund funding for the following purposes: Ongoing SOPC* $661,700 One-Time SOPC $4,025,000 CIP $1,625,000 Long-Term Reduction Priorities $1,000,000 CIP Infrastructure Designation $900,000 Transfer to Insurance Benefit Fund $989,898 Total: $9,201,598 *Significant Operating Program Change (SOPC) 1. $750,000 in additional payment toward CalPERS unfunded liability; 2. $250,000 in additional payment toward OPEB unfunded liability; 3. $670,000 in General Fund and $955,000 from Local Revenue Measure sales tax toward Capital Improvement Plan infrastructure and roads improvements. 4. $900,000 toward CIP Infrastructure Designation (specific projects to be determined in the future); 5. $402,500 in ongoing costs to strengthen the Finance & Information Technology support structure and $2,832,000 toward implementation of an Enterprise Resource Planning System investing in the infrastructure; 6. $125,000 in ongoing Leadership & Learning Academy to enhance employee training, resulting in improved workforce reliability; and 7. $310,000 is proposed to be allocated towards programs and efforts to reduce risk and analyze insurance options. These efforts are proposed to be funded by $979,898 in savings as compared to the 2015-17 Financial Plan anticipated costs in worker’s compensation and liability insurance premiums. The remaining $669,898 is proposed to be transferred to the Insurance Benefit Fund to address long-term fluctuations in these expenditures. 8. $664,656 in one-time funding is proposed to be allocated for additional contract staff and contract services in order to timely respond to development review requests and $145,400 for a three year lease to accommodate the additional temporary staff from over-realized 2015-16 development services revenue. A-14 BUDGET MESSAGE 9.$8,000 ongoing and $18,000 one-time costs are proposed to be funded by the Local Revenue Measure for “PulsePoint Respond”, a Software-as-a-Services solution designed to improve out-of-hospital cardiac arrest survival rates. 10.$29,944 one-time expenditure is proposed to be allocated to purchase protective gear for police officers. 11.$60,000 ongoing and $25,000 one-time is proposed to be allocated for the mandated Stormwater Program. 12.And, $64,200 ongoing is proposed to be allocated for additional Aquatics temporary staff to address safety best practices recommended by the American Red Cross and the American Lifeguard Association. In addition, for the Water Fund, $1,193,549 is proposed to be allocated in increased operations expenditures to facilitate 24 hour a day operations of the water treatment plant and $1,470,000 in additional Capital Improvement expenditures. The proposed total appropriations for 2016-17 Financial Plan Supplemental Budget are as follows: Governmental Funds Enterprise and Other Funds Total Operating Programs64,072,606 34,402,263 98,474,869 CIP 22,289,512 7,375,824 29,665,336 Debt Service 3,245,866 4,598,779 7,844,645 Total 89,607,984 46,376,866 135,984,850 These allocations address the following Major City Goals and Other Important Objectives: Operating Programs Capital Improvement Plan Major City Goals Open Space Preservation 100,000 Multimodal Transportation 200,000 Housing 810,056 1,470,000 Other Important Council Objectives Neighborhood Wellness 26,000 1,055,000 Laguna Lake Restoration Downtown Fiscal Responsibility 1,544,330 A-15 BUDGET MESSAGE The Local Revenue Measure continues to enable the City to provide important and valued essential services to the community via day-to-day operating programs and one-time capital improvements. $8.4 million in Local Revenue Measure funds are budgeted to be spent in 2016-17 to address the priorities set-forth by the voters for the ½ percent local sales tax. 72% or $6.1 million will be spent on capital projects with 28% or $2.7 going to support operations. Funding highlights include resurfacing Madonna Road and neighborhood street sealing, construction of a bike and pedestrian bridge on Phillips Lane and the replacement of the Marsh St. Bridge over San Luis creek. In addition, $1 million of additional revenue from improved sales tax receipts or future forecasts will provide enhanced services such as replanting of street trees lost due to the drought, increased wildfire fuel reduction in open spaces and new park projects like the replacement of the backstop and Sinsheimer Stadium and pedestrian bridge in Exposition Park. SIGNIFICANT OPERATING PROGRAM CHANGES GENERAL FUND 1. Organizational Efficiency, Effectiveness & Transparency The GFOA assessment that focused on areas of improvement in the Finance and Information Technology functions resulted in staff recommendation to fund the Organizational Efficiency, Effectiveness & Transparency Initiative that addresses three key service level objectives aligned with the Financial Responsibility Philosophy and Fiscal Sustainability and Responsibility Other Important Objective: 1) Ensure support functions provide a solid foundation to operating departments that deliver service to the community; 2) Improve organizational efficiency and effectiveness and minimize inefficient duplication of efforts, and 3) provide integrated information and reporting that enhances efficiency, transparency and improves service to the community. The proposed allocations in the amount of $402,500 in ongoing costs and $2,832,000 in one-time costs address the GFOA recommendations including funding for an Enterprise Resource Planning system, long-term staffing needs in the Finance and Information Technology program and temporary staffing for support Legal and Human Resources programs to implement the GFOA recommendations. Staff recommends further assessment of the support functions long-term staffing needs based on current and future service level demands and the efficiency and effectiveness resulting from this initiative. Staff will return to Council with recommendations with 2017-19 Financial Plan process. 2. Leadership & Learning Investment in Workforce Infrastructure An important part of meeting the City’s obligations to the community for maintaining and/or expanding levels of service involves investment in staff. To ensure workforce reliability by investing in the workforce infrastructure, staff recommends an ongoing allocation of $125,000 per year from the General Fund for Leadership and Learning Academy. The Leadership and Learning Academy and partnership with the Centre for Organization Effectiveness ensures City employees are well-equipped for current and future demands by focusing on the development of proven A-16 BUDGET MESSAGE public sector competencies, preparation for supervisory, program management, and leadership roles in complex environments. 3. Cost Neutral Fire Fighter Over-Hire This program funds three new Firefighters without increasing the minimum staffing in the Fire Department from the current level of 14 personnel per shift and without increasing the Fire Department’s staffing budget. Every day the Fire Department fills vacancies created by employee leave (vacation, training, sick leave as examples) and staff vacancies, and many times the department must mandatorily hold employees over for up to 24 hours to maintain minimum staffing needs for service. This program would stabilize daily staffing by funding one additional firefighter per shift. 4. Pulse Point Software to Increase Cardiac Arrest Survival Rates PulsePoint Respond (“PulsePoint”) is an enterprise-class, software-as-a-service (SaaS) solution designed to support public safety agencies working to improve out-of-hospital cardiac arrest survival rates through improved bystander CPR prior to arrival of firefighter-paramedics. Where adopted, PulsePoint Respond has empowered everyday citizens to provide life-saving assistance to victims of sudden cardiac arrest via a smart phone application that is free to end users. Combined with the Fire Department’s High Performance Cardiopulmonary Resuscitation (HPCPR) program, PulsePoint can significantly improve survival rates for San Luis Obispo citizens and visitors who suffer an otherwise fatal heart attack. $8,000 in ongoing costs and $18,000 in one-time costs are proposed to be allocated funded by the Local Measure revenue. 5. Increase in Aquatics Temporary Staffing for ongoing Safety at the SLO Swim Center: The Aquatics division has been updating its policies and procedures to increase the level of training and safety that is recommended by the American Red Cross and American Lifeguard Association. The purpose is to provide a safe environment for swimmers and families at the SLO Swim Center. Temporary lifeguard staffing on the pool deck is directly tied to the level of safety provided to the community. Recruiting and retaining skilled staff has been a challenge in the Parks and Recreation Department. Ongoing cost of $64,200 for health and safety enhancements and retention of trained employees. 6. Essential Safety Gear for Sworn Police Officers Riot helmets are essential safety gear that is issued to every sworn police officer. These helmets provide a high level of protection to officers when working large events, riots, active shooter situations and for search warrant service. Currently the Police Department has 60 sworn officer positions. The Police Department currently only possess 15 riot helmets that have not reached their expiration date. To ensure all officers have properly functioning safety equipment staff is requesting to replace the 45 expired riot helmets. This is a one-time cost of $29,944 funded from the General Fund. 7. Resources to Address Stormwater Mandates The City is enrolled in the National Pollutions Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4) program, currently entering Year 4 (beginning July 1, 2016) of the most recently adopted State program. This is a mandated regulatory program administered through the State Water Resources Control Board through the Central Coast Regional Water Quality Control Board. $60,000 in ongoing cost and $25,000 in one-time cost are proposed to be funded by the General Fund. The additional resources will allow the City to attain compliance with current prescriptive State and local requirements for stormwater quality. Compliance brings with it public benefits in the form of cleaner water and improved environmental habitat. 8. Development Services: The Community Development Department and the Fire Department are requesting four contract positions and additional consultant and contract services needed to assist the City in technical support and timely response to applications for the 2016-2017 Fiscal Year. The objective of this request is to ensure the City is able to timely process applications through the development review and plan check process given increased permit activity. Should these resources not be available, permit volumes will overwhelm the development review process, A-17 BUDGET MESSAGE impairing the City’s ability to keep pace with permit volumes and implement Major City Goals and other objectives. The one-time costs will be offset by FY 2015-16 over realized revenue. The total proposed appropriation is $664,656 in one-time costs. 9. Development Services Office Space Lease The Community Development Department is proposing to lease 2,000 square feet of office space located at 999 Monterey Street, Suite 345, in the Court Street project to accommodate 8-12 employees for a period of three years. Staff has negotiated a cost of $2,500 per month for the 2,000 square foot lease space. One-time costs of $50,000 are estimated to furnish the space and make information technology improvements such as cabling and an air-link for data connectivity to City Hall. Total cost is $81,800 in 2016-17, $31,800 in 2017-18, and $31,800 in 2018-19. The only additional expenditure outside of the monthly rent is for water and electricity, expected to total $150 per month or $1,800 annually. The total one time cost to span from FY 16-17 to FY 18-19 will total $145,400. The full cost will be offset by over realized revenues from Development Services Fees. 10. Insurance Savings Reallocations and Retention The City of San Luis Obispo became a member of the California Joint Powers Insurance Authority (CJPIA) in 2003 for participation in the liability program and in 2004 for participation in the workers’ compensation program. The CJPIA Executive Committee approved a prospective funding model (beginning with the claim year 2013-14) that aimed at funding coverage periods sufficiently, providing budgetary predictability for members by requiring one annual contribution and eliminating the retrospective adjustments, and rewarding effective loss control and risk management efforts with lower rates. Coverage years under the prospective formula will not be adjusted retrospectively on an annual basis. However, if net asset levels become insufficient, an assessment may be needed in the future. The new funding model is intended to provide overall financial strength and security for the pool, and rate stability and fairness for the members. Coverage years under the old funding model (prior to 2013-14) will continue to have retrospective adjustments until all claims are closed for those years. The annual contribution for the Workers’ Compensation Program was under budget. In addition, based on the claims experience the City received a retrospective credit adjustment for an overall savings of $762,652 resulting in revised budget amount of $1,559,889 for the Workers Compensation Program. The annual contribution for the Liability Program was under budget as well. In addition, based on the claims experience we received a retrospective credit adjustment for an overall savings of $217,246 resulting in a revised budget amount of $1,797,393. The combined savings for Fiscal Year 2016-17 for both programs is $979,898. Funding from these savings in the amount of $250,000 in one-time cost and $2,000 in ongoing software license costs are recommended toward conducting an Assessment and Transition Plan as required under the American Disabilities Act of 1990. This need has been identified through membership in the CJPIA. One-time cost of $20,000 to continue OSHA compliant safety policy development and program implementation, a one-time cost of $40,000 to conduct a risk management program audit and a one-time cost of $250,000 to complete an ADA Assessment and Transition Plan in 2016-17. Ongoing cost of $2,000 for software license fee beginning in 2017-18. SIGNIFICANT OPERATING PROGRAM CHANGES FUNDING: OTHER FUNDS 2. TBID Support Staff As the tourism program continues to grow, the need for increased support to maintain the program effectiveness has been realized by the TBID Board. The proposed budget is to, within the Tourism Business Improvement District (TBID), establish a full-time support position for the advancement of the tourism promotion program for a total ongoing cost of $95,041. This position would be funded by the TBID fund with no salary impact on the General Fund. The added staff position will support the Tourism Manager with the day-to-day operation and advancement the City’s tourism program and would allow the Tourism Manager to focus on strategic program development, policy, community & constituent outreach, and future planning efforts. A-18 BUDGET MESSAGE 3. Increased Electrical and Operational Expenditures for Nacimiento Water Delivery $1,193,549 is proposed to temporarily increase the Source of Supply and Water Treatment Plant operating budgets to allow for 24-hours per day, seven days per week treatment plant operation and maximum water deliveries from the Nacimiento Project. Continued drought is placing strain on the water supplies in Salinas and Whale Rock Reservoirs with Salinas near minimum pool. With the City Council’s recent approval to contract for an additional 2,102 acre feet per year of water from Nacimiento Reservoir, the City has the opportunity to conserve its current supplies in Salinas and Whale Rock Reservoirs. Utilizing this strategy will allow for increased water resiliency and is consistent with the General Plan, Water and Wastewater Element, Goal 5.1.1: Identify and meet the City’s multi- source water supply needs. 4. Utilities Services Temporary Staffing $59,000 in one-time operating expenditures is proposed for continuation of a temporary Utilities Services Technician in order to fulfill the educational components, state-mandated enforcement measures, and other activities related to the continuation of the drought. CAPITAL IMPROVEMENT PROGRAM 1. Facilities Master Plan The City of San Luis Obispo owns and is responsible for 221,000 square feet of buildings. This inventory consists of all types of facilities, including, fire stations, golf courses, City Hall, and other structures. At some point in time each of these spaces will need to be evaluated to determine if the physical spaces have outlived their original purpose. There may be additional or modified space needs. The building may no longer meet current codes, or the heating systems and roofs are outdated. Maintenance costs of old systems may no longer be fiscally responsible. New regulations, increasing energy costs and changes in the way business is done may make what was once a perfectly usable space into a place that is inefficient, costly to maintain, or insufficient for current needs. This project was originally proposed in 2017-18 Fiscal Year for $145,000 with the 2015-17 five-year Capital Improvement Plan. The project is accelerated to begin work in 2016-17 Fiscal Year and the scope is augmented to include and consolidate the space plan studies for the Police and Community Development Departments. This project will prepare and update a 1988 facilities master plan which will guide the improvement, maintenance and replacement of City facilities. The cost is anticipated to be $270,000 in 2016-17, including $20,000 to augment the related Police Department facilities assessment (budgeted at $45,000), and $50,000 to address interim facility needs for Community Development. 2. California & Taft Roundabout As part of the City’s General Plan Update & CalPoly Housing South Environmental Impact Reports the intersection of California & Taft has been identified as operating with excessive congestion, level of service F, during peak hours. This level of congestion exceeds the City’s general plan thresholds. In addition to operational deficiencies this intersection also experiences a high rate and severity of collisions. In the last five years there have been approximately 30 traffic collisions, approximately 20 resulted in injuries and of those 8 involved pedestrians or cyclists. Roundabout control is projected to reduce congestion to a level of service “A” and mitigate the rate and severity of traffic collisions. Roundabout control at this location will also provide key bicycle and pedestrian connection to the RailRoad Safety Trail furthering the City’s modal split objectives and improving the aesthetics of the area providing opportunities for enhanced landscaping and public art. The intersection of California & Taft has been a top ranking priority for traffic congestion and traffic safety improvements for several years. When presented to the Council as part of the City Annual Traffic Safety Program there was interest from the Council in accelerating the project, therefore staff is presenting this request at this time. This proposal will complete the study and design to install a roundabout at the intersection of California & Taft to address traffic safety and operational issues will cost $200,000 in 2016-17. A-19 BUDGET MESSAGE 3. Enhanced Park Major Maintenance (funded by Local Measure Sales Tax) The backstop at Sinsheimer Park at the Stadium is believed to be the original from the Stadium construction in the 1970’s. It is regularly coated on the outside to prevent rusting; however, there is clear evidence that the backstop is rusting from the inside and is in need of replacement or rehabilitation. There are two pedestrian bridges in Meadow Park. The bridge linking the parking lot to the community building and playground is currently scheduled to begin design in the upcoming 2016-17 fiscal year. The second bridge (officially in Exposition Park) crosses the creek at about the mid-point of the park, near the terminus of King Street. The bridge in the middle of the park near King Street has deteriorated to the point where it can no longer be repaired and will need to be closed or removed in the near future. Combining design efforts for these two structures is anticipated to reduce overall design costs. Replacing the Sinsheimer Stadium Backstop and Meadow Park Bridge at King Street will cost $220,000 in 2016- 17. 4. Enhanced Urban Forrest Maintenance and Restoration (primarily funded by Local Measure Sales Tax) The City’s urban forest is losing its Street Trees to declining health due to age and drought stress. Approximately 30 Street Trees were lost in each recent year. There are currently 310 empty street tree wells. This project will replant 40 trees to restore street trees lost over the last year. The trees will be watered for the initial establishment period of 3 years, as part of the project. Replanting and initial establishment of replacement Street Tress will cost $120000 in 2016-17 funded by the Local Revenue Measure. This funding will provide for a major pruning effort of these tress to occur. 139 Large Blue Gum Eucalyptus Trees along the creek dividing Johnson and Sinsheimer parks, and Sinsheimer Elementary School need much more frequent pruning than provided under the current maintenance rotation. This is due to their enormous size and proximity to school children, scheduled users of the playground equipment coming from YMCA programs, and the frequent users of the park who play amongst the trees. The frequency of this pruning work should be every two to three years because of the high use of the area and the nature of large blue gum eucalyptus trees. Trees that are beyond reclamation will be removed under the City Arborist’s authority. The pruning of Johnson Park Eucalyptus Trees will cost $65,000 in 2016-17 funded by the Local Revenue Measure. Lastly, seven large Canary Island Date Palms on California Street were identified for removal by the City’s service contractor during a scheduled pruning. This was confirmed during an aerial inspection by City Forestry staff in June 2014. Having reached a near critical decay threshold, two of the palms were in imminent danger of failure and were removed. Over the past 20 years several other palms have been removed without replacement. The remaining five palms identified need to be removed soon to avoid failures, and replanting and initial maintenance implemented to restore the palms, ensuring this iconic gateway to Cal Poly is preserved. The trees will be watered for the initial establishment period of 3 years, as part of the project. The removal, replanting, and initial establishment efforts to maintain the palm trees on California Boulevard will cost $30,000 in 2016-17 funded by the General Fund. 5. Enhanced Street and Sidewalk Maintenance (funded by Local Measure Sales Tax) The City has a few concrete streets which have never received maintenance. The City’s most recent Pavement Condition Survey indicated that, while overall Pavement Condition Index (PCI) has increased from 72 to 73; the Concrete streets have declined to 35. A maintenance strategy has now been developed for these streets and will roll out with upcoming area pavement maintenance. However, three intersections have drawn the attention of staff as being in need of immediate attention. Planning and design is nearing completion for work at Toro & Palm, Toro & Johnson, and Nipomo & Dana. These intersections are very uneven and present a challenge to pedestrians crossing the street, particularly those with mobility issues. The proposed funding will allow for complete reconstruction of these intersections, including updated sidewalk ramps, without impacting funding for regularly planned neighborhood paving. The new intersections will be safer and more accessible. A-20 BUDGET MESSAGE The City maintains 241 miles of sidewalks. Sidewalk maintenance has historically been incorporated into the Pavement Management Program whereby sidewalks are systematically inspected and repaired when that geographic Pavement Area (total of 8) is up for resurfacing. In addition, priority sidewalk repairs are addressed on an ongoing basis. Since the Urban Forest is integral to the city’s streetscape, there are instances where tree roots and other factors cause deterioration of the traveling surface. Even with the City’s comprehensive sidewalk management program, there continue to be unmet maintenance needs. This request would fulfil some of those unmet needs. Job Order Contract is in process of being updated with a contractor to be on-board by the end of July 2016. A location list has been prepared of potential and actual trip and fall sites and once the contractor is hired, work can begin almost immediately. The additional proposed funding will allow for an additional 4 to 5 sites to be reconstructed. Expanding maintenance of City streets and sidewalks in the Public Right-of-Way will cost $520,000 for intersection reconstruction and $100,000 for sidewalk repairs in 2016-17. 6. Open Space Maintenance: Wildland-Urban Interface and Invasive Species Program Implementation (funded by Local Measure Sales Tax) With the adoption of the 2015-17 Financial Plan significant investment was identified by the Council to address its Major City Goal of open space protection. The work program is successfully utilizing a two-part strategy: planning and implementation. Completion of land acquisitions and implementation of the Council adopted Open Space Maintenance Plan have significant one-time costs associated with each that have been adequately funded; however, only minimal program funding is available for fuel reduction and invasive species treatment. By providing additional funds to each effort greater protection of the City’s open space natural resources values can be achieved. This project provides additional one-time funding in the amount of $100,000 to address the Local Revenue Measure Priority and Major City Goal regarding ongoing Open Space Protection and Maintenance. The City Council adopted 2015 Open Space Maintenance Plan included two technical appendices that detail priorities and strategies with particular focus on wildland-urban interface fuel reduction and invasive species treatments. These activities are also consistent with the Conservation Plans that have been adopted and identify these projects for the City’s various Open Space and Natural Reserve properties. 7. Bike Bridge at Phillips Lane (acceptance of Grant) In November 2000, the Council adopted the preliminary alignment plan for the Railroad Safety Trail. Since that time grants have been applied for and work continues with Union Pacific Railroad to receive approval for specific segments, using a phased approach. In 2013 the bike path and fencing was extended southward along California Boulevard to Taft Street. An additional phase was planned for construction during the Spring of 2015, which would have extended the pathway on the westerly side of California Boulevard, to the intersection of California Boulevard and Phillips Lane, as the first phase of the previously approved “Taft to Pepper” project. That project, however, was denied an encroachment permit from Caltrans and efforts to complete that project were subsequently abandoned. Efforts were then renewed to extend the pathway southward to the Phillips Lane cul-de-sac through an alignment which traversed behind the CHP facility on California Blvd, adjacent to the railroad tracks. As of April 2016, that project is 50% completed through design. The project completes the connection to Pepper Street. This bridge connection over the railroad will allow cyclists traveling north, to avoid crossing California Blvd to get onto the Trail, either at Phillips Lane or farther north at Taft Street. Cyclists will be able to ride north on Pepper Street, cross the bridge to Phillips Lane, and join the Trail at California Boulevard, without crossing the street. Future phases will be pursed to extend the trail southward to connect to the existing southern portion starting at the Railroad Station. This project is being included in the 2015-17 Budget Supplement to reflect the City’s receipt of grant funding in the amount of $3,244,000. A-21 BUDGET MESSAGE 8. Expanded Groundwater Program The City of San Luis Obispo has a long history of utilizing groundwater to meet its potable and non-potable water needs. Over time, surface water reservoirs have become the primary community water resource and city groundwater wells have been placed on standby, deemed for non-potable use only, or abandoned for various reasons. The current potable groundwater program is limited because of wellhead treatment being required as a result of recent regulatory changes. The city’s one remaining potable water well was placed on standby due to regulatory changes in April 2015. Funding for this capital project has been prioritized over other capital projects previously identified. This project is planned for the development of an expanded groundwater program within the City of San Luis Obispo. The study phase of the expanded groundwater program will cost $70,000, the design and environmental phase of the groundwater program will cost $250,000, and the construction of the project, including associated costs for construction management, will cost $1,150,000 in 2016-17. CONCLUSION In closing, the 2016-17 Financial Plan Supplemental Budget presents a balanced budget aligned with the City’s Financial Policies and based on prudent estimate of revenue and expenditures. The Five Year Forecasts both for the General and Enterprise funds are based on conservative revenue assumptions, taking into assumptions normal volatility in the revenue streams, and realistic examination of known operating and capital expenditure demands. The proposed budget directly responds to the Financial Responsibility Philosophy and the City Council identified Major City Goals and Other Important Objectives. The proposed Supplemental Budget addresses the four Council identified priorities to address long-term unfunded liabilities by allocating funds toward paying down pension and retiree healthcare unfunded liabilities and invest in capital and equipment infrastructure. The 2016-17 Financial Plan Supplement recommendation is aligned with the two-year Financial Plan direction and does not propose any new programs. Staff will continue to seek efficiency improvements in delivery of services to the community and will return to the Council with the 2017-19 Financial Plan with long-term recommendations addressing the Organizational Efficiency, Effectiveness and Transparency Initiative and ongoing support functions requirements. ACKNOWLEDGEMENTS Preparing the Financial Plan Supplement is a team effort involving the time and talents of a wide variety of City employees: department heads; staff members from Administration and Finance & Information Technology; special review groups such as the CIP Review Committee and Budget Review Team; department fiscal officers; budget analysts and department operating staff. I wanted to take this opportunity to express my appreciation to everyone involved for all the time, effort and thoughtful consideration exhibited. A-22 MISSION STATEMENT SAN LUIS OBISPO STYLE Quality With Vision WHO ARE WE? People Serving People A team that puts high value on each citizen it serves. Providers of programs that meet the basic service needs of each citizen. Enhancers of the quality of life for the community as a whole. WHAT DO WE STAND FOR? Quality in all Endeavors – Pride in Results Service to the community – the best – at all times. Respect – for each other and for those we serve. Value – ensuring delivery of service with value for cost. Community involvement – the opportunity to participate in attaining the goals of the City. WHERE ARE WE GOING? Into the Future with a Design Planning and managing for levels of service consistent with the needs of the citizens. Offering skills development and organizational direction for employees in order to improve the delivery of municipal services. Developing sources of funding and establishing a sound financial management program which will result in fiscal independence and flexibility in the delivery of City Services. Providing the residents of the City with accurate and timely information on issues which affect them, and encouraging the full utilization of City services. Promoting the City as a regional trade, recreational, and tourist center and improving the quality of life for residents and visitors. A-23 ORGANIZATIONAL VALUES We, as an organization, embrace opportunities to improve our services and the quality and effectiveness of our relationships with the community and our teams. The following values guide and inspire our efforts. Shared Vision, Mission and Goals We have a sense of common purpose and direction pursued with passion and translated into concrete actions. Service We are dedicated to the best use of resources to fulfill identified community goals and needs. Leadership and Support We recognize that the ability to lead can be found at all levels and that to create an environment to succeed requires leading by example. Communication We foster open and clear discussion that encourages the willingness to speak up and to listen, within a framework of respect and understanding. Team Players We encourage effective working relationships within and between departments and the public to address issues and achieve valuable results. Honesty, Respect and Trust We honor commitments, acknowledge legitimate differences of opinion and accept decisions reached with integrity. Initiative and Accountability We take personal responsibility to do what needs to be done and report the results in a straightforward manner. Innovation and Flexibility We are open to change and willing to try new ways to fulfill the organization’s vision, mission, and goals more effectively. Employee Development and Recognition We encourage and support each employee to improve relevant job skills and celebrate personal and team accomplishments. Stewardship and Ethics We promote public trust by using City resources wisely, and through consistent fulfillment of these values. A-24 DIRECTORY OF OFFICIALS AND ADVISORY BODIES CITY COUNCIL Jan Howell Marx, Mayor Carlyn Christianson, Vice-Mayor John Ashbaugh, Council Member Dan Carpenter, Council Member Dan Rivoire, Council Member ADVISORY BODIES Architectural Review Commission Bicycle Advisory Committee Construction Board of Appeals Campaign Regulation Committee Cultural Heritage Committee Housing Authority Human Relations Commission Investment Oversight Committee Jack House Committee Mass Transportation Committee Parks and Recreation Commission Personnel Board Planning Commission Promotional Coordinating Committee REOC Tourism Business Improvement District Board Tree Committee APPOINTED OFFICIALS AND DEPARTMENT HEADS Appointed Officials Katie Lichtig City Manager Christine Dietrick City Attorney Department Heads Derek Johnson Interim Director of Finance & IT and Assistant City Manager Deanna Cantrell Police Chief Garret Olson Fire Chief Monica Irons Director of Human Resources Michael Codron Director of Community Development Carrie Mattingly Director of Utilities Shelly Stanwyck Director of Parks and Recreation Daryl Grigsby Director of Public Works A-25 ORGANIZATION OF THE CITY OF SAN LUIS OBISPO CITIZENS Patrol Fire, Medical & Haz MatEngineering Water Long Range Planning Traffic Safety Emergency ResponseTransportation Sewer Development Review Investigations Hazard Prevention Creek & Flood Protection Utilities Resource Building & Safety Neighborhood ServicesFire Inspections Maintenance Services:Conservation CDBG Administration Support Services Disaster Planning Streets, Parks, Fleet, BldgsWhale Rock Reservoir Housing Recreation Programs Recruitment Budget Natural Resources Ranger Services Labor Relations Accounting & Revenue Economic Development Park Planning Fair Employment Information Technology Cultural Activities Golf Course Risk Management GIS Management City Clerk Services Public Art Human Relations Support Services General Administration Appointed by the City Council Dept Appointed by the City Manager CITY ATTORNEY CITY MANAGER FirePolice Utilities Community Development MAYOR AND CITY COUNCIL Public Works ADVISORY BODIES Human Resources Parks & Recreation Administration Finance & Information Tech A-26 AWARDS GFOA. The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of San Luis Obispo, California for its two-year budget for the fiscal year beginning July 1, 2015. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device. The award is valid for a period of two years only. We believe our current budget continues to conform to program requirements. A-27 AWARDS CSMFO. For our 2015-17 Financial Plan, the California Society of Municipal Finance Officers (CSMFO) presented the City with an Award for Excellence for its Operating budget. We believe our current budget continues to conform to program requirements. A-28 Section B STATUS OF GOALS & OBJECTIVES 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : U P D A T E O F M C G & O I O OV E R V I E W Th e o v e r a l l g o a l o f t h e C i t y ’ s F i n a nc i a l P l a n i s t o l i n k g o a l s a n d ob j e c t i v e s w i t h t h e r e s o u r c e s r e q u i r e d t o m e e t a n d c o m p l e t e t h e m . Th i s s e c t i o n o f t h e 2 0 1 6 - 1 7 S u p p l em e n t R e p o r t p r o v i d e s a p r o g r e s s re p o r t o n t h e C i t y ’ s a d o p t e d M a j o r C i t y G o a l s ( G o a l s ) a n d O t h e r Im p o r t a n t O b j e c t i v e s ( O b j e c t i v e s ) . Th i s u p d a t e i s p r e s e n t e d i n a t a b l e ba s e d f o r m a t w i t h n a r r a t i v e a d j ac e n t t o e a c h o f t h e 2 0 1 5 - 1 7 F i n a n c i a l Pl a n G o a l ’ s a n d O b j e c t i v e ’ s A c t i o n Pl a n T a s k s . I n 1 2 - m o n t h s ’ t i m e si g n i f i c a n t p r o g r e s s h a s b e e n m a d e on t h e C i t y ’ s M a j o r G o a l s a n d Ot h e r I m p o r t a n t O b j e c t i v e s h i g h l i g ht s o f t h e p a s t s i x m o n t h s a r e em p h a s i z e d b e l o w . 20 1 5 - 1 7 M C G A C T I O N H I G H L I G H T S T O D A T E Op e n S p a c e P r e s e r v a t i o n 4 0 % C o m p l e t e Th e N a t u r a l R e s o u r c e s R o u n d t a b l e e n t a i l s a s e r i es o f m e e t i n g s t h a t a r e n e a r c o m p l e t e an d i s b e g i n n i n g t o f o r m u l a t e i t s v i s i o n f or the future. Ranger se r v i c e s t a f f h a v e b e e n w o r k i n g d i l i g e n t l y on i m p l e m e n t i n g t h e C i t y ’ s n o w a d o p t e d O p e n S p a c e M a i n t e n a n c e P l a n . T h r e e s e p a r a t e land conservation op p o r t u n i t i e s a r e c u r r e n t l y i n p r o g re s s . W e t l a n d m e a d o w a n d r i p a r i a n p l a n t i n g / i n v a si v e s p e c i e s c o n t r o l a t C a l l e J o a q u i n A g r i c u ltural Reserve is un d e r w a y w i t h m o n i t o r i n g t o c o n t i n u e . Mu l t i - M o d a l T r a n s p o r t a t i o n 3 0 % C o m p l e t e Th e F i x l i n i B i k e B o u l e v a r d d i v e r t e r i n s t a l l a ti o n i s c o m p l e t e T h e A c t i v e T r a n s p o r t a ti o n M a n a g e r h a s b e e n h i r e d . W o r k w i l l c o mmence in summer 20 1 6 f o r r e p a i r s o f t h e R a i l R o a d S a f e t y T r a i l a t t h e J e n n i f e r S t re e t B r i d g e . A s t a k e h o l d e r m e e ti n g o n t h e M a r s h S t r e e t B r i d g e Replacement has been he l d a n d t h e d r a f t E I R s u b m i t t e d t o th e S t a t e C l e a r i n g h o u s e f o r r e v i e w . A f e w n o t a b l e c h a n g e s t o c o m p l e t i o n d a t e s r e l a t e d t o t h i s a c t i o n pl a n i n c l u d e : r e v i s i o n o f t h e Bo b J o n e s T r a i l c o n n e c t i o n t o S e ptember 2016 due to wo r k l o a d a d j u s t m e n t . A d d e d t i m e i s n e e d e d fo r H i g h l a n d a n d C h o r r o b i k e i m p r o v e m e n t s d u e t o o t h e r a g e n c i e s , i . e . C a l T r a n s , b e i ng involved. Mi s s i o n P l a z a R a i l i n g h a s b e e n a d j u s t e d f o r c on s t r u c t i o n t o f a l l 2 0 1 6 d u e t o s t a f f v a c a n c i e s . Ma j o r C i t y G o a l s ( M C G ) • O p e n S p a c e P r e s e r v a t i o n • M u l t i - M o d a l T r a n s p o r t a t i o n • H o u s i n g Ot h e r I m p o r t a n t O b j e c t i v e s (OIO) • N e i g h b o r h o o d W e l l n e s s • L a g u n a L a k e R e s t o r a t i o n • F i s c a l S u s t a i n a b i l i t y a n d Re s p o n s i b i l i t y • D o w n t o w n B- 1 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ho u s i n g 5 0 % C o m p l e t e As o f A p r i l 2 0 1 6 , t h r e e B E G I N d o w n p a y m e n t a s s i s t a n c e l o a n s , to t a l i n g $ 1 2 1 , 5 8 0 , h a d b e e n d i s t r i b u t e d f o r t h e p u r c h a s e o f a f f o r d able units at Mo y l a n T e r r a c e . A $ 3 5 , 0 0 0 g r a n t f o r H a b i t a t f o r H u m a n i t y o f S a n Lu i s O b i s p o C o u n t y f o r h o m e h a bi l i t a t i o n h a s b e e n a w a r d e d . A n o t a b l e c h a n g e i n c l u d e s t h e r e v i s i o n t o t h e t i m i n g o f t h e e x p e di t e d b u i l d i n g p e r m i t a s s o c i a t e d w i t h H o m e l e s s S e r v i c e s C e n t e r to Summer 2016 wh i c h r e f l e c t s t h e a p p l i c a n t ’ s d e la y i n r e s p o n d i n g t o b u i l d i n g p e r m i t p l a n c h e c k co m m e n t s a n d n e e d f o r r e s u b m i t t a l . C i t y s t a f f has completed all re v i e w s w i t h i n e s t a b l i s h e d c y c l e t i m e s a n d c o n t i n u e s t o w o r k w it h a p p l i c a n t t e a m t o f i n a l i z e a b u i l d i n g p e r m i t f o r t h e n e w H o m e less Service Center. Th e C i t y i s c u r r e n t l y a w a i t i n g t h e f o u r t h r e - s u b m i t t a l o f t h e b u il d i n g p l a n s f r o m t h e a p p l i c a n t . P e r m i t s w i l l b e i s s u e d o n c e t h e building plans are fo u n d t o b e c o m p l i a n t w it h a p p l i c a b l e c o d e s . 20 1 5 - 1 7 O T H E R I M P O R T A N T O B J E C T I V E S ( O bj e c t i v e s ) A C T I O N H I G H L I G H T S T O D A T E Ne i g h b o r h o o d W e l l n e s s 3 5 % C o m p l e t e Th i s O b j e c t i v e h a s s e e n c o m p l e t i o n o f a w i de v a r i e t y o f t a s k s . T h e N e i g h b o r h o o d M a t c h Gr a n t p r o g r a m h a s s e e n t h e a w a r d o f t w o grants in Fe b r u a r y 2 0 1 6 . B o a r d m e m b e r s w e r e a p p o i n t e d to a s s i s t w i t h a d m i n i s t r a t i v e c i t a t i o n s i n M a r c h 2 0 1 6 . T w o C o d e E n f o r c e m e n t t e c h n i cians have been hi r e d a n d i n s p e c t i o n s b e g a n i n s p r i n g . S t a f f a n t i c i p a t e s b e i n g o n t r a c k wi t h r e n t a l h o u s i n g i n s p e c t i o n s b y J u l y 2 0 1 6 . La g u n a L a k e R e s t o r a t i o n 5 0 % Co u n c i l a p p r o v e d t h e L a g u n a L a k e N a t u r a l R e s e r v e C o n s e r v a t i o n P l a n i m p l e m e n t a t i o n c o n t r a c t t o s t a r t t h e d e s i g n / e n g i n e e r i n g , e n v ironmental pe r m i t t i n g a n d f i n a n c i a l e v a l u a t i o n o n J a n u a r y 1 9 , 2 0 1 6 . L a g u n a L a ke N a t u r a l R e s e r v e C o n s e r v a t i o n P l a n i m p l e m e n t a t i o n i s c u r r e ntly at the 50% de s i g n p h a s e w i t h C i t y C o u n c i l r e v i e w a n d di r e c t i o n a n t i c i p a t e d i n l a t e s u m m e r 2 0 1 6 . Fi s c a l S u s t a i n a b i l i t y a n d R e s p o n s i b i l i t y 2 0 % Wo r k w i t h t h e R e v e n u e E n h a n c e m e n t O v e r s i gh t C o m m i s s i o n ( R E O C ) i s o n g o i ng w i t h r e p o r t s p r o v i d e d a t y e a r - e n d 2 0 1 5 . T h e G o v e r n m e n t Finance Of f i c e r s A s s o c i a t i o n ( G F O A ) c o m p l e t e d i t s a n a l ys i s o f t h e F i n a n c e a n d I T D e p a r t m e n t r e su l t s o f w h i c h w a s p r e s e n t e d t o t h e C i t y Council on April 19 , 2 0 1 6 S t a f f s i g n a l e d t o t h e C i t y C o u n c i l t h a t a r e c o m m e n d e d a p p r o ac h t o a l i g n r e s o u r c e s i n s u p po r t d e p a r t m e n t s a n d o v e r a l l b u s i n e s s p r o c e s s e s an d i m p l e m e n t G F O A r e c o m m e n d a t i o n s w o u l d b e p r e s e n t e d i n c o n j u n c t i o n w i t h t h e 2 0 1 6 - 2 0 1 7 Fi n a n c i a l P l a n . A d r a f t p u b l i c d a s h b o a rd for pe r f o r m a n c e m e a s u r e s w a s l a u n c h e d i n i n M a y 2 0 1 6 . Re c o m m e n d a t i o n s r e g a r d i n g t h e p o t e n t i a l r e d u ct i o n i n t h e l i a b i l i t y a n d / o r w o r k e r s ’ c o mp e n s a t i o n c l a i m s a s a r e s u l t o f t h e R i s k Management Program Au d i t w i l l b e f i n a l i z e d b y M a r c h 2 0 1 7 . T h e c o m p r e h e n s i v e a n a l y s i s o f C i t y c o s t s a n d f e e s i s t e n t a t i v e l y s c h e d u l e d f o r a l a t e winter 2017 pr e s e n t a t i o n t o C o u n c i l . T h e s e d i s c u s s i o n s w i l l b e i m p o r t a n t t o i n f o r m k e y b u d g e t a ry d e c i s i o n s f o r t h e 2 0 1 7 - 2 0 1 9 F i n a n c i a l P l a n. B- 2 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Do w n t o w n 4 0 % Th e D o w n t o w n C o n c e p t P l a n a n d M i s s i o n P l a z a A s s e s s m e n t p r o j e c t s w i l l b e p r e s e n t e d t o v a r i o u s C i t y a d v i s o r y b o d i e s i n f a l l 2 0 1 6 . Chinatown and Ga r d e n S t r e e t T e r r a c e s c o n t i n u e c o n s t r u c t i on . S L O P D a n d t h e D o w n t o w n A s s o c i a t i o n c o n t i n u e t o w o r k o n a m e t e r d o n a t i o n p i l o t p r ogram. Ad d i t i o n a l s e c u r i t y f o c u s e d c a m e r a s a r e e x p e c t ed t o b e d e p l o y e d i n t h e d o w n t o w n i n su m m e r . S i g n i f i c a n t o n g o i n g w o r k c o n t i n u e s in the Downtown on a r e g u l a r b a s i s f r o m s t r e e t s w e e p i n g t o g r a f f i t i r e m o v a l . CO N C L U S I O N Th e n e x t r e v i e w o f t h e 2 0 1 5 - 1 7 M a j o r C i t y G o a l s a n d O t h e r I m p o r t a nt O b j e c t i v e s w i l l o c c u r a t th e 2 0 1 6 - 1 7 B u d g e t S u p p l e m e n t . I n dividual items re q u i r i n g p o l i c y d i r e c t i o n a n d / o r C o u n c i l a p pr o v a l w i l l c o n t i n u e t o b e b r o u g h t t o C o u n c i l f o r c o n s i d e r at i o n a n d d i r e c t i o n . B- 3 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Op e n S p a c e P r e s e r v a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 4 0 % c o m p l e t e ) Ob j e c t i v e : P r o t e c t a n d m a i n t a i n o p e n s p a c e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 1 Pu r s u e v o l u n t a r y l a n d c o n s e r v a t i o n o p p o r tu n i t i e s i n t h e C u e s t a C a n y o n a r e a o f th e C i t y ’ s G r e e n b e l t b y w o r k i n g c o o p e r a ti v e l y w i t h t h e p r o p e r t y o w n e r s t o ac q u i r e a n d p r o t e c t p o r t i o n s o f T h e M i o s s i B r o t h e r s L a C u e s t a R a n c h a n d t h e Ah e a r n F a m i l y R a n c h . A n o p p o r t u n i t y al s o e x i s t s t o e x p a n d t h e I r i s h H i l l s Na t u r a l R e s e r v e b y c o l l a b o r a t i n g w i t h n o n - p r o f i t l a n d t r u s t p a r t n e r s . On g o i n g St a f f i s p r e s e n t l y p u r s u i n g t h r e e s e p a r a t e l a n d c o n s e r v a t i o n op p o r t u n i t i e s , a s i d e n t i f i e d i n t h e t a s k . 2 Fa c i l i t a t e o p e n s p a c e d e d i c a t i o n s a n t i c i p a t e d a s c o m p o n e n t s o f l a n d u s e en t i t l e m e n t s t o p r o t e c t t h e C h e v r o n T a n k F a r m o p e n s p a c e a n d p o r t i o n s o f t h e So u t h H i l l s a n d R i g h e t t i H i l l . On g o i n g In c o o r d i n a t i o n w i t h C i t y Attorney’s Office, staff has re a c h e d p r e l i m i n a r y a g r e e m ent on the terms of the co n s e r v a t i o n e a s e m e n t f o r t h e o p e n s p a c e c o m p o n e n t o f t h e Ch e v r o n T a n k F a r m p r o p e r t y ; h o w e v e r , i t i s n o t a n t i c i p a t e d to r e c o r d u n t i l a f t e r t h e r e m e d i a t i o n / r e s t o r a t i o n p h a s e i s co m p l e t e . T h e R i g h e t t i H i l l d e d i c a t i o n i s n a s c e n t a s re q u i r e d b y c o n d i t i o n s o f a p p r o v a l f o r T r a c t 3 0 6 3 T h e 7 1 ac r e p a r c e l d e d i c a t i o n a s s o c i a t e d with Tract 2428 to expand th e S o u t h H i l l s N a t u r a l R e s e r v e is expected to be received in S e p t e m b e r 2 0 1 6 a n d s t a f f i s p r e s e n t l y c o n d u c t i n g d u e di l i g e n c e p r o c e d u r e s p r e c e d e n t to taking title to the pr o p e r t y . 3 Un d e r t a k e a n d c o m p l e t e t h e Na t u r a l R e s o u r c e s M a n a g e r ’ s R o u n d t a b l e : T h e 20 th A n n i v e r s a r y P r o c e e d i n g s o f th e S a n L u i s O b i s p o G r e e n b e l t an d p u r s u e a n y fo l l o w u p i t e m s t h a t a r i s e f r o m t h i s p r o c e s s . 01 / 1 7 Th e N a t u r a l R e s o u r c e s R o u n d t a b l e b e g a n m o n t h l y m e e t i n g s in J a n u a r y 2 0 1 6 , w i t h f i v e o f s i x m e e t i n g s h a v i n g t a k e n pl a c e . 4 Pr e p a r e a l o n g - t e r m v i s i o n p l a n , Sa v i n g S p e c i a l P l a ce s I I I : T o w a r d s a Su s t a i n a b l e G r e e n b e l t , pe r t a i n i n g t o l o n g - t e r m s t r a t e g i c o p e n s p a c e a c q u i s i t i o n pr i o r i t i e s , m a i n t e n a n c e a n d e n h a n c e m e n t p r o j e c t s , s t a f f i n g a n d e q u i p m e n t , a n d fu n d i n g s t r a t e g i e s i n o r d e r t o p r o v i d e f o r t h e l o n g - t e r m p r o t e c t i o n a n d st e w a r d s h i p o f n a t u r a l r e s o u r c e c o n s e r v a t i o n v a l u e s a n d p a s s i v e r e c r e a t i o n a l am e n i t i e s a p p u r t e n a n t t o C i t y o p e n s p a c e p r o p e r t i e s i n e x i s t e n c e n o w a n d t h a t ar e p l a n n e d i n t h e f u t u r e . 07 / 1 7 Th i s e f f o r t w i l l f o l l o w t h e c o m p l e t i o n o f t h e N a t u r a l Re s o u r c e s R o u n d t a b l e . 5 Up d a t e Co n s e r v a t i o n G u i d e l i n e s f o r O p e n S p a c e L a n d s w i t h i n t h e C i t y o f S a n Lu i s O b i s p o t o a d d r e s s m i n o r i n c o n s i s t e n c i e s w i t h o t h e r p o l i c y d o c u m e n t s . 07 / 1 7 Th i s u p d a t e e f f o r t w i l l f o l l o w t h e c o m p l e t i o n o f t h e N a t u r a l Re s o u r c e s R o u n d t a b l e . 6 On g o i n g a n n u a l m o n i t o r i n g o f a l l C i t y - o w n e d o p e n s p a c e p r o p e r t i e s , o p e n sp a c e e a s e m e n t s , a n d c o n s e r v a t i o n e a s e m e n t s . On g o i n g On g o i n g . R a n g e r s i n s p e c t / p a t r o l trailheads and trails daily. Co n s e r v a t i o n e a s e m e n t s a r e v i s i t e d a n n u a l l y . W o r k d a y s a r e B- 4 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Op e n S p a c e P r e s e r v a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 4 0 % c o m p l e t e ) Ob j e c t i v e : P r o t e c t a n d m a i n t a i n o p e n s p a c e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status he l d w e e k l y – p a r t i c u l a r f o c u s t h i s w i n t e r w a s o n L i t t l e Fa l l s . 7 Pr e s e n t t o t h e C i t y C o u n c i l a M a i n t e n a n c e P l a n f o r t h e C i t y ’ s O p e n S p a c e f o r ad o p t i o n . 12 / 1 5 C o m p l e t e A d o p t e d D e c e m b e r 2 0 1 5 . 8 Co n s i s t e n t w i t h a d o p t e d c o n s e r v a t i o n a n d o p e n s p a c e p l a n s , c o m p l e t e T r a i l h e a d En h a n c e m e n t s a t s i g n a t u r e o p e n s p a c e p r o p er t i e s i n c l u d i n g i n s t a l l a t i o n o f t r a s h ca n s , m u t t m i t t s t a t i o n s , t r a i l h e a d s i g n a g e , i n f o r m a t i o n a l k i o s k s , t r a i l w a y fi n d i n g s i g n a g e , a n d w h e r e p o s s i b l e i m p r o v e d p a r k i n g f o r c a r s a n d b i k e s , a s we l l a s i m p r o v e d p u b l i c t r a n s p o r t a t i o n a c c e s s . 06 / 1 7 Th e f o l l o w i n g i n s t a l l a t i o n s h a v e o c c u r r e d d u r i n g t h i s re p o r t i n g p e r i o d : 1 0 m u t t m i t t s s t a t i o n s w i t h i n t e g r a t e d t r a s h ca n s , 6 b e l l b o x e s , 1 0 T r a i l s i g n s w i t h 2 0 + t r a i l m a r k i n g up g r a d e s . S m a l l K i o s k M a t e r i a l s a n d c o n s t r u c t i o n b e g u n wi t h 1 0 t o i n s t a l l . 9 Co m p l e t e p r i o r i t y p r o j e c t s p r e v i o u s l y id e n t i f i e d i n c o n s e r v a t i o n a n d o p e n s p a c e pl a n s i n c l u d i n g : 06 / 1 7 S e e b e l o w . 10 B i s h o p P e a k e m e r g e n c y v e h i c l e a c c e s s a n d tr a i l h e a d i m p r o v e m e n t s ; 0 6 / 1 7 P r o j e c t p r i o r i t i z a t i o n a n d s c o p i n g u n d e r d i s c u s s i o n . 11 J o h n s o n R a n c h t r a i l h e a d p a r k i n g a n d s a f e t y i m p r o v e m e n t s ; 06 / 1 7 Pr o j e c t p r i o r i t i z a t i o n a n d s c o p i n g u n d e r d i s c u s s i o n . 12 Re s e r v o i r C a n y o n t r a i l h e a d p a r k i n g e n h a n c e m e n t s , t r a i l s i g n s , a n d n e w l o o p tr a i l ; 06 / 1 7 As o f J u n e 2 0 1 6 t h e R e s e r v o i r C a n y o n L o o p T r a i l i s co m p l e t e d a d d i n g a p p r o x i m a t e l y 2 . 5 m i l e s o f n e w t r a i l . Si g n a g e a n d t r a i l m a r k e r s h a v e b e e n i n s t a l l e d . K i o s k s a r e un d e r c o n s t r u c t i o n a n d w i l l b e i n s t a l l e d w i t h a d d e d p a r k i n g th a t w i l l b e c o m p l e t e d i n s u m m e r 2 0 1 6 . 13 Ce r r o S a n L u i s t r a i l r e - r o u t i n g a n d e r o s io n c o n t r o l , a n d c o m p l e t i o n o f t h e “ M ” tr a i l ; 06 / 1 7 Tr a i l r e - r o u t i n g a n d e r o s i o n c o n t r o l e f f o r t s c o m p l e t e d . T r a i l fl a g g i n g f o r t h e c o m p l e t i o n o f t h e “ M ” t r a i l t o b e g i n t h i s su m m e r . 14 Te r r a c e H i l l s i g n a n d k i o s k i m p r o v e m e n t s , t r a i l c l o s u r e / e r o s i o n c o n t r o l , a n d ne w f e n c i n g . 06 / 1 7 Te r r a c e H i l l s i g n a g e , k i o s k , f e n c i n g , a n d o t h e r t r a i l h e a d am e n i t i e s u n d e r d e s i g n w i t h s u m m e r c o n s t r u c t i o n p l a n n e d . 15 Co n t i n u e t o c o n s t r u c t a d d i t i o n a l t r a i l s a t F r o o m R a n c h c o n s i s t e n t w i t h t h e ap p r o v e d I r i s h H i l l s C o n s e r v a t i o n P l a n c o m p l e t i n g B L M l i c e n s e a r e a , 06 / 1 7 Tr a i l s c o m p l e t e . M o r r o V i e w t o F r o o m t r a i l t o b e co n s t r u c t e d u p o n a c q u i s i t i o n o f W a d d e l l P r o p e r t y . B- 5 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Op e n S p a c e P r e s e r v a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 4 0 % c o m p l e t e ) Ob j e c t i v e : P r o t e c t a n d m a i n t a i n o p e n s p a c e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status ex p a n d i n g e x i s t i n g n e t w o r k , a n d w o r k i n g o n a n e w a n d i m p r o v e a c c e s s p o i n t t o th e t r a i l n e t w o r k . 16 In i t i a t e i m p l e m e n t a t i o n o f t h e La g u n a L a k e N a t u r a l R e s e rv e C o n s e r v a t i o n P l a n (s e e O t h e r I m p o r t a n t C o u n c i l O b j e c t i v e ) . On g o i n g Co n t r a c t a w a r d f o r d e s i g n / e n g i n e e r i n g , p e r m i t t i n g , a n d fi n a n c e c o m p o n e n t s o f t h e p r o j e c t i s c o m p l e t e , w o r k b e g a n Ja n u a r y 2 0 1 6 . P r o j e c t i s c u r r e n tly at the 50% design phase. 17 Co n t i n u e t o a d d r e s s d a i l y m a i n t e n a n c e pr o j e c t n e e d s i n t h e C i t y ’ s O p e n S p a c e to a d d r e s s w e a r a n d t e a r , n a t u r a l e v e n t s , v a n d a l i s m a n d o t h e r a c t i v i t i e s w h i c h cr e a t e r e p a i r n e e d s i n t h e o p e n s p a c e . On g o i n g On g o i n g . E f f o r t s c o n t i n u e w i t h r e g u l a r b r u s h i n g o f t r a i l s an d a t t e n d i n g t o c l e a n i n g o u t w a ter bars as needed. Trails ar e a l s o c l o s e d a f t e r r a i n s t o protect natural resources and ke e p t h e u s e r s s a f e . 18 Co m p l e t e p r i o r i t i z e d d e f e r r e d m a i n t e n a n c e p r o j e c t s i d e n t i f i e d i n O p e n S p a c e Ma i n t e n a n c e P l a n . On g o i n g I m p l e m e n t a t i o n h a s b e g u n . 19 C o n t i n u e p a t r o l o f t h e C i t y ’ s o p e n s p a c e a r e a s a n d c r e e k c o r r i d o r s . On g o i n g Ra n g e r s a r e o u t d a i l y e n f o r c i n g r u l e s i n o p e n s p a c e w h i l e mo n i t o r i n g m a i n t e n a n c e n e e d s . M u l t i p l e t i m e s p e r w e e k cr e e k a r e a s a r e c h e c k e d o n a n d i l l e g a l a n d a b a n d o n e d en c a m p m e n t s c l e a n ed o u t . 20 Co n t i n u e t o c o o r d i n a t e 7 0 t r a i l w o r k d a y s ( 4 , 0 0 0 h o u r s ) a y e a r u t i l i z i n g vo l u n t e e r s i n c l u d i n g c o n t i n u i n g t h e p a r t n e r s h i p w i t h t h e C e n t r a l C o a s t Co n c e r n e d M o u n t a i n B i k e r s o n v a r i o u s o p e n s p a c e i m p r o v e m e n t s a n d ma i n t e n a n c e . On g o i n g Fr o m J a n u a r y 1 t o J u n e 3 0 , 2 0 1 6 , 2 . 5 m i l e s o f t r a i l w a s co n s t r u c t e d i n t h e f o l l o w i n g l o c a t i o n s : C e r r o S a n L u i s , I r i s h Hi l l s , S t e n n e r S p r i n g s a n d R e s e r v o i r C a n y o n 21 Co n t i n u e R a n g e r L e d H i k e s i n t h e C it y ’ s o p e n s p a c e o n a m o n t h l y b a s i s a n d up o n r e q u e s t . On g o i n g Th e p a s t s i x m o n t h s i n c l u d e d h i k e s a t : S t e n n e r S p r i n g s , Re s e r v o i r C a n y o n , J o h n s o n R a n c h , I s l a y H i l l , C e r r o S a n Lu i s a n d B i s h o p P e a k 22 Co n t i n u e R a n g e r S e r v i c e e n v i r o n m e n t a l e d u c a t i o n p r o g r a m a n d J u n i o r R a n g e r Ca m p t o i n c r e a s e o p e n s p a c e k n o w l e d g e an d u s e r s a f e t y . I n c r e a s e e d u c a t i o n a l ef f o r t s t o C a l P o l y a n d C u e s t a s t u d e n ts w i t h p a r t i c u l a r f o c u s o n s a f e t y , ap p r o p r i a t e u s e o f o p e n s p a c e , a p p r o p r i a t e t i m e f o r u s e , a n d a l l C i t y o p e n s p a c e tr a i l o p p o r t u n i t i e s . 06 / 1 7 #P i x o n P e a k s w a s a w a r d e d t h e C a l i f o r n i a P a r k s a n d Re c r e a t i o n S o c i e t y ’ s A w a r d o f Excellence. Plans for su m m e r 2 0 1 6 c a m p s a r e u n d e r w a y . B- 6 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Op e n S p a c e P r e s e r v a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 4 0 % c o m p l e t e ) Ob j e c t i v e : P r o t e c t a n d m a i n t a i n o p e n s p a c e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 23 In c r e a s e s t a f f i n g r e s o u r c e s i n t h e R a n g e r S e r v i c e P r o g r a m t o p r o v i d e i n c r e a s e d op e n s p a c e i m p r o v e m e n t s , m a i n t e n a n c e , a n d p a t r o l . 08 / 1 5 C o m p l e t e Co m p l e t e . R a n g e r s e r v i c e i s f u l l y s t a f f e d : o n e s u p e r v i s i n g ra n g e r , t w o f u l l t i m e b e n e f i t e d rangers, four limited benefit ra n g e r s a n d o n e c i t y w o r k e r 5 s e r v i n g a s a r a n g e r . A n av e r a g e o f 2 1 0 h o u r s a w e e k ( a l l 7 d a y s ) o f r a n g e r t i m e i n th e O p e n S p a c e p e r f o r m i n g v a r i o u s d u t i e s . 24 In c l u d e Q R c o d e s f o r d o n a t i o n l i n k s i n s i g n a g e , D e v e l o p a m a r k e t i n g a n d pr o m o t i o n p l a n f o r d o n a t i o n s t o t h e C o m m u n i t y F o u n d a t i o n C i t y o f S a n L u i s Ob i s p o O p e n S p a c e F u n d f o r M a i n t e n a n c e . 06 / 1 7 QR c o d e s w e r e u s e d w i t h t h e City’s public outreach for the dr a f t o p e n s p a c e m a i n t e n a n c e p l a n a n d w i l l c o n t i n u e t o b e us e d f o r a d d e d o u t r ea c h a n d e d u c a t i o n . 25 On g o i n g c o m m u n i t y o u t r e a c h a n d e d u c a t i o n i n p a r t n e r s h i p w i t h E C O S L O th r o u g h t h e SL O S t e w a r d s ne w s l e t t e r . Qu a r t e r l y Th e W i n t e r / S p r i n g 2 0 1 6 e d i t i o n o f S L O S t e w a r d s w a s pu b l i s h e d . W e b s i t e a c c e s s w i l l b e a d d e d t o t h e C i t y ’ s we b s i t e w i t h t h e S u m m e r 2 0 1 6 e d i t i o n . 26 Im p r o v e c r e e k a n d f l o o d p r o t e c t i o n w i t h i n t h e C i t y ’ s n a t u r a l w a t e r w a y s t h r o u g h Zo n e 9 p r o j e c t s a n d c o o r d i n a t i o n a n d o v e r s i g h t o f t h e S t o r m w a t e r M a n a g e m e n t Pr o g r a m . 10 / 1 5 , 1 0 / 1 6 Al l o f t h e a n n u a l m a i n t e n a n c e l o c a t i o n s a r e c o m p l e t e f o r wi n t e r 2 0 1 5 - 1 6 . A d d i t i o n a l s i t e s c o n t i n u e t o b e e v a l u a t e d an d a d d r e s s e d i n a n t i c i p a t i o n o f f u t u r e r a i n e v e n t co n d i t i o n s . 27 On g o i n g m o n i t o r i n g , r e m e d i a l a c t i o n , a n d e n h a n c e m e n t , a s n e e d e d , o f e x i s t i n g mi t i g a t i o n s i t e s . On g o i n g O n g o i n g . O c c u r s o n a r o u t i n e b a s i s i n v a r i o u s l o c a t i o n s . 28 O n g o i n g i n v a s i v e s p e c i e s t r ea t m e n t a n d c o n t r o l . O n g o i n g On g o i n g . I n t e g r a t e d V e g e t a t i o n M a n a g e m e n t P l a n f o r in v a s i v e s p e c i e s c o n t r o l w a s a d o p t e d a s t e c h n i c a l a p p e n d i x to t h e O p e n S p a c e M a i n t e n a n c e P l a n . 29 Co m p l e t e w e t l a n d m e a d o w a n d r i p a r i a n p l a n t i n g / i n v a s i v e s p e c i e s c o n t r o l a t Ca l l e J o a q u i n A g r i c u l t u r a l R e s e r v e u s i n g a w a r d e d E n v i r o n m e n t a l E n h a n c e m e n t an d M i t i g a t i o n P r o g r a m g r a n t f u n d s . 01 / 1 6 6 / 1 6 Ph a s e I I i s u n d e r w a y a n d a c t i v i t y t o m o n i t o r r e s u l t s a n d im p l e m e n t w e e d c o n t r o l w i l l c o n t i n u e 30 Co m p l e t e p r o j e c t d e s i g n a n d s p e c i f i c a t i o n s f o r t h e F o x H o l l o w r e s e r v o i r ra i n w a t e r s t o r a g e p r o j e c t t o e n h a n c e s u m m e r s t r e a m f l o w i n S a n L u i s O b i s p o Cr e e k . 06 / 1 7 Pr e l i m i n a r y d e s i g n c o n c e p t s h a v e b e e n d e v e l o p e d w i t h as s i s t a n c e f r o m t h e C a l i f o r n i a C o n s e r v a t i o n C o r p s . 31 Ir i s h H i l l s N a t u r a l R e s e r v e e u c a l y p t u s t h i n n i n g , m o w i n g , o a k g r o v e u n d e r s t o r y ma n a g e m e n t . On g o i n g O n g o i n g w i t h s u m m e r 2 0 1 6 a f o c u s e d w o r k e f f o r t . B- 7 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Op e n S p a c e P r e s e r v a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 4 0 % c o m p l e t e ) Ob j e c t i v e : P r o t e c t a n d m a i n t a i n o p e n s p a c e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 32 B o w d e n R a n c h O p e n S p a c e e u c a l y p tu s t h i n n i n g . On g o i n g Th i n n i n g s c h e d u l e d f o r s u m m e r 2 0 1 7 . 33 T e r r a c e H i l l O p e n S p a c e m o w i ng a n d / o r g r a z i n g . O n g o i n g Su m m e r 2 0 1 6 T e r r a c e H i l l Open Space will be mowed an d / o r g r a z e d t o r e d u c e f u e l s . 34 I s l a y H i l l O p e n S p ac e g r a z i n g . O n g o i n g Sp r i n g 2 0 1 6 m a r k e d t h e b e g i n n i n g o f s e a s o n a l g r a z i n g a t Is l a y H i l l O p e n S p a c e . 35 Ce r r o S a n L u i s N a t u r a l R e s e r v e / L e m o n G r o v e e u c a l y p t u s t h i n n i n g a n d gr a z i n g . On g o i n g T h i s a c t i v i t y i s s c h e d u l e d f o r S u m m e r 2 0 1 7 . 36 J o h n s o n R a n c h O p e n Sp a c e g r a z i n g . On g o i n g Su m m e r 2 0 1 6 w i l l s e e g r a z i n g a t J o h n s o n R a n c h O p e n Sp a c e 37 Bi s h o p P e a k N a t u r a l R e s e r v e g r a z i n g , F e ls m a n L o o p F u e l B r e a k m a i n t e n a n c e , re m o v a l o f d e a d p i n e s n e a r H i g h l a n d D r i v e . On g o i n g Gr a z i n g s u m m e r 2 0 1 6 ; F e l s m a n L o o p f u e l b r e a k 2 0 1 7 ; d e a d pi n e r e m o v a l s a t t o p o f H i g h l a n d a r e c o m p l e t e . B- 8 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Mu l t i m o d a l T r a n s p o r t a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 3 0 % c o m p l e t e ) Ob j e c t i v e : P r i o r i t i z e i m p l e m e n t a t i o n o f t h e B i c y c l e Tr a n s p o r t a t i o n P l a n a n d i m p r o v e & m a i n t a i n bi c y c l e , p e d e s t r i a n , & t r a n s i t f a c i l i t i e s . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 1 C o n t i n u e T r a n s p o r t a t i o n S a f e t y & O p e r a t i o n s P r o g r a m s . On g o i n g Co m p l e t i o n o f S o u t h S t r e e t m e d i a n a t P a r k e r , a n d , im p r o v e d p e d e s t r i a n s i g n a l t i m i n g a t S a n t a R o s a a n d Mo n t e r e y . O p e r a t i o n s R e p o r t u n d e r d e v e l o p m e n t a n d Co u n c i l r e v i e w i s s c h e d u l e d f o r O c t o b e r 2 0 1 6 . 2 C o n t i n u e B i c y c l e F a c i l i t i e s I m p r o v e m e n t A c t i v i t i e s . On g o i n g Re c e n t i m p r o v e m e n t s i n c l u d e bicycle signal clearance im p r o v e d a t a l l t r a f f i c s i g n a l s , c o m p l e t i o n o f F i x l i n i B i k e Bo u l e v a r d d i v e r t e r i n s t a l l a t i o n , m i n o r t r a n s p o r t a t i o n im p r o v e m e n t s d e s i g n e d f o r s u m m e r 2 0 1 6 p a v i n g p r o j e c t s , gr e e n b i k e l a n e s i n s t a l l e d a t H i g u e r a & L O V R , a n d el i m i n a t i o n o f l e f t t u r n p o c k e t a t C h o r r o / M i l l t o i n c r e a s e sa f e t y o f n e w b u f f e r e d b i k e l a n e s o n C h o r r o b e t w e e n P a l m & P e a c h . 3 C o m p l e t e 2 0 1 5 - 1 7 B T P I m p l e m e n t a t i o n C I P . 06 / 1 7 Pu b l i c m e e t i n g o n B r o a d S t r e e t B i k e B o u l e v a r d i n A p r i l 20 1 6 . D e s i g n w o r k o n R a i l r o a d S a f e t y T r a i l C l a s s I ex t e n s i o n a t L a u r e l a n d O r c u t t n e a r i n g c o m p l e t i o n . Co n s t r u c t i o n a n t i c i p a t e d t o b e g i n s u m m e r o f 2 0 1 6 . R e v i s e d de s i g n o f R R S T T a f t t o P e p p e r u n d e r w a y . A c t i v e Tr a n s p o r t a t i o n M a n a g e r R e c r u i t m e n t c o m p l e t e d , f o r m a l of f e r m a d e , a n d e x p e c t e d s t a r t d a t e b e f o r e J u n e 2 0 1 6 . 4 Co m p l e t e e n v i r o n m e n t a l r e v i e w a n d d e s i g n o f P r a d o R d . B r i d g e a t S a n L u i s Cr e e k W i d e n i n g & G r a d e S e p a r a te d B i k e / P e d e s t r i a n c r o s s i n g . 06 / 1 7 E n v i r o n m e n t a l W o r k & D e s i g n O n g o i n g . 5 De v e l o p S a f e R o u t e s t o S c h o o l & B T P im p l e m e n t a t i o n p l a n f o r t h e F o o t h i l l : Pa c h e c o / B i s h o p P e a k E l em e n t a r y S c h o o l A r e a . 06 / 1 7 P r o j e c t p l a n n i n g s c h e d u l e d t o b e g i n J u n e 2 0 1 6 6 Co m p l e t e e n v i r o n m e n t a l r e v i e w a n d d e s i g n o f B o b J o n e s T r a i l O c t a g o n Co n n e c t i o n . 06 / 1 6 9 / 1 6 En v i r o n m e n t a l w o r k i s u n d e r w a y . P r o j e c t c o m p l e t i o n re v i s e d t o r e f l e c t a d j u s t m e n t f o r c u r r e n t w o r k l o a d . 7 Co m p l e t e e n v i r o n m e n t a l r e v i e w a n d d e s i g n o f B o b J o n e s T r a i l P r e f u m o C r e e k Co n n e c t i o n . 06 / 1 7 RF P b e i n g p r e p a r e d f o r d e s i g n s e r v i c e s e x p e c t e d c i r c u l a t i o n Ju n e 2 0 1 6 . B- 9 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Mu l t i m o d a l T r a n s p o r t a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 3 0 % c o m p l e t e ) Ob j e c t i v e : P r i o r i t i z e i m p l e m e n t a t i o n o f t h e B i c y c l e Tr a n s p o r t a t i o n P l a n a n d i m p r o v e & m a i n t a i n bi c y c l e , p e d e s t r i a n , & t r a n s i t f a c i l i t i e s . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 8 C o m p l e t e H i g u e r a L i g h t e d C r o s s w a l k R e p l a c e m e n t . 06 / 1 7 7 / 1 6 Co n s t r u c t i o n s c h e d u l e d f o r S u m m e r 2 0 1 6 . P r o j e c t co n s t r u c t i o n d a t e h a s b e e n m o v e d f o r w a r d t o c o o r d i n a t e wi t h M a r s h S t r e e t c r o s s w a l k u p g r a d e . 9 C o m p l e t e H i g h l a n d & C h o r r o B i k e I m p r o v e m e n t s . 04 / 1 6 1 / 1 7 Pl a n n i n g a n d s t u d i e s c o m p l e t e d a n d d e s i g n i s u n d e r w a y . Si n c e m o d i f i c a t i o n s a r e p a r t i a l l y w i t h i n C o u n t y a n d co n s t r u c t i o n w i l l e x t e n d i n t o C a l T r a n s r i g h t o f w a y , ad d i t i o n a l t i m e i s n e e d e d t o p r o c e s s p e r m i t s w i t h t h o s e ag e n c i e s . 10 C o m p l e t e 2 0 1 5 - 1 7 P e d e s t r i a n & B i c y c l e P a t h w a y M a i n t e n a n c e . 06 / 1 7 De s i g n i s n e a r i n g c o m p l e t i o n f o r m a i n t e n a n c e a n d d r a i n a g e re p a i r s o f R a i l r o a d S a f e t y T r a i l ( s o u t h o f J e n n i f e r S t . Br i d g e ) . W o r k t o c o m m e n c e i n S u m m e r o f 2 0 1 6 . D e s i g n i s al s o u n d e r w a y f o r p a t h i m p r o v e m e n t s a t I s l a y P a r k , w i t h co n s t r u c t i o n s c h e d u l e d f o r W i n t e r 2 0 1 6 . 11 C o m p l e t e 2 0 1 5 - 1 7 D o w n t o w n T r ee & S i d e w a l k R e p l a c e m e n t s . 0 6 / 1 7 Pr i o r i t y l i s t s f o r s i d e w a l k repairs downtown are prepared an d t h e f i r s t w o r k o r d e r h a s b e e n i s s u e d t h r o u g h t h e J o b Or d e r C o n t r a c t . T h r e e o f the downtown repairs are co m p l e t e a n d t h e l a s t i s a w a i t i n g u t i l i t y c o o r d i n a t i o n . 12 C o m p l e t e 2 0 1 5 - 1 7 M i s s i o n P l az a R a i l i n g U p g r a d e s . 0 6 / 1 7 F a l l 2 0 1 6 Th e r a i l i n g r e p l a c e m e n t p r i o r i t y l i s t i s c o m p l e t e a n d t h i s wo r k w i l l b e b i d u s i n g t h e C i t y ’ s i n f o r m a l p r o c e s s f o r co n s t r u c t i o n u n d e r $ 4 5 , 0 0 0 . T h e c o m p l e t i o n d a t e w a s re v i s e d b e c a u s e t h e p r o j e c t w a s placed on hold due to a key st a f f v a c a n c y . 13 C o m p l e t e 2 0 1 5 - 1 7 S t r e e t R e c o n s t r u c t i o n & R e s u r f a c i n g . On g o i n g Th e s u m m e r 2 0 1 5 p r o j e c t i s c o m p l e t e w i t h b a s e r e p a i r s , ra m p c o n s t r u c t i o n a n d m i c r o s u r f a c i n g o f J o h n s o n A v e n u e an d O s o s S t r e e t . T h e d e s i g n f o r the summer 2016 project is co m p l e t e . M a i n t e n a n c e p r e p a r a t i o n w o r k i s c o m p l e t e i n Ar e a 8 a n d o n g o i n g i n A r e a 1 ; this includes crack sealing an d s i d e w a l k r e p a i r s . 14 C o m p l e t e 2 0 1 5 - 1 7 S i d e w a l k R a m p C o n s t r u c t i o n . 06 / 1 7 Th e 2 0 1 5 - 1 6 p r o j e c t o n L o s O s o s V a l l e y R o a d a n d Ma d o n n a R o a d i s c o m p l e t e , w i t h 1 8 r a m p s c o n s t r u c t e d . B- 1 0 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Mu l t i m o d a l T r a n s p o r t a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 3 0 % c o m p l e t e ) Ob j e c t i v e : P r i o r i t i z e i m p l e m e n t a t i o n o f t h e B i c y c l e Tr a n s p o r t a t i o n P l a n a n d i m p r o v e & m a i n t a i n bi c y c l e , p e d e s t r i a n , & t r a n s i t f a c i l i t i e s . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status De s i g n i s c o m p l e t e f o r t h e n e x t p r o j e c t w h i c h w i l l c o n s t r u c t 10 r a m p s . 15 B e g i n C o n s t r u c t i o n o n M a r s h S t r ee t B r i d g e R e p l a c e m e n t . 0 6 / 1 6 6 / 1 7 Ma r s h B r i d g e d e s i g n i s c l o s e t o c o m p l e t i o n a s i s en v i r o n m e n t a l s t u d y w o r k . P r o p e r t y a c q u i s i t i o n , pe r m i t t i n g , a n d t h e f i n a l i z a t i o n o f N E P A d o c u m e n t a t i o n wi l l m e a n t h e p r o j e c t w i l l b e g i n c o n s t r u c t i o n i n 2 0 1 7 a t t h e ea r l i e s t . Th e d r a f t E I R w a s s u b m i t t e d t o t h e S t a t e Cl e a r i n g h o u s e f o r p u b l i c c o m m ent and a public engagement me e t i n g w a s h e l d i n M a r c h 2 0 1 6 t o g a r n e r i n p u t f r o m st a k e h o l d e r s . 16 B e g i n p r o j e c t d e v e l o p m e n t w o r k o n P r a d o R d . B r o a d t o H i g u e r a C l a s s I P a t h . 0 8 / 1 5 O n g o i n g Me e t i n g s w i t h p r o p e r t y o w n e r s o n g o i n g . T h e d a t e h a s b e e n re v i s e d t o ‘ o n g o i n g ’ a s t h e p r o j e c t c a n n o t a d v a n c e w i t h o u t pr o p e r t y o w n e r a g r e e m e n t . T h a t support currently cannot be re a s o n a b l y a s s u m e d b y a d a t e c e r t a i n . 17 B e g i n p r o j e c t d e v e l o p m e n t w o r k o n P h i l l i p s L a n e B i k e B r i d g e . 08 / 1 5 C o m p l e t e A s i t e r e v i e w m e e t i n g i s c o mplete. Technical studies and pr e l i m i n a r y p l a n d e v e l o p m e n t a r e u n d e r w a y . G r a n t f u n d i n g in t h e a m o u n t o f $ 3 . 2 m i l l i o n h a s b e e n o b t a i n e d . P r o j e c t wi l l n o w b e e x p a n d e d t o i n c l u d e c o n s t r u c t i o n o f t h e b r i d g e ov e r U P R R a t P h i l l i p s . T h i s r e q u i r e s a p r o j e c t r e d e s i g n . I n ad d i t i o n , p r o d u c t i v e m e e t i n g s h a v e b e e n h e l d w i t h U P R R an d C a l t r a n s o n t h i s p r o j e c t . 18 D e v e l o p a d e t a i l e d B T P p r i o r i t i z a t i o n a n d i m p l e m e n t a t i o n p l a n 08 / 1 5 9 / 1 6 In i t i a l p r o j e c t l i s t i n g d e v e l o p e d . P r o j e c t d e l a y e d d u e t o Ac t i v e T r a n s p o r t a t i o n M a n a g e r V a c a n c y . D e v e l o p m e n t sc h e d u l e r e v i s e d t o b e g i n i n J u n e 2 0 1 6 . 19 Co n d u c t A B 1 6 0 0 S t u d y & U p d a t e I n f r a s t r u c t u r e F e e P r o g r a m De v e l o p R F P & W o r k P r o g r a m ( A p r i l 2 0 1 6 ) Co n s u l t a n t S e l e c t i o n & W o r k E f f o r t ( J u n e 2 0 1 6 ) Pu b l i c O u t r e a c h & H e a r i n g s ( S e p t e m b e r 2 0 1 6 ) Fi n a l A d o p t i o n ( D e c e m b e r 2 0 1 6 ) 12 / 1 6 Co n t r a c t f o r t r a f f i c m o d e l i n g work awarded and work has be g u n . F i n a n c i a l c o n s u l t i n g f i r m h a s b e g u n w o r k o u t l i n i n g pr o j e c t p r i o r i t y s y s t e m & r e g u l a r m e e t i n g s a r e b e i n g h e l d . B- 1 1 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Mu l t i m o d a l T r a n s p o r t a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 3 0 % c o m p l e t e ) Ob j e c t i v e : P r i o r i t i z e i m p l e m e n t a t i o n o f t h e B i c y c l e Tr a n s p o r t a t i o n P l a n a n d i m p r o v e & m a i n t a i n bi c y c l e , p e d e s t r i a n , & t r a n s i t f a c i l i t i e s . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 20 Up d a t e M u l t i m o d a l D e v e l o p m e n t S t a n d a r d s , P o l i c i e s , & P r o g r a m s Up d a t e Z o n i n g C o d e & S u b d i v i s i o n R e g u l a t i o n s ( J u n e 2 0 1 7 ) Up d a t e T r a n s p o r t a t i o n I m p a c t S t u d y G u i d e l i n e s ( J u l y 2 0 1 5 ) De v e l o p A c c e s s M g m t . P o l i c y / P r o g r a m ( O c t o b e r 2 0 1 5 ) 06 / 1 7 Mu l t i m o d a l T r a n s p o r t a t i o n I m p a c t S t u d y G u i d e l i n e s co m p l e t e d . P o l i c y & C o d e u p d a t e s a r e u n d e r w a y . 21 Co n t i n u e B i c y c l e E d u c a t i o n A c t i v i t i e s & D e v e l o p a n d e x p a n d a c t i v e tr a n s p o r t a t i o n E d u c a t i o n & A d v o c a c y P r o g r a m s . On g o i n g A c t i v e T r a n s p o r t a t i o n M a n a g e r r e c r u i t m e n t c o m p l e t e d , ex p e c t e d s t a r t d a t e b e f o r e J u n e 2 0 1 6 . 22 I m p l e m e n t n e w T r a n s i t M a r k e t i n g P l a n On g o i n g Dr a f t S h o r t R a n g e T r a n sit Plan released in April 2016 being re v i e w e d f o r C o u n c i l c o n s i d e r a t i o n i n J u l y 2 0 1 6 . I n ad d i t i o n , s i g n i f i c a n t m a r k e t i n g w a s u t i l i z e d f o r t h e im p l e m e n t a t i o n o f t h e n e w T r i p p e r s e r v i c e f o r S L O H i g h Sc h o o l . 23 C o m p l e t e S h o r t R a n g e T r a n s i t P l a n w i t h R T A 06 / 1 6 Se e a b o v e . B- 1 2 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ho u s i n g : 20 1 5 - 1 7 A c t i o n P l a n ( 5 0 % c o m p l e t e ) Ob j e c t i v e : I m p l e m e n t t h e H o u s i n g E l e m e n t , f a c i l i t a t i n g w o r k f o r c e , a f f o rd a b l e , s u p p o r t i v e a n d t r a n s i t i o n a l h o u s i n g o p t i o n s , i n c l u d i n g s u p p ort for ne e d e d i n f r a s t r u c t u r e w i t h i n t h e C i t y ’ s f a i r s h a r e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 1 Mo n i t o r t h e C i t y ’ s I n c l u s i o n a r y H o u s i n g s t o c k f o r c o m p l i a n c e w i t h a f f o r d a b l e ho u s i n g a g r e e m e n t s a n d s t a n d a r d s . 06 / 1 7 T a s k n o t y e t i n i t i a t e d . 2 Co n t i n u e t o i m p l e m e n t H o u s i n g E l e m e n t p r o g r a m s a n d h o u s i n g p r o d u c t i o n go a l s . On g o i n g St a f f c o n t i n u e s t o i m p l e m e n t h o u s i n g e l e m e n t p r o g r a m s a n d ho u s i n g p r o d u c t i o n g o a l s i n c l u d i n g : s u p p o r t i n g l o c a l so l u t i o n s t o h o m e l e s s n e s s b y f u n d i n g t h e M a x i n e L e w i s Me m o r i a l S h e l t e r a n d P r a d o D a y C e n t e r , a s s i s t i n g w i t h t h e de v e l o p m e n t o f t h e R e n t a l H o u s i n g I n s p e c t i o n P r o g r a m , pr o v i d i n g f u n d i n g t h r o u g h t h e A f f o r d a b l e H o u s i n g F u n d , an d w o r k i n g w i t h d e v e l o p e r s t o m o d i f y o r r e v i s e ap p l i c a t i o n s t o i n c l u d e a f f o r d a b l e h o u s i n g c o m p a r a b l e t o ma r k e t r a t e u n i t s i n t e r m s o f c h a r a c t e r a n d q u a l i t y . 3 Co n t i n u e t h e C i t y ’ s p a r t i c i p a t i o n w i t h t h e W o r k f o r c e H o u s i n g C o a l i t i o n , S a n Lu i s O b i s p o C o u n t y H o u s i n g T r u s t F u n d a n d H S O C t o i d e n t i f y , e v a l u a t e , a n d im p l e m e n t s t r a t e g i e s t o i n c r e a s e t h e p r o d u c t i o n o f h o u s i n g . On g o i n g St a f f c o n t i n u e s t o p a r t i c i p a t e w i t h a v a r i e t y o f l o c a l or g a n i z a t i o n s s u c h a s t h e S a n L u i s O b i s p o C o u n t y H o u s i n g Tr u s t F u n d , H o u s i n g A u t h o r i t y o f S a n L u i s O b i s p o , Ho m e l e s s S e r v i c e s O v e r s i g h t Council and Workforce Ho u s i n g C o a l i t i o n t o e n c o u r a g e a n d s u p p o r t t h e p r o d u c t i o n of h o u s i n g t h r o u g h v a r i o u s f i n a n c i a l m e c h a n i s m s a n d de v e l o p m e n t o p p o r t u n i t i e s . 4 In c r e a s e c o o r d i n a t i o n a n d r e p r e s e n t a t i o n o f C i t y i n t e r e s t s i n d i s c u s s i o n s w i t h th e C o u n t y , n o n - p r o f i t o r g a n i z a t i o n s a n d d e v e l o p e r s t o i n c r e a s e t h e p r o d u c t i o n of h o u s i n g . C i t y s t a f f w i l l c o n t i n u e t o c o o r d i n a t e a n d s u p p o r t t h e C i t y ’ s ad v o c a c y e f f o r t s c o n s i s t e n t w i t h t h e a d op t e d l e g i s l a t i v e p l a t f o r m , M a j o r C i t y Go a l , a n d H o u s i n g E l e m e n t . On g o i n g Ci t y s t a f f c o n t i n u e s t o a c t i v e l y c o o r d i n a t e a n d r e p r e s e n t Ci t y i n t e r e s t s w h e n w o r k i n g w i t h t h e C o u n t y , S L O C O G , no n - p r o f i t s , a n d h o u s i n g d e v e l o p e r s t o i n c r e a s e t h e pr o d u c t i o n o f h o u s i n g . T h e s e e f f o r t s h a v e i n c l u d e d s u p p o r t fo r e f f o r t s b y S L O C O G s t a f f t o i n f o r m d e c i s i o n m a k e r s ab o u t i m p o r t a n t t r a n s p o r t a t i o n p r o j e c t s i n t h e C i t y t h a t a r e ne c e s s a r y t o s u p p o r t d e v e l o p m e n t o f r e s i d e n t i a l l y z o n e d la n d ; p a r t n e r s h i p s w i t h n o n - p r o f i t s o n a f f o r d a b l e h o u s i n g pr o j e c t s , s u c h a s 8 6 0 o n t h e W y e – a 2 0 u n i t v e t e r a n ’ s af f o r d a b l e h o u s i n g p r o j e c t t h a t t h e C i t y h a s s u p p o r t e d w i t h $1 m i l l i o n i n l o a n s , g r a n t s , a n d f e e d e f e r r a l s ; r e c e n t ap p r o v a l s o f O r c u t t A r e a h o u s i n g p r o j e c t e n a b l i n g co n s t r u c t i o n o f 7 0 8 n e w d w e l l i n g u n i t s ; t h e t i m e l y B- 1 3 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ho u s i n g : 20 1 5 - 1 7 A c t i o n P l a n ( 5 0 % c o m p l e t e ) Ob j e c t i v e : I m p l e m e n t t h e H o u s i n g E l e m e n t , f a c i l i t a t i n g w o r k f o r c e , a f f o rd a b l e , s u p p o r t i v e a n d t r a n s i t i o n a l h o u s i n g o p t i o n s , i n c l u d i n g s u p p ort for ne e d e d i n f r a s t r u c t u r e w i t h i n t h e C i t y ’ s f a i r s h a r e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status pr o c e s s i n g o f S p e c i f i c P l a n s f o r t h e p r o p o s e d S a n L u i s Ra n c h a n d A v i l a R a n c h p r o j e c t s ; a n d a n a l y s i s o f in f r a s t r u c t u r e f i n a n c i n g o p p o r t u n i t i e s , i n c l u d i n g a p p r o p r i a t e la n d - b a s e d f i n a n c i n g m e c h a n i s m s t o s u p p o r t i n f r a s t r u c t u r e im p r o v e m e n t s n e e d e d f o r h o u s i n g . 5 C o n t i n u e , a n d i n c r e a s e w h e r e f e a s i b l e , f i n a n c i a l s u p p o r t f o r H o u s i n g P r o g r a m s . O n g o i n g St a f f c o n t i n u e s t o i n c r e a s e f i n a n c i a l s u p p o r t f o r h o u s i n g pr o g r a m s t h r o u g h : C D B G a w a r d s , A f f o r d a b l e H o u s i n g Fu n d l o a n s a n d s u p p o r t t o t h e H o u s i n g T r u s t F u n d , a s w e l l as s u p p o r t i n g p r o j e c t s a p p l y i n g f o r l o w i n c o m e h o u s i n g t a x cr e d i t s . I n S e p t e m b e r 2 0 1 5 , t h e H o u s i n g A u t h o r i t y ’ s ‘ 8 6 0 on t h e W y e ’ r e c e i v e d a t a x credit award of $1,509,370. Co u n c i l a l s o r e c e n t l y a p p r o v e d a $ 3 5 , 0 0 0 A H F g r a n t f o r Ha b i t a t f o r H u m a n i t y o f S L O C o u n t y f o r r e h a b i l i t a t i o n o f on e , l o w - i n c o m e h o m e . 6 C o n t i n u e t o i m p l e m e n t t h e I n c l u s i o n a r y H o u s i n g P r o g r a m . On g o i n g St a f f c o n t i n u e s t o i m p l e m e n t t h e I n c l u s i o n a r y H o u s i n g Pr o g r a m t h r o u g h t h e r e v i e w o f residential and commercial de v e l o p m e n t p r o j e c t s f o r t h e i n c l u s i o n o f a f f o r d a b l e u n i t s o r pa y m e n t o f i n - l i e u f e e s . S i n c e J u l y 1 , 2 0 1 5 , s t a f f h a s en t e r e d i n t o a f f o r d a b l e h o u s i ng agreements for over 75 un i t s w i t h d e v e l o p e r s t o e n s u r e t h e y p r o v i d e t h e n e c e s s a r y af f o r d a b l e u n i t s t o m e e t t h e i r I n c l u s i o n a r y H o u s i n g re q u i r e m e n t . 5 3 o f t h o s e a f f o r d a b l e u n i t s w i l l b e l o c a t e d i n mu l t i p l e s u b d i v i s i o n s w i t h i n t h e O r c u t t A r e a S p e c i f i c P l a n $5 0 0 , 0 0 0 i n a f f o r d a b l e h o u s i n g i n - l i e u f e e s w e r e c o l l e c t e d du r i n g t h e 2 0 1 5 - 1 6 f i s c a l y e a r . 7 Im p l e m e n t t h e C i t y ’ s B E G I N f i r s t - t i m e h o m e b u y e r p r o g r a m b y p r o v i d i n g d o w n pa y m e n t a s s i s t a n c e l o a n s t o q u a l i f y i n g h o u s e h o l d s . 07 / 1 6 Re v i s e d t o 07 / 1 6 . To t a l cu r r e n t fu n d i n g am o u n t s wi l l b e As o f N o v e m b e r 1 st, t h r e e B E G I N d o w n p a y m e n t a s s i s t a n c e lo a n s t o t a l i n g $ 1 2 1 , 4 9 0 h a v e b e e n d i s t r i b u t e d t o q u a l i f y i n g ho u s e h o l d s . A l l t h r e e h o m e b u y e r s ( o n e v e r y - l o w , o n e l o w an d o n e m o d e r a t e i n c o m e h o u s ehold) purchased affordable un i t s i n M o y l a n T e r r a c e . D i s t r i b u t i o n o f t h e r e m a i n i n g fu n d s ( $ 2 7 5 , 0 0 0 ) w i l l b e a w a r d e d to qualifying first-time ho m e b u y e r s i n J u l y 2 0 1 6 t o t h e f i n a l a f f o r d a b l e u n i t s w i t h i n B- 1 4 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ho u s i n g : 20 1 5 - 1 7 A c t i o n P l a n ( 5 0 % c o m p l e t e ) Ob j e c t i v e : I m p l e m e n t t h e H o u s i n g E l e m e n t , f a c i l i t a t i n g w o r k f o r c e , a f f o rd a b l e , s u p p o r t i v e a n d t r a n s i t i o n a l h o u s i n g o p t i o n s , i n c l u d i n g s u p p ort for ne e d e d i n f r a s t r u c t u r e w i t h i n t h e C i t y ’ s f a i r s h a r e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status di s t r i b u t e d by S u m m e r 20 1 6 . Mo y l a n T e r r a c e a n d a f f o r d a b l e u n i t s i n t h e A v i v o co n d o m i n i u m d e v e l o p m e n t . 8 Up d a t e t h e C i t y ’ s l o n g - t e r m a f f o r d a b l e h o u s i n g a g r e e m e n t , d e e d a n d n o t e te m p l a t e s c o n s i s t e n t w i t h i n d u s t r y s t a n d a r d b e s t p r a c t i c e s . 06 / 1 6 C o m p l e t e St a f f i s c u r r e n t l y r e v i e w i n g t h e i n i t i a l d r a f t s o f t h e l o n g - te r m a f f o r d a b l e h o u s i n g a g r e e m e n t s p r e p a r e d b y G o l d f a r b an d L i p m a n . S t a f f a n t i c i p a t e s a l l r e v i s i o n s t o b e c o m p l e t e by J u n e 2 0 1 6 . 9 Wo r k w i t h C a l P o l y t o a d d r e s s t h e l i n k b e t w e e n e n r o l l m e n t a n d t h e e x p a n s i o n of c a m p u s h o u s i n g t o r e d u c e p r e s s u r e o n t h e C i t y ’ s h o u s i n g s u p p l y ( H E Pr o g r a m 1 0 . 5 ) . On g o i n g Ci t y s t a f f i s c u r r e n t l y w o r k i n g w i t h C a l P o l y s t a f f t h r o u g h th e C a l P o l y M a s t e r P l a n u p d a t e . A d d i t i o n a l c a p a c i t y f o r on - c a m p u s s t u d e n t h o u s i n g r e m a i n s a t o p p r i o r i t y . 10 Wo r k w i t h t h e H o u s i n g A u t h o r i t y t o d e v e l o p a f f o r d a b l e h o u s i n g i n t h e Ma r g a r i t a A r e a S p e c i f i c P l a n . On g o i n g In e a r l y 2 0 1 6 , t h e H o u s i n g A u t h o r i t y o f S a n L u i s O b i s p o (H A S L O ) t o o k o w n e r s h i p o f L o t 1 0 8 o f T r a c t 2 3 5 3 a n d 23 4 2 . A p r e - a p p l i c a t i o n w a s submitted in January which in c l u d e s 3 6 a f f o r d a b l e h o u s i n g u n i t s . A f o r m a l p l a n n i n g ap p l i c a t i o n i s e x p e c t e d b y J u n e 2 0 1 6 . A d d i t i o n a l l o t s f o r af f o r d a b l e h o u s i n g d e v e l o p m e n t a r e e x p e c t e d t o b e de d i c a t e d t o H A S L O a s t h e r e m a i n i n g T r a c t s m o v e f o r w a r d in t h e M a r g a r i t a A r e a . 11 In v e n t o r y C i t y o w n e d p r o p e r t i e s s u i t a b l e f o r h o u s i n g a n d p r e s e n t a p r o p o s a l t o Co u n c i l o n p o s s i b l e o p p o r t u n i t i e s t o p u r s u e , i f a n y . 06 / 1 6 Th i s e f f o r t i s n e a r i n g c o m p l e tion. Staff has conducted the in v e n t o r y o f C i t y o w n e d p r o p e r t y a n d i s p r e p a r i n g a m e m o fo r C o u n c i l r e g a r d i n g p o s s i b l e a f f o r d a b l e h o u s i n g op p o r t u n i t i e s S t a f f a n t i c i p a t e s t h e m e m o w i l l b e s e n t t o co u n c i l i n J u n e 2 0 1 6 12 Co u n c i l c o n s i d e r a t i o n o f C i t y o w n e d p r o p er t i e s a n d d i r e c t i o n a s t o w h e t h e r t o pa r t n e r w i t h a n a f f o r d a b l e h o u s i n g d e v e l o p e r . 10 / 1 6 St a f f i s n e a r i n g c o m p l e t i o n o f t h i s i n v e n t o r y . A t t h i s t i m e , no p r o p e r t i e s h a v e b e e n i d e n t i f i e d a s s u i t a b l e f o r a n af f o r d a b l e h o u s i n g p r o j e c t ; s t a f f w i l l p r o v i d e f u r t h e r in f o r m a t i o n t o C o u n c i l i n t h e f o r m o f a m e m o . 13 De v e l o p a w o r k f o r c e l e v e l o f a f f o r d a b i l i t y , i n c l u d i n g i n c e n t i v e s , t o i n c r e a s e ho u s i n g o p t i o n s f o r t h o s e m a k i n g b e t w e e n 1 2 1 - 1 6 0 % o f t h e A r e a M e d i a n 06 / 1 7 In i t i a l b a c k g r o u n d r e s e a r c h h a s b e e n c o m p l e t e d . T h i s t a s k wi l l b e c o m p l e t e d c o n c u r r e n t l y w i t h t h e z o n i n g r e g u l a t i o n s B- 1 5 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ho u s i n g : 20 1 5 - 1 7 A c t i o n P l a n ( 5 0 % c o m p l e t e ) Ob j e c t i v e : I m p l e m e n t t h e H o u s i n g E l e m e n t , f a c i l i t a t i n g w o r k f o r c e , a f f o rd a b l e , s u p p o r t i v e a n d t r a n s i t i o n a l h o u s i n g o p t i o n s , i n c l u d i n g s u p p ort for ne e d e d i n f r a s t r u c t u r e w i t h i n t h e C i t y ’ s f a i r s h a r e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status In c o m e ( H E P r o g r a m 2 . 1 6 ) . up d a t e . 14 Co n s i d e r s c a l i n g d e v e l o p m e n t i m p a c t f e e s f o r r e s i d e n t i a l d e v e l o p m e n t b a s e d o n si z e , n u m b e r o f b e d r o o m s a n d r o o m c o u n t s ( H E P r o g r a m 6 . 3 1 ) . 12 / 1 6 Th i s t a s k w i l l b e t i e d i n t o t h e w o r k f o r c e l e v e l o f af f o r d a b i l i t y t a s k , w h i c h w i l l b e u p d a t e d w i t h t h e o v e r a l l zo n i n g r e g u l a t i o n s u p d a t e . 15 Co n s i d e r i n c e n t i v i z i n g d w e l l i n g u n i t s t o a m i n i m u m s i z e o f 1 5 0 s q u a r e f e e t , co n s i s t e n t w i t h t h e C a l i f o r n i a B u i l d i n g C o d e , b y r e d u c e d i m p a c t f e e s a n d pr o p e r t y d e v e l o p m e n t s t a n d a r d s ( H E P r o g r a m 9 . 1 2 ) . 06 / 1 7 Th i s t a s k w i l l b e t i e d i n t o t h e w o r k f o r c e l e v e l o f af f o r d a b i l i t y t a s k , w h i c h w i l l b e u p d a t e d w i t h t h e o v e r a l l zo n i n g r e g u l a t i o n s u p d a t e . 16 Ev a l u a t e a n d c o n s i d e r a d o p t i n g s u b d i v i s i o n a n d o r d i n a n c e c h a n g e s t o s u p p o r t sm a l l l o t s u b d i v i s i o n s a n d o w n e r s h i p b u n g a l o w c o u r t d e v e l o p m e n t ( H E Pr o g r a m 6 . 3 0 ) . 08 / 1 6 St a f f i s w o r k i n g w i t h a c o n s u l t a n t t o u p d a t e t h e S u b d i v i s i o n Re g u l a t i o n s . C i t y s t a f f i s c u r r e n t l y r e v i e w i n g t h e i n i t i a l dr a f t o f t h e S u b d i v i s i o n R e g u l a t i o n s . A l t e r n a t i v e s m a l l l o t su b d i v i s i o n o p t i o n s a r e b e i n g e v a l u a t e d i n t h i s p r o c e s s . 17 El i m i n a t e o r a d j u s t t h e o n e a c r e m i n i mu m l o t a r e a f o r P D o v e r l a y z o n i n g ( H E Pr o g r a m 6 . 3 0 ) . 06 / 1 7 In i t i a l r e s e a r c h h a s b e e n c o m p l e t e d . R e c o m m e n d a t i o n o n PD o v e r l a y m i n i m u m l o t s i z e w i l l b e i n c l u d e d i n t h e z o n i n g re g u l a t i o n s u p d a t e . 18 Co n t i n u e t o d e v e l o p i n c e n t i v e s t o e n c o u r a g e a d d i t i o n a l h o u s i n g i n t h e Do w n t o w n C o r e ( C - D Z o n e ) , i n c l u d i n g al t e r n a t i v e s t o c a l c u l a t i n g r e s i d e n t i a l de n s i t y , t o e n c o u r a g e t h e d e v e l o p m e n t o f s m a l l e r e f f i c i e n c y u n i t s ( H E P r o g r a m s 6. 1 2 , 6 . 1 3 & 6 . 2 7 & L U C E 4 . 0 . 2 8 ) . 06 / 1 7 Th i s t a s k w i l l b e t i e d i n t o t h e w o r k f o r c e l e v e l o f af f o r d a b i l i t y t a s k , w h i c h w i l l b e u p d a t e d w i t h t h e o v e r a l l zo n i n g r e g u l a t i o n s u p d a t e . 19 Su p p o r t e m p l o y e r / e m p l o y e e a n d e m p l o y e r /d e v e l o p e r f i n a n c i n g p r o g r a m s a n d pa r t n e r s h i p s t o i n c r e a s e h o u s i n g o p p o r t u n i t i e s s p e c i f i c a l l y t a r g e t e d t o w a r d s t h e lo c a l w o r k f o r c e . On g o i n g St a f f i s c u r r e n t l y w o r k i n g w i t h People’s Self Help Housing wh o i s e x p l o r i n g t h e o p t i o n o f a n e m p l o y e r f i n a n c e d ho u s i n g p a r t n e r s h i p i n t h e C i t y . S t a f f w i l l c o n t i n u e t o su p p o r t t h e s e p r o g r a m s . 20 Co n t i n u e t o p r i o r i t i z e t h e u s e o f C D B G f u n d s f o r a f f o r d a b l e h o u s i n g a n d ho m e l e s s s e r v i c e s . On g o i n g 20 1 6 C D B G f u n d i n g r e c o m m e n d a t i o n s w e r e a p p r o v e d b y Ci t y C o u n c i l o n M a r c h 1 s t . T h e C D B G a w a r d s i n c l u d e fu n d i n g a n e w 4 6 u n i t a f f o r d a b l e h o u s i n g d e v e l o p m e n t a t 36 8 0 B r o a d ( I r o n W o r k s ) a n d t h e M a x i n e L e w i s M e m o r i a l Sh e l t e r . B- 1 6 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ho u s i n g : 20 1 5 - 1 7 A c t i o n P l a n ( 5 0 % c o m p l e t e ) Ob j e c t i v e : I m p l e m e n t t h e H o u s i n g E l e m e n t , f a c i l i t a t i n g w o r k f o r c e , a f f o rd a b l e , s u p p o r t i v e a n d t r a n s i t i o n a l h o u s i n g o p t i o n s , i n c l u d i n g s u p p ort for ne e d e d i n f r a s t r u c t u r e w i t h i n t h e C i t y ’ s f a i r s h a r e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 21 Co n t i n u e t o u s e t h e A H F t o s u p p o r t t h e H T F ’ s o p e r a t i n g e x p e n s e s t o p r o v i d e be l o w - m a r k e t f i n a n c i n g a n d t e c h n i c a l a s s i s t a n c e t o a f f o r d a b l e h o u s i n g de v e l o p e r s . On g o i n g On O c t o b e r 2 0 th , C o u n c i l a l l o c a t e d $ 6 0 , 0 0 0 f r o m t h e Af f o r d a b l e H o u s i n g F u n d t o s u p p o r t t h e H o u s i n g T r u s t Fu n d a s p r e v i o u s l y a p p r o v e d b y t h e 2 0 1 5 - 1 7 F i n a n c i a l P l a n . Th e f u n d i n g a g r e e m e n t h a s b e en executed and funding is di s t r i b u t e d t h r o u g h H T F i n v o i c e s . 22 Wo r k w i t h d e v e l o p e r s t o i n c l u d e a f f o r d a b l e h o u s i n g u n i t s i n p r o j e c t s a n d t o co m p l e t e h o u s i n g p r o j e c t s i n p r o c e s s . On g o i n g Ma n y r e s i d e n t i a l p r o j e c t s c u r r e n t l y u n d e r w a y a r e c h o o s i n g to d e v e l o p t h e i r i n c l u s i o n a r y h o u s i n g r e q u i r e m e n t s i n s t e a d of p a y i n g t h e i n - l i e u f e e . S t aff has prepared affordable ho u s i n g a g r e e m e n t s f o r o v e r 7 5 units across the City since Ju l y 2 0 1 5 . 23 Co n t i n u e t o l o o k f o r n e w o p p o r t u n i t i e s t o u s e A f f o r d a b l e H o u s i n g F u n d a n d gr a n t m o n i e s t o l e v e r a g e o t h e r f u n d s f o r a f f o r d a b l e h o u s i n g p r o j e c t s . On g o i n g Af f o r d a b l e H o u s i n g F u n d l o a n s a p p r o v e d d u r i n g t h e 2 0 1 5 - 16 F i s c a l Y e a r w e r e : $ 9 2 0 , 0 0 0 t o ‘ I r o n W o r k s ’ , a 4 6 - u n i t af f o r d a b l e h o u s i n g p r o j e c t p r o p o s e d a t 3 6 8 0 B r o a d w h i c h le v e r a g e s C i t y a n d C o u n t y C D B G a n d H O M E f u n d s ; $3 0 2 , 0 2 9 t o ‘ 8 6 0 o n t h e W y e ’ , a 2 0 - u n i t a f f o r d a b l e co m p l e x w i t h u n i t s s e t a s i d e f o r h o m e l e s s v e t e r a n s w h i c h le v e r a g e s o v e r $ 2 m i l l i o n i n t a x c r e d i t s a n d C D B G f u n d i n g ; $9 5 , 8 1 4 t o 1 3 7 9 S y d n e y w h i c h c u r r e n t l y p r o v i d e s tr a n s i t i o n a l h o u s i n g f o r 5 f o r m e r l y h o m e l e s s r e s i d e n t s , a n d $3 5 , 0 0 0 i n A H F f u n d s f o r H a b i t a t f o r H u m a n i t y w h i c h w i l l le v e r a g e a d d i t i o n H T F f u n d i n g a n d a d d i t i o n a l ‘ s w e a t eq u i t y ’ . 24 Co n t i n u e t o r e s e a r c h a n d a p p l y f o r Fe d e r a l , S t a t e a n d p r i v a t e f o u n d a t i o n ho u s i n g l o a n s a n d g r a n t s . On g o i n g St a f f a p p l i e d f o r t h e H o u s i n g R e l a t e d P a r k s g r a n t t h r o u g h th e S t a t e d e p a r t m e n t o f H o u s i n g a n d C o m m u n i t y De v e l o p m e n t . I f s u c c e s s f u l , t h e g r a n t w o u l d b e u s e d o n pa r k i m p r o v e m e n t s a t S i n s h e imer Park. Staff applied for $2 8 7 , 0 0 0 i n n o n - c o m p e t i t i v e f u n d i n g w h i c h i s a l l o c a t e d ba s e d o n t h e d e v e l o p m e n t o f a f f o r d a b l e h o u s i n g . A w a r d s ar e e x p e c t e d t o b e a n n o u n c e d i n J u n e 2 0 1 6 . 25 P r o v i d e e x p e d i t e d b u i l d i n g p e r m i t a p p l i c a t i o n r e v i e w f o r t h e H S C . 08 / 1 5 08 / 1 6 – Re v i s e d Ci t y s t a f f h a s c o m p l e t e d a l l r e v i e w s w i t h i n e s t a b l i s h e d cy c l e t i m e s a n d c o n t i n u e s t o w o rk with applicant team to B- 1 7 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ho u s i n g : 20 1 5 - 1 7 A c t i o n P l a n ( 5 0 % c o m p l e t e ) Ob j e c t i v e : I m p l e m e n t t h e H o u s i n g E l e m e n t , f a c i l i t a t i n g w o r k f o r c e , a f f o rd a b l e , s u p p o r t i v e a n d t r a n s i t i o n a l h o u s i n g o p t i o n s , i n c l u d i n g s u p p ort for ne e d e d i n f r a s t r u c t u r e w i t h i n t h e C i t y ’ s f a i r s h a r e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status du e t o in c o m p l e t e bu i l d i n g pl a n su b m i t t a l s . fi n a l i z e a b u i l d i n g p e r m i t f o r t h e n e w H o m e l e s s S e r v i c e Ce n t e r . T h e C i t y i s c u r r e n t l y a w a i t i n g t h e f o u r t h r e - su b m i t t a l o f t h e b u i l d i n g p l a n s f r o m t h e a p p l i c a n t . P e r m i t s wi l l b e i s s u e d o n c e t h e b u i l d i n g p l a n s a r e f o u n d t o b e co m p l i a n t w i t h a p p l i c a b l e c o d e s . 26 Pr o v i d e t i m e l y b u i l d i n g i n s p e c t i o n s a n d o n g o i n g s u p p o r t t h r o u g h o u t t h e H S C ’ s co n s t r u c t i o n p r o c e s s . On g o i n g On c e a b u i l d i n g p e r m i t h a s b e e n o b t a i n e d , s t a f f w i l l p r o v i d e su p p o r t t h r o u g h o u t t h e c o n s t r u c t i o n p r o c e s s . 27 De v e l o p a f u n d i n g a g r e e m e n t b e t w e e n t h e C i t y a n d C A P S L O f o r t h e H S C t h a t ou t l i n e s f u n d i n g a m o u n t s , s e r v i c e s a n d e x p e c t a t i o n s f o r o n g o i n g f a c i l i t y op e r a t i o n s . 03 / 1 7 A f u n d i n g a g r e e m e n t h a s n o t y e t b e e n d e v e l o p e d . T h e ag r e e m e n t w i l l b e p r e p a r e d o n c e t h e H S C i s c l o s e r t o fi n a l i z i n g c o n s t r u c t i o n . C A P S LO currently receives both ge n e r a l f u n d a n d C D B G f u n d i n g f o r t h e e x i s t i n g h o m e l e s s ce n t e r . 28 Co n t i n u e t o s u p p o r t , j o i n t l y w i t h o t h e r a g e n c i e s , h o u s i n g p r o g r a m s , s u c h a s Ho u s i n g F i r s t a n d R a p i d R e h o u s i n g , f o r t h e h o m e l e s s ( H E P r o g r a m 8 . 1 3 ) . On g o i n g Ci t y s t a f f c o n t i n u e s t o s u p p o r t p r o g r a m s f o r t h e h o m e l e s s in c l u d i n g H o u s i n g F i r s t , R a p i d R e h o u s i n g , 5 0 N o w , a n d t h e Ma y o r s C h a l l e n g e t o E n d V e t e r a n H o m e l e s s n e s s . 29 Fu n d a n d u s e t h e I n f r a s t r u c t u r e I n v e s t m e n t F u n d t o f a c i l i t a t e h o u s i n g p r o j e c t s th a t a r e i n a l i g n m e n t w i t h t h e G e n e r a l P l a n a n d C i t y g o a l s . On g o i n g Th e I n f r a s t r u c t u r e I n v e s t m e n t C a p i t a l F u n d ( I I C F ) w a s es t a b l i s h e d i n M a r c h 2 0 1 5 . $ 2 5 0 , 0 0 0 i n G e n e r a l F u n d so u r c e s w a s d e s i g n a t e d f o r t h e I I C F i n 2 0 1 5 - 1 6 . O n c e en o u g h f u n d i n g h a s b e e n c o l l e c t e d , s t a f f w i l l l o o k f o r op p o r t u n i t i e s t o u s e t h e f u n d t o s u p p o r t a f f o r d a b l e h o u s i n g pr o j e c t s . 30 D e v e l o p a R e q u e s t f o r P r o p o s a l s f o r t h e I n f r a s t r u c t u r e F e e U p d a t e w o r k p l a n . 0 4 / 1 6 7 / 1 6 Wo r k h a s b e g u n o n t h e R F P f o r c o n s u l t a n t s e r v i c e s . S t a f f i s cu r r e n t l y r e c e i v i n g p u b l i c f i n a ncing advisory services in or d e r t o d r a w u p o n p r e v i o u s c o n s u l t a n t a s s i g n m e n t s co m p l e t e d b y E P S a n d G o o d w i n . T h e s e s e r v i c e s a r e in t e n d e d t o m o v e t h e u p d a t i n g o f t h e C i t y ’ s d e v e l o p m e n t im p a c t f e e s f o r w a r d a n d t o a l s o integrate this effort with ot h e r o n g o i n g u p d a t e s a s w e l l a s s e v e r a l l a r g e p e n d i n g de v e l o p m e n t a p p l i c a t i o n s . B- 1 8 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ho u s i n g : 20 1 5 - 1 7 A c t i o n P l a n ( 5 0 % c o m p l e t e ) Ob j e c t i v e : I m p l e m e n t t h e H o u s i n g E l e m e n t , f a c i l i t a t i n g w o r k f o r c e , a f f o rd a b l e , s u p p o r t i v e a n d t r a n s i t i o n a l h o u s i n g o p t i o n s , i n c l u d i n g s u p p ort for ne e d e d i n f r a s t r u c t u r e w i t h i n t h e C i t y ’ s f a i r s h a r e . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 31 S e l e c t a c o n s u l t a n t f o r t h e I n f r a s t r u c t u r e / I m p a c t F e e U p d a t e 06 / 1 6 9 / 1 6 Th e C i t y h a s h i r e d a c o n s u l t a n t , E P S , t o a s s i s t w i t h s c o p i n g th e p r o j e c t a n d p r e p a r i n g t h e R F P . T h i s s t r a t e g y i s e x p e c t e d to e x p e d i t e c o m p l e t i o n o f t h e u p d a t e . 32 Co m p l e t e t h e w o r k e f f o r t f o r t h e I n f r a s t r u c t u r e F e e U p d a t e ( c o s t s , n e x u s , fi n a n c i n g o p t i o n s , r i g h t - s i z i n g ) . 04 - 0 7 / 1 6 1 2 / 1 6 Ev a l u a t i o n o f v a r i o u s f u n d i n g m e c h a n i s m s a v a i l a b l e t o t h e Ci t y a n d d i s c u s s i o n o f a c o m p r e h e n s i v e p o l i c y f r a m e w o r k ar e c u r r e n t l y u n d e r w a y . T h i s w o r k w i l l s u p p o r t t h e e f f o r t s of t h e c o n s u l t a n t s e l e c t e d t o c o m p l e t e t h e s t u d y . 33 C o n d u c t p u b l i c o u t r e a c h f o r I n f r a s t r u c t u r e F e e U p d a t e . 08 - 0 9 / 1 6 1 2 / 1 6 Th i s t a s k w i l l b e p a r t o f t h e s c o p e o f w o r k f o r t h e s e l e c t e d co n s u l t a n t . 34 A d v i s o r y b o d y a n d C o u n c i l c o n s i d e r a t i o n o f i n f r a s t r u c t u r e o p t i o n s . 10 - 1 1 / 1 6 0 2 / 1 7 T a s k n o t y e t i n i t i a t e d 35 C o u n c i l a d o p t i o n o f P u b l i c F a c i l i t i e s F e e Pr o g r a m . 1 2 / 1 6 0 2 / 1 7 T a s k n o t y e t i n i t i a t e d B- 1 9 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ne i g h b o r h o o d W e l l n e s s : 20 1 5 - 1 7 A c t i o n P l a n 3 5 % c o m p l e t e ) Ob j e c t i v e : I m p r o v e n e i g h b o r h o o d w e l l n e s s , w o r k w i t h r e si d e n t s , C u e s t a , a n d C a l P o l y ; i n c r e a s e p ub l i c s a f e t y , c o d e c o m p l i a n c e , a n d c o l l a b o rative so l u t i o n s . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 1 N e i g h b o r h o o d W e l l n e s s / C o m m u n i t y C i v i l i t y E f f o r t R e c o m m e n d a t i o n s O n g o i n g Pr e s e n t e d t o C i t y C o u n c i l o n December 1, 2015. Council ad o p t e d r e c o m m e n d a t i o n s c o n t a i n e d i n t h e r e p o r t . S t a f f pr e s e n t e d a r e c o m m e n d a t i o n t o n o t c r e a t e a m u n i c i p a l k e g re g i s t r a t i o n p r o g r a m o n A p r i l 1 9 , 2 0 1 6 w h i c h C o u n c i l su p p o r t e d . S t a f f w i l l r e t u r n i n t h e f a l l o f 2 0 1 6 w i t h a re c o m m e n d a t i o n f o r p a r t y r e g i s t r a t i o n . 2 N e i g h b o r h o o d M a t c h G r a n t P r o g r a m i n i t i a t i o n 10 / 1 5 C o m p l e t e Tw o N e i g h b o r h o o d M a t c h G r a n t s w e r e a w a r d e d b y t h e HR C o n F e b r u a r y 3 , 2 0 1 6 . C o n t r a c t s h a v e b e e n s i g n e d b y th e g r a n t r e c i p i e n t s a n d t h e y a r e w o r k i n g w i t h s t a f f t o r e f i n e pr o j e c t s c h e d u l e s a n d t o s e c u r e t h e i r m a t c h f u n d i n g a n d / o r vo l u n t e e r s . 3 E s t a b l i s h a n d I m p l e m e n t C o l l a b o r a t i v e C o m m u n i c a t i o n P l a n 12 / 1 5 C o m p l e t e Co m m u n i c a t i o n P l a n w a s c r e a t e d w i t h c o m m u n i t y p a r t n e r s fr o m C a l P o l y , C u e s t a C o l l e g e a n d r e s i d e n t s . Im p l e m e n t a t i o n h a s b e g u n . S t a k e h o l d e r c o l l a b o r a t i o n a n d co m m u n i c a t i o n c o n t i n u e s t o b e a f o c u s a s a v a r i e t y o f Ne i g h b o r h o o d W e l l n e s s i s s u e s a r e b e i n g a d d r e s s e d . T h e Co m m u n i c a t i o n P l a n i s c o m p l e ted, however is adaptive, ba s e d u p o n t h e i d e n t i f i e d n e e d or activity taking place. 4 B e g i n I m p l e m e n t a t i o n o f k e y m e a s u r e s f r om C o m m u n i t y C i v i l i t y C o m m i t t e e O n g o i n g Ci t y l e d a c t i o n s i m p l e m e n t a t i o n a p p r o v e d b y C o u n c i l . K e y hi g h l i g h t s i n c l u d e t h e R e n t a l H o u s i n g I n s p e c t i o n P r o g r a m , th e S L O P D / U n i v e r s i t y P o l i c e M O U , W a l k a n d T a l k s , a n d th e a m e n d i n g o f t h e U n r u l y G a t h e r i n g O r d i n a n c e . P a r t y Re g i s t r a t i o n t o b e p r e s e n t e d i n t h e f a l l o f 2 0 1 6 . 5 “ A d o p t a B l o c k ” P i l o t P r o g r a m – S C L C 03 / 1 6 3 / 1 7 SC L C d e c l i n e d t o p u r s u e t h i s a c t i o n i t e m d u r i n g t h e s p r i n g 20 1 6 . I t i s n o t a n t i c i p a t e d t o b e c o m p l e t e d u n t i l a c h a n g e i n st u d e n t l e a d e r s h i p . 6 A d m i n i s t r a t i v e C i t a t i o n A p p e a l s P r o c e s s 3/ 1 6 C o m p l e t e Bo a r d m e m b e r s a p p o i n t e d b y C o u n c i l M a r c h 1 5 , 2 0 1 6 . Ne w a p p e a l s f o r m s a n d n o t i f ications, administrative gu i d e l i n e s a n d t r a i n i n g m a t e r i a l s a r e b e i n g f i n a l i z e d . B- 2 0 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ne i g h b o r h o o d W e l l n e s s : 20 1 5 - 1 7 A c t i o n P l a n 3 5 % c o m p l e t e ) Ob j e c t i v e : I m p r o v e n e i g h b o r h o o d w e l l n e s s , w o r k w i t h r e si d e n t s , C u e s t a , a n d C a l P o l y ; i n c r e a s e p ub l i c s a f e t y , c o d e c o m p l i a n c e , a n d c o l l a b o rative so l u t i o n s . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 7 P u b l i c S a f e t y M O U – C a l P o l y U n i v e r s i t y P o l i c e a n d S L O P D 09 / 1 5 C o m p l e t e Co m p l e t e d a n d i n p l a c e a s o f July of 2015. University Po l i c e i s i s s u i n g c i t a t i o n s f o r m u n i c i p a l c o d e v i o l a t i o n s i n th e o n e m i l e r a d i u s f r o m c a m p u s b o r d e r s . T h e M C c o d e vi o l a t i o n s i n c l u d e n o i s e , o p e n c o n t a i n e r , p u b l i c u r i n a t i o n , an d u n r u l y g a t h e r i n g . 8 C o d e C o m p l i a n c e P e r f o r m a n c e M e a s u r e s On g o i n g 2 / 1 7 Th e 2 0 1 5 - 1 7 F i n a n c i a l P l a n i d e n t i f i e d t w o k e y p e r f o r m a n c e in d i c a t o r s f o r c o d e e n f o r c e m e n t ( S e e P a g e E - 1 5 5 ) , t h e “p e r c e n t o f c o d e c o m p l a i n t s a d d r e s s e d w i t h i n p u b l i s h e d cy c l e t i m e s ” a n d t h e “ p e r c e n t o f i n s p e c t i o n r e q u e s t s re s p o n d e d t o w i t h i n n e x t b u s i n e s s d a y . ” S t a f f i s w o r k i n g t o de v e l o p t h e d a t a b a s e , t r a c k i n g a n d r e p o r t i n g s y s t e m n e e d e d to a c c u r a t e l y r e p o r t t h i s i n formation. Staff will begin wo r k i n g o n t h e p r o g r a m i n g f o r t h e r e p o r t o n c e t h e s o f t w a r e ha s b e e n u p g r a d e d , w h i c h i s a n t i c i p a t e d t o b e d o n e i n M a y , 20 1 6 . S t a f f e x p e c t s t o b e a b l e t o r e p o r t r e s u l t s o f i t s e f f o r t to m e a s u r e p e r f o r m a n c e i n c o de enforcement by mid-year of t h e 2 0 1 6 - 1 7 f i s c a l y e a r . 9 Hi r e s t a f f t o i m p l e m e n t r e n t a l h o u s i n g i n s p e c t i o n ( c o n t i n g e n t o n p r o g r a m ad o p t i o n ) 02 / 1 6 C o m p l e t e Th e t w o C o d e E n f o r c e m e n t T e c h n i c i a n I I s h a v e b e e n h i r e d an d s t a r t e d w o r k o n M a y 5 , 2 0 1 6 . 10 B e g i n i n s p e c t i o n s - p r i o r i t i z e p r o p e r t i e s w i t h c o d e e n f o r c e m e n t v i o l a t i o n s 3 / 1 6 O n g o i n g In s p e c t i o n s s t a r t e d o n M a r c h 2 8 , 2 0 1 6 O n M a y 1 6 , 2 0 1 6 6 - 8 i n s p e c t i o n s w e r e b e i n g s c h e d u l e d p e r d a y . 11 O n - g o i n g i n s p e c t i o n s a n d f o l l o w u p f o r r e n t a l h o u s i n g v i o l a t i o n s 04 / 1 6 7/ 1 6 Be h i n d s c h e d u l e d u e t o t h e l o n g e r t h a n a n t i c i p a t e d re c r u i t m e n t p r o c e s s f o r C o d e Enforcement Technician II, St a f f a n t i c i p a t e s t o b e b a c k o n t r a c k b y J u l y 1 , 2 0 1 6 . 12 N e i g h b o r h o o d p r o - a c t i v e e n f o r c e m e n t On g o i n g St u d e n t N e i g h b o r h o o d A s s i s t a n c e P r o g r a m ( S N A P ) em p l o y e e s c o n t i n u e t o a c t a s f i r s t r e s p o n d e r s t o n o i s e co m p l a i n t s i n t h e n e i g h b o r h o o d s a n d c o n d u c t p a r k i n g en f o r c e m e n t i n t h e ne i g h b o r h o o d s i n t h e e v e n i n g h o u r s . Un i v e r s i t y P o l i c e a r e i s s u i n g M C v i o l a t i o n c i t a t i o n s u p t o 1 mi l e o f f c a m p u s . N e i g h b o r h o o d O f f i c e r a n d N e i g h b o r h o o d B- 2 1 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Ne i g h b o r h o o d W e l l n e s s : 20 1 5 - 1 7 A c t i o n P l a n 3 5 % c o m p l e t e ) Ob j e c t i v e : I m p r o v e n e i g h b o r h o o d w e l l n e s s , w o r k w i t h r e si d e n t s , C u e s t a , a n d C a l P o l y ; i n c r e a s e p ub l i c s a f e t y , c o d e c o m p l i a n c e , a n d c o l l a b o rative so l u t i o n s . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status Se r v i c e s S p e c i a l i s t c o n d u c t e d “ W a l k a n d T a l k s d u r i n g t h e Fa l l Q u a r t e r a n d w i l l c o n t i n u e t o d o a n n u a l w a l k s o f a l l ne i g h b o r h o o d s . F o c u s e d o u t r e a c h i s b e i n g c o n d u c t e d d u r i n g da y t i m e h o u r s t o r e s i d e n t s w h o h a b i t u a l l y v i o l a t e t h e n o i s e or d i n a n c e . T h e t w o N e i g h b o r h ood Services Specialists co n t i n u e t o c o n d u c t p r o a c t i v e e f f o r t s i n t h e n e i g h b o r h o o d s . In t h e l a s t 6 m o n t h s 3 8 % o f t h e c a s e s o p e n e d w e f o r v i s i b l e st o r a g e , a n d 2 8 % f o r w a s t e c o n t a i n e r s . 13 C o n t i n u e S i d e w a l k R e p a i r s On g o i n g Ma i n t e n a n c e c r e w s i d e w a l k repairs are complete in Pa v e m e n t A r e a 8 . 14 C o n t i n u e S t o r m d r a i n C l e a n i n g , S i l t R e mo v a l & S t o r m d r a i n R e p l a c e m e n t s O n g o i n g Si l t r e m o v a l p r o j e c t s a r e c o m p l e t e d f o r 2 0 1 5 . S t o r m d r a i n re p l a c e m e n t p r o j e c t p l a n s a r e a t 9 0 % , w i t h e x p e c t e d co n s t r u c t i o n i n S u m m e r / f a l l 2 0 1 6 . 15 C o m p l e t e N e i g h b o r h o o d S t r e e t R e p a i r & S e a l i n g 10 / 1 6 Ma i n t e n a n c e c r e w c r a c k s e a l i n g a n d r o a d r e p a i r w o r k i s co m p l e t e i n P a v e m e n t A r e a 8 , a n d o n g o i n g i n P a v e m e n t Ar e a 1 . B- 2 2 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O La g u n a L a k e R e s t o r a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 5 0 % c o m p l e t e ) Ob j e c t i v e : I n i t i a t e i m p l e m e n t a t i o n o f t h e La g u n a L a k e N a t u r a l R e s e r v e C o n s e r v a t i o n P l a n . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 1 In s t a l l n e w , u p d a t e d s i g n a g e a t t r a i l h e a d s a n d a l o n g t r a i l s Co m p l e t e s i t e - s p e c i f i c d e s i g n ( 0 6 / 1 6 ) Co m p l e t e r e q u i s i t i o n s i g n s a n d a t t e n d a n t m a t e r i a l s ( 0 9 / 1 6 ) In s t a l l a t i o n o f u p d a t e d s i g n s a t t r a i l h e a d s a n d a l o n g t r a i l s ( 1 2 / 1 6 ) 12 / 1 6 St a n d a r d d e s i g n a n d s i t e l o c a t i o n s w e r e a p p r o v e d a s p a r t o f th e Ci t y o f S a n L u i s O b i s p o 2 0 1 5 O p e n S p a c e M a i n t e n a n c e Pl a n ad o p t e d b y C o u n c i l i n D e c e m b e r 2 0 1 5 . 2 In s t a l l a c c e s s i b l e p a t h s Co m p l e t e S i t e - s p e c i f i c d e s i g n a n d p r o j e c t s p e c i f i c a t i o n s ( 1 2 / 1 6 ) Is s u e R e q u e s t f o r P r o p o s a l s ( R F P ) a n d C o n t r a c t o r s e l e c t i o n ( 0 2 / 1 7 ) In s t a l l a t i o n o f a c c e s s i b l e p a t h a l o n g l a k e f r o n t ( 0 6 / 1 7 ) 06 / 1 7 Pu b l i c W o r k s E n g i n e e r i n g s t a f f i s d e s i g n i n g t h i s f a c i l i t y i n - ho u s e a n d t h e d r a w i n g s a r e a t t h e 7 5 % l e v e l . C o n s t r u c t i o n is e x p e c t e d i n t h e F a l l o f 2 0 1 6 . 3 In s t a l l s e d i m e n t b a s i n s Is s u e R F P f o r D e s i g n / E n g i n e e r i n g c o n s u l t a n t ( 0 7 / 1 5 ) Co m p l e t e S i t e - s p e c i f i c d e s i g n s a n d p r o j e c t s p e c i f i c a t i o n s ( 0 3 / 1 6 ) Co m p l e t e P r o j e c t p e r m i t t i n g a n d e n v i r o n m e n t a l d o c u m e n t ( 0 6 / 1 7 ) 06 / 1 7 Th e p r o j e c t c o n s u l t a n t t e a m i s o n b o a r d a n d i s c u r r e n t l y co l l e c t i n g d a t a , t o p o g r a p h y a n d s o i l s a m p l e s . T h e p r o j e c t wi l l b e m o v i n g t o 5 0 % d e s i g n s b y l a t e s u m m e r 2 0 1 6 . 4 Be g i n a d r e d g i n g p r o j e c t Is s u e R F P f o r D e s i g n / E n g i n e e r i n g c o n s u l t a n t ( 0 7 / 1 5 ) Si t e - s p e c i f i c d e s i g n s a n d p r o j e c t sp e c i f i c a t i o n s c o m p l e t e d ( 0 3 / 1 6 ) So i l s a m p l e s a n d w a t e r q u a l i t y t e s t s ( 0 3 / 1 6 ) Ev a l u a t e d i s p o s a l s i t e o p t i o n s a n d s e c u r e l a n d t e n u r e a g r e e m e n t s , i f ne c e s s a r y ( 0 5 / 1 6 ) Fi n a l p r o j e c t d e s i g n s e l e c t i o n w i t h C i t y C o u n c i l ( 0 6 / 1 6 ) Pr o j e c t p e r m i t t i n g a n d e n v i r o n m e n t a l d o c u m e n t c o m p l e t e d ( 0 6 / 1 7 ) 06 / 1 7 Ci t y Co u n c i l pr o j e c t se l e c t i o n la t e su m m e r /e a r l y f a l l Th e p r o j e c t c o n s u l t a n t t e a m i s o n b o a r d a n d i s c u r r e n t l y co l l e c t i n g d a t a , t o p o g r a p h y a n d s o i l s a m p l e s . T h e p r o j e c t wi l l b e m o v i n g t o 5 0 % d e s i g n s b y t h e e n d o f S p r i n g 2 0 1 6 . Th e p r o j e c t t i m e l i n e i s a p p r o x i m a t e l y 3 m o n t h s b e h i n d a s th e s o i l s a m p l e s a n d w a t e r q u a l i t y t e s t s i n t h i s t a s k h a v e re v e a l e d h e a v y c l a y s a n d n a t u r a l l y - o c c u r r i n g h e a v y m e t a l s th a t l i k e l y p r e c l u d e o n - s i t e d i s p o s a l o p t i o n s , l e a d i n g t o fu r t h e r i n v e s t i g a t i o n s o f s e d i m e n t d i s p o s a l o p t i o n s t h a t a r e cu r r e n t l y i n p r o g r e s s . 5 Ev a l u a t e P r o j e c t F i n a n c i n g O p t i o n s a n d M e c h a n i s m s Is s u e R F P f o r e c o n o m i c / m u n i c i p a l f i n a n c e a n d p u b l i c o p i n i o n re s e a r c h c o n s u l t a n t ( s ) ( 0 7 / 1 5 ) Ev a l u a t e f i n a n c i n g o p t i o n s a n d f e a s i b i l i t y ( 0 2 / 1 6 ) Co n d u c t s t u d y s e s s i o n w i t h C i t y C o u n c i l o n f i n a n c i n g o p t i o n s a n d fe a s i b i l i t y ( 0 3 / 1 6 ) Co n d u c t f o c u s e d p u b l i c w o r k s h o p s a n d c o m m u n i t y o u t r e a c h ( 0 4 / 1 6 ) Fi n a l s e l e c t i o n o f p r e f e r r e d f i n a n c i n g o p t i o n ( s ) b y C i t y C o u n c i l a n d re s o l u t i o n o f i n t e n t i o n a s a p p r o p r i a t e a n d l e g a l l y r e q u i r e d . ( 0 6 / 1 6 ) 02 / 1 7 Ci t y Co u n c i l pr o j e c t se l e c t i o n la t e su m m e r /e a r l y f a l l Th e F i n a n c e s u b - c o n s u l t a n t h a s i s s u e d a d r a f t m e m o r a n d u m of f i n a n c i n g o p t i o n s , a n d f u r t h e r d i s c u s s i o n a n d e v a l u a t i o n wi l l b e a v a i l a b l e a s p a r t o f t h e C o u n c i l A g e n d a R e p o r t an t i c i p a t e d l a t e S u m m e r / e a r l y f a l l , 2 0 1 6 . T h i s t a s k i s ap p r o x i m a t e l y 3 m o n t h s b e h i n d d u e t o i t s r e l a t i o n s h i p w i t h ta s k 4 , a b o v e . B- 2 3 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O La g u n a L a k e R e s t o r a t i o n : 20 1 5 - 1 7 A c t i o n P l a n ( 5 0 % c o m p l e t e ) Ob j e c t i v e : I n i t i a t e i m p l e m e n t a t i o n o f t h e La g u n a L a k e N a t u r a l R e s e r v e C o n s e r v a t i o n P l a n . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status Pu b l i c H e a r i n g w i t h C i t y C o u n c i l t o c r e a t e f i n a n c i n g m e c h a n i s m a n d ad o p t r e s o l u t i o n o f f o r m a t i o n a s a p p r o p r i a t e a n d l e g a l l y r e q u i r e d . (0 9 / 1 6 ) Co n d u c t r e g i s t e r e d v o t e r e l e c t i on b y m a i l , i f n e e d e d . ( 3 / 1 7 ) Pr o c e e d w i t h a n y a n d a l l a c t i o n n e c e ss a r y t o f u n d s e d i m e n t b a s i n a n d dr e d g i n g p r o j e c t i m p l e m e n t a t i o n i n 2 0 1 7 - 1 9 . ( 0 6 / 1 7 ) B- 2 4 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Fi s c a l S u s t a i n a b i l i t y a n d R e s p o n s i b i l i t y : 20 1 5 - 1 7 A c t i o n P l a n ( 3 0 % c o m p l e t e ) Ob j e c t i v e : I m p l e m e n t t h e C i t y ’ s F i s c a l R e s p o n s i b i l i t y P h i l o s op h y w i t h a f o c u s o n t h e r e d u c ti o n o f u n f u n d e d l i a b i l i t i e s . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 1 Es t a b l i s h a p e r f o r m a n c e m a n a g e m e n t a n d re p o r t i n g t e a m t o i d e n t i f y a s e t o f pe r f o r m a n c e c r i t e r i a f o r p u b l i c r e p o r t i n g b a s e d o n i n f o r m a t i o n t h e p u b l i c w a n t s to k n o w a n d a v a i l a b l e i n f o r m a t i o n a l r e a d y b e i n g m a i n t a i n e d a n d r e p o r t e d in t e r n a l l y . 6/ 1 6 Su m m e r 20 1 6 A d r a f t p e r f o r m a n c e d a s h b o a r d w i l l b e c o m e a v a i l a b l e t o t h e pu b l i c i n s u m m e r 2 0 1 6 . 2 Ga t h e r p u b l i c o p i n i o n t o e s t a b l i s h a b a s e l i n e f o r C i t y p e r f o r m a n c e a n d t o de t e r m i n e w h a t i n f o r m a t i o n t h e p u b l i c i s i n t e r e s t e d i n s e e i n g i n a n e w s e t o f on l i n e d a s h b o a r d s . 05 / 1 6 9 / 1 6 Pu b l i c e n g a g e m e n t w i l l c o n t i n u e t h r o u g h s u m m e r 2 0 1 6 t o so l i c i t f e e d b a c k o n t h e p e r f o r mance measures included in th e d r a f t d a s h b o a r d . 3 Im p l e m e n t a s y s t e m f o r o n g o i n g t r a c k i n g , m a n a g e m e n t , a n d r e p o r t i n g o f pe r f o r m a n c e a n d s e r v i c e m e t r i c s . 01 / 1 7 Fe e d b a c k o n t h e d r a f t p e r f ormance dashboard will be in c o r p o r a t e d i n t o a f i n a l p r o d u c t b y 1 / 1 7 . 4 Wo r k w i t h t h e C i t i z e n ’ s R e v e n u e E nh a n c e m e n t O v e r s i g h t C o m m i s s i o n ( R E O C ) to a c c o m p l i s h e n h a n c e d r e p o r t i n g o n t h e u s e o f M e a s u r e G r e v e n u e . On g o i n g Th e f i r s t A n n u a l C o m m u n i t y R e p o r t w a s d i s t r i b u t e d t o t h e co m m u n i t y i n F e b r u a r y 2 0 1 6 . T h e A n n u a l C i t i z e n Ov e r s i g h t M e e t i n g w a s h e l d i n M a r c h 2 0 1 6 . 5 Co n t i n u e t o i m p l e m e n t a n d t r a c k o p e r a t i o na l e f f i c i e n c i e s i n c l u d i n g a l t e r n a t i v e se r v i c e d e l i v e r y , b e s t m a n a g e m e n t p r a c t i c e s , a n d c o s t c o n t a i n m e n t m e a s u r e s th a t p r e s e r v e t h e e f f e c t i v e n e s s o f C i t y s e r v i c e s a n d o p e r a t i o n s . 05 / 1 7 Th e F i n a n c e & I n f o r m a t i o n T e c h n o l o g y D e p a r t m e n t en g a g e d t h e G o v e r n m e n t F i n a n c e O f f i c e r s A s s o c i a t i o n as s e s s t h e F I T D e p a r t m e n t . R e c o m m e n d a t i o n s w e r e pr e s e n t e d a n d a c c e p t e d b y t h e C i t y C o u n c i l o n A p r i l 1 9 , 20 1 6 . A c o m p r e h e n s i v e p l a n t o s t r e n g t h e n s u p p o r t s e r v i c e s an d i m p l e m e n t G F O A r e c o m m e n d a t i o n s i s p r e s e n t e d w i t h th e B u d g e t S u p p l e m e n t . A c i t y w i d e C o n t i n u o u s Im p r o v e m e n t G r o u p ( C I G ) t o b e a r e s o u r c e t o s t r e a m l i n e op e r a t i o n s u s i n g t e c h n o l o g y a n d b u s i n e s s p r o c e s s im p r o v e m e n t i n c o n j u n c t i o n w i t h l a u n c h i n g a n e w f i n a n c i a l sy s t e m ( E R P ) . 6 Id e n t i f y a n d i n c l u d e u p d a t e d p e r f o r m a n c e m e a s u r e s i n t h e 2 0 1 7 - 2 0 1 9 F i n a n c i a l Pl a n . 06 / 1 7 Th i s p r o j e c t w i l l b e g i n w i t h t h e n e x t F i n a n c i a l P l a n de v e l o p m e n t i n F a l l 2 0 1 6 . 7 Ad d r e s s i n g t h e C i t y ’ s l o n g t e r m c o s t s : D e v e l o p a b u d g e t p o l i c y f o r in c o r p o r a t i o n i n t h e 2 0 1 5 - 1 7 F i n a n c i a l P l a n t h a t r e f l e c t s p o l i c y d i r e c t i o n re g a r d i n g t h e u s e o f o n e - t i m e r e s o u r c e s . 06 / 1 5 C o m p l e t e A p o l i c y w a s a d o p t e d w i t h t h e 2 0 1 5 - 2 0 1 7 f i n a n c i a l p l a n . Re c o m m e n d a t i o n s f o r t h e u s e o f $ 4 . 4 m i l l i o n i n o n e - t i m e do l l a r s f o r t h e 2 0 1 6 - 2 0 1 7 F i s c a l Y e a r w i l l b e m a d e co n s i s t e n t w i t h t h i s d i r e c t i o n . B- 2 5 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Fi s c a l S u s t a i n a b i l i t y a n d R e s p o n s i b i l i t y : 20 1 5 - 1 7 A c t i o n P l a n ( 3 0 % c o m p l e t e ) Ob j e c t i v e : I m p l e m e n t t h e C i t y ’ s F i s c a l R e s p o n s i b i l i t y P h i l o s op h y w i t h a f o c u s o n t h e r e d u c ti o n o f u n f u n d e d l i a b i l i t i e s . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 8 Id e n t i f y a n d w o r k w i t h a r i s k m a n a g e m e n t e x p e r t t o c o n d u c t a n a u d i t o f l i a b i l i t y an d w o r k e r s ’ c o m p e n s a t i o n c l a i m s h i s t o r y a n d c o s t t r e n d s t o e n s u r e a p p r o p r i a t e ri s k m a n a g e m e n t a n d c o s t e f f e c t i v e c o v e r a g e . E x p l o r e o p t i o n s w i t h i n C J P I A t o co n t r o l c o s t s a s w e l l a s o t h e r p r o g r a m s o f f e r e d b y o t h e r p r o v i d e r s , i f a p p l i c a b l e . 06 / 1 6 0 3 / 1 7 Th e c o m p l e t i o n d a t e f o r t h e r i s k m a n a g e m e n t a u d i t h a s be e n r e v i s e d d u e t o c o m p e t i n g p r i o r i t i e s b u t a n t i c i p a t e s co n s u l t a n t r e c o m m e n d a t i o n s i n t i m e f o r c o n s i d e r a t i o n i n t h e 20 1 7 - 1 9 F i n a n c i a l P l a n . C o s t containment options such as th e C J P I A E x c e s s L i a b i l i t y P r o g r a m w e r e e v a l u a t e d i n Ap r i l 2 0 1 6 . 9 Es t a b l i s h o b j e c t i v e s t o c o n t a i n o r r e d u c e l i a b i l i t y a n d / o r w o r k e r s c o m p e n s a t i o n cl a i m s a n d w o r k w i t h d e p a r t m e n t s t o a c h i e v e r e d u c t i o n s . 06 / 1 6 0 9 / 1 6 An a l y s i s h a s b e e n c o n d u c t e d and an overall objective pr o p o s e d t o r e d u c e w o r k e r ’ s c o m p e n s a t i o n a n d l i a b i l i t y pr e m i u m s b y 3 0 % i n t h r e e y e a r s . R e v i s e d c o m p l e t i o n d a t e wi l l a l l o w s t a f f t o m o r e f u l l y l a u n c h t h i s o n g o i n g p r o g r a m . 10 Pr o p o s e a n d i m p l e m e n t p a y m e n t t o a l o n g -t e r m c o s t i t e m f r o m y e a r - e n d f u n d ba l a n c e a t m i d - y e a r a s b a s e d o n p o l i c y a d o p t e d b y t h e C i t y C o u n c i l i n t h e 2 0 1 5 - 17 F i n a n c i a l P l a n . 06 / 1 6 , 0 6 / 1 7 A r e c o m m e n d a t i o n a b o u t p a y i n g d o w n l o n g t e r m u n f u n d e d li a b i l i t i e s w i l l r e t u r n t o C o u n c i l a t t h e S u p p l e m e n t i n J u n e 20 1 6 . 11 Re v i e w p r o g r e s s r e g a r d i n g l i a b i l i t y a n d / o r w o r k e r s c o m p e n s a t i o n c l a i m re d u c t i o n 02 / 1 7 On g o i n g Qu a r t e r l y l i a b i l i t y a n d w o r k e r s c o m p e n s a t i o n c l a i m s re v i e w s w i t h k e y s t a k e h o l d e r s a r e u n d e r w a y t o e n s u r e ac t i v e c a s e m a n a g e m e n t a n d t o c l o s e c l a i m s m o r e q u i c k l y wh e n a p p r o p r i a t e . 12 C o n t i n u e i n v e s t m e n t i n i n f r a s t r u c t u r e m a i n t e n a n c e On g o i n g Th e C i t y a d o p t e d a p o l i c y a s p a r t o f t h e 2 0 1 5 - 2 0 1 7 Fi n a n c i a l P l a n t o p r i o r i t i z e p a y i n g u n f u n d e d l i a b i l i t i e s a n d de f e r r e d m a i n t e n a n c e p r o j e c t s w i t h o n e t i m e r e v e n u e s . T h e pr o p o s e d a d j u s t m e n t s t o t h e 2 0 1 6 - 2 0 1 7 b u d g e t w i l l i n c r e a s e fu n d i n g f o r c a p i t a l p r o j e c t s . 13 C o n t i n u e d e v e l o p i n g , i m p l e m e n t i n g a n d r e p o r t i n g o n o p e r a t i o n a l e f f i c i e n c i e s O n g o i n g Pe r f o r m a n c e m e a s u r e s f o r e a c h d e p a r t m e n t a r e b e i n g de v e l o p e d f o r t h e 2 0 1 7 - 2 0 1 9 F i n a n c i a l P l a n . 14 C o m p l e t e a c o m p r e h e n s i v e a n a l y s i s o f C it y c o s t s a n d f e e s e v e r y f i v e y e a r s 0 8 / 1 5 Sp r i n g 20 1 7 As a r e s u l t o f t r a n s i t i o n s i n s t a f f , t h e F i n a n c e D i r e c t o r , a n d ot h e r m a n a g e r s i n v o l v e d i n t h i s p r o j e c t t h e d a t e h a s b e e n ad j u s t e d t o S p r i n g 2 0 1 7 . 15 Ad j u s t e x i s t i n g f e e s p e r C o u n c i l p o l i c y a n d i n a c c o r d a n c e w i t h U s e r C o s t Re c o v e r y G o a l s An n u a l l y Th i s w i l l o c c u r w i t h t h e c o n s i d e r a t i o n o f t h e S p r i n g 2 0 1 7 i n pr e p a r a t i o n f o r t h e 2 0 1 7 - 2 0 1 9 F i n a n c i a l P l a n . B- 2 6 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Fi s c a l S u s t a i n a b i l i t y a n d R e s p o n s i b i l i t y : 20 1 5 - 1 7 A c t i o n P l a n ( 3 0 % c o m p l e t e ) Ob j e c t i v e : I m p l e m e n t t h e C i t y ’ s F i s c a l R e s p o n s i b i l i t y P h i l o s op h y w i t h a f o c u s o n t h e r e d u c ti o n o f u n f u n d e d l i a b i l i t i e s . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 16 Re v i e w a n d a d j u s t e n t e r p r i s e f e e s a n d r a t e s t r u c t u r e s a s r e q u i r e d t o e n s u r e t h e y re m a i n a p p r o p r i a t e a n d e q u i t a b l e On g o i n g Th e U t i l i t i e s D e p a r t m e n t i s c o n d u c t i n g a c a p a c i t y a n d co n n e c t i o n f e e s t u d y t h a t i s e x pected to replace the current de v e l o p m e n t i m p a c t f e e . P r o v ided current revenue trends; th e d r o u g h t s u r c h a r g e i s l i k e l y t o r e m a i n i n e f f e c t f o r t h e fo r e s e e a b l e f u t u r e . 17 Mo n i t o r r e c e i p t s o f l o c a l r e ve n u e s ( s u c h a s b u s i ne s s l i c e n s e s , u t i l i t y u s e r t a x e s , fr a n c h i s e f e e s ) a n d i n i t i a t e e f f e c t i v e c o l l e c ti o n s t r a t e g i e s t o e n s u r e t h a t r e v e n u e s an d t a x e s a r e p a i d b y t h o s e w h o a r e o b l i g a t e d t o p a y t h e m . On g o i n g St a f f h a s r e i n s t i t u t e d r e p o r t i n g T O T o n a m o n t h l y b a s i s a n d is f o l l o w i n g u p w i t h a n y u n p a i d U U T a n d b u s i n e s s l i c e n s e fe e s . 18 Im p l e m e n t a b u s i n e s s l i c e n s e c o m p l i a n c e p r o g r a m u s i n g o u t s i d e c o n s u l t a n t s t o id e n t i f y u n l i c e n s e d b u s i n e s s e s w i t h i n t h e c o m m u n i t y . 05 / 1 6 0 8 / 1 6 A R F P f o r c o n s u l t i n g s e r v i c e s w a s a p p r o v e d b y t h e C i t y Co u n c i l o n A p r i l 1 9 , 2 0 1 6 . S t a f f a n t i c i p a t e s t h a t a co n s u l t a n t w i l l k i c k o f f w o r k i n F a l l 2 0 1 6 B- 2 7 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Do w n t o w n : 20 1 5 - 1 7 A c t i o n P l a n ( 4 0 % c o m p l e t e ) Ob j e c t i v e : A d o p t a D o w n t o w n C o n c e p t P l a n , d e v e l o p a pl a n f o r e x p a n s i o n o f M i s s i o n P l a z a , a n d i m pr o v e s a f e t y , i n f r a s t r u c t u r e , a n d m a i n t e n a nce in th e D o w n t o w n . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status 1 Vi s i o n a n d E c o n o m i c V i t a l i t y De v e l o p R F P f o r D o w n t o w n C o n c e p t P l a n u p d a t e i n c o o r d i n a t i o n w i t h th e u p d a t e o f t h e C i t y ’ s z o n i n g o r d i n a n c e . ( 0 8 / 1 5 ) In t e r v i e w a n d s e l e c t c o n s u l t a n t s ( 0 9 / 1 5 ) Co m p l e t e c o m m u n i t y v i s i o n i n g , i n t e rv i e w s , c h a r r e t t e ( s ) , r e v i e w o f Mi s s i o n P l a z a A s s e s s m e n t p r o j e c t ( 1 2 / 1 5 ) Pr e s e n t d r a f t c o n c e p t s a n d s t u d y f i n d i n g s t o C i t y c o m m i t t e e s a n d co m m i s s i o n s f o r i n p u t ( 0 9 / 1 6 ) Pr e s e n t d r a f t c o n c e p t s a n d s t u d y f i n d i n g s t o C o u n c i l r e v i e w a n d ap p r o v a l ( R e v i s e d t o 1 0 / 1 6 ) Pr e s e n t f i n a l C o n c e p t P l a n a n d f i n a l M i s s i o n P l a z a S t u d y t o C o u n c i l (R e v i s e d t o 0 4 / 1 7 ) Co o r d i n a t e w i t h t h e D o w n t o w n A s s o c i a t i o n t o d e v e l o p a b u i l d i n g in v e n t o r y a n d o c c u p a n c y r e p o r t i n g m e t h o d o l o g y ( O n g o i n g ) Co l l a b o r a t e w i t h t h e D o w n t o w n t o d e v e l o p o p t i o n s f o r d o w n t o w n re s i d e n t i a l p a r k i n g ( 1 0 / 1 7 ) Co m p l e t e D e s i g n f o r D o w n t o w n R e n e w a l ( C o n s t r u c t i o n p r o p o s e d f o r 20 1 7 - 1 8 ) ( 0 6 / 1 7 ) Fa c i l i t a t e c o m p l e t i o n o f C h i n a t o w n a n d G a r d e n S t r e e t T e r r a c e s p r i v a t e de v e l o p m e n t s ( O n g o i n g ) 06 / 1 7 Th e d r a f t c o n c e p t s f o r t h e D o wntown Concept Plan update wi l l b e p r e s e n t e d t o C i t y c o m m i t t e e s a n d c o m m i s s i o n i n Se p t e m b e r a n d O c t o b e r 2 0 1 6 . Co m m u n i t y i n p u t f o r t h e M i s s i o n P l a z a A s s e s s m e n t h a s be e n c o l l e c t e d d u r i n g F e bruary to April 2016. Co n s t r u c t i o n i s u n d e r w a y o n b o t h t h e C h i n a t o w n a n d Ga r d e n S t r e e t T e r r a c e s p r i v a t e p r o j e c t s . 2 Sa f e t y Pr o v i d e o n e p o l i c e o f f i c e r f o r t h e do w n t o w n a n d a d d i t i o n a l p e r s o n n e l as a v a i l a b l e Pr o v i d e C o m m u n i t y A c t i o n T e a m ( C A T ) t o c o m b i n e e n f o r c e m e n t , in t e r v e n t i o n & e d u c a t i o n Co o r d i n a t e w i t h o u t r e a c h g r o u p s f o r t h e h o m e l e s s Co o r d i n a t e w i t h o t h e r l a w e n f o r c e m e n t a g e n c i e s Ex p a n d u s e o f s a f e t y c a m e r a s ( 0 6 / 1 6 ) On g o i n g Th e P o l i c e D e p a r t m e n t i s w o r k i n g i n c o n j u n c t i o n w i t h t h e Sa n L u i s O b i s p o D o w n t o w n A s s o c i a t i o n a n d t h e U n i t e d Wa y o f S a n L u i s O b i s p o C o u n t y t o c o n c l u d e t h e “ M a k e Ch a n g e C o u n t ” m e t e r d o n a t i o n p i l o t p r o g r a m a n d i s m o v i n g to c r e a t e a p e r m a n e n t p r o g r a m to support alternative ways fo r c i t i z e n s t o d o n a t e t o h o m e l e s s s e r v i c e s a n d d i s c o u r a g e th e a d v e r s e b e h a v i o r s a s s o c i a t e d w i t h m a n y t h a t p a n h a n d l e . Th r e e a d d i t i o n a l c a m e r a s f o r i n s t a l l a t i o n D o w n t o w n h a v e be e n p u r c h a s e d . S t a f f i s c o m p l e t i n g a C i t y M a n a g e r r e p o r t fo r a p p r o v a l o f t h e i n s t a l l a t i o n . I t i s a n t i c i p a t e d t h e c a m e r a s B- 2 8 20 1 6 - 1 7 S U P P L E M E N T R E P O R T : UP D A T E O F M C G & O I O Do w n t o w n : 20 1 5 - 1 7 A c t i o n P l a n ( 4 0 % c o m p l e t e ) Ob j e c t i v e : A d o p t a D o w n t o w n C o n c e p t P l a n , d e v e l o p a pl a n f o r e x p a n s i o n o f M i s s i o n P l a z a , a n d i m pr o v e s a f e t y , i n f r a s t r u c t u r e , a n d m a i n t e n a nce in th e D o w n t o w n . # Ta s k Co m p l e t i o n Da t e Re v i s e d Status wi l l b e o p e r a t i o n a l b y t h e b e g i n n i n g o f t h e f i s c a l y e a r . 3 In f r a s t r u c t u r e a n d M a i n t e n a n c e Co m p l e t e S i d e w a l k R e p a i r s & Tr e e R e p l a c e m e n t s ( 0 6 / 1 6 ) Co m p l e t e S i d e w a l k R e p a i r s & Tr e e R e p l a c e m e n t s ( 0 6 / 1 7 ) Re p l a c e H i g u e r a L i g h t e d C r o s s w a l k ( 0 6 / 1 7 ) Up g r a d e M i s s i o n P l a z a R a i l i n g ( 0 6 / 1 6 ) Up g r a d e M i s s i o n P l a z a R a i l i n g ( 0 6 / 1 7 ) St a r t C o n s t r u c t i o n o f M a r s h S t r e e t B r i d g e ( 0 6 / 1 6 ) Co m p l e t e D e s i g n f o r M i s s i o n P l a z a R e s t r o o m – C o n s t r u c t i o n pr o p o s e d f o r 2 0 1 7 - 1 8 ( 0 6 / 1 7 ) Im p l e m e n t P a r k i n g P r o g r a m o r g a n i z a t i o n a l c h a n g e ( 0 1 / 1 6 ) In i t i a t e E n v i r o n m e n t a l S t u d y f o r t h e P a l m / N i p o m o P a r k i n g S t r u c t u r e (0 1 / 1 7 ) De v e l o p a n d i m p l e m e n t a n n u a l r e p o r t o u t l i n e d i n t h e P u b l i c W o r k s St r a t e g i c p l a n , t o r e p o r t a n n u a l l y o n D o w n t o w n S u p p o r t ( 0 6 / 1 6 ) Co n t i n u e D o w n t o w n S t r e e t S w e e p i n g ( O n g o i n g ) Co n t i n u e D o w n t o w n S i d e w a l k & B u b b l e g u m A l l e y S t e a m C l e a n i n g (O n g o i n g ) Co n t i n u e D o w n t o w n T r a s h P i c k u p & G r a f f i t i R e m o v a l ( O n g o i n g ) Co n t i n u e N e w s r a c k E n f o r c e m e n t & P e r m i t t i n g P r o g r a m ( O n g o i n g ) 06 / 1 7 Pr i o r i t y l i s t s f o r s i d e w a l k repairs downtown are prepared an d t h e f i r s t T a s k O r d e r f o r w o r k h a s b e e n i s s u e d t h r o u g h th e J o b O r d e r C o n t r a c t . T h r e e o f t h e f o u r l o c a t i o n s a r e co m p l e t e Ma r s h B r i d g e d e s i g n i s c l o s e t o c o m p l e t i o n a s i s en v i r o n m e n t a l s t u d y w o r k . P r o p e r t y a c q u i s i t i o n , pe r m i t t i n g , a n d t h e f i n a l i z a t i o n o f N E P A d o c u m e n t a t i o n wi l l m e a n t h e p r o j e c t w i l l b e g i n c o n s t r u c t i o n i n 2 0 1 7 a t t h e ea r l i e s t . T h e d r a f t E I R w a s s u b m i t t e d t o t h e S t a t e Cl e a r i n g h o u s e f o r p u b l i c c o m m ent and a public engagement me e t i n g w a s h e l d i n M a r c h 2 0 1 6 t o g a r n e r i n p u t f r o m st a k e h o l d e r s . Th e P a l m N i p o m o P a r k i n g S t r u c t u r e p r o j e c t c o n s u l t a n t te a m i s d e v e l o p i n g a r e v i s e d P r o j e c t D e s c r i p t i o n a n d R F P fo r E n v i r o n m e n t a l S e r v i c e s . On g o i n g w o r k e f f o r t s t h e D o w n t o w n i n c l u d e t h e f o l l o w i n g re g u l a r a c t i v i t i e s : S t r e e t S w e e p i n g , S i d e w a l k & B u b b l e g u m Al l e y S t e a m C l e a n i n g , T r a s h Pickup & Graffiti Removal, an d i m p l e m e n t a t i o n o f t h e N e w s r a c k E n f o r c e m e n t & Pe r m i t t i n g P r o g r a m . B- 2 9 Section C BUDGET GRAPHICS BUDGET GRAPHICS OVERVIEW This section provides simple charts and tables which highlight key financial relationships and summarize the overall budget document. Graphics summarizing the following areas are included: Combined Expenditures and Revenues Total Operating Program, Capital Improvement Plan and Debt Service Expenditures Total Funding Sources Operating Program Expenditures by Function Operating Program Expenditures by Type Capital Improvement Plan Expenditures by Function Debt Service Expenditures by Function Expenditures and Revenues by Fund Total Expenditures by Fund General Fund Expenditures and Uses General Fund Operating Program Expenditures by Function General Fund Operating Program Expenditures by Type General Fund Revenues and Sources Authorized Regular Positions Authorized Regular Positions by Function Changes in Financial Position Summary of Revenues, Expenditures and Changes in Financial Position by Fund for 2015- 16 and 2016-17. C-1 BUDGET GRAPHICS TOTAL EXPENDITURES BY TYPE - ALL FUNDS COMBINED Actual Current Budget Revised 2014-152015-16 2016-17 Operating Programs 81,799,02396,639,61094,440,16798,474,8694% Capital Improvement Plan 30,568,40568,050,104104,730,00029,665,336-72% Debt Service 7,384,6537,615,52512,761,7667,844,645-39% TOTAL $119,752,081$172,305,239$211,931,933$135,984,850-36% % Change 2016-17 Expenditures By Type: $135.9 Million Revised 15-17 Financial Plan Adopted 2016-17 Operating Programs 72% Capital Improvement Plan 22% Debt Service 6% C-2 BUDGET GRAPHICS TOTAL FUNDING SOURCES - ALL FUNDS COMBINED Actual Current Budget Revised 2014-152015-16 2016-17 Taxes & Franchise Fees 53,608,22655,534,29056,087,55357,489,2592% Service Charges Governmental Funds 12,070,0509,741,5869,628,305 10,285,3547% Enterprise Funds 43,380,92743,512,68040,991,857 39,424,789-4% Trust and Agency Revenues 918,6681,736,3881,760,067 1,512,705-14% From Other Governments 14,067,28518,514,17013,830,096 16,121,15217% Investments and Property Revenues 818,194497,500512,700 515,4001% Other Revenues 1,244,4071,126,447970,600 984,5001% Total Current Sources 126,107,757130,663,061123,781,178126,333,159 2% Proceeds from Debt Financings 850,7751,829,96880,166,600 0-100% Fund Balance/Other Sources (Uses)(7,206,451)40,953,6787,984,155 9,651,69121% TOTAL $119,752,081$173,446,707211,931,933 $135,984,850 -36% *Includes proceed from Debt financing for replacement of fire engine 2 and street sweeper $1,141,468 % Change 2016-17 Funding Sources: $134.2 Million Adopted 2016-17 Revised 15-17 Financial Plan Taxes & Franchise Fees 46% Enterprise Fund Service Charges 31% Other Service Charges 8% From Other Governments 13% Trust and Agency Revenues 1%Other Sources 1% C-3 BUDGET GRAPHICS OPERATING PROGRAM EXPENDITURES BY FUNCTION - ALL FUNDS COMBINED Actual Current Budget Revised 2014-152015-16 2016-17 Public Safety 24,056,07625,922,57626,232,40926,589,5591% Public Utilities 19,637,01722,454,12022,259,17623,590,5516% Transportation 7,584,3549,154,8819,252,7299,330,8081% Leisure, Cultural & Social Services 7,250,3987,697,732 7,699,2967,912,0323% Community Development 9,360,31211,640,99310,682,42011,424,2837% General Government 13,910,86519,769,30818,314,13719,627,6367% TOTAL $81,799,023$96,639,61094,440,067$98,474,8694% % Change 2016-17 Operating Budget: $98.4 Million Revised 15-17 Financial Plan Adopted 2016-17 Public Safety 27% Public Utilities 24% Transportation 9% Leisure, Cultural & Social Services 8% Community Development 12% General Government 20% C-4 BUDGET GRAPHICS OPERATING PROGRAM EXPENDITURES BY TYPE - ALL FUNDS COMBINED Actual Current Budget Revised 2014-152015-16 2016-17 Staffing 49,528,23257,864,44458,900,68060,685,8493% Contract Services 19,892,40822,734,20820,540,27022,714,59811% Other Operating Expenditures 10,905,22315,829,72414,915,80714,991,0221% Minor Capital 220,312211,23683,40083,4000% TOTAL $80,546,175$96,639,61294,440,157$98,474,8694% % Change 2016-17 Operating Budget: $98.4 Million Revised 15-17 Financial Plan Adopted 2016-17 Staffing 62% Contract Services 23% Other Operating Expenditures 15% C-5 BUDGET GRAPHICS CAPITAL IMPROVEMENT PLAN EXPENDITURES BY FUND Actual Current Budget Revised 2014-152015-16 2016-17 Capital Outlay General Purpose CIP*11,251,01615,735,9936,816,0009,460,00039% Local Revenue Measure CIP 7,072,8505,113,1006,084,34719% Fleet Replacement 1,143,828 1,102,7221,694,4001,669,268-1% Information Technology Replacement 1,832,229966,261329,512329,5120% Major Facility Replacement 858,258651,300234,600504,600115% Total Capital Outlay Funds 15,085,33125,529,12614,187,61218,047,727 27% Enterprise Funds Water 865,4546,887,4637,968,4932,958,493-63% Sewer 9,024,39419,997,91279,765,2754,023,275-95% Parking 111,0991,952,97050,79850,7980% Transit 43,5312,078,878129,033288,669124% Whale Rock 40,069715,466114,889114,8890% Total Enterprise Funds 10,084,54731,632,68988,028,4887,436,124 -92% Non-Major Capital Funds Affordable Housing 680,0001,818,205 Transportation Imapct Fee 3,536,0786,699,474300,000300,0000% Airport Area Impact Fee 23,487 56,669 Public Art 213,183352,32039,90039,900 Open Space Protection 123,258996,7242,000,0002,000,0000% Parkland Development 822,521254,269 Infrastructure Investment Capital 250,000 Total Non-Major Capital Funds 5,398,52710,427,6612,339,9002,339,900 0% TOTAL $30,568,405$67,589,476$104,556,000$27,823,751-73% *Includes Capital Outlay (Fund 400) and General CIP Grant (Fund 401) % Change Revised 15-17 Financial Plan Adopted 2016-17 2016-17 Capital Improvement Plan: $27.8 Million Total Capital Outlay Funds 65% Total Enterprise Funds 27% Total Non‐Major Capital Funds 8% C-6 BUDGET GRAPHICS DEBT SERVICE EXPENDITURES BY FUNCTION Actual Current Budget Revised 2014-152015-16 2016-17 Public Safety 1,386,7991,555,7181,580,5731,747,61811% Public Utilities 3,600,1493,630,0348,744,3953,629,379-58% Transportation 1,444,7951,463,3451,476,8711,507,7102% Leisure, Cultural & Social Services 650,964653,951648,052648,0520% General Government 301,946312,477311,875311,8750% TOTAL $7,384,653$7,615,525$12,761,766$7,844,634-39% % Change Revised 15-17 Financial Plan Adopted 2016-17 2016-17 Debt Service: $7.8 Million Public Safety 23% Public Utilities 46% Transportation 19% Leisure, Cultural & Social Services 8% General Government 4% C-7 BUDGET GRAPHICS TOTAL EXPENDITURES BY FUND Actual Budget Revised 2014-152015-16 2016-17 Governmental Funds: General Fund 52,434,65367,091,07465,397,21967,786,7864% Other Funds 26,159,50634,621,45716,922,53921,821,19829% Total Governmental Funds 78,594,159101,712,53182,319,75889,607,984 9% Enterprise / Agency / Internal Service Fund Water Fund 16,733,61624,591,39425,898,08622,138,353-15% Sewer Fund 18,064,30330,231,84294,589,13114,148,746-85% Parking Fund 3,418,0975,963,7043,919,8743,892,900-1% Transit Fund 3,106,2505,792,4353,887,4973,965,7322% Insurance Benefit 02,124,000 01,000,000 Whale Rock Reservoir Fund 926,4051,881,8331,310,0871,223,635-7% Boysen Ranch Conservation 0 7,5007,5007,5000% Total Enterprise & Agency Funds 42,248,67170,592,708129,612,17546,376,866 -64% TOTAL $120,842,830$172,305,239211,931,933$ $135,984,850-36% % Change Adopted 2016-17 Revised 15-17 Financial Plan 2016-17 Expenditures By Fund: $135.9 Million General Fund 50% Other Funds 16% Enterprise & Agency Funds 34% C-8 BUDGET GRAPHICS GENERAL FUND EXPENDITURES AND USES Actual Current Budget Revised 2014-152015-16 2016-17 Operating Programs 52,434,65360,018,22660,284,11961,718,6862% Capital Improvement Plan 32,190,79068,050,104104,730,00029,665,336-72% Debt Service 8,105,8657,615,52512,761,7667,844,645-39% Other Uses (Sources) Operating Subsidies to Other Funds: Community Development Block Grant Fund72,602147,487153,969153,9690% Insurance Benefit Fund 280,0002,124,000 01,739,898 Operating Transfers From Other Funds (1,521,304)(1,428,413)(2,371,404)(2,353,342)-1% Expenditure Savings (1,452,966)(1,469,667)(1,428,944)-3% TOTAL $91,562,607$135,073,963174,088,783$97,340,248-44% * Includes transfers to General Purpose CIP, Major Facility Replacement, Fleet Replacement & IT Replacement funds. % Change Revised 15-17 Financial Plan Adopted 2016-17 2016-17 General Fund Expenditures and Uses: $97.3 Million Operating Programs 62% Capital Improvement Plan 11% Debt Service 8% C-9 BUDGET GRAPHICS GENERAL FUND OPERATING PROGRAM EXPENDITURES BY FUNCTION Actual Current Budget Revised 2014-152015-16 2016-17 Public Safety 24,056,07725,727,63325,980,59126,269,8801% Transportation 3,063,3533,390,3233,583,4953,694,3413% Leisure, Cultural & Social Services 7,012,8907,697,733 7,699,2957,912,0323% Community Development 7,842,6769,573,7168,648,0939,389,9569% General Government 13,910,86517,637,81118,306,63718,617,2242% Reimbursed Expenditures (3,451,208)(4,008,992)(3,933,992)(4,164,747)6% From Other Funds TOTAL $52,434,653$60,018,224$60,284,119$61,718,6862% *Includes Local Revenue Measure Sub-Fund % Change Revised 15-17 Financial Plan 2016-17 General Fund Operating: $61.7 Million Adopted 2016-17 Public Safety 40% Transportation 6%Leisure, Cultural & Social Services 12% Community Development 14% General Government 28% C-10 BUDGET GRAPHICS GENERAL FUND OPERATING PROGRAM EXPENDITURES BY TYPE Actual Current Budget Revised 2014-152015-16 2016-17 Staffing 41,733,79446,415,49948,189,25149,536,0473% Contract Services 5,903,6387,241,2945,512,2636,754,93923% Other Operating Expenditures 8,128,26410,219,18910,475,7979,551,647-9% Minor Capital 120,166151,23640,80040,8000% Reimbursed Expenditures (3,451,208)(4,008,992)(3,933,992)(4,164,747)6% From Other Funds TOTAL $52,434,653$60,018,226$60,284,119$61,718,6862% *Includes Local Revenue Measure Sub-Fund % Change Revised 15-17 Financial Plan Adopted 2016-17 2016-17 General Fund Operating: $61.7 Million Staffing 75% Contract Services 10% Other Operating Expenditures 15% C-11 BUDGET GRAPHICS GENERAL FUND REVENUES Actual Current Budget Revised 2014-152015-16 2016-17 Taxes Sales & Use Taxes General Sales Tax 15,272,68317,537,00416,940,90117,297,3342% Local Revenue Measure Sales Tax 7,136,2977,397,054 7,432,5467,886,0006% Public Safety (Prop 172) Sales Tax 409,590419,631428,443428,4430% Property Tax 9,631,890 9,726,50010,105,83310,510,7904% Property Tax In-Lieu of VLF 3,849,3414,041,8084,199,4394,365,1534% Transient Occupancy Tax (TOT)6,805,7426,843,873 7,169,7727,186,0670% Utility Users Tax 5,211,2075,505,7035,670,8745,562,000-2% Other Taxes 5,291,4764,062,7174,139,7454,253,4733% Total Taxes 53,608,22655,534,29056,087,55357,489,260 2% Fines & Forfeitures 184,320156,000156,000156,0000% Use of Money & Property 378,643331,700331,700331,7000% From Other Governments 1,278,372335,200323,000323,0000% Service Charges 9,031,718 8,019,8117,865,3308,522,3798% Other Revenues 134,266 64,94055,00055,0000% TOTAL $64,615,545$64,441,941 64,818,583 $66,877,338 3% *Includes Local Revenue Measure Sub-Fund % Change Revised 15-17 Financial Plan Adopted 2016-17 2016-17 General Fund Revenues: $66.8 Million General Sales Tax 26% Local Revenue Measure Sales Tax 12% Property Tax 16% TOT 11% Other Taxes 7% Utility Users Tax 9% Prop tax in lieu of VLF 6% Service Charges 13% All Other Revenues 1% C-12 BUDGET GRAPHICS AUTHORIZED REGULAR STAFFING BY FUNCTION Actual Current Budget Adopted Revised 2014-152015-16 2016-17 2016-17 Administration 11.00 12.0012.0014.0017% City Attorney 3.00 3.00 3.003.000% Human Resources 5.00 5.00 5.005.000% Finance & Information Technology 21.50 21.5021.5023.509% Community Development 28.00 36.0037.0036.00-3% Parks & Recreation 17.00 18.0018.0018.000% Public Works 78.30 84.3084.3084.300% Utilities 62.00 67.1067.1069.103% Police 85.50 86.5086.5086.500% Fire 53.00 54.0054.0057.006% TOTAL 364.30 387.40388.40396.402% % Change Revised 15-17 Financial Plan 2016-17 Authorized Positions: 396.4 Administration 4% City Attorney 1% Human Resources 1% Leisure, Cultural & Social Services 9% Community Development 9%Parks & Recreation 5% Public Works 21% Utilities 17% Police 22% Fire 14% C-13 BUDGET GRAPHICS SUMMARY OF CHANGES IN FINANCIAL POSITION REVENUES, EXPENDITURES AND CHANGES IN FINANCIAL POSITION: 2015-16 Operating Sources OverBeginningEnd RevenuesExpendituresTransfersOther(Under) Usesof Yearof Year Governmental Funds General Fund 56,994,887 57,731,713 (3,170,685) (2,426,279) (6,333,790) 23,847,381 17,513,591 General Fund Debt Reserve 332,000 332,000 Local Revenue Sub-Fund 7,447,054 9,327,398 2,426,279 (1,880,344) 2,426,279 545,935 Special Revenue Funds Downtown BID (Note1)214,000 214,000 - 1,122 1,122 Tourism BID (Note 4)1,369,875 1,405,274 (27,375) (62,774) 333,028 270,254 Gas Tax965,000 (965,000) - - - TDA (Note 2)41,100 (41,100) - - - CDBG (Note 3)698,267 845,754 147,487 - (83) (83) Law Enforcement Grants 314,893 255,718 59,175 16,886 76,061 Public Art (Private Sector)42,100 354,420 36,400 (275,920) 362,844 86,924 Capital Project Funds General Purpose CIP 11,311,647 15,735,993 245,333 - (4,179,013) 4,352,266 173,253 Parkland Development 3,000 254,269 (251,269) 620,558 369,289 Transportation Impact 78,000 6,699,474 (320,000) (6,941,474) 8,879,649 1,938,175 Open Space Protection 600,000 996,724 - (396,724) 530,623 133,899 Airport Area Impact 1,000 56,669 (55,669) 937,498 881,829 Affordable Housing 8,000 1,818,205 (52,000) (1,862,205) 2,601,882 739,677 Fleet Replacement 16,000 1,102,722 384,100 - (702,622) 2,029,047 1,326,425 Major Facility Replace.22,500 651,300 145,750 (483,050) 488,636 5,586 IT Replacement 256,500 966,261 1,305,500 - 595,739 (159,846) 435,850 Infrastructure Investment 1,000 250,000 250,000 1,000 60,000 61,000 Los Osos Valley Rd 1,700 1,700 146,723 148,423 Debt Service Fund 3,014,674 3,014,674 - 2,043,222 2,043,222 Enterprise/Agency/Internal Service Funds Water 19,442,016 24,591,394 (469,607) (5,618,985) 21,857,589 16,238,604 Sewer 17,106,345 30,231,842 (443,073) (13,568,570) 27,050,422 13,481,852 Parking 7,132,430 5,963,704 38,071 1,206,797 8,436,557 9,643,354 Transit 4,855,059 5,792,435 - 250,000 (687,376) 2,825,195 2,137,819 Insurance Benefit 2,124,000 2,124,000 - 343,301 343,301 Whale Rock Commission 1,736,388 1,881,833 - (145,445) 1,153,370 1,007,925 Boysen Ranch Conservation 1,800 7,500 (5,700) 83,105 77,405 TOTAL 130,660,561 172,273,276 2,164,404 288,071 (41,586,519) 111,599,254 70,012,692 1. Downtown Business Improvement District 2. Transportation Development Act 3. Community Development Block Grant 4. Tourism Business Improvement District Other Sources (Uses)Fund Balance/Working Capital 2015-16 Current Plan -Changes in Financial Position C-14 BUDGET GRAPHICS SUMMARY OF CHANGES IN FINANCIAL POSITION REVENUES, EXPENDITURES AND CHANGES IN FINANCIAL POSITION: 2016-17 Operating Sources OverBeginningEnd RevenuesExpendituresTransfersOther(Under) Usesof Yearof Year Governmental Funds General Fund 58,941,338 59,377,075 (4,922,947) (5,358,684) 17,481,628 12,122,944 General Fund Debt Reserve 332,000 332,000 Local Revenue Measure Fund 7,936,000 8,409,711 (473,711) 545,935 72,224 Special Revenue Funds Downtown BID214,000 214,000 - 1,122 1,122 Tourism BID1,435,075 1,406,395 (28,680) - 270,254 270,254 Gas Tax965,000 (965,000) - - - TDA 41,100 (41,100) - - - CDBG 364,964 518,932 153,969 1 (83) (82) Law Enforcement Grants 320,818 320,818 - 76,061 76,061 Public Art (Private Sector)42,100 39,900 39,900 42,100 86,924 129,024 Capital Project Funds General Purpose CIP 9,060,000 9,460,000 400,000 - 173,253 173,253 Parkland Development 3,000 3,000 369,289 372,289 Transportation Impact 76,000 300,000 (250,000) (474,000) 1,938,175 1,464,175 Open Space Protection 2,000,000 2,000,000 - - 133,899 133,899 Airport Area Impact 1,000 1,000 881,829 882,829 Affordable Housing 8,000 (17,000) (9,000) 739,677 730,677 Fleet Replacement 16,000 1,694,400 - 1,166,600 (511,800) 1,326,425 814,625 Major Facility Replace.500 234,600 234,600 500 5,586 6,086 IT Replacement 1,500 2,318,512 2,621,000 303,988 435,850 739,838 Infrastructure Investment 1,000 1,000 61,000 62,000 Los Osos Valley Road 1,700 1,700 148,423 150,123 Debt Service Fund 3,245,866 3,245,866 - 2,043,222 2,043,222 Enterprise & Agency Funds Water 19,337,708 22,138,353 (561,244) (3,361,889) 16,238,604 12,876,715 Sewer 15,868,500 14,148,746 (490,319) 1,229,435 13,481,852 14,711,287 Parking 4,433,800 3,892,900 (511,198) 29,702 9,643,354 9,673,056 Transit 3,747,051 3,965,732 (4,200) (222,881) 2,137,819 1,914,938 Insurance Benefit - 1,000,000 1,739,898 - 739,898 343,301 1,083,199 Whale Rock Commission 1,512,705 1,223,635 289,070 1,007,925 1,296,995 Boysen Ranch Conservation 1,800 7,500 (5,700) 77,405 71,705 TOTAL 126,330,659 135,917,075 2,210,506 (400,361) (7,776,271) 69,980,729 62,204,458 Other Sources (Uses)Fund Balance/Working Capital 2016-17 Changes in Financial Position C-15 Section D OPERATING PROGRAMS OPERATING PROGRAMS OVERVIEW—PURPOSE AND ORGANIZATION PURPOSE The operating programs set forth in this section of the Financial Plan form the City’s basic organizational units, provide for the delivery of essential services and allow the City to accomplish the following: Establish policies and goals that define the nature and level of services to be provided. Identify activities performed in delivering program services. Set objectives for improving the delivery of services. Appropriate the resources required to perform activities and accomplish objectives. ORGANIZATION The City's operating expenditures are organized into the following hierarchical categories: Function Operation Program Activity Function The highest level of summarization used in the City's Financial Plan, functions represent a grouping of related operations and programs that may cross organizational (departmental) boundaries aimed at accomplishing a broad goal or delivering a major service. The six functions in the Financial Plan are: Public Safety Public Utilities Transportation Leisure, Cultural and Social Services Community Development General Government Operation An operation is a grouping of related programs within a functional area such as Police Protection within Public Safety or Water Service within Public Utilities. Program Programs are the basic organizational units of the Financial Plan establishing policies, goals and objectives that define the nature and level of services to be provided. Activity Activities are the specific services and tasks performed within a program in the pursuit of its objectives and goals. Sample Relationship: Public Utilities The following is an example of the hierarchical relationship between functions, operations, programs and activities: FUNCTION Public Utilities OPERATION Water Service PROGRAM Water Treatment ACTIVITY Laboratory Analysis D-1 OPERATING PROGRAMS OVERVIEW—SUMMARY OF FUNCTIONS AND OPERATIONS Responsible Department Funding Source Public Safety Police Protection Police General Fund Fire & Environmental Safety Fire General Fund Public Utilities Water Service Utilities Water Fund Wastewater Service Utilities Sewer Fund Whale Rock Reservoir Utilities Whale Rock Fund Transportation Transportation Planning & Engineering Public Works General Fund Streets Public Works General Fund Creek & Flood Protection Public Works General Fund Parking Public Works Parking Fund Municipal Transit System Public Works Transit Fund Leisure, Cultural & Social Services Parks and Recreation Recreation Programs Parks & Recreation General Fund Golf Course Parks & Recreation General Fund Maintenance Programs Public Works General Fund Cultural Activities Administration General Fund Social Services: Human Relations Community Development CDBG Fund Community Development Development Review & Long Range Planning Community Development General Fund Housing Community Development CDBG Fund Construction Regulation Building & Safety Community Development General Fund Engineering Public Works General Fund Natural Resources Protection Administration General Fund Economic Health Economic Development Administration General Fund Community Promotion Administration General Fund Downtown Business Improvement District Administration DBID Fund Tourism Business Improvement District Administration TBID Fund General Government Legislation & Policy Council & Advisory Bodies General Fund General Administration City Administration Administration General Fund Public Works Administration Public Works General Fund Legal Services City Attorney General Fund City Clerk Services Administration General Fund Organizational Support Services Human Resources Administration Human Resources General Fund Risk Management Human Resources General Fund Accounting & Revenue Management Finance & Information Technology General Fund Information Technology Finance & Information Technology General Fund Geographic Information Services Finance & Information Technology General Fund Building & Fleet Maintenance Public Works General Fund D-2 OPERATING PROGRAMS EXPENDITURE SUMMARIES—OVERVIEW The Supplement includes the following operating program expenditure summaries: Expenditures by Function Summarizes operating expenditures at the function and operation level. Expenditures by Program Summarizes all operating expenditures at the program level grouped within related functions and operations. Expenditures by Department Summarizes all operating program expenditures at the program or operation level grouped by the Department that is responsible for administering them. Significant Operating Program Changes Summarizes all significant operating program changes by function and operation. D-3 EXPENDITURES BY FUNCTION ActualCurrent BudgetAdoptedRevised 2014-152015-162016-172016-17 PUBLIC SAFETY Police Protection 14,163,84415,280,45015,729,29815,890,523 Fire & Environmental Safety 9,892,23210,642,12610,503,11110,699,036 Total Public Safety 24,056,07625,922,57626,232,40926,589,559 PUBLIC UTILITIES Water Service 12,506,03514,183,40914,494,17215,508,470 Wastewater Service 6,342,8757,220,3316,685,7957,098,845 Whale Rock Reservoir 788,1071,050,3801,079,209983,236 Total Public Utilities 19,637,01722,454,12022,259,17623,590,551 TRANSPORTATION Transportation Management 690,8741,085,892820,791884,566 Streets 1,706,1612,051,9811,976,1151,909,410 Creek & Flood Protection 666,318252,450786,589900,365 Parking 1,749,0242,328,3302,188,0992,188,099 Municipal Transit System 2,771,9773,436,2283,481,1353,448,368 Total Transportation 7,584,3549,154,8819,252,7299,330,808 LEISURE, CULTURAL & SOCIAL SERVICES Parks & Recreation Recreation Programs 3,598,6343,887,5053,877,3744,024,903 Maintenance Services 3,118,8793,507,7923,512,2763,574,233 Cultural Services 295,377302,435309,646312,896 Social Services 237,508 0 0 0 Total Leisure, Cultural & Social Services 7,250,3987,697,7327,699,2967,912,032 Revised 2015-17 Financial Plan OPERATING PROGRAMS D-4 EXPENDITURES BY FUNCTION ActualCurrent BudgetAdoptedRevised 2014-152015-162016-172016-17 COMMUNITY DEVELOPMENT Planning 3,076,8144,055,9023,047,9033,556,555 Construction Regulation Building & Safety 1,464,4081,935,1881,983,3692,138,844 Engineering 2,376,9712,631,8842,739,2292,802,270 Natural Resources Protection 380,783446,492367,451374,986 Economic Health Economic Development 205,819260,656241,943247,423 Community Promotion 380,806414,396401,930403,610 Tourism Business Improvement District 1,252,8471,405,2741,406,3951,406,395 Downtown Business Improvement District 221,864214,000214,000214,000 Social Services 0277,200280,200280,200 Total Community Development 9,360,31211,640,99310,682,42011,424,283 GENERAL GOVERNMENT Legislation & Policy 133,963156,469164,120166,339 General Administration City Administration 664,301724,313717,0041,042,946 City Clerk Services 548,094667,935696,998710,425 Public Works Administration 858,0701,562,580949,7181,017,668 Legal Services 570,898788,569606,762780,351 Organizational Support Services Human Resources Programs 4,113,5407,054,4855,322,2366,075,075 Finance & Information Technology Programs4,430,3405,920,9476,990,9246,879,063 Geographic Information Services 444,763493,190466,245501,140 Buildings & Equipment Building Operations & Maintenance 1,045,4521,175,9731,180,3941,213,828 Fleet Maintenance 1,101,4441,224,8481,219,7361,240,801 Total General Government 13,910,86519,769,30818,314,13719,627,636 TOTAL OPERATING EXPENDITURES $81,799,023$96,639,610$94,440,167$98,474,869 Revised 2015-17 Financial Plan OPERATING PROGRAMS D-5 EXPENDITURES BY PROGRAM - PUBLIC SAFETY ActualCurrent BudgetAdoptedRevised 2014-152015-162016-172016-17 POLICE PROTECTION Administration 1,360,2051,562,9821,595,2181,596,342 Neighborhood & Crime Prevention Services 225,523242,194246,504252,559 Support Services 2,340,2062,443,4472,502,1252,602,839 Investigative Services 2,569,6952,684,7972,763,2582,698,157 Traffic Safety 676,829782,136812,243832,486 Patrol Services *6,991,3877,564,8947,809,9507,908,140 Total Police Protection 14,163,84415,280,45015,729,29815,890,523 *Includes Law Enforcement Grant Fund operating costs FIRE & ENVIRONMENTAL SAFETY Administration 811,3391,115,083868,808951,213 Emergency Response 8,152,3388,426,7948,619,2768,614,553 Hazard Prevention 695,361866,548856,002970,745 Training 175,719168,626113,050113,050 Technical Services 37,90849,25030,15033,650 Disaster Preparedness 19,56715,82515,82515,825 Total Fire & Environmental Safety 9,892,23210,642,12610,503,11110,699,036 TOTAL PUBLIC SAFETY $24,056,076$25,922,576$26,232,409$26,589,559 Revised 2015-17 Financial Plan OPERATING PROGRAMS D-6 EXPENDITURES BY PROGRAM - PUBLIC UTILITIES ActualCurrent BudgetAdoptedRevised 2014-152015-162016-172016-17 WATER SERVICE Water Source of Supply 7,225,4548,640,2988,718,9669,771,025 Water Treatment 2,086,3662,535,3372,505,8812,771,221 Water Distribution 1,118,6901,437,9241,506,7341,397,944 Water Customer Service 222,170814,9811,038,030721,421 Utilities Conservation Office 384,024 Water Taxes & Fees 709,826 Water Administration & Engineering 759,505754,869724,561846,859 Total Water Service 12,506,03514,183,40914,494,17215,508,470 WASTEWATER SERVICE Wastewater Collection 834,0311,218,4281,232,0411,046,199 Environmental Programs 215,503272,150280,210258,693 Water Reclamation Facility 3,180,6993,672,9593,625,5513,582,761 Water Quality Laboratory 554,860751,770750,164775,610 Sewer Customer Service 218,982424,092 479,175 Wastewater Taxes & Fees 547,274 Wastewater Administration & Engineering 791,526880,932797,829956,407 Total Wastewater Service 6,342,8757,220,3316,685,7957,098,845 WHALE ROCK RESERVOIR Reservoir Operations 788,1071,050,3801,079,209983,236 TOTAL PUBLIC UTILITIES $19,637,017$22,454,120$22,259,176$23,590,551 Revised 2015-17 Financial Plan OPERATING PROGRAMS D-7 EXPENDITURES BY PROGRAM - TRANSPORTATION ActualCurrent BudgetAdoptedRevised 2014-152015-162016-172016-17 TRANSPORTATION MANAGEMENT Transportation Planning & Engineering 690,8741,085,892820,791884,566 STREETS Street & Sidewalk Maintenance1,233,7511,519,0911,435,9331,362,462 Traffic Signals & Street Lights472,410532,890540,182546,948 Total Streets 1,706,1612,051,9811,976,1151,909,410 CREEK AND FLOOD PROTECTION Operations & Maintenance 666,318 252,450786,589900,365 PARKING Operations, Maintenance & Enforcement 1,749,0242,328,3302,188,0992,188,099 MUNICIPAL TRANSIT SYSTEM Operations & Maintenance 2,771,9773,436,2283,481,1353,448,368 TOTAL TRANSPORTATION $7,584,354$9,154,881$9,252,729$9,330,808 Revised 2015-17 Financial Plan OPERATING PROGRAMS D-8 EXPENDITURES BY PROGRAM - LEISURE, CULTURAL & SOCIAL SERVICES ActualCurrent BudgetAdoptedRevised 2014-152015-162016-172016-17 PARKS & RECREATION Recreation Programs Recreation Administration 703,543736,685723,466762,023 Aquatics/Sinsheimer Park Facilities 353,342328,297333,071399,016 Youth Services 914,456922,116932,766926,730 Facilities 219,750220,080220,282225,073 Community Services 225,410270,035274,237277,352 Recreational Sports 328,837331,371332,203335,492 Ranger Services 302,887472,350480,885482,365 Golf Course Operations & Maintenance 550,409606,571580,464616,852 Total Recreation Programs 3,598,6343,887,5053,877,3744,024,903 Maintenance Services Parks & Landscape Maintenance 2,217,8602,549,8432,548,0732,589,093 Swim Center Maintenance 449,524474,073478,102480,829 Tree Maintenance 451,495483,876486,101504,311 Total Maintenance Services 3,118,8793,507,7923,512,2763,574,233 Total Parks & Recreation 6,717,5137,395,2977,389,6507,599,136 CULTURAL SERVICES Cultural Activities 295,377302,435309,646312,896 SOCIAL SERVICES Human Relations 237,508 0 0 0 TOTAL LEISURE, CULTURAL & SOCIAL SERVICES $7,250,398$7,697,732$7,699,296$7,912,032 Revised 2015-17 Financial Plan OPERATING PROGRAMS D-9 EXPENDITURES BY PROGRAM - COMMUNITY DEVELOPMENT ActualCurrent BudgetAdoptedRevised 2014-152015-162016-172016-17 PLANNING Commissions & Committees 36,64940,00540,16940,169 Community Development Administration 649,462659,699653,335887,224 Development Review 1,378,7371,859,141830,6741,219,617 Long Range Planning 731,5331,049,0561,109,793995,613 Housing 280,433448,002413,932413,932 Total Planning 3,076,8144,055,9023,047,9033,556,555 CONSTRUCTION REGULATION Building & Safety 1,464,4081,935,1881,983,3692,138,844 CIP Project Engineering 1,762,2701,901,1002,021,4982,086,814 Engineering Development Review 614,701730,783717,731715,456 Total Construction Regulation 3,841,3794,567,0724,722,5984,941,114 NATURAL RESOURCES PROTECTION Natural Resources Protection 380,783446,492367,451374,986 ECONOMIC HEALTH Economic Development 205,819260,656241,943247,423 Community Promotion 380,806414,396401,930403,610 Tourism Business Improvement District 1,252,8471,405,2741,406,3951,406,395 Downtown Business Improvement District 221,864214,000214,000214,000 Total Economic Development 2,061,3362,294,3272,264,2682,271,428 SOCIAL SERVICES Human Relations 0277,200280,200280,200 TOTAL COMMUNITY DEVELOPMENT $9,360,312$11,640,993$10,682,420$11,424,283 Revised 2015-17 Financial Plan OPERATING PROGRAMS D-10 EXPENDITURES BY PROGRAM - GENERAL GOVERNMENT ActualCurrent BudgetAdoptedRevised 2014-152015-162016-172016-17 LEGISLATION AND POLICY City Council 133,963156,469164,120166,339 GENERAL ADMINISTRATION City Administration664,301724,313717,0041,042,946 City Clerk Services548,094667,935696,998710,425 Public Works Administration858,0701,562,580949,7181,017,668 Total General Administration2,070,4652,954,8282,363,7202,771,039 LEGAL SERVICES City Attorney 570,898788,569606,762780,351 ORGANIZATIONAL SUPPORT SERVICES Human Resources Administration671,405793,418655,1241,069,586 Risk Management3,442,1356,261,0674,667,1125,005,489 Finance & Information Technology Administration542,734482,928484,023879,400 Accounting563,176687,192675,699742,167 Revenue Management666,409726,266703,667550,245 Support Services130,257455,393384,800384,800 Finance Nondepartmental0986,3132,322,2491,616,194 Network Services2,527,7642,582,8552,420,4862,706,257 Geographic Information Services444,763493,190466,245501,140 Total Organizational Support Services8,988,64313,468,62112,779,40513,455,278 BUILDINGS & EQUIPMENT Building Maintenance1,045,4521,175,9731,180,3941,213,828 Fleet Maintenance1,101,4441,224,8481,219,7361,240,801 Total Buildings & Equipment 2,146,8962,400,8212,400,1302,454,629 TOTAL GENERAL GOVERNMENT $13,910,865$19,769,308$18,314,137$19,627,636 Revised 2015-17 Financial Plan OPERATING PROGRAMS D-11 OPERATING EXPENDITURES BY DEPARTMENT ActualCurrent BudgetAdoptedRevised 2014-152015-162016-172016-17 CITY COUNCIL Legislation & Policy 133,963156,469164,120166,339 Total City Council 133,963156,469164,120166,339 ADMINISTRATION City Administration 664,301724,313717,0041,042,946 City Clerk Services 548,094667,935696,998710,425 Cultural Activities 295,377302,435309,646312,896 Natural Resources Protection 380,783446,492367,451374,986 Economic Development 205,819260,656241,943247,423 Community Promotion 380,806414,396401,930403,610 Total Administration 2,475,1802,816,2272,734,9723,092,286 CITY ATTORNEY Legal Services 570,898788,569606,762780,351 Total City Attorney 570,898788,569606,762780,351 HUMAN RESOURCES Human Resources Administration 671,405793,418655,1241,069,586 Risk Management 3,442,1356,261,0674,667,1125,005,489 Human Relations**237,508 Total Human Resources 4,351,0487,054,4855,322,2366,075,075 FINANCE & INFORMATION TECHNOLOGY Finance & Information Technology Administration542,734482,928484,023879,400 Accounting 563,176687,192675,699742,167 Revenue Management 666,409726,266703,667550,245 Support Services 130,257455,393384,800384,800 Finance Nondepartmental 0986,3132,322,2491,616,194 Network Services 2,527,7642,582,8552,420,4862,706,257 Geographic Information Services 444,763493,190466,245501,140 Total Finance 4,875,1036,414,1377,457,1697,380,203 COMMUNITY DEVELOPMENT Commissions & Committees 36,64940,00540,16940,169 Administration 649,462659,699653,335887,224 Development Review 1,378,7371,859,141830,6741,219,617 Long Range Planning 731,5331,049,0561,109,793995,613 Housing 280,433448,002413,932413,932 Human Relations**277,200280,200280,200 Building & Safety 1,464,4081,935,1881,983,3692,138,844 Engineering Development Review*715,456 Total Community Development 4,541,2226,268,2905,311,4726,691,055 *Eng Dev Review budget transfers from Public Works to Community Development beginning 2016-17 ** Human Relations budget transfers from Human Resources to Community Development beginning 2015-16 Revised 2015-17 Financial Plan OPERATING PROGRAMS D-12 OPERATING EXPENDITURES BY DEPARTMENT ActualCurrent BudgetAdoptedRevised 2014-152015-162016-172016-17 PARKS & RECREATION Recreation Programs 3,598,6343,887,5053,877,3744,024,903 UTILITIES Water Services12,506,03514,183,40914,494,17215,508,470 Wastewater Services6,342,8757,220,3316,685,7957,098,845 Whale Rock Reservoir788,1071,050,3801,079,209983,236 Total Utilities19,637,01722,454,12022,259,17623,590,551 PUBLIC WORKS Administration 858,0701,562,580949,7181,017,668 CIP Project Engineering 1,762,2701,901,1002,021,4982,086,814 Transportation & Development Review Engineering Development Review*614,701730,783717,731 Transportation Planning & Engineering 690,8741,085,892820,791884,566 Parking 1,749,0242,328,3302,188,0992,188,099 Municipal Transit System 2,771,9773,436,2283,481,1353,448,368 Maintenance Services Street Maintenance 1,706,1612,051,9811,976,1151,909,410 Creek & Flood Protection 666,318252,450786,589900,365 Parks & Landscape Maintenance 2,217,8602,549,8432,548,0732,589,093 Swim Center Maintenance 449,524474,073478,102480,829 Tree Maintenance 451,495483,876486,101504,311 Building Maintenance 1,045,4521,175,9731,180,3941,213,828 Fleet Maintenance 1,101,4441,224,8481,219,7361,240,801 Total Public Works 16,085,17019,257,95818,854,08218,464,152 *Eng Dev Review budget reflected in Community Development Department beginning 2016-17 POLICE 14,163,84415,280,45015,729,29815,890,523 FIRE 9,892,23210,642,12610,503,11110,699,036 NON-DEPARTMENTAL Tourism Business Improvement District 1,252,8471,405,2741,406,3951,406,395 Downtown Business Improvement District 221,864214,000214,000214,000 Total Non-Departmental 1,474,7111,619,2741,620,3951,620,395 TOTAL OPERATING EXPENDITURES $81,799,023$96,639,610$94,440,167$98,474,869 Revised 2015-17 Financial Plan OPERATING PROGRAMS D-13 EXPENDITURE TRENDS BY TYPE: ALL FUNDS COMBINED Actual Current Budget AdoptedProposed 2014-152015-162016-172016-17 OPERATING PROGRAMS Staffing Salaries and Wages Regular Salaries$29,120,276 $33,399,309$32,631,316$34,112,4035% Temporary Salaries2,949,2922,350,1352,266,055$3,424,58251% Overtime3,493,0482,345,9302,278,666$2,001,521-12% Benefits Retirement 8,723,54812,319,09112,248,446$12,818,9985% Group Health & Other Insurance4,161,0416,031,2457,753,114$6,536,291-16% Retiree Health Care 520,426856,4551,170,570$1,200,9343% Medicare 495,390530,814520,264$559,7558% Unemployment Insurance 65,21231,46532,249$31,365-3% Total Staffing 49,528,232 57,864,44458,900,68060,685,8493% Contract Services 19,892,40822,734,20820,540,27022,714,59811% Other Operating Costs Communications & Utilities 3,418,4344,102,4994,256,5824,251,7300% Rents & Leases 159,718182,600184,200184,2000% Insurance 3,208,6235,063,0614,498,7804,518,8820% Other Operating Expenditures 4,118,4486,481,5645,976,2456,036,2101% Total Other Operating Costs 10,905,22315,829,72414,915,80714,991,0221% Minor Capital 220,312211,23683,40083,4000% TOTAL OPERATING PROGRAMS80,546,175 96,639,610 94,440,167 98,474,869 4% CAPITAL IMPROVEMENT PLAN32,190,79068,050,104104,730,00029,665,336-72% DEBT SERVICE 8,105,8657,615,52512,761,7667,844,645-39% TOTAL EXPENDITURES 120,842,830 172,305,239211,931,933 135,984,850 -36% OPERATING PROGRAMS Revised 2015-17 Financial Plan % change D-14 OPERATING PROGRAMS EXPENDITURE TRENDS BY TYPE: GENERAL FUND (Includes Local Measure Revenue Sub-Fund) Actual Current Budget AdoptedProposed 2014-152015-162016-172016-17 OPERATING PROGRAMS Staffing Salaries and Wages Regular Salaries $23,902,622 $27,095,720$26,572,347$27,371,0673% Temporary Salaries 2,477,6281,965,4821,900,4022,884,42952% Overtime 3,222,6982,115,8682,048,9001,736,885-15% Benefits Retirement 7,943,8279,706,90410,355,90610,736,6214% Group Health and Other Insurance3,319,1174,576,0785,911,2275,371,165-9% Retiree Health Care 410,425482,339931,998947,5692% Medicare 408,889441,743436,322456,9465% Unemployment Insurance 48,58831,36532,14931,365-2% Total Staffing 41,733,794 46,415,49948,189,25149,536,0473% Contract Services 5,903,6387,241,2945,512,2636,754,93923% Other Operating Costs Communications & Utilities 1,945,2442,248,5022,308,1222,308,1220% Rents & Leases 159,718179,100180,700180,7000% Insurance 2,958,5613,939,0614,498,7803,518,882-22% Other Operating Expenditures 3,064,7413,852,5263,488,1953,543,9432% Total Other Operating Costs 8,128,26410,219,18910,475,7979,551,647-9% Minor Capital 120,166151,23640,80040,8000% Total Operating Programs 55,885,861 64,027,218 64,218,111 65,883,433 3% Reimbursed Expenditures (3,451,208)(4,008,992)(3,933,992)(4,164,747)6% TOTAL OPERATING PROGRAMS52,434,653 60,018,226 60,284,119 61,718,686 2% CAPITAL IMPROVEMENT PLAN 4,509,00036,417,41516,701,51222,289,51233% DEBT SERVICE 5,403,1173,014,6743,047,9823,245,8666% TOTAL GENERAL FUND EXPENDITURES 62,346,770 99,450,315 80,033,613 87,254,064 9% % change Revised 2015-17 Financial Plan D-15 SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION MUNICIPAL STORMWATER PROGRAM COMPLIANCE SERVICES Summary of Change: Provide additional contract service resources to support new Stormwater Management Plan best management practices implementation required for the upcoming year. Fiscal Impact: Ongoing costs of $ 60,000 and one time cost of $25,000. Service Level Impact: Additional resources will allow the City to attain compliance with current prescriptive State and local requirements for stormwater quality. Compliance brings with it public benefits in the form of cleaner water and improved environmental habitat. KEY OBJECTIVES 1. Allows the City to comply with the State Municipal Stormwater Permit requirements. 2. Avoids receipt of Notices of Violation and fines associated with failure to comply with the program. 3. Provides incremental steps to improved water quality and environmental protection. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE The City is enrolled in the National Pollutions Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4) program, currently entering Year 4 (beginning July 1, 2016) of the most recently adopted State program. This is a mandated regulatory program administered through the State Water Resources Control Board through the Central Coast Regional Water Quality Control Board. Year 4 represents a turning point for the program, significantly increasing the requirements for the City. The new requirements to be implemented this year are: Sampling and analysis of storm drain system outfalls. There are 450 outfalls that deliver stormwater to creeks throughout the City. All outfalls are to be inspected and the stormwater sampled for any outfall that is flowing 72 hours after a rain event. Annual inspection of post construction water quality and quantity devices on development sites. New development is now required to include stormwater management features that provide levels of volume and water quality control, known as Post-Construction devices. The newly constructed sites need to be inspected annually to ensure the devices are functioning as designed to infiltrate stormwater or filter stormwater before it leaves the site. If there are maintenance requirements, the inspection is to ensure the devices have received the required maintenance. Where maintenance has not been completed, compliance activities through property owner contact need to be undertaken. Industrial/Commercial site inspections. The City currently inspects only those industrial sites with pre-treatment programs. The Year 4 requirement adds sites that could potentially generate pollution, to be identified and inspected. There are approximately 98 sites not covered under the Utilities Department Pretreatment Program that need to be assessed and Best Management Practices (BMP’s) identified to ensure the sites are compliant with regulatory standards. Development of the Program Effectiveness Assessment and Improvement Plan (PEAIP). Outfalls around different areas of the City are mapped into “sub-catchment” areas to assist in determining what kind of pollutant loading is coming from the different sub-catchment areas. The areas must be prioritized and BMP’s identified for implementation to attenuate pollutants, before the pollutants reach the creek. Development of the Plan is a one- time cost of $25,000. Although future updates can be anticipated, it is not a regular ongoing cost. Implementation of the Plan may generate future Capital Improvement Projects where pollutant control is the responsibility of the City. D-16 SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION MUNICIPAL STORMWATER PROGRAM COMPLIANCE SERVICES The additional resources requested allow the City to provide an improved service to the community by achieving compliance through focused resources on “hotspots” to make marked improvements where the worst pollutant sources (loading) are identified. If any of these elements in the community are not working properly, there is a negative impact to the community and environment. The program is largely funded with the half percent revenue enhancement funds. At this time, the program is able to complete most of the program requirements, with only a few areas under resourced. The addition of new resources will allow for a defensible level of compliance, to balance resource demands and needs for compliance. GOAL AND POLICY LINKS 1. Open Space Preservation Major City Goal 2. Fiscal Sustainability and Responsibility Other Council Objective 3. Conservation and Open Space Element of the General Plan – Water 4. Approved Stormwater Management Guidance Document – National Pollutant Discharge Elimination System – Phase II 5. Flood Control Program Goals – Cost effective implementation of the City’s Stormwater Management Plan under the Central Coast Regional Water Quality Control Board and State Water Board permit. PROGRAM WORK COMPLETED The list of Post-Construction sites is currently being complied through EnerGov in Community Development and the list will continue to grow as development continues, but no inspections have been completed to date. The outfall monitoring program was initiated through the assistance of an intern that Environmental Compliance triaged to field verification for outfalls of 30-inches or greater. The outfalls were located through mapping, but no comprehensive field verified inventory was established and no monitoring has been completed. The list of facilities needing inspection has been compiled, but no inspections have begun. The PEAIP “sub-catchment” area map has been developed with help from the GIS Division, but no further analysis on pollutant loading has begun. ENVIRONMENTAL REVIEW No environmental review required. PROGRAM CONSTRAINTS AND LIMITATIONS There are no significant project constraints or limitations beyond overall City budgetary limits. STAKEHOLDERS The community is the primary stakeholder as a beneficiary of quality environmental stewardship and to know the City is complying with regulations to prevent fines and negative press about the City. The City works primarily with the Central Coast Regional Water Quality Control Board for compliance issues. Staff works intensively to find compromises to deliver on the intent of the regulations in the most economical way. D-17 SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION MUNICIPAL STORMWATER PROGRAM COMPLIANCE SERVICES IMPLEMENTATION Task Date 1. Work with City Manager, Department Heads and Special Projects Manager on appropriate fee adjustments and other funding programs for Council approval Aug 2016 - June 2017 Sampling 2. Identify sampling locations Aug 2016 3. Complete contract service hiring for sampling and testing activities Sept 2016 4. Complete initial sampling and testing Oct 2016 5. Analyze results to determine future needs for sampling and testing under the regulations Dec 2016 6. Determine Year 5 sampling requirements Dec 2016 Post Construction Ongoing Inspections 7. Identify locations July 2016 8. Complete contract service hiring for site inspections and reporting Sept 2016 9. Complete Year 4 site inspections Dec 2016 Industrial Inspections 10. Identify locations July 2016 11. Complete contract service hiring for program development, site inspections and reporting Sept 2016 12. Complete program development Jan 2017 13. Complete Year 4 site inspections June 2017 PEAIP Development 14. Conduct spatial loading analysis 15. Complete analysis of pollutant indicators to be controlled 16. Develop methodology for IDDE control July 2016 July 2016 August 2016 KEY PROGRAM ASSUMPTIONS Cost projections are based on existing experience and knowledge within the organization and through key partners in Municipal Stormwater program compliance, including consultant service providers. Use of contract services assumes that these specialized services are available to the City in its somewhat isolated location. Industrial inspections is a developing field and certified personnel are in short supply. Staff has received proposals from local consultants that have the necessary credentials and can complete this work effort. PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Stormwater Technical Team Project Team: Stormwater Technical Team Alternatives: 1. Continue the Status Quo. The City will be out of compliance with permit conditions and commitments. The City may receive a Notice of Violation and / or be fined. Additional work elements, reporting, increased Regional Water Board oversight and costs may be associated with violations. D-18 SIGNIFICANT OPERATING PROGRAM CHANGE – TRANSPORTATION MUNICIPAL STORMWATER PROGRAM COMPLIANCE SERVICES 2. Implementation in a Different Way. Costs for implementing new program components were analyzed for a contract and a staff option. The contract service option, at this time, appears to be the most cost effective. As the volume of sampling, testing, and inspections increases, this could shift. Such a recommendation would be made at a future time, when an analysis could be made to support a staff option. The workload is beyond what could be performed by existing staff using overtime. OPERATING PROGRAM Flood Control (50320) COST SUMMARY The Stormwater Technical Team is considering ways to reduce the program’s reliance on the General Fund and will use the upcoming Fee Analysis activity to determine if areas of the program may be more appropriately funded by other mechanisms, in particular those areas related to business site inspections or development. In the future, the City could also consider a Stormwater Utility to provide program support. ONGOING EXPENDITURES Line item description PROGAMACCOUNT #AMOUNT CONTRACT SERVICES Stormwater Compliance Services 50320 7227 60,000$ TOTAL ONGOING OPERATING CHANGE 60,000$ ONE‐TIME EXPENDITURES Line item description PROGRAM ACCOUNT #AMOUNT CONTRACT SERVICES PEAIP Preparation 50320 7227 25,000$ TOTAL ONE‐TIME OPERATING CHANGE 25,000$ D-19 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) Summary of Change: Provide funding for employee and leadership development on an ongoing basis. Specifically, fund a continuing partnership with the Centre for Organization Effectiveness (COE) and other consultants to ensure the City provides the training and development opportunities necessary to ensure continuous service to the community. Fiscal Impact: Ongoing cost of $125,000 beginning in 2016-17 will ensure continued regular offerings in key public sector competencies to ready the workforce for future opportunities. Service Level Impact: Continued investment in employee and leadership development impacts the Council’s other important objective of Fiscal Responsibility and Sustainability. The Council adopted Fiscal Responsibility Philosophy commits to excellent service, fiscal health, informed decision making, shared responsibility, increased transparency, aligned investments, diversified and aligned revenue sources, addressing long-term unfunded liabilities, and continued efficiency and effectiveness. The City’s Leadership and Learning Academy and partnership with the COE ensures City employees are well-equipped for current and future demands by focusing on the development of proven public sector competencies, preparation for supervisory, program management, and leadership roles in complex environments. KEY OBJECTIVES 1. Maintain the well-received “one-stop shop”, comprehensive, integrated employee development and leadership program to ensure the City is preparing the next generation of employees to seamlessly continue quality service to the community. 2. Continue to offer academies that prepare employees for critical supervisory, program management, and leadership roles to ensure smooth transitions as staff are hired into the organization and/or take on new opportunities in the organization. 3. Continue to provide assessments and training that enhance individual contributors’ communication, customer service, and team skills to ensure high quality service delivery to the community. 4. Enhance performance through collaborative organizational wide projects. 5. Improve resilience, change management, transition, conflict resolution, customer service, and communication skills through “open” trainings available to all employees; positively influencing turnover, retention, promotion, and customer service. 6. Strengthen regional collaboration by working with the County of San Luis Obispo and other local cities (such as the City of Santa Maria) to minimize costs and maximize synergies. 7. Support a sustainable Healthy and Smart organizational culture that recognizes the value of, and appropriately invests in, employee development as the “multiplier” of its investment in strategy, technology, budget, and processes. 8. Align human resources systems such as recruitment and selection, performance management, employee recognition, classification and compensation, etc. to support the identified public sector competencies used in the training and academies. 9. Enhance the City’s ability to recruit and retain critical talent by regularly providing training and development opportunities that prepare the workforce to meet future demands. 10. Develop performance measures that help measure the effectiveness of these training and development opportunities. Shift from a focus of number of employees participating to outcomes such as number of employees selected for opportunities in the organization (promotional as well as cross functional project teams), measured improvement in themes identified in the employee engagement survey, and reduced turnover. D-20 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE 1. At the 2013-15 Financial Plan Supplement Council authorized one-time costs of $170,000 in 2014-15, expended during 2014-15 and 2015-16, to fund the creation of an employee development and leadership program for the City. The program has been launched through a partnership with the Centre for Organization Effectiveness who provides expertise in the area of organizational development, assessments, training delivery, and coaching and consultation on organizational development related issues. The allocated funds will be spent by the end of June 2016 and have provided over 100 City employees (an employee may be a participant in multiple trainings or academies) with training and development opportunities as identified below: a) Developed, administered, and summarized results of an employee engagement survey in October 2014. Sixty-six percent of City employees participated, providing constructive feedback on ten categories, including overall satisfaction. Feedback received was foundational in designing the training and programs delivered to City employees. b) Employee Engagement Survey results were shared with Department Heads in a workshop facilitated by the Centre to ensure buy-in, initiate action plans to address areas for improvement, and to introduce the leadership team to the key concepts that would be presented in the academies and trainings. c) Employee Engagement Survey results were presented to all employees in January 2015. d) 35 participants graduated from Supervisor Transition and Readiness Training (S.T.A.R.T) in March 2015 e) 29 participants graduated from Supervisor Academy in December 2015, using the knowledge gained to prepare and present reports on team building, best practices for supervisors, tips on developing a personal leadership style, and recognizing an organizational “bright spot” (the City’s Neighborhood Officer program). f) 30 participants graduated from the Leadership Lab in 2015 presenting three distinct projects related to improving the City’s Onboarding program (implementation in process), refining the City’s two year financial planning process (recommendations available for review by Budget Manager and team members willing to support implementation), and a re-imagination of the City’s Community Academy. g) 57 participants in the Generations training resulting in clearer understanding of generational differences, how it impacts communication, team building, and work motivations. h) 114 participants in training using the DISC Behavior Profile as a foundation for learning more about effective communication among various behavioral styles in February 2016. i) 82 participants in the Leadership and Learning Academy Spring Programs in March 2016. The Spring Programs offered four workshops on the following topics: Delegation, Time Management, Building Resilience and Making a Successful Transition. j) Approximately 60 graduates from the START, Supervisor Academy, and Leadership Lab joined the Department Head team to refresh on academy learnings, discuss how to leverage strengths to achieve objectives, and ensure a Healthy and Smart organization. Department specific action plans were developed with cross-departmental support. k) In June 2016 the Centre will provide additional opportunities for approximately 30 participants to explore their behavioral style using the DISC profile and learn more about leveraging strengths to achieve results. 2. The feedback from participants as well as leaders in the organization is very positive. Employees state they feel more supported in their desire to pursue advancement opportunities with the City and are better equipped to deal with the complex, demanding, and changing environment in which we work. Fifteen participants have been promoted to new, or are in acting roles in the organization since participating in these academies and trainings. D-21 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) 3. As the City goes through a period of slightly higher than typical turnover (approximately 10% City-wide), these programs allow employees from all departments to get to know each other and work together on key issues for the organization. Two participants in the academies were new (less than one year) to the City and provided feedback that participation increased their internal networks and helped to orient them to the broader organization much more quickly and effectively. The City will soft-launch a comprehensive Onboarding program in June 2016 because of the work completed by one of the Leadership Lab teams that offered to implement their proposal following the completion of the Leadership Lab program. Onboarding is recognized as being critical to the success of new hires by helping them adjust to the social and performance aspects of their jobs, and to learn the attitudes, knowledge, skills, and behaviors necessary to function effectively at the City. 4. Application of knowledge and skills obtained in the Leadership and Learning Academy programs is likely one of the most beneficial points of this type of program. The Centre provides various ways to encourage that including the use of projects, development of work plans, and “vertical integration”. Vertical integration is a facilitated discussion of what was learned, how it can be used to enhance the work of the City, and what roadblocks are prohibiting this from occurring. While it is early to quantify the actual “benefit” received during the first cohorts, if funding is approved, Employee Engagement Surveys will be regularly conducted and the City will measure progress. Other measures of success will include the number of vacancies filled internally; especially in key leadership roles. Further, now that the City has exposed City employees to the quality of the programs, word of mouth is spreading internally and more interest is being realized. It is important to build on that momentum. 5. When the Supervisor Transition and Readiness Training (START) was first offered in March 2015, the City received over 60 applications, indicating in part excitement about the opportunity as well as a backlog of training needs. Given the anticipated turnover (in particular due to retirement) that hits heavily on supervisory and management programs, staff recommends continued training in this area as well as supervisory skills. 6. The COE is considering offering Regional academies (Supervisor, Manager and Leader) on the Central Coast that would allow the City to participate on a per person basis instead of hosting a complete cohort of 30 employees. Not only will this approach allow the City to reduce costs, it will also allow the City to meet immediate demands (e.g. training and development for a new hire or newly promoted employee), and expose City employees to the issues and perspectives of employees in other public agencies on the Central Coast. The funding requested will allow the City to offer full cohorts if the internal demand warrants, or provide for participation in the Regional Academies in the event they are offered. Having committed funding will help ensure that the Centre is able to offer these regional programs. 7. When funding was originally requested, staff anticipated the need to continue these efforts on an ongoing basis but felt it was premature to “program” an amount into the base budget until there was more clarity on the longer term needs. To a certain extent this is still the case, as the programs will change over time depending on the needs of the employees and the organization. For the foreseeable future, the focus will be on reaching a saturation point, where the majority of supervisors have participated in Supervisor Academy and managers have participated in the Leadership Lab. 8. Following “saturation” when the vast majority of employees have participated in these training and development opportunities, funds will shift to providing more organizational consulting to ensure that the City’s Human Resources systems, specifically the Recruitment and Selection and Performance Management systems are aligned and reinforcing the learned competencies. In addition, to ensure the training and development is being applied within the organization effectively, funding may be used to provide coaching support to employees. GOAL AND POLICY LINKS 1. Other Important Council Objective – Fiscal Responsibility and Sustainability. D-22 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) PROGRAM WORK COMPLETED The Leadership and Learning Academy was launched in February 2015 following an Employee Engagement Survey facilitated by COE that identified organizational strengths and areas for development. As a result of input received from the Engagement Survey, 35 employees participated in the Supervisor Transition and Readiness Training (START) in March 2015. The training is aimed at helping employees think critically through the commitment required to transition from individual contributor to supervisor, potentially of former peers. In the Fall of 2015, the City launched the first Supervisor Academy with 30 participants aimed at providing new supervisors the fundamental skills to effectively coach, counsel, and develop employees and an additional 30 employees graduated from the Leadership Lab. This program is aimed at formal and informal leaders in the organization and develops an “esprit de corps” among graduates, providing a critical mass of leaders able to look more deeply at their responsibilities and realities of public service from an organizational and community-wide perspective. As a result of these offerings, employees have “stepped up” into acting roles in numerous parts of the organization and indicated interest in taking on new roles. Cross-functional “bonds” were developed that help streamline work in a variety of ways and sets a solid foundation for much needed work on business process improvement and reengineering. Further, project work performed in the class helped move important issues forward such as the need to address and improve Onboarding, reinvigorate the Community Academy, and orient the Financial Planning process to employees new to the City. Vertical Integration Day took place on April 13, 2016 with approximately 60 employees in attendance. Attendees participated in the Strengths Finder Assessment, learned more about their strengths and how to use them, and the City Manager affirmed her commitment to a culture that is healthy and smart. Smart describes the City’s commitment to technology, best practices, fiscal responsibility, legal compliance, etc. Healthy describes the City’s commitment to open and constructive communication, an organization with low or no “drama”, and employees who do what they love and do it well. Each functional department left with an “action plan” of how they will work on achieving their goals, with personal commitments from others in the organization to assist, by utilizing their strengths. Input and a preliminary proposal have been discussed with consultants at the Centre for Organization Effectiveness and is the basis for the cost estimates provided. The proposed offerings in 2016-17 are paced to align with other priorities in the City, to compliment work already done, to ensure a strong foundation of the competencies and principles with broad saturation so employees are “speaking the same language”, and to take advantage of regional offerings for cost effectiveness. ENVIRONMENTAL REVIEW No environmental review is needed. PROGRAM CONSTRAINTS AND LIMITATIONS Primary constraints include time (for participation), coordination, and follow-through to ensure the cultural change desired occurs. All of these constraints depend upon an ongoing commitment to the overall program and employee development which means funding must be available to support these programs. Employees will not carve out the time and make the commitment to fully participate in training and development if there is concern that it is a one or two year only commitment or that application of what they are learning is not supported. Coordination and strategically planning future programs can be time-consuming. A small portion of this request may be needed for additional help in this area; this is dependent upon Human Resources staffing requests. STAKEHOLDERS All employees and potentially the community members they serve as employees will have improved skills and be more empowered to address community needs. D-23 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) IMPLEMENTATION The tasks below are anticipated based on feedback and needs today. However, some flexibility may occur depending upon timing and availability of the regional academies. In other words, this implementation schedule may change slightly without affecting the overall cost of the program. Task Date 1. Regional START Academy - 2 days, 10 participants ($4,000) 2. Regional Supervisor Academy - 5 day program, 5 participants (5,000) August – Oct 2016 3. DISC behavioral assessment and debrief and/or StrengthsFinder and applying strengths debrief – 60 participants ($8,700) Oct – Dec 2016 4. Second Employee Engagement Survey and Half Day Debrief and Integration with Department Heads ($30,000) Jan – March 2017 5. One day program “Managing Those Transitioning to Retirement” – 40 participants ($8,700) 6. One Full Day (up to two half-day topics) Targeted Training Sessions (topics TBD) – 40 participants per session ($8,700) 7. Regional Manager (6 day program), and/or Regional Leadership Academy (new 7 day program with emphasis on strengths based leadership, performance measurement, process mapping for efficiency, community-based solutions, and solutions-oriented service) - 10 participants ($25,000). 8. Vertical Integration Day – one day, up to 100 participants ($17,000) 9. One on one coaching, consultation on talent management, program management support provided by Centre ($13,200) Apr – June 2017 Timing TBD Dependent on coordinating with other agencies Timing TBD Ongoing KEY PROGRAM ASSUMPTIONS The Centre for Organization Effectiveness will continue to provide well respected, value added employee development programs on the Central Coast and will work with the City and other Central Coast clients to coordinate activities and reduce travel costs. The City, County of San Luis Obispo, City of Santa Maria, and potentially other cities on the Central Coast will continue to collaborate and maximize regional efficiencies by supplementing cohorts with employees from other agencies if needed. Momentum will continue to build within the City organization as academies are offered for a second time and former participants can speak from personal first-hand experience about what they learned and how they have applied it. Additional project work, beyond Onboarding, will be achieved through participation in the Leadership Lab, that otherwise could not be accomplished given limited resources. D-24 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT SUSTAIN INVESTMENT IN EMPLOYEE DEVELOPMENT AND LEADERSHIP (LEADERSHIP AND LEARNING ACADEMY) PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Monica Irons, Human Resources Director Project Team: HR Staff, Department Head Team, City Succession Planning Committee, and staff at the Centre for Organization Development. Alternatives: 1. Continue the Status Quo. This is not recommended as it implies that employee development is not supported or recognized as a critical element in the City’s commitment to Financial Responsibility. Loss of institutional knowledge as employees retire, increased organizational change, and increased complexity of demands on the City means the City must prepare employees for upcoming opportunities. 2. Defer or Re-Phase the Request. The ongoing portion of this request is being deferred to the 2017-19 financial plan process. This request represents an important “bridge” from the first two year contract to that request. 3. Change the Scope of Request. Staff has worked closely with the Centre for Organization Effectiveness to estimate the appropriate offerings for 2016-17. These could be scaled back, if needed, but staff would need to work closely with the Centre to recommend appropriate reductions so as not to inadvertently reduce the intended impacts. OPERATING PROGRAM Human Resources Administration COST SUMMARY The cost below reflects the anticipated cost to fund 2016-17 training programs. ONGOING EXPENDITURES Line item description PROGRAMACCOUNT #AMOUNT STAFFING CONTRACT SERVICES 2016‐17 pricing estimate provided by the Centre 30100 7227 120,300$ OTHER OPERATING EXPENDITURES Refreshments and Various Costs for Trainings3010074594,700$ MINOR CAPITAL TOTAL ONGOING OPERATING CHANGE125,000$ D-25 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT Investment in ADA Assessment, ADA Transition Plan and Risk Management Consultant Services using savings from decrease in Liability and Workers’ Compensation Insurance Premiums Summary of Change: Investment in ADA Assessment, ADA Transition Plan and Risk Management Consultant Services using savings from decrease in Liability and Workers’ Compensation Insurance Premiums Fiscal Impact: One-time savings of $979,898 in 2016-17; One-time cost of $20,000 to continue OSHA compliant safety policy development and program implementation, a one-time cost of $40,000 to conduct a risk management program audit and a one-time cost of $250,000 to complete an ADA Assessment and Transition Plan in 2016-17. Ongoing cost of $2,000 for software license fee beginning in 2017-18. Service Level Impact: One time savings of $979,898 in 2016-17 are based on actual required contribution amounts provided by CJPIA for 2016-17. Part of this savings will be used as a proactive investment in the Risk Management Program to complete an Assessment and Transition Plan as required under the Americans with Disabilities Act of 1990, continue implementing OSHA required safety policies and conduct a risk management program audit. KEY OBJECTIVES Update budget document to reflect actual Liability Insurance and Workers’ Compensation annual contributions and transfer savings to fund $250,000 to conduct an ADA Self-Assessment and Transition Plan and $60,000 to fund Risk Management Consultant Services with the remainder transferred to the Insurance and Benefit Fund in the event there are unanticipated liability and/or workers compensation insurance costs during 2016-17. ADA Assessment and Transition Plan 1. Conduct a comprehensive Assessment of the City’s policies, programs, public buildings, right of way, parks and open space for accessibility to ensure compliance with the ADA. 2. Following appropriate public outreach and participation, document a Transition Plan that identifies and prioritizes current barriers, provides a schedule for barrier removal, and establish procedures for addressing future accessibility issues. 3. Provide management, monitoring, and web based tracking tools that allow staff to manage current and future accessibility issues, update the deficiency status, and generate reports to show progress in meeting Transition Plan requirements. 4. Provide training for City staff as needed on general ADA compliance rules and regulations. Risk Management Consultant Services 1. Continue to work with Environmental, Health and Safety consultant, Harris & Lee, to implement adopted safety policies to ensure a pro-active, organization-wide, programmatic safety culture. The scope of work would include site assessments and developing a City wide safety training matrix to ensure employees are appropriately trained in safe work practices. 2. Identify a risk management expert to conduct an audit of liability and workers’ compensation claims history and cost trends and provide recommendations on reducing costs, via claim reductions and other methods, in the area of liability and workers compensation. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE The City of San Luis Obispo became a member of the California Joint Powers Insurance Authority (CJPIA) in 2003 for participation in the liability program and in 2004 for participation in the workers’ compensation program. The CJPIA Executive Committee approved a prospective funding model (beginning with the claim year 2013-14) that aimed at funding coverage periods sufficiently, providing budgetary predictability for members by requiring one annual contribution and eliminating the retrospective adjustments, and rewarding effective loss control and risk management efforts with lower rates. D-26 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT Investment in ADA Assessment, ADA Transition Plan and Risk Management Consultant Services using savings from decrease in Liability and Workers’ Compensation Insurance Premiums Coverage years under the prospective formula will not be adjusted retrospectively on an annual basis. However, if net asset levels become insufficient, an assessment may be needed in the future. The new funding model is intended to provide overall financial strength and security for the pool, and rate stability and fairness for the members. Coverage years under the old funding model (prior to 2013-14) will continue to have retrospective adjustments until all claims are closed for those years. The annual contribution for the Workers’ Compensation Program was under budget. In addition based on the claims experience we received a retrospective credit adjustment for an overall savings of $762,652 resulting in revised budget amount of $1,559,889 for the Workers Compensation Program. The annual contribution for the Liability Program was under budget as well. In addition based on the claims experience we received a retrospective credit adjustment for an overall savings of $217,246 resulting in a revised budget amount of $1,797,393. The combined savings for both programs is $979,898. Most of the reduction was a result of the retrospective adjustments made on claim years prior to 2013-14. As claims are closed, the respective claim year becomes more “stable” resulting in less fluctuation and fewer or smaller adjustments. The City has made concerted efforts to ensure claim reserves are appropriate and that claims are being closed as soon as possible. This should result in more stable premiums under the prospective funding model. Continued investment in good Risk Management programs should also have a positive impact on insurance premiums by reducing costs associated with liability and workers’ compensation claims. In addition, this will provide a safer work environment for our employees and citizens of our community. However, being part of an insurance pool means that we share some risk with other agencies in the pool. Since the pool’s claim experience does have an impact on future premiums, it is recommended the remaining savings be transferred to the Insurance and Benefit Fund in the event there are unanticipated liability and/or workers compensation insurance costs. ADA Assessment and Transition Plan The ADA was passed in 1990, the City’s first Self-Evaluation of publicly accessible programs and Analysis of Barriers was completed in 1994, and a Transition Plan was adopted by Council in 1995. The City is routinely completing maintenance and replacement of its facilities. In doing so, the facilities are either brought into compliance with the ADA, or some upgrade in the facilities is made to improve accessibility. While this continual improvement is good, it is also important to formally review and update the City’s Plan to ensure resources are allocated toward addressing ADA issues and ensuring public facilities have improved accessibility. In addition, ADA standards have changed since its inception in 1990 and facilities that met standards in 1995 may not meet current, updated standards. By having an updated Transition Plan, the City can focus its funding dollars to the right priorities, while still accomplishing important infrastructure maintenance. While the ADA does not specify time periods to update Assessments and Transition Plans, CJPIA is strongly encouraging its members to do so to reduce risk in this area and to improve accessibility of public programs and facilities in our community. Having an updated Assessment and Transition Plan will put the City in a more favorable position in the event there is an ADA audit or an ADA claim filed against the City. Environmental Health and Safety Consultant In California, all employers have a legal obligation to provide and maintain a safe workplace for employees. The City acknowledges the importance of having and maintaining a robust health and safety program for City Employees, as well as the community they serve. The Human Resources Department is responsible for risk management, including liability, worker’s compensation, and the safety program. In 2014, Council approved a contract with Harris & Lee to develop safety policies that provide consistent, compliant standards throughout the organization. Harris & Lee has professional safety experts, including Certified Industrial Hygienists & Certified Safety Professionals, who are knowledgeable about accepted industry standards and applicable California Occupational Safety and Health Administration (Cal/OSHA) regulations. D-27 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT Investment in ADA Assessment, ADA Transition Plan and Risk Management Consultant Services using savings from decrease in Liability and Workers’ Compensation Insurance Premiums Harris & Lee has been working with staff to develop and revise safety policies to ensure OSHA compliance. It is anticipated that policies should be ready for adoption by June 2016; however, it is important to also ensure full implementation of the policies. The first step to implementation of adopted policies would include site visits conducted by the consultant to identify potential gaps in compliance and necessary training. A safety training matrix identifying required training by job classification will also be provided by the consultant. Site audits will also help identify other requirements such as more fully documented program development that may be necessary based on environmental conditions. For example, depending on sound levels in specific work areas, a hearing conservation program may be needed with base line assessments required. Safe work practices and procedures directly correlate to reduced workers’ compensation and liability claim costs, which influences the City’s fiscal health and ability to deliver essential services to the community. This would allow the City to utilize a professional consultant to provide support for our environmental, health and safety program in all departments Citywide. In addition the policies, training and documentation will place the City in a favorable position in the event of an OSHA audit. Audit of Liability and Workers’ Compensation Claims History and Cost Trend In June 2003, the City Council approved joining the California Joint Powers Insurance Authority (CJPIA) liability self- insurance program and the following year the City joined the CJPIA workers’ compensation self-insurance program. After ten years of participation in the CJPIA and with direction from Council, staff has been exploring alternatives to the CJPIA with the objective of potentially reducing costs, while effectively managing the City’s risk and protecting the City’s assets. In 2014, Council approved retaining the services of Municipal Resource Group to provide expertise and assistance in evaluating options and alternatives to membership in CJPIA. Their analysis indicated the coverage and cost associated with the City’s liability and workers’ compensation programs through the CJPIA is reasonable when compared to similar coverage through other Joint Powers Authority’s. However, the City’s costs associated with liability and workers’ compensation coverage with the CJPIA continue to be volatile and difficult, if not impossible, to predict. In an attempt to more proactively manage the volatility, staff documented in the Other Important Objective: Fiscal Sustainability and Responsibility the following objective – “Conduct a thorough analysis of claims and loss history to identify trends in frequency, commonality, and severity of losses that may indicate how the City can further proactively address losses.” Given staff workloads and competing priorities, this in-depth risk management program audit is better suited to be conducted by a consultant who could thoroughly analyze the City’s history of annual contributions and retrospective adjustments with the CJPIA along with the City’s claim history, identify trends, and provide recommendations regarding other possible methods of allocating costs as well as preventive measures. GOAL AND POLICY LINKS 1. Other Important Objective: Fiscal Sustainability and Responsibility addresses the need to effectively manage risk and to reduce potential costs that result from claims against the City in the area of liability. PROGRAM WORK COMPLETED CJPIA conducted its claims analysis both retrospectively and prospectively in October 2015 and provided each member agency with its required annual deposits in December 2015. ADA Assessment and Transition Plan The CJPIA has provided training on the topic of ADA compliance and the importance of an updated Assessment and Transition Plan. D-28 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT Investment in ADA Assessment, ADA Transition Plan and Risk Management Consultant Services using savings from decrease in Liability and Workers’ Compensation Insurance Premiums Further, based on several member cities engaging Disability Access Consultants (DAC) CJPIA partnered with DAC and are offering member cities a credit with DAC to pursue Assessments and Transition Plans by using their services. This credit is $16,500 for the City and a one-time license fee for DACTrak a system that inventories publicly accessible facilities and programs and allows the City to track progress, recognize changing legal requirements, etc. DAC provided an estimate to complete the Assessment and Transition Plan and address the objectives outlined above. The DACTrak software has been demonstrated to a small group of internal stakeholders who were left with favorable impressions of its capabilities. Risk Management Consultant Services Harris & Lee drafted the following OSHA compliant policies that are going through internal review and expected to be finalized by June 2016: 1) First Aid Management 2) Contractor Safety 3) Asbestos & Lead Management 4) Electrical Safety 5) Hearing Conservation 6) Machine Guarding 7) Safety at Heights 8) Chemical Hygiene Plan In addition Harris & Lee revised the following policies to ensure OSHA compliance and they are also expected to be finalized by June 2016: 1) Bloodborne Pathogens 2) Injury and Illness Prevention 3) Fire Protection (Hot Work) 4) Respiratory Protection 5) Confined Space Entry 6) Lockout/Tagout 7) Hazard Communication 8) Ergonomics ENVIRONMENTAL REVIEW No environmental review required. PROGRAM CONSTRAINTS AND LIMITATIONS There are no major constraints or limitations. STAKEHOLDERS All City Departments are affected by Risk Management Programs. ADA Assessment and Transition Plan City staff including the Human Resources Director (currently the ADA Coordinator for the City), Public Works staff, the Chief Building Official, and staff throughout various departments who coordinate public programs or maintain public facilities or right of way. The general public who will have the opportunity to weigh in on and help prioritize issues identified through the Assessment that need to be prioritized and addressed in the Transition Plan. D-29 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT Investment in ADA Assessment, ADA Transition Plan and Risk Management Consultant Services using savings from decrease in Liability and Workers’ Compensation Insurance Premiums People with disabilities who live, work, or visit the City of San Luis Obispo and desire full access to all public facilities and programs. IMPLEMENTATION Task – CJPIA Insurance Premiums Date 1. Workers’ Compensation and Liability Insurance annual contribution due to CJPIA July 2016 Task – ADA Assessment and Transition Plan Date 1. Enter into Memorandum of Understanding with CJPIA to participate in the CJPIA’s ADA Assistance Program. July 2016 2. Clarify expectations with DAC regarding scope of work based on funding authorized by Council. July 2016 3. Identify project team and hold kick-off meeting with DAC. August 2016 4. Self-Evaluation of all City programs, services, activities, events and related policies, procedures, and practices conducted by DAC. August - Nov 2016 5. Self-Evaluation Report from DAC to City. Dec 2016 6. Public input and community outreach. Dec 2016 – March 2017 7. Identification of Barriers by DAC and launch of DACTrak for the City with City specific information. Feb – April 2017 8. Final draft of Assessment and Transition Plan. 9. Review of Transition Plan by Advisory Body 10. Adoption of Assessment and Transition Plan by Council June 2017 July 2017 August 2017 Task: Environmental Health & Safety Consultant Date 1. Harris & Lee conducts targeted environmental health and safety site assessments to determine required scope of work. 2. Harris & Lee conducts Personal Protective Equipment assessments, exposure monitoring, and training, testing. 3. Harris & Lee finalizes Safety Training Matrix 4. Employees trained as necessary & full policy implementation. July - Oct 2016 March 2017 June 2017 June 2017 Task Risk Management Program Audit Date 1. Send out RFP for Risk Management Program Audit August 2016 2. Select consultant to conduct Risk Management Audit 3. Consultant analyzes historical cost and experience trends for WC and Liability losses. 4. Consultant provides report and recommendations for potential changes. Oct 2016 Oct-Apr 2017 May 2017 D-30 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT Investment in ADA Assessment, ADA Transition Plan and Risk Management Consultant Services using savings from decrease in Liability and Workers’ Compensation Insurance Premiums KEY PROGRAM ASSUMPTIONS The calculation of “premiums” for workers compensation and liability insurance through the CJPIA risk pool is complicated and because it is based on claim experience, with the life cycle of claims varying widely as well as the cost of claims, it is difficult, if not impossible, to accurately forecast required contributions. Therefore, staff works with CJPIA to build in increases in the budget and financial forecast to avoid significant unanticipated increases. ADA Assessment and Transition Plan 1. That DAC or a similar organization will be authorized to conduct the necessary work and that it will be completed within a twelve month timeframe. 2. That DAC’s estimated costs based on a City list of facilities and right of way is accurate and if another organization is selected, their costs will be similar. 3. That completion of the Assessment and Transition Plan will be viewed as a priority for the City to complete so that funding requests to begin Transition Plan work can be implemented with the adoption of the 2017-19 Financial Plan. 4. That DACTrak software will allow staff in maintain the Plan and updating it periodically as laws change and facilities, programs, and right of way are added, modified, or deleted. PROGRAM MANAGER AND TEAM SUPPORT ADA Assessment and Transition Plan Program Manager: Monica Irons, Human Resources Director and ADA Coordinator initially. Upon approval, an engineer in the Public Works Department will take the lead on working with the consultants to complete the Assessment and Transition Plan. Project Team: Monica Irons, Human Resources Director and ADA Coordinator Barbara Lynch, Deputy Director of Public Works and City Engineer Bob Greenlaw, Construction Engineering Manager CIP Engineer Anne Schneider, Chief Building Official Barbara Thorpe, DAC Consultant and policy and program analyst Mike Boga, DAC Consultant, coordinator of inspection programs Risk Management Consultant Services Program Manager: Greg Zocher, Human Resources Manager Risk Management Program Audit Project Team: Monica Irons, Human Resources Director Derek Johnson, Assistant City Manager & Interim Finance Director Xenia Bradford, Budget Manager D-31 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT Investment in ADA Assessment, ADA Transition Plan and Risk Management Consultant Services using savings from decrease in Liability and Workers’ Compensation Insurance Premiums Environmental Health and Safety Project Department Risk Managers Alternatives: 1. Continue the Status Quo. This is not recommended as significant potential risk is associated with this option. It is unknown whether the City is completely compliant with the ADA but we do know that our Transition Plan has not been formally updated since the 1990s and this is necessary to show a good faith effort to comply with the ADA. Programs and policies that are not OSHA compliant could result in serious injury and potential fines. 2. Defer or Re-Phase the Request. Council could choose to fund the Assessment but not the Transition Plan. This is not advised as they are both required and both integral. The Assessment may be more time consuming, but the Transition Plan is critical for future planning and potential capital outlay. Staff could try to complete the assessment or implementation of OSHA required policies on their own; however, other critical priorities would suffer and staff is not qualified in many cases to do this specialized work. 3. Implementation in a Different Way. The work could be accomplished using City staff. Training would have to be provided and they would be unable to complete their normal work for the duration of the field data collection period, leaving a significant hole in the provision of services. The work effort is large enough that it would be too large to appropriately be completed in addition to existing workloads. 4. Change the Scope of Request. Safety work could be phased more slowly but given potential non-compliance and/or safety risk this is not recommended. The Consultant has indicated they can provide this work in the timeline outlined above. Risk management audit work does not lend itself to phasing. OPERATING PROGRAM 30200 – Risk Management COST SUMMARY Staff believes this significant reduction from anticipated liability and workers compensation claim costs provide a unique opportunity to fund pro-active risk management activities as described in two separate SOPC requests: 1) Investment in Risk Management Consultant Services, and 2) Conduct ADA Assessment and Update Transition Plan. The remaining savings would be transferred to the Insurance and Benefit Fund in the event there are unanticipated insurance and benefits costs during 2016-17. D-32 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT Investment in ADA Assessment, ADA Transition Plan and Risk Management Consultant Services using savings from decrease in Liability and Workers’ Compensation Insurance Premiums ONGOING EXPENDITURES Line item description PROGRAMACCOUNT #AMOUNT STAFFING CONTRACT SERVICES Software License Fee3020072272,000$ OTHER OPERATING EXPENDITURES MINOR CAPITAL TOTAL ONGOING EXPENDITURE CHANGE 2,000$ ONE‐TIME EXPENDITURES Line item description PROGRAMACCOUNT #AMOUNT STAFFING CONTRACT SERVICES ADA Assessment & Transition Plan302007227250,000$ OSHA Compliant Safety Policy Development30200722720,000$ Risk Management Program Audit 30200 7227 40,000$ OTHER OPERATING EXPENDITURES Liability Program Savings302007725(217,246)$ Workers Compensation Program Savings302007726 (762,652)$ MINOR CAPITAL TOTAL ONE‐TIME OPERATING CHANGE / SAVINGS (669,898)$ D-33 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS & TRANSPARENCY INITIATIVE Summary of Change: Add temporary and ongoing resources in Finance, HR, Administration and City Attorney’s office to 1) support significant operational process improvements, 2) facilitate the acquisition and implementation of an Enterprise Resource Planning (ERP) system, 3) continue to respond to increased demands for service in support of operating departments and the community and 4) implement systems to enhance transparency and accountability. Fiscal Impact: Ongoing cost of $ 402,500 starting in 2016-17 and one-time cost of $ 2,832,000 in 2016-17. One-time cost to support the significant operational process improvements and implement the ERP system will continue through fiscal year 2018-19. Staff requests Council to designate one-time General Fund available balance in the amount of $2.8 million for this purpose to be allocated in the 2016-19 Financial Plan. The total one-time cost of this effort is estimated at $4.6 million throughout the three years of implementation. This cost will be shared between the General Fund and Enterprise Funds and the General Fund portion of the cost is estimated at $2.8 million. The $1.8 million funded by Enterprise Funds has been included in the Enterprise Fund analyses. Ongoing costs to support added resources and technology will increase to $514,500 by fiscal year 2018-19 and will be paid by the General Fund with the Enterprise Funds paying the proportional costs under the Cost Allocation Plan. Once new business processes are in place, it is anticipated ongoing costs would be approximately $1 million dollars per year in the 2019-2020 fiscal year. Of that amount, $815,000 would be paid by the General Fund with the remaining amount covered through the cost allocation plan. In the long-term, implementation of operational efficiencies through process realignment and implementation of technological advancements, will result in operational efficiencies, staff expenditure savings (i.e. reduction in use in temporary employees) and enhanced service levels. Service Level Impact: Key objectives include: 1) ensure support functions provide a solid foundation to operating departments that deliver service to the community, 2) improve organizational efficiency and effectiveness and minimize inefficient duplication of efforts, and 3) provide integrated information and reporting that enhances efficiency, transparency and improves service to the community. KEY OBJECTIVES 1) Increasing efficiency, effectiveness, responsiveness, and transparency of support departments will have positive ripple effects on the City’s ability to deliver quality services and projects to the community. 2) Acquiring and implementing an Enterprise Resources Planning (ERP1) system that meets the needs of the organization and community during the course of the next three years, will increase efficiency in daily operations, and establish a strong foundation for data, analysis, and transparency in the future. 3) Addressing deficiencies in business policies and processes will increase efficiency, effectiveness, responsiveness, transparency, and reduce redundancy. 4) Clearly aligning roles and responsibilities of support departments and adjusting staffing levels as the organization transitions to improved business policies and processes and an ERP system will set the above investment up for success. 1 ERP is a category of software that provides integrated modules to handle financial transactions, purchasing, human resources, payroll and other related functions. D-34 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS & TRANSPARENCY INITIATIVE EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE Implementation of GFOA Recommendations The GFOA report was presented to Council on April 19, 2016 and provides four key recommendations: 1) Immediately address the lack of a complete financial system, 2) Align a chart of accounts with business requirements and system capabilities, 3) Streamline ineffective business policy and process, 4) Clarify roles and responsibilities and implement service level agreements for all central functions. GFOA concludes that these core issues represent the most significant problems faced by the City’s Finance function and cause ripple effects throughout all City departments. In other words, over time, the Finance Department has blurred lines of responsibility as staffing levels have decreased and responsibilities have increased. This combined with an outdated financial system inhibits the department’s ability to improve efficiency and effectiveness even with temporary resources. While there have been attempts to address challenges in FIT in the past by allocating temporary resources or transferring work to other departments, little if any relief has been achieved and the foundational changes and improvements needed for long term sustainability have not been achieved. The GFOA report recognizes that addressing these core issues will take time, a considerable financial investment and a concerted organizational focus. GFOA recommendations must be phased and the initial funding request includes: Additional Resources for Finance 1. Temporary Staffing ($638,000)2 1) Temporary staffing for a Project Manager to focus on streamlining business processes, identifying the requirements for a new ERP system, and managing the implementation of the system. 2) Temporary staffing to provide support through anticipated transitions in the area of advanced accounting. 3) Temporary staffing in the area of payroll and accounts receivable to support role and responsibility clarification as recommended by GFOA. 2. Regular Staffing ($156,000) 1) Regular staffing to establish a centralized purchasing function that will manage and coordinate all purchasing functions at the City, including purchasing policies and processes, competitive bidding, p-cards, and contract management. This should ultimately result in organizational wide improved efficiency as most departments expend considerable resources on purchasing. 2) Regular staffing, half-time, to provide administrative support to the Finance Department so that technical and professional staff is relieved of this work. The reason for this request is that administrative tasks are being managed by accountants and the creation of a separate IT department will require additional administrative support. 3. Foundational Technology Systems ($1,939,000) 1) Acquiring an ERP system will require approximately $2.25 million to purchase. $1.9 million is budgeted for 2016-2017 and then$350,000 would be budgeted in 2018-2019 to align with the timing to implement an HRIS system. Additionally, there will be one time temporary staffing costs to revise business processes and manage the implementation effort of $640,000 over three years. 2) Due to the fact that purchase and implementation of a new ERP system is estimated by GFOA to take three years, $89,000 is requested to purchase an “off the shelf” budget module to reduce the amount of data entry and routine spreadsheet work necessary to conduct key budgeting functions. Again, implementation of an interim system could save significant time throughout the City in addition to Finance staff. 2 Costs identified in each heading are for the 2016-2017 fiscal year. D-35 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS & TRANSPARENCY INITIATIVE 4. Contract Services ($80,000) Continued consultation from GFOA will be essential in 2016-17 to ensure implementation of GFOA recommendations including “quick wins” that will provide relief and improvement as staff works towards the longer term business process improvement and ERP system implementation. Additional Resources for Information Technology ($179,500) The Citywide Technology Strategic plan addressed the need to increase help desk staffing back in 2010. That recommendation has not yet been implemented and the help desk workload has increased substantially since then. Analysis of the KBox trouble reporting system indicates that year over year Network Administrators are consistently working the majority of trouble tickets, which means they aren’t working on critical City IT projects. The proposal is to add a regular ongoing Customer Services Supervisor to manage the help desk workload and to add temporary support in GIS and for the help desk to manage service requests. Further, staff that could effectively provide Help Desk support is currently providing administrative support to IT staff. The Customer Services Supervisor is identified as a need in the IT Strategic Plan. Adding regular, half time administrative support allows technical resources to focus on technical work. A shared Administrative assistant is proposed in support Finance and in the new IT Department to relieve technical staff from doing clerical tasks. The second component of the request is to convert the existing IT Manager to an IT Director position to oversee the newly created department. This request is consistent with GFOA’ recommendations and is meant to provide strategic focus, direction and oversight to the continued maintenance and development of IT systems. Additional Resources for Human Resources ($256,000) Human Resources Department has seen a steep increase in the demand for services during the past several years for a variety of reasons including: 1) An increase in authorized positions and ongoing attrition driving an increase in recruitment and retention activities, 2) Legislation surrounding leaves of absence and paid sick leave resulting in a higher need to track and report time, 3) Affordable Care Act driving more tracking to ensure benefits are appropriately offered and increasing enrollment workload, 4) The City’s commitment to addressing workforce reliability and succession planning efforts through its Leadership and Learning Academy requiring more planning and administration, 5) Council’s commitment to its Labor Relations Objectives requiring more sophisticated financial analysis of labor relations effort, 6) Continued management of the City’s liability and workers compensation programs and costs including ensuring compliance with the Americans with Disabilities Act and other legislation, 7) Council’s adoption of a Compensation Philosophy suggesting a regular (every five year) review of market compensation data. Increased workload has been spread across existing full time staff and recently very limited temporary staffing has been approved to address increase in classification and recruitment work critical to meet major city goals. Recruitments have been “paced” according to HR staff capacity, not organizational needs and recruitment advertising has only been partially funded from HR due to limited operating budget. Focus on important initiatives has suffered and in some cases, including risk management, only limited progress on Council’s Other Important Objective of Fiscal Responsibility has been made. Further, in reviewing Finance recommendations made by GFOA, similarities exist in HR where there is lack of clarity regarding roles and responsibilities as workload is distributed based on availability and urgency. Human Resources is dependent upon the outdated financial system for all employee related data and, as GFOA concludes, the functionality of that system is very limited. Efforts have been made to improve processes and streamline, but these additional stand-alone systems, reports, and processes require extraordinary efforts to maintain for fundamental information on turnover, time and cost of hire, status of performance appraisals, etc. In order for HR to fully participate in the streamlining of processes and implementation of an ERP while meeting the legal and organizational demands, additional resources are necessary as provided here: D-36 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS & TRANSPARENCY INITIATIVE Additional Resources for HR 1. Temporary Staffing ($206,000) 1) One full-time and one three quarter time Analyst to provide process improvement, systems identification and implementation, classification and compensation analysis, and recruitment support. 2) One three quarter time Specialist to support recruitment, new hire, onboarding, HR program support, and wellness coordination. 2. Operating Budget ($50,000) Based on historical and anticipated recruitments including recommendations from the GFOA report, HR anticipates needing an additional $50,000 in operating costs in 2016-17 to support centralized recruitment advertising, implementation of onboarding recommendations resulting from Leadership Lab Project Team work, pre-employment testing, department head assessment center costs, and a “placeholder” for an update to the City’s Recruitment and Hiring Incentive Program adopted by Council in 2001. Additional Resources for City Attorney’s Office ($150,000) Similarly, the City Attorney’s Office has experienced increased demand to provide legal support with growing volume and legal complexities of City operations, including: 1) Increased development applications, 2) Environmental review activity, 3) Large project review and negotiations, and project appeals; 4) Increased public works project contracting activity; 5) Increased support for new program implementation and ordinance development (i.e. Rental Housing Inspection, medical marijuana, polystyrene, e-cigarettes, sign regulations/zoning code analysis, 6) Anticipated subdivision regulations update, etc.); 7) Increased code enforcement activity, 8) Municipal code prosecution and coordination with criminal justice and social services partners; 9) Neighborhood wellness initiatives and evaluation and support of University partnerships; 10) Public/private partnership negotiations; 11) Drought regulations and impacts analysis; 12) Legal support of water/wastewater and storm water regulatory analysis and compliance; 13) Personnel actions; and 14) Public Records Act, Brown Act and conflicts of interest compliance. While the City Attorney’s Department assesses that additional ongoing regular staffing will be necessary to address anticipated ongoing workloads (and so an estimated need is included under regular staffing), the current proposal is for temporary/contract staff funding in the 2016-17 fiscal year to address current needs and to better assess what ongoing needs will be in the next budget cycle, including the most effective allocation between attorney and support staff. Thus, the City Attorney’s Department expects to present a more refined final proposal in the 2017-19 financial planning process that will best address the needs in the context of the broader support function, process and technology realignments that will be underway at that time. Additional Resources for Administration ($139,000) Effective external and internal communication will be critical to success in implementing the changes previously discussed. In addition, the importance of delivering timely, clear and consistent information to the public from the City has increased dramatically with the proliferation of digital information channels. This SOPC proposes to retain a local communications consultant to produce regular communications to the community, coordinate media releases, proactively conduct public outreach and respond to inquiries. Today, information management and communication with the community is ad hoc and decentralized, often resulting in duplication of effort and inefficient use of high level staff time. The addition of this resource will improve the City’s ability to streamline communication to get important information out to its residents and community members more quickly and, internally, to ensure effective and efficient exchange of information between City departments and employees. The consultant will contribute significantly to the City’s efforts to enhance transparency and access to information through increased use of social media, news features on the City’s website and Channel 20. An important focus of the consultant team will be to develop the organization’s capacity for effective communications through the development of a communications plan, protocols, templates, staff training and other foundational projects. D-37 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS & TRANSPARENCY INITIATIVE The addition of a communications consultant will consolidate many of those functions into a single role, creating efficiencies in the organization and improving our ability to communicate effectively with the public. Additionally, this SOPC requests funding for the on-going license costs for OpenGov (the software provider for the City’s online financial tracking tool) and Socrata (the software tool to be used for the City’s performance dashboard). The one- time costs are to be used as exploratory funding for new open government initiatives as new technology and ideas are frequently introduced and can be tested as a pilot for future investment. Original funding for this work came from a one-time carryover from the 2013-14 fiscal year and has since been exhausted through pilot programs of each application. Ongoing funding is needed to support access to these applications going forward and ensure the completion of current City Council adopted work plan. GOAL AND POLICY LINKS These operating program changes align with the Fiscal Responsibility Philosophy, Fiscal Sustainability and Responsibility Other Important Objective (OIO) and with the Council Policy “Addressing the Long Term Costs” adopted on February 17, 2015 and incorporated into the 2015-2017 Financial Plan. Specifically, the OIO includes “Continue to implement and track operational efficiencies including alternative service delivery, best management practices, and cost containment measures that preserve the effectiveness of City services and operations.” In addition, as a part of the 2015-17 Financial Plan the City Council adopted Fiscal Sustainability and Responsibility as an Other Important Objective. Components of the work plan for that object include: 1. Establish a performance management and reporting team to identify a set of performance criteria for public reporting based on information the public wants to know and available information already being maintained and reported internally. 2. Gather public opinion to establish a baseline for City performance and to determine what information the public is interested in seeing in a new set of online dashboards. Implement a system for ongoing tracking, management, and reporting of performance and service metrics. PROGRAM WORK COMPLETED Financial responsibility has been a focus for the City for several years now and Council adopted a Financial Responsibility Philosophy in 2014. However, turnover at the executive level of the Finance and Information Technology Department has made progress slow. In 2015 the City contracted with the GFOA to conduct an assessment of the Finance Department. In each of the key recommendations, GFOA identifies “ripple effects” often negative impacts on other parts of the organization. In other words, issues in Finance “ripple” throughout the organization and impact others by requiring redundant process, additional work, etc. As GFOA conducted their assessment and spoke with internal stakeholders throughout the organization, it became clear that other foundational support departments, primarily IT, HR, Administration and the City Attorney’s office were suffering from many of the same issues as the Finance department – inadequate systems driving an over-reliance on manual or “side” systems, complicated business processes, and confusion around assignment of duties as responsibilities and expectations expanded without additional staff (e.g. new or additional work is given to a person because of availability not skill set or work flow) and a lack of processes and tools to effectively communicate with the public. As GFOA recommendations were fleshed out, it became clear that all support departments need to be involved in implementing recommendations and in expanding them to IT, HR, Administration and the City Attorney’s office. Each department was asked to assess short-term resources needed to transition to a new “stronger foundational” state as well as estimate possible ongoing needs. D-38 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS & TRANSPARENCY INITIATIVE The City’s current open government applications include: - Open City Hall (funded by the Community Development Department) - NuCivic Open Data Portal (uses open source code and does not require on-going funding) - OpenGov Financial Dashboard (requesting on-going funding) - Socrata Performance Dashboard (requesting on-going funding) ENVIRONMENTAL REVIEW No environmental review or regulatory permits are required. PROGRAM CONSTRAINTS AND LIMITATIONS 1. Defining and communicating the “why” behind the need. The immediate benefits of overhauling business practices and implementing an ERP system that include, planning, customization, configuration, testing, and implementation is significant, and improved efficiency and effectiveness may not be tangible. It will be important to establish performance measures and metrics so that the purpose, need, functionality, scope of this project is understood and appreciated even if savings/payback is delayed. 2. Change management. Maintaining high morale and a healthy working environment with the significant amount of change that the organization will undergo while still providing excellent service to the community will be challenging. In addition to staying focused on the why and establishing measures of success it will be important to celebrate successes and note progress. 3. Managing project scope, costs, and expectations. Overhauling business practices and systems is highly time-consuming –the project is anticipated to take 3-4 years to complete and become fully operational. Some may push for expanded scope as the project moves forward while others may push to revert back to old ways. Appropriate planning and reliance on subject matter experts will help avoid pitfalls. STAKEHOLDERS All City employees who receive internal services from the support departments and all community members who rely on City financial data and City services. IMPLEMENTATION See Exhibit A. KEY PROGRAM ASSUMPTIONS These changes assume continued support and engagement from every level in the organization including the City Council. PROGRAM MANAGER AND TEAM SUPPORT Program Manager: The Executive Sponsor for this project is the Assistant City Manager who will be supported by the Director of Finance and a project manager who will be solely dedicated to business process improvements and launching the ERP finance system. D-39 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS & TRANSPARENCY INITIATIVE Project Team: The project team is shown in Exhibit B. Alternatives: What are the reasonable alternatives to your request? These could include: 1. Continue the Status Quo. Continuing the status quo is not recommended as it will result in continued inefficiency, unnecessary redundancies, high potential for inaccurate or incomplete information (financial and otherwise) that could be the basis for significant decisions, and reduced level of service to the community. 2. Defer or Re-Phase the Request. Should this SOPC be deferred, the consequences as outlined in the section directly above would continue until adequate staffing resources are available and new business processes and technologies are implemented. The request is appropriately phased with full implementation of systems and on-going staffing not complete until the 2019-2021 financial plan. 3. Change the Scope of Request. The request has been considered from a holistic approach on the basis that investing in one support department but not all of them, will not result in a stronger organizational foundation and improved service delivery, but instead will drive further inefficiencies as not all participants will have the resources required to fully embrace and implement the required change. 4. Implementation in a Different Way. The request is for temporary staffing with the exception of requests directly resulting from GFOA recommendations that can be implemented in 2016-17. Estimates of potential ongoing staffing needs are foreshadowed, but would go through required approvals in subsequent financial plan processes. 5. Existing Program Evaluation. Due to the scope and scale of this effort, redeploying existing resources in Administration, Human Resources, Finance, and IT is not an option without significantly impacting current support service levels and risking increased employee turnover and burnout. OPERATING PROGRAM The proposed SOPC would provide funding to the following programs 1) Financial Administration, 2) Accounting, 3) Information Technology, 4) City Attorney, 4) Human Resources, and 5) Administration. D-40 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS & TRANSPARENCY INITIATIVE COST SUMMARY Uses 2016‐172017‐182018‐192019‐20Totals 4 Fys. Consultant Support Organizational Consultant 15,000$ 15,000$ 15,000$ Finance System Specifications 65,000$ subtotal:80,000$ 15,000$ 15,000$ ‐$ 110,000$ Temporary Staffing Finance Business Process/System Integrator100,000$ 135,000$ 145,000$ Transition Support 40,000$ Accountant 70,000$ 75,000$ 75,000$ City Attorney Department Contract Legal Support 130,000$ 130,000$ 130,000$ Legal Admin Support 20,000$ 20,500$ 21,000$ Human Resources Department HR Analyst II 91,000$ 123,000$ 125,000$ HR Analyst I (.75)63,000$ 85,000$ 87,000$ HR Specialist (.75)52,000$ 71,000$ 72,000$ IT Help Desk & GIS Support 72,000$ subtotal:638,000$ 639,500$ 655,000$ ‐$ 1,932,500$ ERP System ERP Acquisition 1,900,000$ 350,000$ ‐$ System Integrator 70,000$ Interim Budget System 89,000$ 35,000$ 35,000$ subtotal:1,989,000$ 105,000$ 385,000$ ‐$ 2,479,000$ Recruitment Human Resources Recruitment Cost50,000$ ‐$ subtotal:50,000$ ‐$ ‐$ ‐$ 50,000$ Work Space Minor Improvements and IT Hardware75,000$ ‐$ subtotal:75,000$ ‐$ ‐$ ‐$ 75,000$ ONE‐TIME TOTAL 2,832,000$ 759,500$ 1,055,000$ ‐$ 4,646,500$ D-41 SIGNIFICANT OPERATING PROGRAM CHANGE – GENERAL GOVERNMENT ORGANIZATIONAL EFFICIENCY, EFFECTIVENESS & TRANSPARENCY INITIATIVE Regular Staffing Finance Department Purchasing Supervisor54,422$ 113,464$ 118,330$ 123,412$ Purchasing Accountant100,227$ 104,417$ 108,814$ 113,428$ Admin Assistant (.5)34,598$ 35,978$ 37,426$ 38,959$ Information Technology Department IT Director 35,000$ 45,000$ 50,000$ Customer Service Supervisor 109,701$ 114,607$ 119,751$ 125,168$ Admin Assistant (.5)34,598$ 35,978$ 37,426$ 38,959$ subtotal:333,545$ 439,443$ 466,746$ 489,925$ 1,239,734$ Services Transparency and Accountability Software19,500$ 19,500$ 19,500$ 19,500$ ERP Licensing and Support 200,000$ Administrative Support 350,000$ Communications Consultant 119,500$ 119,500$ 119,500$ 119,500$ subtotal:139,000$ 139,000$ 139,000$ 689,000$ 417,000$ ONGOING TOTAL 472,545$ 578,443$ 605,746$ 1,178,925$ 1,656,734$ TOTAL 3,304,545$ 1,337,943$ 1,660,746$ 3,536,775$ 6,303,234$ Sources 2016‐172017‐182018‐192019‐20Totals 4 Fys. One Time Sources Transit58,081$ 58,081$ 116,163$ Parking151,011$ 151,011$ 302,023$ Wastewater336,871$ 336,871$ 673,743$ Water336,871$ 336,871$ 673,743$ General Fund2,832,000$ 48,830$ 2,880,830$ subtotal:2,832,000$ 882,835$ 931,665$ ‐$ 4,646,500$ Ongoing Sources General Fund472,545$ 578,443$ 353,509$ 895,983$ 2,300,480$ Parking42,040$ 47,157$ 89,197$ Transit 21,020$ 23,579$ 44,598$ Wastewater 94,589$ 106,103$ 200,692$ Water 94,589$ 106,103$ 200,692$ subtotal:472,545$ 578,443$ 605,746$ 1,178,925$ 2,835,659$ One Time Total:2,832,000$ 882,835$ 931,665$ ‐$ 4,646,500$ Ongoing Total:472,545$ 578,443$ 605,746$ 1,178,925$ 1,656,734$ Total:3,304,545$ 1,461,278$ 1,537,411$ 1,178,925$ 6,303,234$ D-42 SIGNIFICANT OPERATING PROGRAM CHANGE – FUNCTION UPDATE FOUNDATIONAL POLICIES, PROCESSES, AND SYSTEMS TO INCREASE ORGANIZATIONAL EFFICIENCY AND EFFECTIVENESS Exhibit A D- 4 3 SIGNIFICANT OPERATING PROGRAM CHANGE – FUNCTION UPDATE FOUNDATIONAL POLICIES, PROCESSES, AND SYSTEMS TO INCREASE ORGANIZATIONAL EFFICIENCY AND EFFECTIVENESS Exhibit B D- 4 4 SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT TOURISM PROGRAM SUPPORT STAFFING – TOURISM COORDINATOR Summary of Change: Within the Tourism Business Improvement District (TBID), establish a full-time support position for the advancement of the tourism promotion program. This position would be funded by the TBID fund with no salary impact on the General Fund. Fiscal Impact: The salary cost in the amount of $95,041 associated with this position are to be paid for in-full through the Tourism Business Improvement District fund and will have no impact on the City’s general fund. Service Level Impact: As the tourism program continues to grow, the need for increased support to maintain the program effectiveness has been realized by the TBID Board. The added staff position will support the Tourism Manager with the day-to-day operation and advancement the City’s tourism program and would allow the Tourism Manager to focus on strategic program development, policy, community & constituent outreach, and future planning efforts. KEY OBJECTIVES 1. Support the implementation of the TBID Strategic Plan and continue to grow the tourism marketing program for the City of San Luis Obispo. 2. Capitalize fully from all the investments currently done through the TBID fund by providing concentrated oversight of the investments. 3. Provide administrative support to allow the Tourism Manager to delegate routine daily tasks and regain time to devote to greater effort in strategic planning for current and future tourism programs. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE In 2008, the City approved the formation of a tourism business improvement district (TBID) as requested by the City’s lodging industry. Formed under the State’s Streets and Highway Code, the assessment funds have to be used for tourism marketing to benefit the industry paying into the assessment. Four years after its inception, the TBID partnered with the PCC to hire a full-time Tourism Manager dedicated to the Community Promotions Program. In the four years since the hiring of the Tourism Manager, the TBID program has steadily increased its efforts and programmatic approach and is now investing in expanded marketing efforts, increased events promotion, public & media relations, consumer tradeshows, industry groups, and promotional materials as outlined through their focused initiatives within the 5-year TBID strategic plan. This often requires travel to tradeshows, special events, media hosting, board meetings, advocacy session, and conferences. In 2013, the TBID developed a 5-year Strategic Plan for the tourism program in the City of San Luis Obispo. Within the plan, the TBID established five strategic imperatives necessary for the ongoing advancement and growth of tourism performance and profitability in the city. Through the implementation of this plan and the overall growth of the program, it has become apparent that the current staffing levels are insufficient to take advantage of the investments made and keep up with the ever-increasing needs of the tourism marketing program. The TBID Board therefore tasked their Management Committee to come forth with a staffing level recommendation to maintain the program success. The committee reached the recommendation to hire an entry-level tourism coordinator position based on the research on other jurisdictions, including contract work, the demand for travel and weekend engagements, as well as the potential to attract a tourism professional. During its March meeting, the TBID board approved the recommendation of the committee to hire a full- time entry-level coordinator position to support the Tourism Manager. The tourism program is an important economic driver, having a direct impact on the fourth largest revenue to the City – Transient Occupancy Tax. Based on the trajectory of growth in the tourism industry coupled with the future development plans within the city, the need for added support is necessary to maintain the program effectiveness. The TBID constituency comprised of all lodging businesses including hotels, motels, B&B, and now homestay properties within the city jurisdiction is expected to increase steadily over the next few years with the development of new accommodations in D-45 SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT TOURISM PROGRAM SUPPORT STAFFING – TOURISM COORDINATOR the city. The new inventory is expected to increase the lodging availability by 25% conservatively, and the TBID Board acknowledges the need for support staff to keep up with the growth in the program functions impacted by this increase. The Tourism Coordinator will support the planning, development and implementation of activities that enhance the tourism promotion efforts within Community Promotions and Economic Development programs. The Tourism Coordinator is distinguished from the Tourism Manager by the Manager’s broader range and higher level of program responsibility. Under general direction from the Tourism Manager, the coordinator will perform various complex professional and administrative work related to all programs and activities in support of the City’s Tourism Business Improvement District (TBID), including public relations, media relations, constituent relations, community relations, marketing, advertising and promotions to enhance City income derived from the tourism industry. GOAL AND POLICY LINKS This operating program change ties to previously adopted goals or policies including: Implementation of the Economic Development Strategic Plan. Tourism is one of the most important industries of the City. Ordinance No. 1517 – 2008 Series formed the TBID and stipulates the use of the assessment funds. Implementation of the TBID 5-year Strategic Plan. PROGRAM WORK COMPLETED The TBID Board began discussing the establishment of this position since the development of their TBID Strategic Plan in fiscal year 2013-14. Over the course of the 2015-16 fiscal year the Tourism Manager developed a pilot program through the use of Cal Poly tourism interns to evaluate the work load and need of a support position in an effort to effectively identify the position functions. Based on the key learnings through the intern program, the TBID Board’s Management Committee established the requirements for this position. Staff completed research for job titles, place within the organization, type of employment, cost, and funding options. During the March 9, 2016 monthly TBID Board meeting, the Board approved the on-going funding of this position and recommend to City Council to establish this position as soon as possible. The TBID Board’s Management Committee will convene to discuss recommended job description for the position. The recommendations will be forwarded to the Human Resources Department for consideration in the development of the position’s job description. ENVIRONMENTAL REVIEW No environmental review required. PROGRAM CONSTRAINTS AND LIMITATIONS No significant project constraints. STAKEHOLDERS The TBID is the most impacted stakeholder group, and the advisory body has unanimously recommended the formation and funding of the position. However, the City as a whole stands to gain from this investment in economic development and tourism efforts. D-46 SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT TOURISM PROGRAM SUPPORT STAFFING – TOURISM COORDINATOR IMPLEMENTATION Task Date 1. Develop a Tourism Coordinator Job Classification & Finalize Job Description June 2016 2. Release of Recruitment July 2016 3. Hiring of the Position September 2016 4. Onboarding of the Position October 2016 KEY PROGRAM ASSUMPTIONS Staff assumes this position will be hired mid range in the salary projection for this classification. It is also assumed that this position would be classified as a non-exempt position due to the nature of the majority of the job functions. Staff also assumes that this position will be largely dedicated to the City’s tourism program based on the nature of the funding of the position through the TBID fund. PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Tourism Manager Project Team: Members of the Administration Department including: Economic Development Manager as the Tourism Manager’s direct supervisor will provide supervisory support to this position. The Principal Analyst will assist in the strategic development of the position. The Human Resources Department will assist in developing the job description for the new position and the hiring process. Alternatives: 1. Continue the Status Quo. Denial of the request will continue the current pattern of the Tourism Manager being split between operations and planning with limited time for strategic planning. In addition, the status quo reduces the City’s ability to provide succession planning and support for management staff. 2. Implementation in a Different Way. Contracting out for this service is not recommended since it would not provide the same benefits to the City – i.e. efficient cross training of tourism knowledge and providing on-going support to the Tourism Manager – that would result from the recommendation. OPERATING PROGRAM TBID (12100) COST SUMMARY The salary costs for this position will be paid for by existing program budget within the TBID fund. The yearly allocation for the salary will shift from contract services line of the TBID budget into the TBID’s operations budget. This will not impact any current TBID contracts, since all TBID contracts are programmatic based on the program needs of the TBID’s marketing efforts. Additionally, the TBID program budget is forecasted to increase with the development of additional lodging properties contributing to the district’s assessment. D-47 SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT TOURISM PROGRAM SUPPORT STAFFING – TOURISM COORDINATOR The $5000 request from the General Fund for the hard costs associated with this position including development of workspace and purchasing of technology equipment. This will be the City’s only General Fund contribution to the new position. ONGOING EXPENDITURES Line item description PROGAMACCOUNT #AMOUNT REGULAR STAFFING12100various90,181$ OVERTIME1210070204,860$ CONTRACT SERVICES121007227(95,041)$ OTHER OPERATING EXPENDITURES MINOR CAPITAL TOTAL ONGOING OPERATING CHANGE ‐$ ‐$ The amount for staffing salary is based on the salary for step 3 of the Supervising Administrative Assistant (56,160) and all associated benefit costs. The position will be filled at the level appropriate to the qualifications of the applicants. The staffing expenditure also accounts for an estimated 120 hours annually of overt-time pay at the rate of 1.5 times the hourly rate. D-48 SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT TEMPORARY LEASE SPACE TO ACCOMMODATE GROWTH AT 919 PALM Summary of Change: The Community Development Department is proposing to lease 2,000 square feet of office space located at 999 Monterey Street, Suite 345, in the Court Street project to accommodate 8-12 employees for a period of three years. Fiscal Impact: Staff has negotiated a cost of $2,500 per month for the 2,000 square foot lease space. One-time costs of $50,000 are estimated to furnish the space and make information technology improvements such as cabling and an air-link for data connectivity to City Hall. Total cost is $81,800 in 2016-17, $31,800 in 2017-18, and $31,800 in 2018-19. The only additional expenditure outside of the monthly rent is for water and electricity, expected to total $150 per month or $1,800 annually. The total one time cost to span from FY 16-17 to FY 18-19 will total $145,400. The full cost will be offset by over realized revenues from Development Services Fees. 15/16 Forecast 15‐16 Financial Plan Budgeted Revenue Forecasted Revenue in Excess of Budget Over Realized Revenue Eligible for Appropriation Appropriated Development Services Balance 16/17 SOPC Requests Forecasted Revenue in Excess of Budget after SOPCs Staffing/Consultant Lease Space $4,825,962 $3,734,000 $1,091,962 $818,972 $200,000 $661,423 $145,400 $212,149 Service Level Impact: The proposed change will enable space to be created at the 919 Palm Street office to accommodate growth in development review and code enforcement activities. In addition, the change will enable the City to establish a one-stop shop at 919 Palm to improve customer service and increase the quality of applications submitted to building and planning. KEY OBJECTIVES 1. Accommodate high levels of permit activity by freeing up space at 919 Palm Street to accommodate additional staff in planning and building. 2. Implement a one-stop shop at 919 Palm Street to give project applicants access to the development review team to get coordinated feedback on project proposals and definitive answers to key questions in advance of submitting an application. 3. Allow time to design and construct a reconfiguration of 919 Palm Street to accommodate staff in a collaborative and productive work environment. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE 20 more employees than when the doors first opened, with more on the way. As part of the 2015-17 Financial Plan, the City Council approved the conversion of six temporary employees to regular, full-time positions, and provided funding to maintain six other temporary staff members – all in support of the development review process. Revenue from development review activities continues to exceed projections and Community Development is currently requesting three additional temporary staff to manage the workload. In addition, the establishment of a Rental Housing Inspection Program added four full-time, regular positions to the department. In total, Community Development has grown by 15 employees and Public Works has grown by 4 employees located at 919 since the office space was first occupied. Community Development is now requesting three additional temporary positions (see associated SOPC), and has initiated plans to create a one-stop shop for permit services located at 919 to improve customer service and the quality of applications submitted for review. These plans place additional demands on already impacted workspace at the 919 Palm office space. The corresponding CIP project proposed to design reconfigured work space at 919 Palm will accommodate this growth in a thoughtful and well-planned manner to ensure ongoing efficient and effective service to residents and other customers. D-49 SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT TEMPORARY LEASE SPACE TO ACCOMMODATE GROWTH AT 919 PALM How have we accommodated the additional staff, and what are our plans to improve on that situation? The changes made at 919 Palm Street to accommodate the increased staff have been primarily to create “bullpens” or shared workstations that group as many as five employees where two workstations previously existed. This has resulted in less than optimal working conditions for staff that spend much of their day analyzing, researching, and preparing reports and recommendations. For staff that works in the field much of the day, time in the office is also important for conducting research, important phone calls, and plan checking activities. While shared work spaces are an important part of future plans for accommodating additional staff at 919 Palm, these should only occur where there are supportive facilities that provide quiet work environments for focus work, collaborative areas that support group work and innovations, and shared resources such as a library of code books so that space can be used more efficiently and effectively. Without these features, staff working in the bullpens often feel trapped and unable to complete their work in a timely manner. The proposal to relocate up to 12 staff members for a period of three years will enable design and construction of a new concept for the layout of 919 Palm Street to occur without sacrificing a productive and supportive work environment. Additional Benefits: One-Stop Shop Concept The co-location of Community Development and Public Works at the 919 Palm offices has resulted in improvements in communication and service delivery through the development review process. As the City has started to measure its performance in the areas of building and planning permit services (e.g. plan check cycle times, percent of applications deemed complete on first submittal), it has become apparent that changes are necessary to support improved performance and increased customer service. One of the ways jurisdictions are able to improve performance in the area of building and planning permitting is through the creation and implementation of a one-stop shop for permit services. The counter at 919 Palm was originally envisioned to perform this function, however, additional steps are necessary to fully support staff in performance of plan check and permitting functions. A working group made up of members of the City’s Development Oversight Committee and Development Review Team is developing a program to provide this support to staff so that the associated customer service improvements can be accomplished. The initial vision is to have all staff involved in development review activities (including planning, building, and public right-of-way permits) convene at the one-stop shop up to four hours each week. During this period of time, staff will work together on permit plan check activities, will meet with members of the public who are either contemplating making an application or need additional information on a project already in plan check, and, staff will use this time to participate in cross-training activities for the customer service team at the 919 counter. Mobile workstations will provide staff located in the one-stop shop the ability to access the City’s network and complete normal work assignments as if they were at their regular office location. It is also important to note that cross-training is seen as an essential function of the one-stop shop to ensure consistent communication between customers and the customer service team working at 919 Palm. Accomplishing the one-stop shop will require retrofitting existing space within 919 Palm with mobile workstations and plan check resources so that staff can accomplish all of the work they would normally complete at their desks in this new resource area. The changes include additional network support, mobile computing hardware, and furniture modifications. Interim Solution With the approval of the proposed off-site lease space, an interim solution for the one-stop shop is possible in 919 Palm using the existing area outside of the Chief Building Official’s office. This area is already configured in a way that will enable collaborative work between six members of the development review team, allowing staff in the one-stop shop to use mobile workstations and a shared plan check table to review plans, perform cross-training with staff at the public counter, and meet with prospective applicants regarding their plans. GOAL AND POLICY LINKS This operating program change ties to previously adopted goals or policies including: 1. Identify and support ideas for continued improvement and development within the Community Development Department (E-140). D-50 SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT TEMPORARY LEASE SPACE TO ACCOMMODATE GROWTH AT 919 PALM 2. Continue to improve the development review process by implementing the recommendations of the Department’s Organizational Assessment (E-145). 3. Implement a comprehensive performance management system to track the efficiency and effectiveness of permit review (E-145). 4. Provide an in-house pre-application review process for applicants that have downtown complex mixed use projects for code compliance as well as other applicants seeking advice and coordinate with other divisions as needed (E-154). PROGRAM WORK COMPLETED On April 27, 2016, a preliminary report on how the City uses available space in 919 Palm, the lower level of City Hall, the Old Library, and the Ludwick Center, was submitted by Ravatt Albrecht, an architectural firm that specializes in the design of interior spaces. This work will inform the program, and ultimately the design of the reconfigured 919 Palm office space. The report includes recommendations for a much more efficient layout of workspaces on the floor of 919 that will accommodate more people, support collaboration, and still provide employees with quiet work areas to accomplish focus work. ENVIRONMENTAL REVIEW No environmental review required. PROGRAM CONSTRAINTS AND LIMITATIONS The lease space is being made available to the City for a three-year term. Three years is assumed to be sufficient time to design, plan and implement a reconfiguration of the work space at 919. However, funding for a larger project is not available at this time and will be dependent on other priorities. The project is constrained because after the three-year period the staff working in the new lease space will be expected to move back to 919 Palm. STAKEHOLDERS Residents, property owners, and other community members who receive service from the Community Development Department will be positively impacted by this change. IMPLEMENTATION Task Date 1. Execute Letter of Intent June 2016 2. Complete lease agreement July 2016 3. Implement moving plan July 2016 4. Occupy new lease space August 2016 KEY PROGRAM ASSUMPTIONS Staff assumes that three years will be sufficient time to design and construct improvements at 919 Palm Street that will allow for all staff to be accommodated within the existing work area. PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Community Development Director D-51 SIGNIFICANT OPERATING PROGRAM CHANGE – COMMUNITY DEVELOPMENT TEMPORARY LEASE SPACE TO ACCOMMODATE GROWTH AT 919 PALM Project Team: Community Development Department Management Group, including the Chief Building Official, Deputy Directors, and Administrative Analyst. Alternatives: 1. Continue the Status Quo. Denial of the request will continue the current situation where staff are required to share space in “bullpen” configurations within the office at 919 Palm Street, which impacts their ability to be productive and attentive to departmental priorities. In the future, shared space is part of the plan for accommodating more bodies within the 919 Palm Street office, however, those shared spaces will be supported by additional private work spaces, collaboration spaces, and other features that enable an employee to be productive during all phases of the work day. 2. Implementation in a Different Way. The Ravett Albrecht study has identified alternatives to the reconfiguration of 919 Palm Street, including use of the Wellness Room in the Old Library, reconfiguration of the downstairs offices at City Hall. Ultimately, all of these alternatives may be necessary at some point to accommodate future staffing needs. OPERATING PROGRAM Community Development Administration (40100) COST SUMMARY ONGOING EXPENDITURES Line item description PROGAMACCOUNT #AMOUNT STAFFING CONTRACT SERVICES OTHER OPERATING EXPENDITURES MINOR CAPITAL TOTAL ONGOING OPERATING CHANGE ‐$ ‐$ ONE‐TIME EXPENDITURES Line item description PROGRAM ACCOUNT #AMOUNT STAFFING CONTRACT SERVICES 401007227 90,000$ OTHER OPERATING EXPENDITURES 401007227 55,400$ MINOR CAPITAL Revenue Offset Development Services Fee Revenue (145,400)$ TOTAL ONE‐TIME OPERATING CHANGE ‐$ D-52 SIGNIFICANT OPERATING PROGRAM CHANGE – Community Development Development Services Staffing and Contract Services Summary of Change: The Community Development Department and Fire Department are requesting four contract positions and additional consultant and contract services needed to assist the department in technical support and timely response to applications for the 2016-2017 Fiscal Year. Contract Positions Development Review 16‐17 Associate Planner $114,539 Administration 16‐17 Administrative Assistant I – Advisory Body Coordination $71,955 Application System Specialist ‐ EnerGov $119,751 Building & Safety 16‐17 Assistant Plans Examiner $85,411 Total FY Cost:$391,656 Contract Services Fiscal Impact: One-time cost of $664,656 to be offset by over realized revenue 15/16 Forecast 15‐16 Financial Plan Budgeted Revenue Forecasted Revenue in Excess of Financial Plan Requested One Time Expense in SOPC Forecasted Revenue in Excess of Budget after SOPC $4,825,962 $3,734,000 $1,091,962 $664,656 $427,306 Service Level Impact: The objective of this request is to ensure the City is able to timely process applications through the development review and plan check process given increased permit activity. Should these resources not be available, permit volumes will overwhelm the development review process, impairing the City’s ability to keep pace with permit volumes and implement Major City Goals and other objectives. The one-time costs will be offset by FY 2015- 16 over realized revenue from fees for development services that is projected to be approximately $1,091,962. Building 16‐17 Contract Services – Plan Check $100,000 Fire 16‐17 Contract Services – Plan Check $ 98,000 City Attorney 16‐17 Contract Services for consultant assistance $25,000 Development Review 16‐17 Contract Services – application processing $50,000 Total FY Cost:$273,000 D-53 SIGNIFICANT OPERATING PROGRAM CHANGE – Community Development Development Services Staffing and Contract Services KEY OBJECTIVES 1. Match resources available to services being requested 2. Maintain established levels of service 3. Satisfaction of both external and internal customers EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE 1. High/complex levels of permit activity –While regular staff positions have been added to address the long term staffing needs of the department, additional resources are still necessary to keep pace with the current high volume and complexity of applications submitted. This demand has impacted development review, building plan check, and fire plan check services. Requested staffing is required to provide in house support for complex projects rather than using consultants. The use of consultants is more expensive than using contract staff, they require staff resources to manage those contracts, and it does not contribute to succession planning. While the number of applications received in FY 15-16 has dropped slightly from last year, the complexity of the projects submitted has remained consistently high since FY 2012-2013 and is expected to continue through FY 2016-17 as reflected in the budgeted revenue verses actual revenue graph below. Budgeted Development Services Fee Revenue Verses Actual 2. New program task -The recently adopted Rental Housing Inspection Program has put a demand on planning staff to research history of dwelling units as a portion of amnesty review. As the program is ramping up, there are already over 100 cases to be reviewed with an additional 300 cases anticipated. The Homestay ordinance was also adopted last year and has now moved into the enforcement phase of the program and has put a demand on planning staff to research property history and potential compliance with the Homestay ordinance with over 100 cases identified requiring additional resources to provide the level of service Council has requested. $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 Fire Budget Fire Actual Planning Budget Planning Actual Engineering Budget Engineering Actual Building Budget Building Actual D-54 SIGNIFICANT OPERATING PROGRAM CHANGE – Community Development Development Services Staffing and Contract Services 3. Large and complex project submissions –There has been an influx of projects that require a higher level of professional planning work. Two regular full time Associate Planners and consultants have been processing these permits. Use of a full time contract Associate Planner will reduce our consultant cost and free up staff to work on complex projects rather than manage consultants. 4. Transition of Development Review Software to EnerGov – Entering into Phase II of the software replacement and there is a need for a fulltime resource to maintain and coordinate process and procedure modifications to ensure the efficient tools for providing development services to our community 5. Transitioning Advisory Body Coordination to the Clerk’s Office– The 2015-2017 Financial Plan approved the shift of Advisory Body administrative support to the Clerk’s office rather than the operating departments. The Clerk’s office has been in a state of transition for the majority of FY 15-16 due to the departure of the City Clerk. With City Clerk recruitment, elections and the training and transition of staff the Clerk’s office is in need of advisory body support remaining in CDD temporarily. The CDD administrative team is in transition as well and has been utilizing a full time temporary Administrative Assistant I to support the Planning Commission, Architectural Review Committee, Cultural Heritage Committee and the Human Relations Committee since October 2015. Additionally, high levels of development service activity directly impacts the level of support needed to coordinate the advisory bodies. GOAL AND POLICY LINKS 1. Major City Goals – This request supports long standing Major City Goals, including Affordable Housing, the Economic Development Strategic Plan (EDSP) and policy research, development and implementation. Timely processing of priority affordable housing projects is critical in meeting the City’s Housing objectives. A major strategy of the EDSP is streamlining the development review process to removing barriers to creating head-of-household jobs. This request supports current Major City Goals of Housing and Multi-Modal Transportation as well as other important objectives of Downtown and Neighborhood Wellness by ensuring that adequate staff is available to achieve permit processing and support. 2. Legal Concerns – The State of California Permit Streamlining Act requires timely processing of development applications. The initial 30-day “completeness” review of all applications demands adequate staff to meet that deadline. 3. Priority Level of Service – Timely processing of development applications is a priority to a significant contingent of the community and is fundamental to the City’s ongoing economic recovery and viability. 4. Revenue Generation and/or Cost Savings – The use of contract employees is much more cost effective and efficient than the use of consultants. It will also reduce cost from turnover by providing a platform for succession planning. This request will enable the processing of more applications in house resulting in lower operating cost. 5. Reorganization within or across Departments – This request includes the increased support and new initiatives the Community Development Department is taking on: Affordable Housing Fund/Human Relations Commission and EnerGov systems management. The funding of a Deputy City Clerk has centralized and paired the function of committee and commission support with a division within the City that is functionally organized around these technical responsibilities. Approval of this SOPC will support reorganization within and across departments to achieve these objectives. D-55 SIGNIFICANT OPERATING PROGRAM CHANGE – Community Development Development Services Staffing and Contract Services 6. Reallocation of Existing Resources – This request will allow several departments to reallocate resources to streamline a significant citywide task. Funding an Administrative Assistant I will allow the Clerk’s office to secure a new City Clerk and fully transition before taking on Advisory Body support. The funding of Application Systems Specialist to further develop the EnerGov permitting software will free up IT and CDD resources to focus on other projects and provide a full time resource to making the permitting software and process more efficient. PROGRAM WORK COMPLETED Work has/will be completed prior to implementation to develop job descriptions and provide compensation analysis to ensure successful recruitments to fill the appropriate gaps within our current operations. ENVIRONMENTAL REVIEW No environmental review required. PROGRAM CONSTRAINTS AND LIMITATIONS No constraints are anticipated for the program at this time. STAKEHOLDERS Development Services affect the entire community. Development projects have the potential to go through three departments, five divisions, three advisory bodies and City Council. Minor delays at any of these levels may cause major impacts. This program will provide the resources to limit delays and the effect on stakeholders. IMPLEMENTATION Consultant services are currently at the proposed level, approved by Council 6/16/15 as part of the 2015-17 Financial Plan adoption and just require approval for additional funding until the on-call contracts expire in November. A Request for Proposal will be taken to Council to replace the contracts in August. Task Date 1. Recruitment of Contract Staff July 2016 2. On board new hires July 2016 3. RFP for consultants Aug 2016 4. Award consultant contracts Aug-Sept 2016 KEY PROGRAM ASSUMPTIONS Contract Staffing cost are assumed at a mid-step of the respective position with maximum SLOCEA benefit cost. Application System Specialist would be a new job description and has been assumed at the same rate as the Database Administrator. The Assistant Plans Examiner would be a new job description and has been assumed at the same rate as a Permit Technician II. D-56 SIGNIFICANT OPERATING PROGRAM CHANGE – Community Development Development Services Staffing and Contract Services PROGRAM MANAGER AND TEAM SUPPORT Program Manager: The Director of Community Development, Michael Codron, will be responsible for the management of this program. Project Team: The project team will consist of the Community Development Department’s Fiscal Officer, Deputy Directors, Chief Building Official, Supervising Civil Engineer and the Fire Chief. Alternatives: 1. Continue the Status Quo. If these resources are not available, permit volumes will overwhelm the development review process, impairing the City’s ability to keep pace with permit volumes and implement Major City Goals and other objectives. 2. Implementation in a Different Way. The last few years of processing high volumes of permit applications has shown that the model of using regular staffing while still maintaining temporary staffing and/or the use of consultants to adjust to the fluctuating nature of permit activity has been a successful one. The request could be filled using all temporary staffing and/or consultants, however, when using temporary staffing and consultants for long terms, the operating cost, turnover costs and impact to regular employees exceeds that of the sustainability of regular staffing. 3. Existing Program Evaluation. The last two and a half years has been an actual test case of the requested program changes. Temporary staffing and consultants have been used to meet the demand on resources. Consultant costs far exceed temporary and regular staffing cost. In some cases we have been unsuccessful in securing temporary staffing and predict that it will become more difficult as the economy recovers and even more difficult to retain the temporary staffing we currently have. We have found that the use of contract staff has been a successful compromise between regular staffing and temporary staffing. All requests for staffing have been discussed with Human Resources (HR) and the SOPC was reviewed by HR prior to submittal. OPERATING PROGRAM 1. Community Development Department – Development Review 2. Community Development Department – Building & Safety 3. Fire Department – Hazard Prevention D-57 SIGNIFICANT OPERATING PROGRAM CHANGE – Community Development Development Services Staffing and Contract Services COST SUMMARY ONGOING EXPENDITURES Line item description PROGAMACCOUNT #AMOUNT STAFFING CONTRACT SERVICES OTHER OPERATING EXPENDITURES MINOR CAPITAL TOTAL ONGOING OPERATING CHANGE ‐$ ‐$ ONE‐TIME EXPENDITURES Line item description PROGRAMACCOUNT #AMOUNT STAFFING 391,656$ Administrative Assistant I 40100Various71,955$ Associate Planner40200Various114,539$ Application Systems Specialist 40600Various 119,751$ Assistant Plans Examiner 40700Various 85,411$ CONTRACT SERVICES 273,000$ Contract Services ‐ Building Plan Check 407007227 100,000$ Contract Services ‐ Fire Plan Check85300722798,000$ Contract Services ‐City Attorney 151007227 25,000$ Contract Services ‐ Dev Rev Application 402007227 50,000$ OTHER OPERATING EXPENDITURES Revenue Offset Dev Services (664,656)$ TOTAL ONE‐TIME OPERATING CHANGE ‐$ ‐$ D-58 SIGNIFICANT OPERATING PROGRAM CHANGE – (LEISURE, CULTURAL & SOCIAL SERVICES) AQUATICS TEMPORARY STAFFING BUDGET INCREASE – HEALTH & SAFETY AND RETENTION Summary of Change: Increase the temporary staffing budget for the Aquatics division to meet amended American Red Cross and American Lifeguard Association standards to meet the 2016 safety standards for swimmers and families at the SLO Swim Center. Fiscal Impact: Ongoing cost of $64,200 in 2016-17 for health and safety enhancements and retention of trained employees. Service Level Impact: The Aquatics division has been updating its policies and procedures to increase the level of training and safety that is recommended by the American Red Cross and American Lifeguard Association. The purpose is to provide a safe environment for swimmers and families at the SLO Swim Center. Temporary lifeguard staffing on the pool deck is directly tied to the level of safety provided to the community. Recruiting and retaining skilled staff has been a challenge in the Parks and Recreation Department. KEY OBJECTIVES 1. Provide funding for necessary temporary lifeguard staff to meet national American Red Cross and American Lifeguard Association standards for proper zone coverage. 2. Provide recommended monthly training hours for temporary lifeguard staff to meet national standards 3. Risk Management associated with proper lifeguard to swimmer ratio. 4. Address ongoing needs for the hiring and retention of training aquatics staff. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE 1. Zone Coverage - American Red Cross and American Lifeguarding Association Standards. The American Lifeguard Association recommends at least two lifeguards on duty at all times as it requires at least two to properly care for a suspected spinal injury in the water. This has been a national standard for over 20 years. Once a facility reaches a capacity of 50 swimmers, per American Red Cross, a lifeguard should be added for every additional 25 patrons, as a minimum standard. Furthermore, every lifeguard chair is occupied whenever the facility is open, and there is an established rotation with the guards on duty to help minimize any fatigue. A reasonable ratio of lifeguards to swimmers is established to adequately supervise the public. Ratios serve as guidelines for making guarding assignments and there are a number of factors that are considered when determining ratios: weather conditions, participant behavior, pool dimensions, etc. Administration staff has decided because of these factors to schedule additional temp lifeguard staff during peak shifts. The number of guards on duty at both the 50 meter and therapy pools are determined by four factors: 1. The number of patrons in the area – not just the water. 2. The level of aquatic competence of the individuals in the area. (how adept the swimmers are to water, no- swimmers in the group, etc.) 3. Type of activity. (swim teams require less supervision than the swim lesson program) 4. Diversity of the group. (Toddlers vs seniors, etc.) The aquatics staff have made the following operational changes based on recommendations from the American Red Cross and American Lifeguard Association. D-59 SIGNIFICANT OPERATING PROGRAM CHANGE – (LEISURE, CULTURAL & SOCIAL SERVICES) AQUATICS TEMPORARY STAFFING BUDGET INCREASE – HEALTH & SAFETY AND RETENTION New Standard Non-Summer Staffing (Sept to Mid June)Previous Non-Summer Staffing (Sept to Mid June) AM Lap 2, guards, 1 cashier AM Lap 2, guards Noon Lap 4 guards, 1 cashier Noon Lap 3 guards PM Lap 4 guards 1 cashier PM Lap 3guards High School 2 guards High School 1 guards Club Polo 2 guards Club Polo 1 guards New Summer Staffing (Mid-June to August) Previous Summer Staffing (Mid-June to August) AM Lap 2 guards, 1 cashier AM Lap 2 guards Noon Lap 5 guards, 1 cashier Noon Lap 3 guards PM Lap 4 guards, 1 cashier PM Lap 4 guards Rec Swim 9 guards, 1 cashier Rec Swim 9 guards, 1 shier Club Polo 3 guards Club Polo 1 guard 2. Increased Training To protect the growing number of participants at SLO Swim Center all lifeguards must receive proper and effective training. Lifeguards need to maintain their skills to ensure their ability to work effectively with others as a part of a lifeguard team. Participation in frequent and ongoing training is essential to the safety of the community. An emergency action plan (EAP) needs to be in place and regularly practiced by the entire staff. When an emergency arises the EAP needs be enacted and not only does the EAP need to take into account what to with the victim, but the safety surveillance of the facility needs to be maintained. It is a best practice of many well-managed facilities that lifeguards participate in a minimum of 4 hours of in-service training each month. Training sessions address issues, such as surveillance and recognition, water and land rescue skills, emergency response drills, decision-making protocols, facility rules and regulations, customer service, records and reports and physical conditioning. The SLO Swim Center lifeguard staff regularly employees between 25 and 35 staff depending on the time of year. Any lifeguard who works regular during the year is expected to attend all trainings and summer orientations. During the non- summer months, the swim center employs less staff and therefore sees a decreased in the amount of staff expected to be trained, around 25 temporary lifeguard staff. During the summer the swim center employs around 30-35 lifeguards. 3. Risk Management Staff has consulted with local Cal Joint Powers Association representative who recommended following the nationally recognized American Red Cross standards for proper lifeguard to swimmer ratio. 4. Staff Hiring and Retention Retention of lifeguards and other Parks and Recreation staff has become an increasingly challenging issue due to more competitive wages and work opportunities in the community now that the recession has ended. At this time Cuesta College, Cal Poly ASI, Cal Poly Athletics, San Luis Obispo County, the SLO Country Club and the City of Paso Robles all pay lifeguards a higher hourly rate making it harder for the City to hire and retain high quality employees. The increase to the temporary staffing budget allows the department to retain experienced lifeguards and hire those with extensive experience at an appropriate entry rate. GOAL AND POLICY LINKS 1. Measure G - senior services 2. Life Health and Safety. D-60 SIGNIFICANT OPERATING PROGRAM CHANGE – (LEISURE, CULTURAL & SOCIAL SERVICES) AQUATICS TEMPORARY STAFFING BUDGET INCREASE – HEALTH & SAFETY AND RETENTION PROGRAM WORK COMPLETED The Aquatics division has begun training staffs based on the American Red Cross recommendations and have hired staff for the SLO Swim Center based on the national recommendations for the safety of the community. ENVIRONMENTAL REVIEW No environmental review required PROGRAM CONSTRAINTS AND LIMITATIONS No. STAKEHOLDERS A wide range of stakeholders are affected by this objective, including City and County residents and contracted users of the SLO Swim Center including SLCUSD, the SLO Seahawks and various club organizations. Internal City stakeholders include the Parks and Recreation department, specifically the aquatics division. IMPLEMENTATION Immediate integration into existing operating budget. PROGRAM MANAGER AND TEAM SUPPORT Program Manager: The Parks and Recreation Director and Recreation Supervisor of Aquatics is responsible for critical services necessary to ensure overall safety of the aquatics division. Project Team: The Recreation Coordinator of Aquatics with the assistance of the Recreation Specialist and the 25-35 temporary aquatic staff Alternatives: What are the reasonable alternatives to your request? These could include: 1. Continue the Status Quo. Reducing the lifeguard staff to below recommended coverage could lead to an increase in potential life threating situations. Having one staff member be responsible for the entire 50-meter pool could lead to delayed response times. A delay in response time in a medical emergency increases the chance of death. Reduction in staff during open hours does not provide efficient staff response time to an emergency situation. 2. Reduction in open hours. Closing the SLO Swim Center during slow periods of the day or year. This will have a direct effect on the community which utilizes our program for their recreational and health needs. This would lead to a reduction in revenues. 3. Reduce training hours. Reduce training staff for four hours per month. This could lead to a delay in response in an emergency situations and staff not performing in a situation to the best of their ability. D-61 SIGNIFICANT OPERATING PROGRAM CHANGE – (LEISURE, CULTURAL & SOCIAL SERVICES) AQUATICS TEMPORARY STAFFING BUDGET INCREASE – HEALTH & SAFETY AND RETENTION 4. Eliminate cashier position. The elimination of the cashier position would results in need to retrain lifeguard staff in proper accounting management and would result in incorrect deposits turned in after each shift with little accountability for the staff member. This would require additional management hours to fix said incomplete deposits. OPERATING PROGRAM Aquatics - 60500 COST SUMMARY ONGOING EXPENDITURES 2014‐15 2015‐16*Projected 2016‐17 Line item description ACCOUNT #ExpendituresExpendituresExpenditures Temporary Salaries ‐ Safety Enhancement7014 $63,000.00 OTHER OPERATING EXPENDITURES Uniforms 7913 $900.00$1,200.00$1,200.00 TOTAL ONGOING OPERATING CHANGE $900.00$1,200.00$64,200.00 D-62 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY SMART PHONE APPLICATION FOR MEDICAL EMERGENCIES - PULSEPOINT Summary of Change: Fiscal Impact: Ongoing cost of $8,000 and one-time cost of $18,000. Service Level Impact: PulsePoint Respond (“PulsePoint”) is an enterprise-class, software-as-a-service (SaaS) solution designed to support public safety agencies working to improve out-of-hospital cardiac arrest survival rates through improved bystander CPR prior to arrival of firefighter-paramedics. Where adopted, PulsePoint Respond has empowered everyday citizens to provide life‐saving assistance to victims of sudden cardiac arrest via a smart phone application that is free to end users. Combined with the Fire Department’s High Performance Cardiopulmonary Resuscitation (HPCPR) program, PulsePoint can significantly improve survival rates for San Luis Obispo citizens and visitors who suffer an otherwise fatal heart attack. KEY OBJECTIVES 1. Engage citizens as “first responders” to save lives. 2. Improve out-of-hospital cardiac survival rates. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE The project being proposed is a smartphone application (app) designed to take advantage of existing technology in responding to medical emergencies. While there is a cost to license and maintain the app locally, end-users download a free smartphone app and in seconds they are available to help. Based on geolocation, PulsePoint notifies nearby active citizens of the need for initiating cardiopulmonary resuscitation (CPR) and deployment of an automatic external defibrillator (AED) prior to the arrival of Fire paramedics. Early CPR and AED are key components in the American Heart Association’s chain of survival for cardiac arrest. Approximately 70% of the 350,000 cardiac arrest incidents in the United States occur in the home. Based on our most recent City dispatch statistics, PulsePoint may be used as much as four to five times per month, improving the chance of survival through our active community. Each time PulsePoint results in citizen CPR prior to arrival of Fire paramedics, the patient’s chance of survival doubles or triples, according to the American Heart Association. GOAL AND POLICY LINKS This program supports the City’s Other Important Objective of Neighborhood Wellness, by enhancing the delivery of public safety services. This funding supports a unique technological partnership between the City and its citizens, with a mutual goal of saving lives. Requesting Measure G funding. PROGRAM WORK COMPLETED This program has been reviewed by the Information Technology Steering Committee. The impact on local IT resources is near zero. This app makes use of technology already in use by the Emergency Communication Center. It is conceivable that implementation could be accomplished with minimal staff support and no additional training needed for Communication Dispatchers. The Fire Department reviewed this software-as-a-service program to ensure sustainability without adverse City staff impacts, primarily IT. The one-time expense of $18,000 provides for one year of licensing as well as project implementation via contract services to PulsePoint. The impact to City IT would be minimal. D-63 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY SMART PHONE APPLICATION FOR MEDICAL EMERGENCIES - PULSEPOINT The ongoing expense of $8,000 per year provides continued licensing and upgrades to ensure the program stays current with advancements in smartphone and dispatch center technology, such as new operating system updates which occur frequently for smartphones. This product and program is designed to evolve with technology. The Fire Department has already reached out to other City Departments to assess the interest in loading PulsePoint on all City-issued smart phones and encouraging all employees to load PulsePoint on their personal phones. There is strong support for creating a whole new tier of “citizen responders” by engaging City employees who are trained to provide CPR and are informed via PulsePoint of City residents and visitors in cardiac arrest. There is no additional cost associated with loading PulsePoint on City-issued smartphone. The Parks and Recreation Department provides CPR training that significantly enhances the number of would-be lifesaving responders. Additionally, the Fire Department is provided an opportunity to address the incoming class of Cal Poly students every summer as part of the Soar (student orientation) and WOW (Week of Welcome) programs. This would be a platform to encourage the involvement of Cal Poly students, faculty, and staff to participate as rescuers. If implemented, the City will make a concerted effort to significantly increase the number of PulsePoint responders via direct outreach and the media. ENVIRONMENTAL REVIEW No Environmental Review Required PROGRAM CONSTRAINTS AND LIMITATIONS There are no known significant program constraints. STAKEHOLDERS The major stakeholders include our medical service partners (San Luis Ambulance, Sierra Vista and French Medical Centers, and the County Emergency Medical Services Agency), all Department Heads and City employees would are or may become trained in providing hands-only CPR, and all patients who suffer an otherwise fatal heart attack outside of a medical care facility. IMPLEMENTATION Task Date 1. Secure contract with PulsePoint July 2016 2. Implement SaaS program August 2016 3. Provide public education to increase number of PulsePoint citizen responders August 2016- ongoing KEY PROGRAM ASSUMPTIONS There are several key program assumptions: 1. City residents and visitors will continue to suffer heart attacks, with initial care coming via Fire paramedics and the 9-1-1 system 2. San Luis Obispo residents are informed, active, and care about their community. San Luis Obispo is an ideal community for PulsePoint because of the positive nature of our social climate. D-64 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY SMART PHONE APPLICATION FOR MEDICAL EMERGENCIES - PULSEPOINT PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Garret Olson, Fire Chief Project Team: Information Technology Police Department Emergency Communications Center Alternatives: 1. Continue the Status Quo. This is not recommended since when early CPR is not initiated, a patient’s chance of survival decreases. OPERATING PROGRAM Fire Department Administration 85100 D-65 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY SMART PHONE APPLICATION FOR MEDICAL EMERGENCIES - PULSEPOINT COST SUMMARY ONGOING EXPENDITURES Line item description PROGRAMACCOUNT #AMOUNT STAFFING CONTRACT SERVICES 851007227 8,000$ OTHER OPERATING EXPENDITURES MINOR CAPITAL TOTAL ONGOING OPERATING CHANGE 8,000$ ONE‐TIME EXPENDITURES Line item description PROGRAM ACCOUNT #AMOUNT STAFFING CONTRACT SERVICES 851007227 18,000$ OTHER OPERATING EXPENDITURES MINOR CAPITAL TOTAL ONE‐TIME OPERATING CHANGE 18,000$ D-66 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY COST NEUTRAL FIREFIGHTER LEAVE POOL STAFFING PROGRAM Summary of Change: Fiscal Impact: Ongoing cost of $ 0 and one-time cost of $ 0. Service Level Impact: Increase Emergency Response staffing by three additional firefighters, one per shift, to stabilize staffing fluctuations by the creation of a leave pool of personnel available to fill daily vacancies. This will be cost neutral. This program funds three new Firefighters without increasing the minimum staffing in the Fire Department from the current level of 14 personnel per shift and without increasing the Fire Department’s staffing budget. Every day the Fire Department fills vacancies created by employee leave and staff vacancies, and many times the department must mandatorily hold employees over for up to 24 hours to maintain minimum staffing needs for service. This program would stabilize daily staffing by funding one additional firefighter per shift. KEY OBJECTIVES 1. Maintain required constant staffing without significant required mandatory overtime. 2. Position the department to better adjust to employee turnover. 3. Provide greater tolerance in vacancies by having one over-hire per shift. This would allow the department to more effectively plan recruitment and training activities. 4. When there is no leave on a given shift, provide staffing to maximize service delivery. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE 1. High Levels of Vacancies. High levels staffing vacancies due to leave time and injury time off for suppression staff. It is rare that there is not at least one vacancy that needs to be filled every shift. 2. Higher Cost Recruitments and Trainings. Without a staffing buffer, each employee vacancy (due to turnover) puts the department in a position to decide if a small-sized firefighter recruitment and academy is financially and logistically feasible. In the past, the department has run a recruitment and training for as few as one new employee. While this helped stabilize staffing, such a recruitment is inefficient. With three firefighter over-hires, the department’s tolerance for vacancies would increase, resulting in more cost effective recruitment and training. 3. Inefficient Work Demands on Battalion Chiefs. Particularly during fire season and holidays, the Fire Department exhausts the list of employees who volunteer to work additional hours. Due to staffing needs, the department mandatorily keeps employees at work to maintain the minimum staffing. This problem is operationally worse when a vacancy occurs during mid-shift (such as when an employee goes home from work due to illness or injury). The department then must attempt to mandatorily recall personnel to work from their off-duty location. This can take many hours of work by the Battalion Chief, which pulls the Battalion Chief away from work duties (training, coaching, project management) other than emergency response. 4. Excessive Overtime by Existing Staff Creating Safety Issues. In calendar year 2014, the average number of additional hours worked by each Emergency Response personnel was approximately 960, or the equivalent of 40 additional 24-hour shifts per firefighter (including the positions of Firefighter, Fire Engineer, Fire Captain, and Battalion Chief). One employee worked an additional 2,400 hours or 100 additional 24-hour shifts in one year. Combined with the normally assigned work hours of 56 hours per week, this firefighter was assigned to be at work approximately 5,300 hours in single year. This is the equivalent of number of hours of 1.8 firefighter positions D-67 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY COST NEUTRAL FIREFIGHTER LEAVE POOL STAFFING PROGRAM (by hours) or 2.5 40-hour employee positions (by hours). This is an excessive number of hours, has the potential to impact employee safety due to fatigue, exacerbates the number of employees who volunteer to work extra hours, and could be relieved by this program. GOAL AND POLICY LINKS This program supports the City’s Major City Goal of Fiscal Sustainability and Responsibility, by maintaining the delivery of public safety services with a cost-neutral program that stabilizes staffing and creates greater efficiencies in recruitment and training. A leave pool of one additional firefighter per shift stabilizes daily staffing without relying on mandatorily holding employees from leaving at the end of their shift. By increasing the department’s ability to absorb vacancies, this program allows for greater efficiency in recruitment practices and significantly improves the logistics of conducting a firefighter training academy. Larger academy sizes facilitate greater learning by organizing recruit-firefighters to perform training evolutions as they would in the field: in teams. Improved employee training has a direct impact on services. PROGRAM WORK COMPLETED The Fire Department met with Finance to review the financial implications of this program to ensure the program would be cost neutral once it is up and running. ENVIRONMENTAL REVIEW No environmental review required. PROGRAM CONSTRAINTS AND LIMITATIONS The cost-neutral aspect of this program is based on the analysis of the most recent year’s staffing. While daily staffing is as dynamic as the conditions that create vacancies (such as employee illness, injury, and retirement), Fire and Finance have analyzed our three year staffing trend and have concluded that this program will not require additional staffing funds. On that rare occasion when there are zero vacancies on a given shift, the Fire Department may default to deploying the over-hire firefighter to Fire Station 1, thus allowing two staffed crews to be available for response, Truck 1 (with three firefighters) and Squad 1 (with two firefighters). Over the preceding 12 months, there were only two shifts that did not have at least one vacancy, meaning 99.5% of all shifts require an otherwise off duty firefighter to remain on duty for 24 hours to meet minimum service level staffing. At this level of over-hire firefighter utilization, no additional funding will be required for this program. Other fire departments set a target of 85% over-hire utilization in determining the number of over-hire positions. In these departments, greater than 85% utilization is financially beneficial. When over-hire personnel are utilized to maintain minimum staff less than 85% of the time, then it is not cost effective to maintain that number of over-hires. Again, if this program were in effect over the last year, over-hire firefighters would have been deployed to fill a minimum staffing position 99.5% of the time, which is significantly above the more widely accepted 85% thershold. The City acknowledges its obligation under the existing labor agreement to meet and confer with the International Association of Firefighters Local 3523 over the impacts on wages, hours, and/or working conditions of this proposed change in staffing levels. This process may modify the proposed timeline below. STAKEHOLDERS Human Resources, Finance and Fire Department D-68 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY COST NEUTRAL FIREFIGHTER LEAVE POOL STAFFING PROGRAM IMPLEMENTATION Task Date 1. Meet and confer with Fire Local 3523 regarding potential impacts of hiring additional firefighters. 2. Hire three additional firefighters as part of current recruitment and training effort. July 2016 August – September 2016 3. Deploy one over-hire firefighter to each of the three shifts October 2016 4. Monitor costs Ongoing 5. Report back to Council on program efficacy As part of 2017-2019 budget process KEY PROGRAM ASSUMPTIONS Some of the key assumptions of this program include: 1. On a regular basis, the Fire Department fills at least one 24-hour vacancy with an otherwise off-duty firefighter. Currently, this occurs approximately 363 days per year. Based on a cost analysis, the financial efficacy of this program remains intact even if the occurrence of needing to fill one 24-hour vacancy drops to approximately 310 days per year. 2. The fully loaded cost of a new firefighter is less than the cost of holding over an otherwise off-duty firefighter. 3. The Fire Department will continue to see historic averages in employee leave and turnover. PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Garret Olson, Fire Chief Project Team: Human Resources, Fire, and Finance Departments Alternatives: 1. Continue the Status Quo. The Fire Department would continue to exhaust the list of employees volunteering to hold over at work. Emergency responders would continue to work excessive hours in a profession prone to fatigue and stress. This is not a recommended alternative. 2. Change the Scope of Request. If we hired twice as many over-hire firefighters as proposed, the financial efficacy of this scope of change is questionable. The Fire Department and Finance have agreed on a staffing formula using real costs and historic leave. This formula informed this program request, and it would be utilized in assessing the scope of any future proposal. OPERATING PROGRAM Emergency Response 85200 D-69 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY COST NEUTRAL FIREFIGHTER LEAVE POOL STAFFING PROGRAM COST SUMMARY This requested change is cost neutral. The number of staff will increase but total expenditure for staffing will be cost neutral by transferring funding from overtime to salaries and related expenses. Once in place and with staffing assumptions at historic levels, it is likely that this program will create a net positive impact to the General Fund. This will be a primary focus of the Fire Department’s periodic check-in with the City Council. ONGOING EXPENDITURES Line item description PROGRAMACCOUNT #AMOUNT STAFFING Regular Staffing85200various312,015$ Overtime852007020(312,015)$ CONTRACT SERVICES OTHER OPERATING EXPENDITURES MINOR CAPITAL TOTAL ONGOING OPERATING CHANGE ‐$ ONE‐TIME EXPENDITURES Line item description PROGRAM ACCOUNT #AMOUNT STAFFING CONTRACT SERVICES OTHER OPERATING EXPENDITURES MINOR CAPITAL TOTAL ONE‐TIME OPERATING CHANGE ‐$ D-70 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY POLICE RIOT HELMETS, SWAT HELMETS AND BALLISTIC SHIELDS SUMMARY OF CHANGE: Purchase replacement riot helmets, SWAT helmets and ballistic shields for sworn police officers. FISCAL IMPACT: One-time cost of $29,944 in FY 2016-17. SERVICE LEVEL IMPACT: Replace existing equipment that is past its life cycle and increase safety for police officers using this safety equipment. KEY OBJECTIVES 1. Increase safety for police officers. 2. Provide police officers with safety equipment which will allow them to preform there job duties as safely as possible. Currently the police department has 45 riot helmets and 2 ballistic shields that are past their life cycle. 3. Purchase SWAT helmets that meet the needs of utilizing special equipment used by the regional SWAT team. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE Riot helmets are essential safety gear that is issued to every sworn police officer. These helmets provide a high level of protection to officers when working large events, riots, active shooter situations and for search warrant service. Currently the Police Department has 60 sworn officer positions. We currently only possess 15 riot helmets that have not reached their expiration date. To ensure all officers have properly functioning safety equipment staff is requesting to replace the 45 expired riot helmets. Specialized SWAT helmets need to be issued to the 12 officers assigned to the Regional SWAT Team. These ballistic helmets are specially designed to accommodate the special equipment utilized by SWAT operators. Currently, the 12 officers assigned to SWAT use their department issued riot helmets during training and SWAT callouts. These helmets do not adequately accommodate SWAT communication devices and are cumbersome when worn with larger SWAT vests. Ballistic shields provide officers an extra level of protection when operating in high risk situations. The shields are shared among the department’s Regional SWAT officers, detectives and patrol officers. Currently the police department has two ballistic shields that were purchased in 2001. These shields are past their recommended service use and need to be replaced. In addition to these shields the police department would like to purchase two additional shields that will be issued to the Detective unit and Special Enforcement Team (SET). The National Institute of Justice sets standards for police body armor, which includes the replacement of armor every five years. In addition to that the warranty for the currently owned shields and helmets is also five years. Both helmets and shields fall under this category of armor for department sworn personnel. GOAL AND POLICY LINKS The following criteria have been established as requirements for 2015-17 SOPC’s. Briefly explain how the proposed change meets one or more of the following criteria. 1. Needed to address a health & safety concern: The San Luis Obispo Police Department responds to a verity of threats that require the needed protection of ballistic helmets and shields. These situations may include civil unrest, riots, service of search warrants and active shooters. It is critical that we provide our officers reliable safety equipment that will help keep them safe while serving our community. D-71 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY POLICE RIOT HELMETS, SWAT HELMETS AND BALLISTIC SHIELDS 2. SLOPD officers assigned to the regional SWAT team provide SWAT services to our community and neighboring cities. It is critical that we provided them with the needed safety equipment which allows them to serve our community as safely as possible. 3. Memorandum of Agreement between the City and POA: In Article 36 Section B of the current MOA it states, “All appropriate classifications shall be issued A-Level IIIA ballistic helmet with riot face shield fixed.” Helmets that are currently past their life cycle should be replaced to ensure the safety of the officers who is issued the helmet. PROGRAM WORK COMPLETED The police department has completed an inventory of all riot helmets and ballistic shields. Staff has identified all helmets and shields that are past their life cycle and need to be replaced. Additionally, three quotes have been received for the replacement equipment. The department has also researched the purchase of new SWAT helmets and quotes have been received for the required 12 helmets. STAKEHOLDERS Police Officers and the community they serve. IMPLEMENTATION Task Date 1. Select vender from one of the three quotes. July/2016 2. Order Helmets and Shields. July/2016 3. Distribute equipment. August/2016 PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Jeff Smith, Lieutenant Project Team: Jeff Smith, Lieutenant; Fred Mickel, Sergeant; Caleb Kemp, Police Officer; Melissa Ellsworth, Administrative Analyst Alternatives: 1. Continue the Status Quo. This will leave equipment that is past its life cycle and create potential liability issue for the city. 2. Defer or Re-Phase the Request. Providing funding for part of the request would allow the PD to replace some of the outdated equipment but there would still be some liability. OPERATING PROGRAM 80200 – Police Patrol D-72 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC SAFETY POLICE RIOT HELMETS, SWAT HELMETS AND BALLISTIC SHIELDS COST SUMMARY The ongoing costs include replacement of the equipment every 5 years. Staff will search for grant funding to replace this category of safety equipment; however, if grant funding is unavailable the project will be funded from the General Fund. ONGOING EXPENDITURES Line item description Acccount #Amount TOTAL ONGOING OPERATING CHANGE ‐$ ONE‐TIME EXPENDITURES Line item description Account #Amount OTHER OPERATING EXPENDITURES Protective Clothing80200‐786129,944$ TOTAL ONE‐TIME OPERATING CHANGE29,944$ D-73 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES TEMPORARY INCREASE IN OPERATING, STAFFING, AND CONTRACT SERVICES EXPENDITURES FOR WATER DELIVERIES Summary of Change: Temporarily increase the Source of Supply and Water Treatment Plant operating budgets to allow for 24-hours per day, seven days per week treatment plant operation and maximum water deliveries from the Nacimiento Project. Fiscal Impact: 2016-17 cost of $1,193,549. Service Level Impact: In order to accommodate the increased expense, funding for certain capital improvement projects related to water distribution system improvements is recommended to be pushed out to 2017-18. KEY OBJECTIVES 1. Maximize the use and resiliency of the city’s multi-source water supplies. 2. Provide the opportunity to further evaluate the costs of operating the Nacimiento Project under the new full allocation scenario in preparation for the 2017-19 Financial Plan and rate-setting process. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE Continued drought is placing strain on the water supplies in Salinas and Whale Rock Reservoirs with Salinas near minimum pool. With the City Council’s recent approval to contract for an additional 2,102 acre feet per year of water from Nacimiento Reservoir, the City has the opportunity to conserve its current supplies in Salinas and Whale Rock Reservoirs. Utilizing this strategy will allow for increased water resiliency and is consistent with the General Plan, Water and Wastewater Element, Goal 5.1.1: Identify and meet the City’s multi-source water supply needs. In order to process the full allocation of water from Nacimiento (5,482 acre feet), the water treatment plant must operate 24-hours a day, seven days a week. This need for extended hours of operation and staffing is due to the smaller diameter pipe size that delivers Nacimiento water. Compared to the pipeline that delivers water from Salinas and Whale Rock reservoirs, the Nacimiento pipeline must be constantly flowing to deliver all of the allocated water. This longer operational time will require additional funding to cover temporary staffing, overtime, and electrical expenses at the plant. Further analysis of the permanency of 24-hour operation and staffing requirements will occur in preparation for the 2017- 19 Financial Plan. Additional staffing is needed to cover vacation, training, holidays, and sick time. These positions would also serve to provide additional support staff and safety during the extended operational hours. Due to lack of historic data, the San Luis Obispo County Flood Control and Water Conservation District budgeted additional expenses associated with delivering the full allocation of the Nacimiento Project water to all the project participants. The majority of this expense is related to electrical costs to pump water. Only actual electrical costs are billed. The City’s current 2016-17 budget was based on a water delivery of the City’s previous allocation of 3,380 acre feet. PROGRAM WORK COMPLETED The San Luis Obispo County Flood Control and Water Conservation District, which operates and maintains the Nacimiento pipeline infrastructure, has updated its budget for 2016-17 based on delivering full allocation of the Nacimiento Project water to the City (as well as all other participants). This budget was approved by the Nacimiento Commission. D-74 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES TEMPORARY INCREASE IN OPERATING, STAFFING, AND CONTRACT SERVICES EXPENDITURES FOR WATER DELIVERIES Water Treatment Plant staff has prepared schedules and operating procedures to accommodate additional delivery of Nacimiento Water for 2016-17. ENVIRONMENTAL REVIEW No environmental review is required. PROGRAM CONSTRAINTS AND LIMITATIONS 2016-17 will be the first time the full allocation amount from the Nacimiento Project is treated. While it is clear current staffing levels cannot permanently accommodate 24/7 operations, adding permanent staffing at this point is premature as there are too many unknowns associated with the operating changes. In order to provide sufficient time to adequately assess operational issues, two temporary staff positions are being requested for up to 18 months (funding for 12 months is included in this request; additional funding as needed will be requested through the 2017-19 Financial Planning process). These positions will assist with shift coverage related to holidays, training, illness, etc. A time duration of 18 months will provide sufficient time to hire permanent employees should this be necessary. The proposed changes detailed here are intended to serve as a temporary solution for a one year time period. This will allow time for a thorough operational analysis and take us through the next rain season. Water deliveries from the Nacimiento Project water come with a higher operational cost. In non-drought years, reservoirs are generally operated in a different manner. STAKEHOLDERS All City water users benefit from maximizing water deliveries from the Nacimiento Project. Water treatment plant operators will be affected by changing work schedules. IMPLEMENTATION This change would be implemented immediately upon approval to maximize benefit during the upcoming warmer and drier times of year. Summer and early fall are typical associated with the highest water demand during the year. Task Date 1. Water Treatment Plant to begin 24/7 operations July 1, 2016 2. Analysis and assessment of City water supplies and drought conditions Ongoing KEY PROGRAM ASSUMPTIONS The increase in cost is for the delivery and treatment of the entire water allocation from Nacimiento. The electrical costs associated with pumping water from Nacimiento are significantly higher than the City’s other reservoirs due to the water delivery distance; however, there will be cost offset from current electrical budgets for Salinas and Whale Rock Reservoirs. The Nacimiento Partners will coordinate delivery schedules in an attempt to lower pumping costs for all participants. The installation of a hydroelectric facility on the Nacimiento water delivery line that could serve to lower overall operating costs is being explored. PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Water Treatment Plant Supervisor D-75 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES TEMPORARY INCREASE IN OPERATING, STAFFING, AND CONTRACT SERVICES EXPENDITURES FOR WATER DELIVERIES Project Team: Water Treatment Plant staff and Utilities Administration. Alternatives: 1. Continue the Status Quo. Should the City Council desire to maintain the status quo and not use the additional allocation during the current drought, more water would be consumed from Salinas and Whale Rock Reservoirs to meet the community’s water demand. Depleting these reservoirs would be detrimental to the City’s available water supplies as it is unknown as to whether or not the drought will continue; it should be assumed it will. Water can be ‘banked’ or stored in Salinas and Whale Rock; Nacimiento is a contractual “use it or lose it” water source. OPERATING PROGRAM Source of Supply - 55110 Water Treatment Plant – 55150 COST SUMMARY ONE‐TIME EXPENDITURES Line item description PROGRAMACCOUNT #AMOUNT STAFFING Temporary Salaries 55150 7014 114,600$ Overtime 55150 7020 30,000$ Retirement Contributions 55150 7040 33,900$ Medicare 55150 7046 1,660$ CONTRACT SERVICES Nacimiento 55110 7271 1,068,389$ Salinas 55110 7289 (75,000)$ Whale Rock 55110 7311 (100,000)$ OPERATING Electric Utility Service ‐ WTP 55150 7605 100,000$ Chemicals 55150 7755 20,000$ TOTAL ONE‐TIME OPERATING CHANGE ‐$ 1,193,549$ D-76 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES UTILITIES SERVICES TEMPORARY STAFFING Summary of Change: Continuation of a temporary Utilities Services Technician in order to fulfill the educational components, state-mandated enforcement measures, and other activities related to the continuation of the drought. Fiscal Impact: One-time cost of $59,000 in 2016-17 to the Water Fund. Service Level Impact: This position will assist with creation and development of educational materials, enforcement of state mandates, monitoring of conservation programs, and public outreach. KEY OBJECTIVES 1. Educating and informing the public of the need for continued water conservation. 2. Ensuring the City’s compliance with state-mandated water conservation goals. 3. Implementation and enforcement of the City’s water conservation measures. EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE The lack of significant rainfall and the continuation of state-mandated conservation measures require continuation of additional resources for implementing and enforcing water conservation programs within the City. Additional staffing is needed in order to meet both local water conservation goals and state mandated conservation measures. The substantial amount of rainfall received in other parts of California has lessened awareness in the general media and furthered the need for local education regarding the ongoing drought in San Luis Obispo. GOAL AND POLICY LINKS 1. Urban Water Management Plan requirements for GPCD reduction for compliance with SBx7-7 (20% water use reduction by the year 2020). 2. Water Shortage Contingency Plan requirements for development of water allocation and water offset programs. 3. City of San Luis Obispo Utilities Department Strategic Plan Goal 1 – Image; Goal 4 - Stewardship STAKEHOLDERS Staffing for the Utilities Services section is critical to the conservation of existing water supplies for citizens, businesses, parks, and other community members and stakeholder groups. IMPLEMENTATION On June 2, 2015 City Council approved funding for a temporary position to assist with the City’s drought response efforts. These drought-related needs still exist and this experienced employee is currently available to continue employment. Task Date 1. Continue employment of current temporary employee 7/1/2016 D-77 SIGNIFICANT OPERATING PROGRAM CHANGE – PUBLIC UTILITIES UTILITIES SERVICES TEMPORARY STAFFING PROGRAM MANAGER AND TEAM SUPPORT Program Manager: Utilities Services Manager Project Team: Deputy Director of Water and Utilities Services Section Alternatives: 1. Continue the Status Quo. By discontinuing the employment of the temporary Utilities Services Technician, water conservation goals and mandates may not be met and education and outreach opportunities related to the drought may not be realized. 2. Defer or Re-Phase the Request. With the drought currently affecting the community, deferring or re-phasing the request is not recommended. Timely response is required to continue the City’s effective conservation efforts. OPERATING PROGRAM 55170 – Customer Service COST SUMMARY ONE‐TIME EXPENDITURES Line item description PROGRAM ACCOUNT # AMOUNT SALARIES ‐ TEMPORARY 551707014 $59,900 TOTAL ONE‐TIME OPERATING CHANGE $ ‐ $ 59,900 D-78 Section E CAPITAL IMPROVEMENT PLAN CAPITAL IMPROVEMENT PLAN OVERVIEW INTRODUCTION All of the City’s construction projects and equipment purchases costing $25,000 or more are included in the Capital Improvement Plan. (Minor capital outlays costing less than $25,000 are included with the operating program budgets.) Through the Capital Improvement Plan (CIP), the City systematically plans, schedules and finances capital projects to ensure cost-effectiveness and conformance with established polices. Comprehensive policies governing the development and management of the CIP are set forth in the Policies and Objectives section of the Financial Plan (capital improvement management; capital financing and debt management). The CIP is a five year plan organized into the same six functional groupings used for the operating programs: 1. Public Safety 2. Public Utilities 3. Transportation 4. Leisure, Cultural & Social Services 5. Community Development 6. General Government ORGANIZATION The CIP section of the “parent” 2015-17 Financial Plan is composed of four parts: 1. Overview introducing the CIP and describing project types, phases and financing. 2. Summary of CIP expenditures by funding source. 3. Listing of all CIP projects by funding source providing the project title, phase (study, environmental review, design, real property acquisitions, site preparation, construction, construction management and equipment acquisitions), project cost and schedule. 4. Project description summaries. APPENDIX B: CIP PROJECTS 2015-20 CIP Project Detail. The CIP information provided in the “parent” 2015-17 Financial Plan is based on the project detail provided in the Capital Improvement Plan. In addition to summary information, the Capital Improvement Plan includes the following for each CIP project: Function Request title CIP project description Link to Council Goals and/or the Local Revenue Sales Tax (Measure G) Need and urgency Readiness to build Environmental review and permits required Operating program related to the request Project phasing and funding sources Details of ongoing costs Alternatives Project manager and team support Site list (if applicable) Location map/schematic design (if applicable) Also included in the Capital Improvement Plan is summary documentation for CIP projects proposed for 2015-20. FINANCIAL PLAN SUPPLEMENT The following schedules have been included in this document as a supplement to the 2015-20 Financial Plan CIP: 1. Summary of CIP expenditures by funding source 2. Listing of CIP Projects by Fund E-1 CAPITAL IMPROVEMENT PLAN SUMMARY OF CIP EXPENDITURES BY FUND & FUNDING SOURCE Current*Revised RevisedRevisedRevised 2015-162016-172017-182018-192019-2020 GENERAL PURPOSE CIP Reserve Balance 4,142,613 General Fund Contribution 281,733400,0002,957,4693,591,6003,501,635 State and Federal Grants 11,155,6479,060,000540,0006,155,000 Other Revenue 156,000 Total 15,579,9939,460,0003,497,4699,746,6003,501,635 LOCAL REVENUE MEASURE SUB-FUND Measure G Revenue 7,027,8506,084,347 INFORMATION TECHNOLOGY REPLACEMENT FUND Reserve Balance 595,739 412,316360,751 State Grant 255,000 General Fund Contribution 617,000329,512725,800875,800524,924 Debt Financing 688,500 2,500,000 Total 2,156,239329,5121,138,1161,236,5513,024,924 MAJOR FACILITY REPLACEMENT FUND General Fund Contribution 638,800504,600770,000789,7501,190,000 Reserve Balance (483,050) Total 155,750504,600770,000789,7501,190,000 FLEET REPLACEMENT FUND Reserve Balance (702,622)511,800361,386 General Fund Contribution 411,360 604,414471,100485,200 16,00016,00016,000 Debt Financing 1,141,468591,600 623,500 Total (275,262)1,669,2681,573,400471,1001,108,700 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Federal Grants 105,812105,000105,000105,000105,000 TRANSPORTATION IMPACT FEE (TIF) FUND Reserve Balance 6,621,474 Transportation Impact Fees 78,000300,00048,00050,000 Debt Proceeds State and Federal Grants Total TIF Fund 6,699,474300,00048,00050,000 OPEN SPACE PROTECTION FUND Reserve Balance 396,724 Servic Charges General Fund 325,000325,000325,000 Grants 600,0002,000,000 750,000 Total Open Space Protection Fund996,7242,000,000325,0001,075,000325,000 WATER ENTERPRISE FUND User fees 6,887,4632,958,4932,329,6422,253,8674,207,145 Debt 5,000,000 Total Water Enterprise Fund 6,887,4632,958,4937,329,6422,253,8674,207,145 Interest Income 2015-17 Financial Plan E-2 CAPITAL IMPROVEMENT PLAN SUMMARY OF CIP EXPENDITURES BY FUND & FUNDING SOURCE Current*Revised RevisedRevisedRevised 2015-162016-172017-182018-192019-2020 SEWER ENTERPRISE FUND Reserve Balance 2,987,327 User fees 16,127,8454,023,2754,278,3492,745,3051,725,743 Other Revenue 978,500 Debt Financing 74,000,000 Total Sewer Enterprise Fund20,093,6724,023,27578,278,3492,745,3051,725,743 PARKING ENTERPRISE FUND Service Charges 2,591,59850,79823,641,27283,485120,998 Debt Financing Total Parking Enterprise Fund2,591,59850,79823,641,27283,485120,998 TRANSIT ENTERPRISE FUND Transportation Development Act304,301288,669149,8461,183,6001,449,473 Grants Total Transit Enterprise Fund 304,301288,669149,8461,183,6001,449,473 WHALE ROCK COMMISSION Service Charges/Fees 715,466114,889523,07564,4924,972 PARKLAND DEVELOPMENT FUND Reserve Balance (251,269)85,000175,000 Parkland Dev. In-Lieu Fees 250,000 Total (1,269)85,000175,000 AIRPORT AREA IMPACET FEE Impact Fees 50,000 PUBLIC ART FUND Reserve Balance 275,920 Public Art Fees 40,000 General Fund 36,40039,90034,90038,70040,400 Total Public Art Fund 352,32039,90034,90038,70040,400 LAW ENFORCEMENT BLOCK GRANT Federal Grants 312,89369,000 *Current year values reflect amounts rolled over from prior year appropriations for capital projects TOTAL 56,725,17427,997,751112,414,06919,928,45016,978,990 2015-17 Financial Plan E-3 CAPITAL IMPROVEMENT PLAN PROJECT EXPENDITURES BY FUND - CAPITAL OUTLAY AdoptedRevisedChange GENERAL PURPOSE CIP Streets ProposedEnhanced Streets & Sidewalks Maintenance 170,000170,000 Pedestrian and Bicycle Paths Grant*Bike Bridge at Phillips Lane 1,000,0003,244,000 2,244,000 Creek and Flood Protection Grant Silt Removal150,000150,000 Grant Marsh Street Bridge Replacement5,666,0005,666,000 Traffic Congestion Relief / Safety Improvements ProposedCalifornia & Taft Roundabout200,000200,000 Parks & Recreation ProposedTree Maintenance30,00030,000 Total General Purpose CIP6,816,0009,460,0002,644,000 2016-17 CIP *Project funded by more than one sourceC: Developer Contribution D: Item is being financed E-4 CAPITAL IMPROVEMENT PLAN PROJECT EXPENDITURES BY FUND - CAPITAL OUTLAY AdoptedRevisedChange LOCAL REVENUE MEASURE SUB-FUND Transportation Management AdoptedRevisedChange Neighborhood Traffic Improvements 20,00020,000 Traffic Safey Improvement Projects25,00025,000 Streets Street Reconstruction & Resurfacing1,630,7001,630,700 ProposedEnhanced Streets & Sidewalks Maintenance350,000350,000 Downtown Renewal6,0006,000 Streets Maintenance Trucks69,00069,000 Streets Maintenance Backhoe128,000128,000 Streets Maintenance Asphalt Grinder & Trailer Mount89,10089,100 Signals and Lighting Maintenance Lift Truck91,00091,000 Pedestrian and Bicycle Paths Sidewalk and Tree Replacements100,000100,000 ProposedEnhanced Streets & Sidewalks Maintenance100,000100,000 Replacement of Lighted Crosswalk on Higuera Street43,50043,500 Bicycle Facility Improvements100,000100,000 *Bike Bridge at Phillips Lane 250,000250,000 Creek and Flood Protection Storm Drain System Replacement574,300574,300 Marsh Street Bridge Replacement734,000734,000 Parks and Recreation Mission Plaza Railing Upgrade30,00030,000 Pedestrian and Bicycle Pathway Maintenance60,00060,000 Golf Course Pickup Truck28,50028,500 Park Major Maintenance & Repairs220,000220,000 Open Space Maintenance285,000285,000 ProposedEnhanced Park Maintenance220,000220,000 ProposedEnhanced Tree Maintenance185,000185,000 Proposed Enhanced Open Space Maintenance: Wildland-Urban Interface & Invasive Species Program Implementation 100,000100,000 Community Development Open Space Acquisition 250,000250,000 2016-17 CIP *Project funded by more than one sourceC: Developer Contribution D: Item is being financed E-5 CAPITAL IMPROVEMENT PLAN PROJECT EXPENDITURES BY FUND - CAPITAL OUTLAY AdoptedRevisedChange LOCAL REVENUE MEASURE SUB-FUND Police Protection Police Marked Patrol Sedans 129,700129,700 Police Traffic Safety Motorcycles34,20034,200 Fire & Environmental Safety Fire Emergency Response SUV99,400115,647 Fire Electronic Patient Care Reporting System25,70025,700 Fire Station 2 Exterior Driveway Ramp Replacement10,00010,000 Buildings Buildings80,00080,000 Total Revenue Measure Fund5,113,1006,084,347955,000 FLEET REPLACEMENT FUND Fire & Environmental Safety D Fire Emergency Response Pumper900,000894,650(5,350) Streets D Streets Maintenance HD Truck Sweeper Unit266,600246,818(19,782) Parks Maintenance Parks Maintenance Equipment9,5009,500 Tree Maintenance Heavy Duty Truck with Boom Lift185,000185,000 Tree Maintenance Equipment112,200112,200 Golf Course Mowers35,30035,300 Information Technology Finance & Information Technology SUV (2)63,60063,600 Buildings Building & Safety SUV's54,00054,000 Fleet Management City Pool Cars68,20068,200 Total Fleet Replacement Fund1,694,4001,669,268(25,132) 2016-17 CIP *Project funded by more than one sourceC: Developer Contribution D: Item is being financed E-6 CAPITAL IMPROVEMENT PLAN PROJECT EXPENDITURES BY FUND - CAPITAL OUTLAY AdoptedRevisedChange INFORMATION TECHNOLOGY REPLACEMENT FUND Replacements Enterprise Storage Growth 50,00050,000 E-Mail System35,00035,000 *VM Infrastructure 202,644202,644 *Server Operating System Software 41,868 41,868 Total Information Technology Replacement Fund 329,512329,512 MAJOR FACILITY REPLACEMENT FUND Fire & Environmental Safety Fire Station 1/City EOC Carpet and Painting 88,60088,600 Facilities Maintenance 146,000 146,000 Buildings Proposed Facilities Maintenance Master Plan 270,000 270,000 Total Major Facility Replacement Fund234,600504,600270,000 LAW ENFORCEMENT GRANT FUND Grant Police Body Worn Cameras 69,00069,000 Total Law Enforcement Grant Fund 69,00069,000 TOTAL CAPITAL OUTLAY FUND 14,256,61218,116,727 3,860,115 TOTAL DEBT FINANCING 1,166,6001,141,468 (25,132) TOTAL FEDERAL AND STATE GRANTS 6,885,0009,129,000 2,244,000 2016-17 CIP *Project funded by more than one sourceC: Developer Contribution D: Item is being financed E-7 CAPITAL IMPROVEMENT PLAN PROJECT EXPENDITURES BY FUND - PUBLIC ART FUND AdoptedRevisedChange PUBLIC ART FUND Public Art39,90039,900 TOTAL PUBLIC ART FUND39,90039,900 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Federal and State Grants Grant Sidewalk Ramp Construction105,000105,000 TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND$105,000$105,000 2016-17 CIP PROJECT EXPENDITURES BY FUND - COMMUNITY DEVELOPMENT BLOCK GRANT FUND *Project funded by more than one sourceC: Developer Contribution D: Item is being financed E-8 CAPITAL IMPROVEMENT PLAN PROJECT EXPENDITURES BY FUND - TRANSPORTATION IMPACT FEE FUND AdoptedRevisedChange TRANSPORTATION IMPACT FEES Federal and State Grants *Prado Road Bridge Widening 300,000300,000 TOTAL TRANSPORTATION IMPACT FEE FUND$300,000$300,000 PROJECT EXPENDITURES BY FUND - OPEN SPACE PROTECTION FUND OPEN SPACE PROTECTION FUND Federal and State Grants Grant Open Space Acquisition2,000,0002,000,000 TOTAL OPEN SPACE PROTECTION FUND$2,000,000$2,000,000 PROJECT EXPENDITURES BY FUND - ENTERPRISE AND AGENCY FUNDS WATER FUND Water Treatment Plant-Major Facility Maintenance 170,000170,000 *Water Distribution System Improvements 1,762,500382,500(1,380,000) Tank Maintenance 700,000900,000200,000 Reservoir #2 Replacement 5,300,000 (5,300,000) ProposedGroundwater Program 1,470,0001,470,000 Fleet Replacement Utilities Services Pickup Truck 25,20025,200 IT Replacements *VM Infrastructure 8,9458,945 *Server Operating System 1,8481,848 TOTAL WATER FUND 7,968,4932,958,493(5,010,000) 2016-17 CIP *Project funded by more than one sourceC: Developer Contribution D: Item is being financed E-9 CAPITAL IMPROVEMENT PLAN PROJECT EXPENDITURES BY FUND - ENTERPRISE AND AGENCY FUNDS AdoptedRevisedChange SEWER FUND Wastewater Collection *Water Distribution System Improvements 82,50082,500 Wastewater Collection System Improvements 875,000185,000(690,000) Lift Station replacements 1,375,0001,905,000530,000 Water Resource Recovery Facility Upgrade 2,832,0001,300,000(1,532,000) D Water Resource Recovery Facility Upgrade 74,000,000 (74,000,000) Water Resource Recovery Facility Major Maintenance 155,000105,000(50,000) *Marsh Street Bridge Replacement 240,000240,000 Fleet Replacement Wastewater Collections Trucks w/Utility Box & Crane 144,000144,000 Wastewater Collections Portable Sewage Pump 36,90036,900 IT Replacements *VM Infrastructure 20,61520,615 *Server Operating System 4,2604,260 TOTAL SEWER FUND 79,765,2754,023,275(75,742,000) PARKING FUND *Parking Structures Assessment and Rehabilitation Study 10,00010,000 Vehicle License Plate Recognition 10,000 10,000 Radio Handhelds and Mobiles Replacement Storage Capacity Upgrade and Replacement Fleet Replacement Parking SUV 27,100 27,100 IT Replacements *VM Infrastructure 3,0653,065 *Server Operating System 633633 TOTAL PARKING FUND 50,79850,798 2016-17 CIP *Project funded by more than one sourceC: Developer Contribution D: Item is being financed E-10 CAPITAL IMPROVEMENT PLAN PROJECT EXPENDITURES BY FUND - ENTERPRISE AND AGENCY FUNDS AdoptedRevisedChange TRANSIT FUND IT Replacements *VM Infrastructure 4,7514,751 *Server Operating System 982982 5,7335,733 Federal and State Grants Bus Stop Shelters and Bench Improvements 92,00036,000(56,000) Bus Stop Equipment Projects Including Signage and Cameras31,300 (31,300) Proposed Transit AVL System 186,636186,636 Total Grants 123,300222,63699,336 TOTAL TRANSIT FUND 129,033228,36999,336 WHALE ROCK FUND Whale Rock Pump Station Isolation Valve Replacement 61,00061,000 Whale Rock Weather Station Replacements 20,00020,000 Fleet Replacement Whale Rock 4x4 SUV 31,50031,500 IT Replacements *VM Infrastructure 1,9801,980 *Server Operating System 409409 TOTAL WHALE ROCK FUND 114,889114,889 TOTAL ENTERPRISE & AGENCY FUNDS $90,473,388$9,820,724-$80,652,664 TOTAL ALL FUNDS 104,730,00027,937,451(76,792,549) 2016-17 CIP *Project funded by more than one sourceC: Developer Contribution D: Item is being financed E-11 C A P I T A L I M P R O V E M E N T P L A N – G E N E R A L G O V E R N M E N T FA C I L I T I E S M A S T E R P L A N Pr o j e c t D e s c r i p t i o n Pr e p a r i n g a n u p d a t e d f a c i l i t i e s m a s t e r p l a n t o g u i d e t h e i m p r o v e me n t , m a i n t e n a n c e a n d r e p l a c e m e n t o f C i t y f a c i l i t i e s w i l l c o s t $270,000 in 2016-17, including $2 0 , 0 0 0 t o a u g m e n t t h e r e l a t e d P o li c e D e p a r t m e n t f a c i l i t i e s a s s e s s m e n t , a n d $ 5 0 , 0 0 0 t o a d d r e s s i n t e r i m f a c i l i t y n e e d s f o r C o m m u nity Development. M a i n t e n a n c e / R e p l a c e m e n t N e w p r o j e c t F l e e t R e p l a c e m e n t N e w F l e e t R e q u e s t C o u n c i l G o a l / M e a s u r e G P r i o r i t y - L i s t : F i s c a l S u s t a i n a b i l i t y & R e s p o n s i b i l i t y Ne e d a n d U r g e n c y Th e C i t y o f S a n L u i s O b i s p o o w n s a n d i s re s p o n s i b l e f o r 2 2 1 , 0 0 0 s q u a r e f e e t o f b u i l d i n gs . T h i s i n v e n t o r y c o n s i s t s o f a l l t y p e s of f a c i l i t i e s , i n c l u d i n g , f i r e s t a t i o n s , go l f c o u r s e s , C i t y H a l l , a n d o t h e r s t r u c t u r e s . A t s o m e p o i n t i n t i me e a c h o f t h e s e s p a c e s w i l l n ee d t o b e e v a l u a t e d t o d e t e r m i ne i f t h e p h y s i c a l s p a c e s h a v e o u t l i v e d th e i r o r i g i n a l p u r p o s e . T h e r e m a y b e a d d i t i o n a l o r m o d i f i e d s p a ce n e e d s . T h e b u i l d i n g m a y n o l o n g e r m e e t c u r r e n t c o d e s , o r t h e heating systems and roofs are ou t d a t e d . M a i n t e n a n c e c o s t s o f o l d s y s t e m s m a y n o l o n g e r b e fi s c a l l y r e s p o n s i b l e . N e w r e g u l a t i o n s , i n c r e a s i n g e n e r g y c o s t s a n d changes in the way business is do n e m a y m a k e w h a t w a s o n c e a p e r f e c t l y u s a b le s p a c e i n t o a p l a c e t h a t i s i n e f f i c i e n t , co s t l y t o m a i n t a i n , o r i n s u f f i c i e n t f o r cu r r e n t n e e d s . Ch a n g e i s c o n s t a n t . I n o r d e r t o k e e p u p w it h c h a n g e , a n o r g a n i z a t i o n n e e d s t o c o n s t a n t l y r e - i n v e n t i t s e l f a n d i t s s p a c e s . T h i s is w h e r e M a s t e r P l a n n i n g a n d F a c i l i t y Ev a l u a t i o n s c a n m a k e a d i f f e r e n c e t o t h e o r ga n i z a t i o n . A g o o d M a s t e r P l a n w i l l r e v i e w o r g a n i z a t i o n a l g o a l s a n d m a k e s u r e t h e m u nicipal facilities help to meet th o s e g o a l s , w h i l e s a v i n g m o n e y a n d i m p r o v i n g c o n d i t i o n s f o r e m p l o y e e s an d c u s t o m e r s . T h e C i t y ’ s m o s t r e c e n t M a s t e r P l a n w a s c ompleted in 1988. Th e r e i s a d i f f e r e n c e b e t w e e n p l a n n i n g a n d a M a s t e r P l a n . E v e r y o n e m a k e s a c t i o n p l a n s t h a t h e l p m e e t t h e i r g o a l s . A M a s t e r P l a n goes a bit farther by using pr o f e s s i o n a l e v a l u a t i o n a n d a s s e s s m e n t t o o l s t o d e r i v e a s e r i e s o f o p ti o n s t h a t a r e t h e n s t u d i e d t o d e t e r m i n e t h e b e s t w a y f o r w ard. The Master Plan process ty p i c a l l y a s k s t w o q u e s t i o n s : 1 ) w h a t i s n e e d ed t o s u p p o r t t h e p r o g r a m s , s e r v i c e s , s t a ff , a n d c o m m u n i t y u s e s , a n d 2 ) w h a t i s t h e b e s t r e s p o n s e t o those needs at the mo s t e c o n o m i c a l c o s t . T h e a n s w e r s a r e b e s t o b t a i n e d t h r o u g h t h e s e r v i c e s o f a r c h i t e c t s , e n g i n e e r s , a n d p r o g r a m i n g s p e c i a l i s t s e xp e r i e n c e d w i t h l a r g e f a c i l i t i e s a n d co m p l e x o r g a n i z a t i o n s t h a t k n o w t h e l o c a l a r e a ’ s t r a d e s m e n a n d c o s t s . Fa c i l i t i e s M a s t e r P l a n To d e t e r m i n e t h e n e e d , t h e p r o f e s s i o n a l s t a r t s b y c o n d u c t i n g a n a n al y s i s o f t h e b u i l d i n g s a n d s it e s t o u n d e r s t a n d t h e c u r r e n t s p a c e u s e , t h e s t a t u s o f e x i s t i n g me c h a n i c a l a n d e l e c t r i c a l s y s t e m s , t h e c o n d i t i o n o f t h e b u i l d i n g e n v e l o p e , a n d w h e t h e r t h e f a c i l i t y s t i l l s e r v e s t h e o r g a n i z a t i o n ’ s n e e d s a n d g o a l s . T h e p h y s i c a l ne e d s o f t h e f a c i l i t y a r e s u m m a r i ze d i n a f a c i l i t i e s a n a l y s i s , w h i c h c o n t a i n s d e s c ri p t i o n s o f p o t e n t i a l i s s u e s , o f f e r s s o l u t i o n s a n d e s t a b l i s h e s c o s t s . T h e s p a c e n e e d s of t h e o r g a n i z a t i o n a r e d e t e r m i n e d b y a n in d e p t h s t u d y o f o p e r a t i o n s a n d g o a l s , a n d a d e t e r m i n a t i o n o f t h e a b i l i t y o f t h e p h y s ic a l s p a c e t o s u i t t h o s e o p e r a t i o n s . Th e s e t w o i n v e s t i g a t i o n s s t a r t t o d e f i n e t h e n e e d . U s i n g t h i s i n fo r m a t i o n , t h e s p e c i a l i s t w i l l s t a r t d e v e l o p i n g c o n c e p t u a l s o l ut i o n s f o r b u i l d i n g r e n o v a t i o n , g r o w t h or c o n s o l i d a t i o n , a n d w i l l d e v e l o p a p l a n t o m a n a g e t h e p h y s i c a l n e e d s o f t h e f a c i l i t y o v e r a 5 , 1 0 , o r 2 0 y e a r p e r i o d . I n i t i a l p l a n n i n g i d e n t i f i e s r e g u l a t o r y i s s u e s , an d c o s t s t h a t w o u l d a p p l y t o a n y i m p r o v e m e n t . I t a l s o p r o v i d e s a t i m e l i n e f o r f u n d i n g . I t m a y b e t h a t t h e p l a n n i n g p r o c e s s i d en t i f i e s a n e e d t o r e l o c a t e , o r a n e e d E- 1 2 C A P I T A L I M P R O V E M E N T P L A N – G E N E R A L G O V E R N M E N T FA C I L I T I E S M A S T E R P L A N fo r a n e w f a c i l i t y . T h e r e l a t i v e l y l o w c o s t t o h a v e a p r o f e s s i o n a l M a s t e r P l a n f o r m u l a t e d w i l l p a y i t s e l f b a c k m a n y t i m e s o v e r in c o s t s a v i n g s f r o m w e l l t h o u g h t o u t im p r o v e m e n t s . A g o o d M a s t e r P l a n e s t a b l i s h e s a s e r i e s o f g o a l s f o r t h e f a c i l i t y f o r t h e n e x t 5 , 1 0 , o r 2 0 y e a r s . I t t u r n s c o m p l e x c h a n g e i n t o a s t r a i g h t f o r w a r d a c t i v i t y . J u s t a s t h e ne e d s o f a n o r g a n i z a t i o n c a n c h a n g e a n d g r o w t h e M a s t e r P l a n c h an g e s t o o . T h e P l a n s h o u l d b e r e v i e w e d a n d u p d a t e d e v e r y 5 y e a r s . Having a Master Plan keeps bu i l d i n g s a l i g n e d w i t h b u s i n e s s p l a n s , c a n s a v e m on e y , a n d h e l p t h e o r g a n i z a t i o n g r o w a n d s u c c e e d . Th e l a s t g e n e r a l f a c i l i t i e s m a s t e r p l a n w a s c o m p l e t e d i n 1 9 8 8 a n d c o v e r e d e x p e c t e d fa c i l i t y r e l a t e d i s s u e s t o 2 0 1 0 . W h i l e s e v e r al o f t h e s p a c e i s s u e s i d e n t i f i e d i n th e p l a n h a v e b e e n a d d r e s s e d ( r e p l a c e F i r e S t a t i o n # 1 , r e p l a c e P a rk s a n d R e c r e a t i o n a d m i n i s t r a t i o n , a d d s t o r a g e a n d c o v e r e d e q u i p m e n t a r e a a t C o r p o r a t i o n Y a r d ) , ma n y a r e a s o f n e e d r e m a i n . Co r p Y a r d s t o r a g e n e e d s w e r e i d e n t i f i e d i n 1 9 8 8 a s 1 8 , 0 0 0 s q u a r e fe e t o f e n c l o s e d s t o r a g e s p a c e . T h i s w a s p r e d i c t e d t o e x p a n d t o 25,000 to 30,000 square fe e t b y 2 0 1 0 . T h e C o r p Y a r d w a r e h o u s e c on s t r u c t e d i n 2 0 0 2 i n c l u d e s 6 , 0 0 0 s q u a r e f e e t o f e n c l o s e d s t o r a g e s p a c e . T h e A d m i n b u i l d ing was also identified fo r e x p a n s i o n o f s t a f f . T h e b u i l d i n g o f f i ce s p a c e s a r e c u r r e n t l y f u l l y o c c u p i e d . Th e p o l i c e d e p a r t m e n t a d m i n b u i l d i n g w a s a s se s s e d i n 1 9 8 8 a s h a v i n g : l i m i t e d f l e x i b i l i t y , p o o r a c o u s t i c a l p r i v a c y , u n d e r s i z e d e mployee lounge, in a d e q u a t e l o c k e r r o o m s , a n d i n e f f i c i e n t c l er i c a l s p a c e . T h e s i t e w a s e v a l u a t e d a g a i n in 2 0 0 3 a s i n s u f f i c i e n t l y s i z e d t o m e e t p resent needs; employee and pu b l i c p a r k i n g i s i n v e r y s h o r t s u p p l y , w i t h s o m e i n t e r i o r a r ea s i n e f f i c i e n t l y u t i l i z e d . T h e m a in e l e c t r i c a l p a n e l w a s e v a l u a t e d in 2004 and found to have; li m i t e d a v a i l a b i l i t y o f r e p l a c e m e n t b r e a k e r s f o r t h i s a g e p a n e l , c o m b i n e d w i t h t h e mu l t i p l e m o d i f i c a t i o n s e n d u r e a n d p r o x i m i t y to existing water pipes ma k e i t a c a n d i d a t e f o r r e p l a c e m e n t t o : c o r r e c t e x i s t i n g e l e c t r i c a l c o d e v i o l a t i o n s , r e m o v e f i e l d m o d i f i c a t i o n s a n d a b a n d o n e d e q u i p m e n t , p r o v i d e U . L . li s t i n g t o t h e m a i n e l e c t r i c a l s e r v i c e e q u i p m e n t , i m p r o v e s y s t e m r e l i a b i l i t y a n d p a r t s a v a i l a b i l i t y . In 1 9 8 8 F i r e s t a t i o n # 2 w a s f o u n d t o h a v e ; e ng i n e b a y s t o o s m a l l t o a c c o m m o d a t e l a r g e e qu i p m e n t w i t h a n o u t d a t e d e n g i n e b a y d e s ign requiring returning ve h i c l e s t o b a c k i n t o t h e b a y s , s t o r ag e s p a c e , o f f i c e s p a c e , a n d b u n k s p a c e s a r e i n ad e q u a t e a n d n o f a c i l i t i e s e x i s t f o r f e m a l e firefighters. The building was ev a l u a t e d a s w e l l m a i n t a i n e d a n d c o u l d r e m a i n i n u s e f o r a n o t h e r 2 0 y e a r s , u n t i l 2 0 0 8 . In 1 9 8 8 F i r e s t a t i o n # 4 w a s f o u n d t o h a v e i n f i l t r a t i o n p r o b l e m s a t o p e n i n g i n m a s o n r y w a l l s , d e f i c i e n c i e s i n c l u d i n g c i r c u l a t i o n through bunk areas, lack of en t r y a r e a , i n a d e q u a t e b u n k a n d l o u n g e s p ac e s , s m a l l a p p a r a t u s b a y a r e a , a n d l a c k o f f a c i l i t i e s f o r f e m a l e f i r e f i g h t e r s . Th e 1 9 8 8 f a c i l i t i e s m a s t e r p l a n g o e s o n t o i d e n t i f y a n a d d i t i o n a l 1 8 , 0 0 0 t o 2 0 , 0 0 0 s q u a r e f e e t o f n e e d e d o f f i c e s p a c e b y 2 0 1 0 . Wi t h t h e a d d i t i o n o f 9 1 9 P a l m ho u s i n g P u b l i c W o r k s a n d C o m m u n i t y D e v e l o p m e n t , t h e r e n o v a t i o n of 8 7 9 M o r r o t o h o u s e U t i l i t i e s a d m i n i s t r a t i o n , a n d t h e e l i m i n a t ion of 955 Morro, the net of f i c e s p a c e g a i n i s a p p r o x i m a t e l y 1 5 , 0 0 0 s q u a r e f e e t . T h e s p a c e n e ed s a t t h e t i m e d i d n o t t a k e i n t o a c c o u n t t h e c r e a t i o n o f t h e I n f o r m a t i o n T e c h n o l o g y d i v i s i o n , wi t h a G I S c o m p o n e n t , o r t h e s i g n i f i c a n t g r o w t h i n c o d e e n f o r c em e n t a n d d e v e l o p m e n t r e v i e w s t af f i n g . T h e f a c i l i t i e s m a s t e r p l a n g o e s o n t o i d e n t i f y n e e d s a t re c r e a t i o n f a c i l i t i e s , l i b r a r i e s , a n d l ea s e d s p a c e s s u c h a s t h e a r t c e n t e r . Wh i l e m a n y t e n a n t i m p r o v e m e n t s h a v e b e e n m a d e a n d s e v e r a l bu i l d i n g s r e p l a c e d t o e a s e t h e s p a c e a n d p r o g r a m i n g i s s u e s , a s i g n i f i cant number of items remain un a d d r e s s e d f r o m t h e 1 9 8 8 s t u d y , o r h a v e a r i s e n i n t h e p a s t 2 8 y ea r s . A n u p d a t e d f a c i l i t i e s m a s t e r p l a n w i l l c a p t u r e t o d a y ’ s n e e d s t o p l a n f o r t o m o r r o w ’ s p r o j e c t s th a t r e n o v a t e o r r e p l a c e C i t y f a c i l i t i e s w i t h t h e a d d i t i o n a l r e s ou r c e s n e e d e d t o o p e r a t e a n d m a i n t a i n e x i s t i n g a n d n e w i n f r a s t r uc t u r e . T h e f a c i l i t i e s m a s t e r p l a n i s in t e n d e d t o e v a l u a t e t h e g e n e r a l c o n d i t i o n o f b u i l d i n g s a n d g a u g e t h e c o n d i t i o n a g a i n s t t h e c u r r e n t a n d f u t u r e p r o g r a m i n g n e e d s t o c r e a t e a b r o a d - v i e w o f l o n g - te r m f a c i l i t y p r o j e c t s . E- 1 3 C A P I T A L I M P R O V E M E N T P L A N – G E N E R A L G O V E R N M E N T FA C I L I T I E S M A S T E R P L A N Bu i l d i n g L i s t R e c o m m e n d e d f o r I n c l u s i o n i n t h e M a s t e r P l a n : 1. Ci t y H a l l 2. 91 9 P a l m O f f i c e s 3. Pa r k s & R e c r e a t i o n A d m i n 4. Se n i o r C e n t e r 5. Lu d w i c k C e n t e r 6. Co r p o r a t i o n Y a r d 7. Si n s h e i m e r A q u a t i c s C e n t e r 8. Fi r e S t a t i o n s 9. Li t t l e T h e a t e r ( O l d L i b r a r y ) 10 . Ut i l i t i e s A d m i n i s t r a t i o n Po l i c e D e p a r t m e n t A s s e s s m e n t Th e P o l i c e D e p a r t m e n t i s c o m p l e t i n g a s e p a r a t e , m o r e d e t a i l e d a n d f o c u s e d p r o j e c t a r o u n d s p a c e n e e d s a n d f a c i l i t y l i f e s p a n . A n u p d a t e t o t h e p r e v i o u s a s s e s s m e n t wi l l b e c o m p l e t e d a l o n g w i t h p r e l i m i n a r y d es i g n s f o r a n e x p a n d e d f a c i l i t y i n t h e e x i s ti n g l o c a t i o n . A n a d d i t i o n a l $ 2 0 , 0 0 0 i s i nc l u d e d i n t h i s r e q u e s t t o a u g m e n t t h e ex i s t i n g 2 0 1 5 - 1 6 P o l i c e D e p a r t m e n t A s s e s s m e n t p r o j e c t . 91 9 P a l m S t r e e t O f f i c e R e c o n f i g u r a t i o n Th e C i t y ’ s C o m m u n i t y D e v e l o p m e n t a n d P u b l i c W o r k s d e p a r t m e n t a l o f f i c e s , l o c a t e d o n 9 1 9 P a l m S t r e e t , w e r e o r i g i n a l l y c o n s t r u c t e d and occupied in 2006. Over th e p a s t t e n y e a r s , g r o w t h i n t h e C o m m u n i t y D e v e l o p m e n t a n d P u b li c W o r k s d e p a r t m e n t s h a s b e e n a c c om m o d a t e d a t 9 1 9 P a l m i n a v a r iety of ways. Recent ac c o m m o d a t i o n o f C D D s t a f f h a s i n c l u d e d r e c o n f i g u r i n g o f m o d u l a r f u r n i t u r e , c r e a t i n g s h a r e d w o r k s p a c e s , a n d d i g i t i z i n g d o c u m e n ts to reduce storage needs. The Co m m u n i t y D e v e l o p m e n t D e p a r t m e n t r e c e n t l y c o m m i s s i o n e d a s t u d y of t h e o f f i c e s p a c e a t 9 1 9 P a l m t o b e t t e r u n d e r s t a n d t h e o p t i o n s available for reconfiguring th e e x i s t i n g m o d u l a r s y s t e m t o s u p p o r t d e p a r t m e n t w o r k f l o w . I n ad d i t i o n , c h a n g e s a r e n o w p r o p o s e d to e n a b l e c u s t o m e r s e r v i c e e nhancements through the cr e a t i o n o f a o n e - s t o p s h o p f o r p e r m i t s e r v i c e s . T h i s C I P e f f o r t i n c l u d e s $ 5 0 , 0 0 0 t o d e s i g n a r e c o n f i g u r a t i o n o f e x i s t i n g s p a c e a n d t h e o n e s t o p p e r m i t s h o p . A se p a r a t e S O P C i s p r o p o s e d t o l e a s e a p p r o x i m a t e l y 2 , 0 0 0 s q u a r e f e et o f n e w o f f i c e s p a c e f o r t h r e e y e a r s . T h r e e y e a r s w i l l p r o v i d e s u f f i c i e n t t i m e f o r t h e n e w o f f i c e sp a c e d e s i g n t o b e i m p l e m e n t e d t o b e t t e r a c c o m m o d a t e s t a f f in a c o l l a b o r a t i v e a n d p r o d u c t i v e w o r k e n v i r o n m e n t . Re a d i n e s s t o B u i l d S t u d y c o m p l e t e o r n / a E q u i p m e n t p u r c h a s e d o r n / a P r o p e r t y o w n e d o r p r o p e r t y a g r e e m e n t i n p l a c e n / a E n v i r o n m e n t a l a p p r o v a l a nd p e r m i t s c o m p l e t e o r n / a S p e c i f i c a t i o n s o r c o n s t r u c t i o n d o c u m e n t s c o m p l e t e n / a I T S t e e r i n g C o m m i t t e e r e v i e w n / a E- 1 4 C A P I T A L I M P R O V E M E N T P L A N – G E N E R A L G O V E R N M E N T FA C I L I T I E S M A S T E R P L A N En v i r o n m e n t a l R e v i e w a n d P e r m i t s R e q u i r e d E n v i r o n m e n t a l R e v i e w n / a B u i l d i n g P e r m i t n / a W a t e r w a y P e r m i t s ( F i s h & G a m e , W a t e r Q u a l i t y , A r m y C o r p s ) n / a R a i l r o a d n / a O t h e r : ( E n t e r t h e t i t l e a n d a g e n c y o f a n y o t h e r n e e d e d p e r m i t s ) n / a Op e r a t i n g P r o g r a m N u m b e r a n d T i t l e : 50 1 0 0 P u b l i c W o r k s A d m i n Pr o j e c t P h a s i n g a n d F u n d i n g S o u r c e s C o n t i n u i n g , o n g o i n g o r m a s t e r a c c o u n t p r o j e c t - P o l i c e D e p a r t me n t A s s e s s m e n t C I P , S p e c i f i c a ti o n N o . 9 1 3 6 5 – A d d i t i o n a l $ 2 0 , 0 0 0 In i t i a l P r o j e c t C o s t s b y P h a s e Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l St u d y ( F a c i l i t i e s M a s t e r P l a n ) $ 2 0 0 , 0 0 0 $ 2 0 0 , 0 0 0 St u d y ( P o l i c e F a c i l i t y ) $ 4 5 , 0 0 0 $ 2 0 , 0 0 0 $ 0 $ 6 5 , 0 0 0 St u d y ( 9 1 9 P a l m ) $ 5 0 , 0 0 0 $ 5 0 , 0 0 0 To t a l $ 4 5 , 0 0 0 $ 0 $ 2 7 0 , 0 0 0 $ 0 $ 0 $ 0 $ 3 1 5 , 0 0 0 Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ut i l i t i e s $0 Ma i n t e n a n c e m a t e r i a l s $0 Pr o p e r t y r e n t a l / l e a s e $0 St a f f $0 Co n t r a c t S e r v i c e s $ 0 $ 0 $ 0 Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On goi n g C o s t s b y T ype E- 1 5 C A P I T A L I M P R O V E M E N T P L A N – G E N E R A L G O V E R N M E N T FA C I L I T I E S M A S T E R P L A N De t a i l o f o n g o i n g c o s t s a n d a l t e r n a t i v e s t o o n g o i n g c o s t s i n c l u d i n g r e t u r n o n i n v e s t m e n t i n f o r m a t i o n : Th e T r i p l e B o t t o m L i n e a n a l y s i s m e t h o d w i l l b e a c o m p o n e n t o f th e s t u d y ; t h i s w i l l u s e a m u l t i - cr i t e r i a a s s e s s m e n t a p p r o a c h f o r e v a l u a t i n g a l t e r n a t i v e s o r o p t i o n s ba s e d o n t h e e c o n o m i c , e n v i r o n m e n t a l , a n d s o c i a l i m p a c t s o f t h e a l t e r n a t i v e s o r o p t i o n s . I n p r a c t i c a l t e r m s , t r i p l e b o t t o m l i n e a c c o u n t i n g m e a n s e x p a n d i n g t h e re p o r t i n g f r a m e w o r k t o t a k e i n t o a c c o u n t e n v i r o n m e n t a l a n d s o ci a l p e r f o r m a n c e i n a d d i t i o n to f i n a n c i a l p e r f o r m a n c e . Th e f i r s t s t e p i n t h e s u s t a i n a b l e o p t i o n s ev a l u a t i o n p r o c e s s i s t h e d e v e l o p m e n t o f a m a s t e r l i s t o f p o t e n t i a l s u s t a i n a b l e o p t i o ns f o r r e h a b i l i t a t i o n p r o j e c t s . T h e s e su s t a i n a b l e o p t i o n s f o r r e h a b i l i t a t i o n p r o j e c t s a r e t h e n c o r r e l a t e d t o t h e T r i p l e B o t t o m L i n e E v a l u a t i o n C r i t e r i a . U s i n g a m a s t er l i s t , a l i s t o f v i a b l e s u s t a i n a b l e op t i o n s i s t h e n d e v e l o p e d f o r e a c h o f t h e b u i l d i n g s . S u s t a i n a b l e o p t i o n s i n c l u d e d t ho s e t h a t y i e l d r e s o u r c e c o n s u m p t i o n r e d u c t i on s ( g a s , e l e c t r i c i t y , a n d w a t e r ) a n d ot h e r s t h a t p r o v i d e s o c i a l b e n e f i t s s u c h a s i m p r o v e d i n d o o r e n v i r o n m e n t a l q u a l i t y , h e a l t h , a n d h u m a n p e r f o r m a n c e . Th e b u i l d i n g - s p e c i f i c s u s t a i n a b l e o p t i o n s f o r re s o u r c e c o n s u m p t i o n r e d u c t i o n s a r e t h e n de v e l o p e d a n d t e s t e d a s a c o m p l e t e p a c k a ge for each building. The goal for ea c h b u i l d i n g i s t o y i e l d m a x i m u m p r a c t i c a l r e d u c t i o n i n g a s , e l e c t r i c i t y , a n d w a t e r u s e . T o e v a l u a t e u p g r a d e s i n d i v i d u a l l y w o u ld n o t p r o v i d e t h e c o m p l e t e p i c t u r e of t h e i n t e n d e d e f f e c t . I n a d d i t i o n , o t h e r e n v i r o n m e n t a l a n d s o c i a l b e n e f i t s p r o v i d e d b y t h e o p t i o n s a r e n o t e d . T h e s u s t a i n a b l e o p t i o n s e v a l u a t i o n s a r e t h e n s h o w n i n a t a b l e f o r e v a l u a t i o n s t h a t w e r e c o n d u c t e d a t e a c h o f t h e b u i l d i n g s . In g e n e r a l , a d d i t i o n a l c a p i t a l c o s t s w i l l b e i n c u r r e d t o i m p l e m en t t h e s u s t a i n a b l e o p t i o n s f o r ea c h b u i l d i n g . A s s u m i n g t h e C i t y c a n m a i n t a i n i t s c u r r e n t e n e r g y a n d wa t e r p r i c e s , t h e o p t i o n s d o n o t g e n e r a l l y pa y f o r t h e m s e l v e s i n t e r m s o f t h e r e s u l t a n t a n n u a l i z e d l i f e c y c l e c o s t ( i n c l u d e s c o ns i d e r a t i o n f o r r e d u c e d e n e r g y a n d wa t e r u s e ) . H o w e v e r , i n c r e a s e s i n e n e r g y c o s t s o r w a t e r c o s t s o v e r t h e l i f e o f t h e o p t i o n c o u l d r e s u l t i n a r e d u c t i o n o f t h e a n n u a l i z e d c o s t s t h a t c o u l d r e s u l t i n c o s t sa v i n g s f o r t h e C i t y . In a d d i t i o n , i m p l e m e n t a t i o n o f t h e s u s t a i na b l e o p t i o n s f o r r e h a b i l i t a t i o n p r o j e c t s c o n t ri b u t e s t o t h e f o l l o w i n g T r i p l e B o t t o m L in e C r i t e r i a : En v i r o n m e n t a l Re d u c e d e n e r g y u s e Mi n i m i z e d c a r b o n f o o t p r i n t Mi n i m i z e d r e s o u r c e u s e So c i a l Im p r o v e d q u a l i t y o f l i f e Im p r o v e d i n f r a s t r u c t u r e Im p r o v e d i n d o o r e n v i r o n m e n t a l q u a l i t y, h e a l t h , a n d h u m a n p e r f o r m a n c e An t i c i p a t e d F a c i l i t y L i f e S p a n : M a s t e r p l a n s s h o u l d b e r e v i e w e d an d u p d a t e d e v e r y 5 y e a r s t o k ee p u p w i t h c h a n g i n g o p e r a t i o n s a nd conditions. E- 1 6 C A P I T A L I M P R O V E M E N T P L A N – G E N E R A L G O V E R N M E N T FA C I L I T I E S M A S T E R P L A N Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ge n e r a l F u n d $ 2 7 0 , 0 0 0 $ 0 $ 2 7 0 , 0 0 0 To t a l $ 0 $ 0 $ 2 7 0 , 0 0 0 $ 0 $ 0 $ 0 $ 2 7 0 , 0 0 0 Pr o j e c t F u n d i n g b y S o u r c e Re d u c e d / E n h a n c e d P r o j e c t A l t e r n a t i v e s A l t e r n a t e p r o j e c t i s f e a s i b l e o r a d v a n t a g e o u s – C o s t o f a l t e r n a t i v e p r o j e c t : P r o j e c t c a n b e p h a s e d – N u m b e r o f y e a r s f o r p h a s i n g : Th e p r o j e c t c o u l d b e p h a s e d o v e r m u l t i p l e y e a r s t o a d d r e s s t h e t h r ee a r e a s o f f u n d i n g , 1 ) f a c i l i t i e s m a s t e r p l a n n i n g , 2 ) p o l i c e f a c i l i t y , 3 ) 9 1 9 P a l m i n t e r i m c h a n g e s . Pr o j e c t T e a m As s i g n m e n t P r o g r a m E s t i m a t e d H o u r s Pr o j e c t P r o p o n e n t PW - A d m i n / B u i l d M a i n t 80 Pr o j e c t M a n a g e r CI P E n g i n e e r i n g – D e s i g n 17 0 Co n t r a c t M a n a g e m e n t CI P E n g i n e e r i n g / A d m i n 40 E- 1 7 C I P R E Q U E S T - TR A N S P O R T A T I O N CA L I F O R N I A & T A F T R O U N D A B O U T Pr o j e c t D e s c r i p t i o n Co m p l e t i n g s t u d y a n d d e s i g n t o i n s t a l l a r o u n d a b o u t a t t h e i n t e rs e c t i o n o f C a l i f o r n i a & T a f t t o a d d r e s s t r a f f i c s a f e t y a n d o p e r at i o n a l i s s u e s w i l l c o s t $ 2 0 0 , 0 0 0 i n 20 1 6 - 1 7 . M a i n t e n a n c e / R e p l a c e m e n t N e w p r o j e c t F l e e t R e p l a c e m e n t N e w F l e e t R e q u e s t I T R e p l a c e m e n t C o u n c i l M C G / O I O – L i s t : M u l t i m o d a l T r a n s p o r t a t i o n M e a s u r e G P r i o r i t y - L i s t : I n f r a s t r u c t u r e M a i n t e na n c e , P u b l i c S a f e t y , & T r a f f i c C o n g e s t i o n R e l i e f Ne e d a n d U r g e n c y As p a r t o f t h e C i t y ’ s G e n e r a l P l a n U p d a t e & C a l P o l y H o u s i n g S o u t h E n v i r o n m e n t a l I m pa c t R e p o r t s t h e i n t e r s e c t i o n o f C a l i f o r n i a & Taft has been identified as op e r a t i n g w i t h e x c e s s i v e c o n g e s t i o n , l e v e l o f s e r v i c e F , d u r i n g p ea k h o u r s . T h i s l e v e l o f c o n g e s t i o n e x c e e d s t h e C i t y ’ s g e n e r a l plan thresholds. In addition to op e r a t i o n a l d e f i c i e n c i e s t h i s i n t e r s e c t i o n a l s o e x p e r i e n c e s a h i g h r a t e a n d s e v e r i t y o f c o l l i s i o n s . I n t h e l a s t f i v e y e a r s t h e r e h a v e b e e n a p p r o x i m a t e l y 3 0 t r a f f i c co l l i s i o n s , a p p r o x i m a t e l y 2 0 r e s u l t e d i n i n j u r i e s a n d o f t h o s e 8 i nv o l v e d p e d e s t r i a n s o r c y c l i s t s . R o u n d a b o u t c o n t r o l i s p r o j e c te d t o r e d u c e c o n g e s t i o n t o a l e v e l o f se r v i c e A a n d m i t i g a t e t h e r a t e a n d s e v e r i t y o f t r a f f i c c o l l i s i o n s . R o u n d a b o u t c o n t r o l a t t h i s l o ca t i o n w i l l a l s o p r o v i d e k e y b ic y c l e a n d p e d e s t r i a n c o n n e c t i o n t o t h e Ra i l R o a d S a f e t y T r a i l f u r t h e r i n g t h e C i ty ’ s m o d a l s p l i t o b j e c t i v e s a n d i m p r o v i n g t h e a e s t h e t i c s o f t h e a r e a p r o v i d i n g o p p o r t u n it i e s f o r e n h a n c e d l a n d s c a p i n g a n d pu b l i c a r t . Th e i n t e r s e c t i o n o f C a l i f o r n i a & T a f t h a s b e e n a t o p r a n k i n g p r io r i t y f o r t r a f f i c c o n g e s t i o n a n d t r a f f i c s a f e t y i m p r o v e m e n t s f o r s e v e r a l y e a r s . W h e n p r e s e n t e d t o t h e Co u n c i l a s p a r t o f t h e C i t y A n n u a l T r a f f i c S a f e t y P r o g r a m t h e r e w a s i n t e r e s t f r o m t h e C o u n c i l i n a c c e l e r a t i n g t h e p r o j e c t , t h e r ef o r e s t a f f i s p r e s e n t i n g t h i s r e q u e s t at t h i s t i m e . Re a d i n e s s t o B u i l d S t u d y c o m p l e t e o r n / a E q u i p m e n t p u r c h a s e d o r n / a P r o p e r t y o w n e d o r p r o p e r t y a g r e e m e n t i n p l a c e n / a E n v i r o n m e n t a l a p p r o v a l a nd p e r m i t s c o m p l e t e o r n / a S p e c i f i c a t i o n s o r c o n s t r u c t i o n d o c u m e n t s c o m p l e t e n / a I T S t e e r i n g C o m m i t t e e r e v i e w n / a E- 1 8 C I P R E Q U E S T - TR A N S P O R T A T I O N CA L I F O R N I A & T A F T R O U N D A B O U T En v i r o n m e n t a l R e v i e w a n d P e r m i t s R e q u i r e d E n v i r o n m e n t a l R e v i e w n / a B u i l d i n g P e r m i t n / a W a t e r w a y P e r m i t s ( F i s h & G a m e , W a t e r Q u a l i t y , A r m y C o r p s ) n / a R a i l r o a d n / a O t h e r : ( E n t e r t h e t i t l e a n d a g e n c y o f a n y o t h e r n e e d e d p e r m i t s ) n / a Op e r a t i n g P r o g r a m N u m b e r a n d T i t l e : 50 5 0 0 T r a n s p o r t a t i o n P l a n n i n g & E n g i n e e r i n g Pr o j e c t P h a s i n g a n d F u n d i n g S o u r c e s In i t i a l P r o j e c t C o s t s b y P h a s e Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l St u d y $0 En v i r o n m e n t a l / P e r m i t $0 La n d A c q u i s i t i o n $ 6 0 , 0 0 0 $ 6 0 , 0 0 0 Si t e P r e p a r a t i o n $0 De s i g n $ 2 0 0 , 0 0 0 $ 2 0 0 , 0 0 0 Co n s t r u c t i o n $ 1 , 0 0 0 , 0 0 0 $ 1 , 0 0 0 , 0 0 0 Co n s t r u c t i o n M a n a g e m e n t $0 Eq u i p m e n t A c q u i s i t i o n $0 To t a l $ 0 $ 0 $ 2 0 0 , 0 0 0 $ 1 , 0 6 0 , 0 0 0 $ 0 $ 0 $ 1 , 2 6 0 , 0 0 0 Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ut i l i t i e s $0 Ma i n t e n a n c e m a t e r i a l s $0 Pr o p e r t y r e n t a l / l e a s e $0 St a f f $0 Co n t r a c t S e r v i c e s $1 , 0 0 0 $ 1 , 0 0 0 $ 2 , 0 0 0 To t a l $ 0 $ 0 $ 0 $ 0 $ 1 , 0 0 0 $ 1 , 0 0 0 $ 2 , 0 0 0 On goi n g C o s t s b y T ype E- 1 9 C I P R E Q U E S T - TR A N S P O R T A T I O N CA L I F O R N I A & T A F T R O U N D A B O U T De t a i l o f o n g o i n g c o s t s a n d a l t e r n a t i v e s t o o n g o i n g c o s t s i n c l u d i n g r e t u r n o n i n v e s t m e n t i n f o r m a t i o n : La n d s c a p e M a i n t e n a n c e An t i c i p a t e d F a c i l i t y L i f e S p a n : 6 0 + Y e a r s Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ge n e r a l F u n d $ 2 0 0 , 0 0 0 $ 2 0 0 , 0 0 0 En t e r p r i s e F u n d $0 Gr a n t $0 De b t F i n a n c i n g $0 De v e l o p e r C o n t r i b u t i o n $9 7 , 5 4 7 $97,547 To t a l $0 $0 $ 2 0 0 , 0 0 0 $ 9 7 , 5 4 7 $0 $0 $ 2 9 7 , 5 4 7 Pr o j e c t F u n d i n g b y S o u r c e Re d u c e d / E n h a n c e d P r o j e c t A l t e r n a t i v e s A l t e r n a t e p r o j e c t i s f e a s i b l e o r a d v a n t a g e o u s – C o s t o f a l t e r n a t i v e p r o j e c t : P r o j e c t c a n b e p h a s e d – N u m b e r o f y e a r s f o r p h a s i n g : W h i l e t h e c o n s t r u c t i o n i t s e l f c a n n o t b e p h a s e f u n d i n g a c c r u a l c a n . I f f u l l funding cannot be al l o c a t e d , i n c r e m e n t a l f u n d i n g w i l l h e l p t h e p r o j e c t c o m p e t e f o r p o s s i b l e f u t u r e g r a n t s o r u l t i m a t e l y s a v e f o r t h e f u l l a m o u n t ov e r s e v e r a l b u d g e t c y c l e s i f g r a n t fu n d i n g i s n o t a w a r d e d . Pr o j e c t T e a m As s i g n m e n t P r o g r a m E s t i m a t e d H o u r s Pr o j e c t P r o p o n e n t Tr a n s p o r t a t i o n P l a n n i n g & E n g . 1 0 Pr o j e c t M a n a g e r Tr a n s p o r t a t i o n P l a n n i n g & E n g . 2 0 0 En v i r o n m e n t a l C l e a r a n c e Co m m u n i t y D e v e l o p m e n t 1 Co n t r a c t M a n a g e m e n t Tr a n s p o r t a t i o n P l a n n i n g & E n g . 1 0 0 Co n s t r u c t i o n M a n a g e m e n t CI P E ng i n e e r i n g – C o n s t r u c t i o n 5 0 E- 2 0 C I P R E Q U E S T - TR A N S P O R T A T I O N CA L I F O R N I A & T A F T R O U N D A B O U T Lo c a t i o n M a p E- 2 1 C I P R E Q U E S T – L E I S U R E , CU L T U R A L & S O C I AL S E R V I C E S EN H A N C E D P A R K M A J O R M A I N T E N A N C E Pr o j e c t D e s c r i p t i o n Re p l a c i n g t h e S i n s h e i m e r S t a d i u m B a c k s t o p a n d M e a d o w P a rk B r i d g e a t K i n g S t r e e t w i l l c o s t $ 2 2 0 , 0 0 0 i n 2 0 1 6 - 1 7 . M a i n t e n a n c e / R e p l a c e m e n t N e w p r o j e c t F l e e t R e p l a c e m e n t N e w F l e e t R e q u e s t I T R e p l a c e m e n t C o u n c i l M C G / O I O – L i s t : N e i g h b o r h o o d W e l l ne s s , F i s c a l S u s t a i n a b i l i t y & R e s p o n s i b i l i t y M e a s u r e G P r i o r i t y - L i s t : P a r k s a n d R e c r e a t i o n / S e n i o r P r o g r a m s a n d F a c i l i t i e s Ne e d a n d U r g e n c y 1. S i n s h e i m e r S t a d i u m B a c k s t o p Th e b a c k s t o p a t S i n s h e i m e r P a r k a t t h e S t a d i u m i s b e l i e v e d t o b e t h e o r i g i n a l f r o m t h e S t a d i u m c o n s t r u c t i o n i n t h e 1 9 7 0 ’ s . I t i s r e g u l a r l y c o a t e d o n t h e o u t s i d e t o pr e v e n t r u s t i n g ; h o w e v e r , t h e r e i s c l e a r e v id e n c e t h a t t h e b a c k s t o p i s r u s t i n g f r o m t h e in s i d e a n d i s i n n e e d o f r e p l a c e m e n t o r r e h a b i l i t a t i o n . 2. P e d e s t r i a n B r i d g e s Th e r e a r e t w o p e d e s t r i a n b r i d g e s i n M e a d o w P a r k . T h e b r i d g e li n k i n g t h e p a r k i n g l o t t o t h e c o m m u n i t y b u i l d i n g a n d p l a y g r o u n d i s currently scheduled to begin de s i g n i n t h e u p c o m i n g 2 0 1 6 - 1 7 f i s c a l y e a r . T h e s e c o n d b r i d g e ( o f f i ci a l l y i n E x p o s i t i o n P a r k ) c r o s s e s t h e c r e e k a t a b o u t t h e m id-point of the park, near the te r m i n u s o f K i n g S t r e e t . T h e b r i d g e i n t h e m i d d l e o f t h e p a r k ne a r K i n g S t r e e t h a s d e t e r i o r a t e d t o t h e p o i n t w h e r e i t c a n n o l on g e r b e r e p a i r e d a n d w i l l n e e d t o b e cl o s e d o r r e m o v e d i n t h e n e a r f u t u r e . C o m b i n i n g d e s i g n e f f o rt s f o r t h e s e t w o s t r u c t u r e s i s a n ti c i p a t e d t o r e d u c e o v e r a l l d e s i g n c o s t s . Re a d i n e s s t o B u i l d S t u d y c o m p l e t e o r n / a E q u i p m e n t p u r c h a s e d o r n / a P r o p e r t y o w n e d o r p r o p e r t y a g r e e m e n t i n p l a c e n / a E n v i r o n m e n t a l a p p r o v a l a nd p e r m i t s c o m p l e t e o r n / a S p e c i f i c a t i o n s o r c o n s t r u c t i o n d o c u m e n t s c o m p l e t e n / a I T S t e e r i n g C o m m i t t e e r e v i e w n / a En v i r o n m e n t a l R e v i e w a n d P e r m i t s R e q u i r e d E n v i r o n m e n t a l R e v i e w n / a B u i l d i n g P e r m i t n / a W a t e r w a y P e r m i t s ( F i s h & G a m e , W a t e r Q u a l i t y , A r m y C o r p s ) n / a t o b e d e t e r m i n e d b a s e d o n a b i l i t y t o r e u s e b r i d g e s u p p o r t s R a i l r o a d n / a E- 2 2 C I P R E Q U E S T – L E I S U R E , CU L T U R A L & S O C I AL S E R V I C E S EN H A N C E D P A R K M A J O R M A I N T E N A N C E O t h e r : ( E n t e r t h e t i t l e a n d a g e n c y o f a n y o t h e r n e e d e d p e r m i t s ) n / a Op e r a t i n g P r o g r a m N u m b e r a n d T i t l e : 50 2 0 0 - P a r k s a n d L a n d s c a p e M a i n t e n a n c e Pr o j e c t P h a s i n g a n d F u n d i n g S o u r c e s C o n t i n u i n g , o n g o i n g o r m a s t e r a c c o u n t p r o j e c t - S p e c i f i c a t i o n N o . 9 1 3 8 5 In i t i a l P r o j e c t C o s t s b y P h a s e Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l De s i g n $ 4 0 , 0 0 0 $ 4 0 , 0 0 0 Co n s t r u c t i o n $ 1 6 0 , 0 0 0 $ 1 6 0 , 0 0 0 Co n s t r u c t i o n M a n a g e m e n t $ 2 0 , 0 0 0 $ 2 0 , 0 0 0 To t a l $ 0 $ 0 $ 2 2 0 , 0 0 0 $ 0 $ 0 $ 0 $ 2 2 0 , 0 0 0 Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ut i l i t i e s $0 Ma i n t e n a n c e m a t e r i a l s $0 Pr o p e r t y r e n t a l / l e a s e $0 St a f f $0 Co n t r a c t S e r v i c e s $0 Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On goi n g C o s t s b y T ype De t a i l o f o n g o i n g c o s t s a n d a l t e r n a t i v e s t o o n g o i n g c o s t s i n c l u d i n g r e t u r n o n i n v e s t m e n t i n f o r m a t i o n : Th e f a c i l i t i e s h a v e a c h i e v e d t h e i r u s e f u l l i f e a n d a r e i n n e e d o f f u l l r e p l a c e m e n t . T h i s w i l l r e d u c e o n g o i n g m a i n t e n a n c e c o s t s expended to hold the facilities to g e t h e r . An t i c i p a t e d F a c i l i t y L i f e S p a n : Th e b a c k s t o p w i l l h a v e a 1 5 t o 2 0 y e a r l i f e s p a n , a nd t h e p e d e s t r i a n b r i d g e a 3 0 t o 5 0 y e a r l i f e s p a n . Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Me a s u r e G $ 2 2 0 , 0 0 0 $ 2 2 0 , 0 0 0 To t a l $ 0 $ 0 $ 2 2 0 , 0 0 0 $ 0 $ 0 $ 0 $ 2 2 0 , 0 0 0 Pr o j e c t F u n d i n g b y S o u r c e E- 2 3 C I P R E Q U E S T – L E I S U R E , CU L T U R A L & S O C I AL S E R V I C E S EN H A N C E D P A R K M A J O R M A I N T E N A N C E Re d u c e d / E n h a n c e d P r o j e c t A l t e r n a t i v e s A l t e r n a t e p r o j e c t i s f e a s i b l e o r a d v a n t a g e o u s – C o s t o f a l t e r n a t i v e p r o j e c t : Th e e n h a n c e d f u n d i n g p r o v i d e s f o r t w o p r o j e c t s t o b e d e s i g n e d a n d c on s t r u c t e d . O n e p r o j e c t c o u l d b e f u n d e d i n s t e a d o f t w o . T h e Stadium Backstop total cost is es t i m a t e d t o b e $ 9 0 , 0 0 0 , a n d t h e M e a d o w P a r k / K i ng S t r e e t B r i d g e i s e s t i m a t e d t o b e $ 1 3 0 , 0 0 0 . P r o j e c t c a n b e p h a s e d – N u m b e r o f y e a r s f o r p h a s i n g : Pr o j e c t T e a m As s i g n m e n t P r o g r a m E s t i m a t e d Ho u r s Pr o j e c t P r o p o n e n t Pa r k M a i n t e n a n c e 40 Pr o j e c t M a n a g e r CI P E n g i n e e r i n g – D e s i g n 25 0 En v i r o n m e n t a l C l e a r a n c e Co m m u n i t y D e v e l o p m e n t 10 0 Co n t r a c t M a n a g e m e n t CI P E n g i n e e r i n g – A d m i n i s t r a t i o n 1 0 0 Co n s t r u c t i o n M a n a g e m e n t CI P E ng i n e e r i n g – C o n s t r u c t i o n 2 0 0 Si t e L i s t – F o r m u l t i - y e a r p r o j e c t s Lo c a t i o n Es t i m a t e d Y e a r o f Co n s t r u c t i o n Pa v e m e n t A r e a (f o r p r o j e c t s i n r i g h t - o f - w a y ) Si n s h e i m e r S t a d i u m – B a c k s t o p R e p l a c e m e n t 20 1 8 n/ a Me a d o w P a r k – K i n g S t r e e t B r i d g e 20 1 8 n/ a E- 2 4 C I P R E Q U E S T – L E I S U R E , CU L T U R A L & S O C I AL S E R V I C E S EN H A N C E D U R B A N F O R E S T M A I N T E N A N C E A N D R E S T O R A T I O N Pr o j e c t D e s c r i p t i o n Re m o v a l , r e p l a n t i n g , a n d i n i t i a l e s t a b l i s h m e n t e f f o r t s t o m a i n t a in t h e p a l m t r e e s o n C a l i f o r n i a B l v d w i l l c o s t $ 3 0 , 0 0 0 i n 2 0 1 6 - 1 7 . M a j o r p r u n i n g o f t h e J o h n s o n Pa r k e u c a l y p t u s w i l l c o s t $ 6 5 , 0 0 0 i n 2 0 1 6 - 1 7 . R e p l a n t i n g a n d i n it i a l e s t a b l i s h m e n t o f r e p l a c e m e n t S t r e e t T r e e s w i l l c o s t $ 1 2 0 , 0 00 i n 2 0 1 6 - 1 7 . M a i n t e n a n c e / R e p l a c e m e n t N e w p r o j e c t F l e e t R e p l a c e m e n t N e w F l e e t R e q u e s t I T R e p l a c e m e n t C o u n c i l M C G / O I O – L i s t : N e i g h b o r h o o d W e l l ne s s , F i s c a l S u s t a i n a b i l i t y & R e s p o n s i b i l i t y M e a s u r e G P r i o r i t y - L i s t : Ne e d a n d U r g e n c y Ca l i f o r n i a S t r e e t P a l m T r e e s Se v e n l a r g e C a n a r y I s l a n d D a t e Pa l m s o n C a l i f o r n i a S t r e e t w e r e i d e n t i f i e d f o r r e m o v a l b y t h e C i t y ’ s s e r v i c e c o n t r a c t o r d u r i n g a scheduled pruning. This was co n f i r m e d d u r i n g a n a e r i a l i n s p e c t i o n b y C i t y F o r e s t r y s t a f f i n Ju n e o f 2 0 1 4 . H a v i n g r e a c h e d a n e a r c r i t i c a l d e c a y t h r e s h o l d , t wo o f t h e p a l m s w e re in imminent da n g e r o f f a i l u r e a n d w e r e r e m o v e d. O v e r t h e p a s t 2 0 y e a r s s e v e r a l o t h e r p a l m s h a ve b e e n r e m o v e d w i t h o u t r e p l a c e m e n t . T h e r e m a i ning five palms identified need to b e r e m o v e d s o o n t o a v o i d f a i l u r e s , a n d re p l a n t i n g a n d i n i t i a l m a i n t e n a nc e i m p l e m e n t e d t o r e s t o r e t h e p a l m s , e n s u r i n g t h i s i c onic gateway to Cal Poly is pr e s e r v e d . T h e t r e e s w i l l b e w a t e r e d f o r t h e i n i t i a l e s t a b li s h m e n t p e r i o d o f 3 y e a r s , a s p a r t o f t h e p r o j e c t . Jo h n s o n P a r k T r e e s 13 9 L a r g e B l u e G u m E u c a l y p t u s T r e e s a l o n g t h e c r e e k d i v i d i n g J o h n s o n a n d S i n s h e i m e r p a r k s , a n d S i ns h e i m e r E l e m e n t a r y S c h o o l n e e d much more frequent pr u n i n g t h a n p r o v i d e d u n d e r t h e c u r r e n t m a i n t e n a n c e r o t a t i o n . T h i s i s d u e t o t h e i r e n o r m o u s s i z e a n d p r o x i m i t y t o s c h o o l c h i l d r en, scheduled users of the pl a y g r o u n d e q u i p m e n t c o m i n g f r o m Y M C A p r o g r a m s , a n d t h e f r e q u e n t u s e r s o f t h e p a r k wh o p l a y a m o n g s t t h e t r e e s . T h e f r e q u e n c y o f this pruning work should be e v e r y t w o t o t h r e e y e a r s b e c a u s e o f t h e h i g h u s e o f t h e a r e a a n d t h e n a t u r e o f l a r g e b l u e g u m e u c a l y p t u s t r e e s . Ur b a n F o r e s t R e s t o r a t i o n Th e C i t y ’ s u r b a n f o r e s t i s l o s i n g i t s S t r e e t T r e e s t o d e c l i n i n g h e a l t h d u e t o a g e a n d dr o u g h t s t r e s s . A p p r o x i m a t e l y 3 0 S t r e e t Tr e e s w e r e l o s t i n e a c h r e c e n t y e a r . Th e r e a r e c u r r e n t l y 3 1 0 e m p t y s t r e e t t r e e w e l l s . T h i s p r o j e c t w il l r e p l a n t 4 0 t r e e s t o r e s t o r e s t r e e t t r e e s l o s t o v e r t h e l a s t y e a r . T h e t r e e s w i l l b e w a t e r e d f o r t h e in i t i a l e s t a b l i s h m e n t p e r i o d o f 3 y e a r s , a s p a r t o f t h e p r o j e c t . Re a d i n e s s t o B u i l d S t u d y c o m p l e t e o r n / a E q u i p m e n t p u r c h a s e d o r n / a P r o p e r t y o w n e d o r p r o p e r t y a g r e e m e n t i n p l a c e n / a E n v i r o n m e n t a l a p p r o v a l a nd p e r m i t s c o m p l e t e o r n / a E- 2 5 C I P R E Q U E S T – L E I S U R E , CU L T U R A L & S O C I AL S E R V I C E S EN H A N C E D U R B A N F O R E S T M A I N T E N A N C E A N D R E S T O R A T I O N S p e c i f i c a t i o n s o r c o n s t r u c t i o n d o c u m e n t s c o m p l e t e n / a I T S t e e r i n g C o m m i t t e e r e v i e w n / a En v i r o n m e n t a l R e v i e w a n d P e r m i t s R e q u i r e d E n v i r o n m e n t a l R e v i e w n / a B u i l d i n g P e r m i t n / a W a t e r w a y P e r m i t s ( F i s h & G a m e , W a t e r Q u a l i t y , A r m y C o r p s ) n / a R a i l r o a d n / a O t h e r : ( E n t e r t h e t i t l e a n d a g e n c y o f a n y o t h e r n e e d e d p e r m i t s ) n / a Op e r a t i n g P r o g r a m N u m b e r a n d T i t l e : 50 2 2 0 - T r e e M a i n t e n a n c e Pr o j e c t P h a s i n g a n d F u n d i n g S o u r c e s C o n t i n u i n g , o n g o i n g o r m a s t e r a c c o u n t p r o j e c t - S p e c i f i c a t i o n N o . In i t i a l P r o j e c t C o s t s b y P h a s e Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Co n s t r u c t i o n $ 1 2 1 , 0 0 0 $ 1 2 1 , 0 0 0 Ma n a g e m e n t $ 9 4 , 0 0 0 $ 9 4 , 0 0 0 To t a l $ 0 $ 0 $ 2 1 5 , 0 0 0 $ 0 $ 0 $ 0 $ 2 1 5 , 0 0 0 Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ut i l i t i e s $0 Ma i n t e n a n c e m a t e r i a l s $0 Pr o p e r t y r e n t a l / l e a s e $0 St a f f $0 Co n t r a c t S e r v i c e s $0 Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On goi n g C o s t s b y T ype De t a i l o f o n g o i n g c o s t s a n d a l t e r n a t i v e s t o o n g o i n g c o s t s i n c l u d i n g r e t u r n o n i n v e s t m e n t i n f o r m a t i o n : Ea c h c o n t r a c t i n v o l v i n g c o n t r a c t p l a n t i n g i s a n t i c i p a t e d t o i n c l ud e t h e f i r s t t h r e e y e a r s o f w a t e r i n g a n d s m a l l t r e e c a r e t o p r ev e n t t h e n e e d t o a u g m e n t p r o g r a m ma i n t e n a n c e b u d g e t s . U p o n c o m p l e t i o n o f t h e m a i n t e n a n c e p e r i o d , th e t r e e s w i l l e n t e r t h e r e g u l a r i n v e n t o r y a n d r e s u l t i n o n g o i n g care expenses. Under current E- 2 6 C I P R E Q U E S T – L E I S U R E , CU L T U R A L & S O C I AL S E R V I C E S EN H A N C E D U R B A N F O R E S T M A I N T E N A N C E A N D R E S T O R A T I O N co n t r a c t , s m a l l e r t r e e p r u n i n g c o s t i s $ 3 0 p e r t r e e , w i t h p r u n i n g a n t i c i p a t e d t o o c c u r a p p r o x i m a t e l y o n c e e v e r y 8 y e a r s . O n g o i n g c o s t s a r e a c c o u n t e d f o r i n t h e pr o g r a m b u d g e t , w i t h i n i t i a l e s t a b l i s h m e n t a n d m a i n t e n a n c e o f t h e n e w t r e e s t o b e c o v e r e d u n d e r t h e p r o j e c t b u d g e t . Tr e e s p r o v i d e s o c i a l , e n v i r o n m e n t a l , a n d e c o n o m i c b e n e f i t s t h ro u g h t h e i r d o c u m e n t e d i n f l u e n c e o n c a l m i n g p e o p l e , c r e a t i n g c l e a n er air and stormwater, and en c o u r a g i n g s p e n d i n g . An t i c i p a t e d F a c i l i t y L i f e S p a n : 4 0 y e a r s o n a v e r a g e Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ge n e r a l F u n d $3 0 , 0 0 0 $ 3 0 , 0 0 0 Me a s u r e G $ 1 8 5 , 0 0 0 $ 1 8 5 , 0 0 0 To t a l $ 0 $ 0 $ 2 1 5 , 0 0 0 $ 0 $ 0 $ 0 $ 2 1 5 , 0 0 0 Pr o jec t F u n d i n g b y S o u r c e Re d u c e d / E n h a n c e d P r o j e c t A l t e r n a t i v e s A l t e r n a t e p r o j e c t i s f e a s i b l e o r a d v a n t a g e o u s – C o s t o f a l t e r n a t i v e p r o j e c t : Th e e n h a n c e d f u n d i n g p r o v i d e s f o r a d d i t i o n a l t r e e r e m o v a l , r e p l a n ti n g , a n d e s t a b l i s h m e n t w o r k t o b e c o m p l e t e d . T h e f u n d i n g a m o unt can be increased or de c r e a s e d b y a n y a m o u n t , w i t h t h e p r o j e c t s s c a l e d a c c o r d i n g l y . Pr o j e c t T e a m As s i g n m e n t P r o g r a m E s t i m a t e d H o u r s Pr o j e c t P r o p o n e n t Tr e e M a i n t e n a n c e 40 Pr o j e c t M a n a g e r CI P E n g i n e e r i n g – D e s i g n 80 En v i r o n m e n t a l C l e a r a n c e Co m m u n i t y D e v e l o p m e n t 80 Co n t r a c t M a n a g e m e n t CI P E n g i n e e r i n g – A d m i n i s t r a t i o n 6 0 Co n s t r u c t i o n M a n a g e m e n t CI P E ng i n e e r i n g – C o n s t r u c t i o n 4 0 E- 2 7 C I P R E Q U E S T – L E I S U R E , CU L T U R A L & S O C I AL S E R V I C E S EN H A N C E D U R B A N F O R E S T M A IN T E N A N C E A N D R E S T O R A T I O N Ph o t o s o f A p r i l 2 0 1 6 T r e e F a i l u r e : 4/ 1 / 1 6 J o h n s o n P a r k a t S o u t h w o o d D r i v e E- 2 8 C I P R E Q U E S T - TR A N S P O R T A T I O N EN H A N C E D S T R E E T A N D S I D E W A L K M A I N T E N A N C E Pr o j e c t D e s c r i p t i o n Ex p a n d i n g m a i n t e n a n c e o f C i t y s t r e e t s a n d s i d e w a l k s i n t h e P ub l i c R i g h t - o f - W a y w i l l c o s t $ 5 2 0 , 0 0 0 f o r i n t e r s e c t i o n r e c o n s t r u c t i on and $100,000 for sidewalk re p a i r s i n 2 0 1 6 - 1 7 . M a i n t e n a n c e / R e p l a c e m e n t N e w p r o j e c t F l e e t R e p l a c e m e n t N e w F l e e t R e q u e s t I T R e p l a c e m e n t C o u n c i l M C G / O I O – L i s t : N e i g h b o r h o o d W e l l n e s s , M u l t i m o d a l T r a n s p o r t a t i o n , F i s c a l S u s t a i n a b i l i t y & R e s p o n s i b i l i t y M e a s u r e G P r i o r i t y - L i s t : N e i g h b o r h o o d S t r e e t P a v i n g Ne e d a n d U r g e n c y St r e e t M a i n t e n a n c e Th e C i t y h a s a f e w c o n c r e t e s t r e e t s w h i c h h a v e n e v e r r e c e i v e d m a i n te n a n c e . T h e C i t y ’ s m o s t r e c e n t P a v e m e n t C o n d i t i o n S u r v e y i n d icated that, while overall Pa v e m e n t C o n d i t i o n I n d e x ( P C I ) h a s i n c r e a s e d f r o m 7 2 t o 7 3 ; t h e C o n c re t e s t r e e t s h a v e d e c l i n e d t o 3 5 . A m a i n t e n a n c e s t r a t e g y h a s now been developed for these st r e e t s a n d w i l l r o l l o u t w i t h u p c o m i n g a r e a p a ve m e n t m a i n t e n a n c e . H o w e v e r , t h r e e i n t e r s e c t i o n s h a v e d r a w n th e a t t e n t i o n o f s t af f a s b e i n g i n n e e d o f i m m e d i a t e at t e n t i o n . P l a n n i n g a n d d e s i g n i s n e a r i n g c o m p l e t i o n f o r w o r k a t T o r o & P a l m , T o r o & J o h n s o n , a n d N i p o m o & D a n a . T h e s e i n t e r s ections are very uneven and pr e s e n t a c h a l l e n g e t o p e d e s t r i a n s c r o s s i n g t h e s t r e e t , p a r t i c u l ar l y t h o s e w i t h m o b i l i t y i s s u e s . T h e p r o p o s e d f u n d i n g w i l l a l l o w f o r c o m p l e t e r e c o n s t r u c t i o n o f t h e s e in t e r s e c t i o n s , i n c l u d i n g u p d a t e d s i d e w a l k r a m p s , w i t h o u t i m p a c t in g f u n d i n g f o r r e g u l a r l y p l a n n e d n e i g h b o r h o o d p a v i n g . T h e n e w intersections will be safer and mo r e a c c e s s i b l e . Si d e w a l k M a i n t e n a n c e Th e C i t y m a i n t a i n s 2 4 1 m i l e s o f s i d e w a l k s . S i d e w a l k m a i n t e n a n c e h as h i s t o r i c a l l y b e e n i n c o r p o r a t e d i n t o t h e P a v e m e n t M a n a g e m e n t Program whereby sidewalks ar e s y s t e m a t i c a l l y i n s p e c t e d a n d r e p a i r e d w h e n t h a t g e o g r a p h i c P a ve m e n t A r e a ( t o t a l o f 8 ) i s up f o r r e s u r f a c i n g . I n a d d i t i o n , p ri o r i t y s i d e w a l k r e p a i r s a r e a d d r e s s e d on a n o n g o i n g b a s i s . S i n c e t h e U r b a n F o r e s t i s i n t e g r a l t o t h e c i t y ’ s s t r e e t s c a p e , t h e r e a r e i n s t a n c e s w h e r e t r e e r o o t s a n d o t h er f a c t o r s c a u s e d e t e r i o r a t i o n o f t h e tr a v e l i n g s u r f a c e . E v e n w i t h t h e C i t y ’ s c o m p re h e n s i v e s i d e w a l k m a n a g e m e n t p r o g r a m , t h e r e c o n t i n u e t o b e u n m e t m a i n t e n a n c e n e e d s . This request would fulfil so m e o f t h o s e u n m e t n e e d s . J o b O r d e r C o n t r a c t i s i n p r o c e s s o f b e i n g u p d a t e d w i t h a c o n t r a c t o r t o b e o n - b o a r d b y t h e e n d o f J u l y 2 0 1 6 . A l o c a t i o n l i s t h a s b e e n pr e p a r e d o f p o t e n t i a l a n d a c t u a l t r i p a n d f a l l s i t e s a n d o n c e t h e c on t r a c t o r i s h i r e d , w o r k c a n b e gi n a l m o s t i m m e d i a t e l y . T h e ad d i t i o n a l p r o p o s e d f u n d i n g w i l l a l l o w fo r a n a d d i t i o n a l 4 t o 5 s i t es t o b e r e c o n s t r u c t e d . Re a d i n e s s t o B u i l d S t u d y c o m p l e t e o r n / a E q u i p m e n t p u r c h a s e d o r n / a P r o p e r t y o w n e d o r p r o p e r t y a g r e e m e n t i n p l a c e n / a E n v i r o n m e n t a l a p p r o v a l a nd p e r m i t s c o m p l e t e o r n / a E- 2 9 C I P R E Q U E S T - TR A N S P O R T A T I O N EN H A N C E D S T R E E T A N D S I D E W A L K M A I N T E N A N C E S p e c i f i c a t i o n s o r c o n s t r u c t i o n d o c u m e n t s c o m p l e t e n / a I T S t e e r i n g C o m m i t t e e r e v i e w n / a En v i r o n m e n t a l R e v i e w a n d P e r m i t s R e q u i r e d E n v i r o n m e n t a l R e v i e w n / a B u i l d i n g P e r m i t n / a W a t e r w a y P e r m i t s ( F i s h & G a m e , W a t e r Q u a l i t y , A r m y C o r p s ) n / a R a i l r o a d n / a O t h e r : ( E n t e r t h e t i t l e a n d a g e n c y o f a n y o t h e r n e e d e d p e r m i t s ) n / a Op e r a t i n g P r o g r a m N u m b e r a n d T i t l e : 50 3 0 0 S t r e e t a n d S i d e w a l k M a i n t e n a n c e Pr o j e c t P h a s i n g a n d F u n d i n g S o u r c e s C o n t i n u i n g , o n g o i n g o r m a s t e r a c c o u n t p r o j e c t – F u n d s t w o m a s t e r p r o j e c t a c c o u n t s Sp e c i f i c a t i o n N o . 9 0 3 4 6 S t r e e t M a i n t e na n c e R e c o n s t r u c t i o n & R e h a b i l i t a t i o n Sp e c i f i c a t i o n N o . 9 0 8 4 9 S i d e w a l k R e p a i r s In i t i a l P r o j e c t C o s t s b y P h a s e Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Co n s t r u c t i o n $ 6 0 0 , 0 0 0 $ 6 0 0 , 0 0 0 Co n s t r u c t i o n M a n a g e m e n t $ 2 0 , 0 0 0 $ 2 0 , 0 0 0 To t a l $ 0 $ 0 $ 6 2 0 , 0 0 0 $ 0 $ 0 $ 0 $ 6 2 0 , 0 0 0 Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ut i l i t i e s $0 Ma i n t e n a n c e m a t e r i a l s $0 Pr o p e r t y r e n t a l / l e a s e $0 St a f f $0 Co n t r a c t S e r v i c e s $0 Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On goi n g C o s t s b y T ype De t a i l o f o n g o i n g c o s t s a n d a l t e r n a t i v e s t o o n g o i n g c o s t s i n c l u d i n g r e t u r n o n i n v e s t m e n t i n f o r m a t i o n : Re g u l a r m a i n t e n a n c e w i l l r e d u c e o n g o i n g c o s t s , a n d i n t h e c a s e o f i m p r o v e m e n t s t o p e d e s t r i a n f a c i l i t i e s , c a n r e d u c e c o s t s a s s o c ia t e d w i t h i n j u r i e s t o t h e p u b l i c . E- 3 0 C I P R E Q U E S T - TR A N S P O R T A T I O N EN H A N C E D S T R E E T A N D S I D E W A L K M A I N T E N A N C E An t i c i p a t e d F a c i l i t y L i f e S p a n : Re c o n s t r u c t i o n a n d R e s u r f a c i n g p r o j e c t s a r e d e s i g n e d f o r a s e r v i c e l i f e o f 2 0 y e a r s . P r e v e n t a t i v e M a i n t e n a n c e ( i . e . s l u r r y s e a l ) p r o v i d e s a n e x t e n d e d s e r v i c e l i f e o f ap p r o x i m a t e l y 6 y e a r s . S i d e w a l k s c a n l a s t i n d e f i n i t e l y ; h o w e v e r , s i d e w a l k a r e a s a r o u n d t r e e s h a v e a s h o r t e r l i f e s p a n a n d m a y ne e d t o b e r e p a i r e d w i t h i n 1 0 t o 3 0 ye a r s d e p e n d i n g u p o n t h e a g e a n d v a r i e t y o f t h e t r e e . N e w t r e e s v a ry i n l i f e s p a n , b u t h a v e b e e n l i v i n g a b o u t 5 0 y e a r s i n t h e u rb a n s e t t i n g . Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ge n e r a l F u n d $1 7 0 , 0 0 0 $170,000 Me a s u r e G $4 5 0 , 0 0 0 $450,000 To t a l $0 $0 $ 6 2 0 , 0 0 0 $0 $0 $0 $ 6 2 0 , 0 0 0 Pr o j e c t F u n d i n g b y S o u r c e Re d u c e d / E n h a n c e d P r o j e c t A l t e r n a t i v e s A l t e r n a t e p r o j e c t i s f e a s i b l e o r a d v a n t a g e o u s – C o s t o f a l t e r n a t i v e p r o j e c t : Th e e n h a n c e d f u n d i n g p r o v i d e s f o r a d d i t i o n a l re c o n s t r u c t i o n w o r k t o b e c o m p l e t e d . T h e f u n d i n g a m o u n t c a n b e i n c r e a s e d o r d e c r e ased by any amount. The ad d i t i o n a l f u n d i n g i s c u r r e n t l y r e c o m m e n d e d t o b e $ 1 0 0 , 0 0 0 f o r s i d e wa l k r e p l a c e m e n t s . T h e i n t e r s ec t i o n w o r k i s e s t i m a t e d t o c o st $210,000 for Dana & Nipomo, $1 7 0 , 0 0 0 f o r P a l m & T o r o , a n d $ 1 4 0 , 0 0 0 f o r P a l m & J o h n s o n . P r o j e c t c a n b e p h a s e d – N u m b e r o f y e a r s f o r p h a s i n g : Pr o j e c t T e a m As s i g n m e n t P r o g r a m E s t i m a t e d H o u r s Pr o j e c t P r o p o n e n t & M a n a g e r CI P E n g i n e e r i n g – D e s i g n 20 0 En v i r o n m e n t a l C l e a r a n c e Co m m u n i t y D e v e l o p m e n t 10 0 Co n t r a c t M a n a g e m e n t CI P E n g i n e e r i n g – A d m i n i s t r a t i o n 1 0 0 Co n s t r u c t i o n M a n a g e m e n t CI P E ng i n e e r i n g – C o n s t r u c t i o n 2 0 0 E- 3 1 CA P I T A L I M P R O V E M E N T P L A N – C O M M U N I T Y D E V E L O P M E N T OP E N S P A C E M A I N T E N A N C E : W I L D L A N D - U R B A N I N T E R F A C E A N D I N V A S I V E S P E C I E S P R O G R A M I M P L E M E N T A T I O N Pr o j e c t D e s c r i p t i o n Pr o v i d e a d d i t i o n a l o n e - t i m e f u n d i n g i n t h e a m ou n t o f $ 1 0 0 , 0 0 0 t o a d d r e s s t h e M e a s u r e G P r i o r i t y a n d M a j o r C i t y G o a l r e g a r d i n g o n g o i n g O p e n S p a c e P r o t e c t i o n an d M a i n t e n a n c e . T h e C i t y C o u n c i l a d o p t e d 2 0 1 5 O p e n S p a c e M a i n t e n a n c e P l a n i n c l u d e d tw o t e c h n i c a l a p p e n d i c e s t h a t d e t a i l p r i o r ities and strategies with pa r t i c u l a r f o c u s o n w i l d l a n d - u r b a n i n t e r f ac e f u e l r e d u c t i o n a n d i n v a s i v e s p e c i e s t r ea t m e n t s . T h e s e a c t i v i t i e s a r e a l s o c o n s i s t en t w i t h t h e C o n s e r v a t i o n P l a n s t h a t ha v e b e e n a d o p t e d a n d i d e n t i f y t h e s e p r o j e c t s f o r t h e C i t y ’s v a r i o u s O p e n S p a c e a n d N a t u r a l R e s e r v e p r o p e r t i e s . M a i n t e n a n c e / R e p l a c e m e n t N e w p r o j e c t F l e e t R e p l a c e m e n t N e w F l e e t R e q u e s t I T R e p l a c e m e n t C o u n c i l M C G / O I O – L i s t : O p e n S p a c e P r o t e c t i o n M e a s u r e G P r i o r i t y - L i s t : O p e n S p a c e P r o t e c t i o n Ne e d a n d U r g e n c y Wi t h t h e a d o p t i o n o f t h e 2 0 1 5 - 1 7 F i n a n c i a l P l a n s i g n i f i c a n t i n v es t m e n t w a s i d e n t i f i e d b y t h e C o u n c i l t o a d d r e s s i t s M a j o r C i t y Go a l o f o p e n s p a c e p r o t e c t i o n . T h e wo r k p r o g r a m i s s u c c e s s f u l l y u ti l i z i n g a t w o p a r t s t r a t e g y : p l a n n i n g a n d i m p l e m e n t a t i o n . C o m p l e t i o n o f l a n d a c q u i s i t i o n s a n d i mplementation of the Council ad o p t e d O p e n S p a c e M a i n t e n a n c e P l a n h a v e s i g n i f i c a n t o n e - t i m e c o s t s as s o c i a t e d w i t h e a c h t h a t h a v e b e e n a d e q u a t e l y f u n d e d ; h o w e ver, only minimal program fu n d i n g i s a v a i l a b l e f o r f u e l r e d u c t i o n a n d i n v a s i v e s p e c i e s t r e a t me n t . B y p r o v i d i n g a d d i t i o n a l f u n d s t o e a c h e f f o r t g r e a t e r p ro t e c t i o n o f t h e C i t y ’ s o p e n s p a c e na t u r a l r e s o u r c e s v a l u e s c a n b e a c h i e v e d . Au g m e n t a t i o n o f K e y O p e n S p a c e M a i n t e n a n c e P r o g r a m s b y $ 1 0 0 , 0 0 0 Wi t h t h e a d o p t i o n o f t h e O p e n Sp a c e M a i n t e n a n c e P l a n a n d t h e h i r i n g o f a d d it i o n a l r a n g e r r e s o u r c e s s i g n i f i c a n t p r o g r e s s i s b e i n g made toward open space pr o t e c t i o n . A d d i t i o n a l r e s o u r c e s t o t h e s p e c i f i c t a s k o f w i l d l a nd - u r b a n i n t e r f a c e f u e l r e d u c t i o n i n t h e a m o u n t o f $ 5 0 , 0 0 0 w o u l d b e u t i l i z e d d u r i n g t h e 2 0 1 6 a n d 20 1 7 s u m m e r s e a s o n a n d a r e o f c r i t i c a l i m p o r t a n c e g i v e n t h e o n g o i n g dr o u g h t i n o u r r e g i o n . T h e s e c o s t s a r e c o m p r i s e d o f t e m p o r ary labor from the Cuesta Inmate Cr e w s / C a l F i r e , i n c l u d i n g a p p r o p r i a t e o v e r s i g h t o f c r e w s b y p e r s on n e l w i t h e x p e r i e n c e i n f o r e s t r y a n d n a t u r a l r e s o u r c e s . T h e r e is significant fire and life safety ri s k t o t h e c o m m u n i t y d u e t o t h e a d j a c e n c y o f o p e n s p a c e s c a r r y i ng h i g h f u e l l o a d s a n d r e s i d e n ti a l n e i g h b o r h o o d s . R e d u c i n g t h e se risks at a faster rate can be ac c o m p l i s h e d w i t h a d d e d r e s o u r c e s . Th e C i t y u t i l i z e s g r a z i n g a s a m a n a g e m e n t t o o l i n s e v e r a l o f i t s o p e n s p a c e p r o p e r t i e s f o r f u e l r e d u c t i o n a n d o t h e r o b j e c t i v e s . In most locations, however, pe r m a n e n t p e r i m e t e r f e n c i n g i n f r a s t r u c t u r e i s i n n e e d o f r e p a i r o r r e p l a c e m e n t , w h i l e t h e p u r c h a s e o f e l e c t r i c f e n c i n g c a n o p t i mize expected results by creating sm a l l e r i n t e r i o r p a s t u r e s . E x i s t i n g s t o c k w a t e r i n g i n f r a s t r u c t u r e i s a l s o i n n e e d o f r e p a i r a n d t h e p u r c h a s e o f a m o b i l e w a t e r in g s y s t e m w i l l c o m p l e m e n t t h e s m a l l e r pa s t u r e s i z e s c r e a t e d w i t h t h e e l e c t r i c f e nc i n g . T h e s e f e n c i n g a n d w a t e r s y s t e m i m pr o v e m e n t s w i l l c o s t $ 3 0 , 0 0 0 . I n s o m e l o c a t ions, the use of goats or sheep wo u l d b e m o s t a p p r o p r i a t e . H o w e v e r , o p e r a to r s o f g o a t o r s h e e p h e r d s t y p i c a l l y c h a r ge a f e e f o r t h e i r s e r v i c e s b e c a u s e o f t h e in t e n s i v e l a b o r i n v o l v e d ; a c o n t r a c t fo r t h i s w o r k i s e x p e c t e d t o c o s t $ 1 0 , 0 0 0 . L i v e s t o c k g r a z i n g i n C i t y o p e n s p a c e h a s h i s t o r i c a l l y b e e n c o m p a t i b l e w i t h t r a i l u s e a n d n a t u r a l r e s o u r c e p r o t e c t i o n , a n d al s o s e r v e s t o h e l p p r e v e n t t h e p r o l i f e r a t i o n o f w e e d y a n d i n v as i v e s p e c i e s . L a s t l y , a c o n t r a c t f o r f o c u s e d i n v a s i v e s p e c i e s t re a t m e n t c o n s i s t e n t w i t h t h e p r i o r i t i e s an d s p e c i f i c a t i o n s i n t h e O p e n S p a c e M a i n t e n a n c e P l a n t e c hn i c a l a p p e n d i x i s e x p e c t e d t o c o s t $ 1 0 , 0 0 0 . E- 3 2 CA P I T A L I M P R O V E M E N T P L A N – C O M M U N I T Y D E V E L O P M E N T OP E N S P A C E M A I N T E N A N C E : W I L D L A N D - U R B A N I N T E R F A C E A N D I N V A S I V E S P E C I E S P R O G R A M I M P L E M E N T A T I O N Re a d i n e s s t o B u i l d S t u d y c o m p l e t e o r n / a E q u i p m e n t p u r c h a s e d o r n / a P r o p e r t y o w n e d o r p r o p e r t y a g r e e m e n t i n p l a c e n / a E n v i r o n m e n t a l a p p r o v a l a nd p e r m i t s c o m p l e t e o r n / a S p e c i f i c a t i o n s o r c o n s t r u c t i o n d o c u m e n t s c o m p l e t e n / a I T S t e e r i n g C o m m i t t e e r e v i e w n / a En v i r o n m e n t a l R e v i e w a n d P e r m i t s R e q u i r e d X E n v i r o n m e n t a l R e v i e w – O p e n S p a c e M a i n t e n a n c e P l a n N e g a t i v e D e c l a r a t i o n B u i l d i n g P e r m i t n / a W a t e r w a y P e r m i t s ( F i s h & G a m e , W a t e r Q u a l i t y , A r m y C o r p s ) n / a R a i l r o a d n / a O t h e r : ( E n t e r t h e t i t l e a n d a g e n c y o f a n y o t h e r n e e d e d p e r m i t s ) n / a Op e r a t i n g P r o g r a m N u m b e r a n d T i t l e : 60 2 9 0 – R a n g e r S e r v i c e 1 1 2 5 0 – N a t u r a l R e s o u r c e s Pr o j e c t P h a s i n g a n d F u n d i n g S o u r c e s C o n t i n u i n g , o n g o i n g o r m a s t e r a c c o u n t p r o j e c t - S p e c i f i c a t i o n N o . E- 3 3 CA P I T A L I M P R O V E M E N T P L A N – C O M M U N I T Y D E V E L O P M E N T OP E N S P A C E M A I N T E N A N C E : W I L D L A N D - U R B A N I N T E R F A C E A N D I N V A S I V E S P E C I E S P R O G R A M I M P L E M E N T A T I O N In i t i a l P r o j e c t C o s t s b y P h a s e Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l St u d y $0 En v i r o n m e n t a l / P e r m i t $0 La n d A c q u i s i t i o n $0 Si t e P r e p a r a t i o n $0 De s i g n $0 Co n s t r u c t i o n $ 5 0 , 0 0 0 $ 5 0 , 0 0 0 Co n s t r u c t i o n M a n a g e m e n t $ 2 0 , 0 0 0 $ 2 0 , 0 0 0 Eq u i p m e n t A c q u i s i t i o n $ 3 0 , 0 0 0 $ 3 0 , 0 0 0 To t a l $ 0 $ 0 $ 1 0 0 , 0 0 0 $ 0 $ 0 $ 0 $ 1 0 0 , 0 0 0 Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ut i l i t i e s $0 Ma i n t e n a n c e m a t e r i a l s $0 Pr o p e r t y r e n t a l / l e a s e $0 Te m p S e a s o n a l S t a f f $0 Co n t r a c t S e r v i c e s $0 Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 On goi n g C o s t s b y T ype De t a i l o f o n g o i n g c o s t s a n d a l t e r n a t i v e s t o o n g o i n g c o s t s i n c l u d i n g r e t u r n o n i n v e s t m e n t i n f o r m a t i o n : O n g o i n g c o s t s a r e n o t p r oposed at this time; initial pilot pr o g r a m e x p e r i e n c e t h r o u g h t h e w o r k e f f o r t s d e s c r i b e d a b o v e w i l l b e t t e r i n f o r m o n g o i n g c o st s a n d e x p e c t e d r e s u l t s . I t i s e x p e c te d t h e f u e l r e d u c t i o n a n d i n v a s i v e sp e c i e s t r e a t m e n t w i l l a c c r u e p o s i t i v e r e t u r n o n i n v e s t m e n t c o m p a r e d t o t h e c o s t s a ss o c i a t e d w i t h a c a t a s t r o p h i c w i l d l a n d f i r e or t h e c o s t s a s s o c i a t e d w i t h t r e a t i n g in v a s i v e s p e c i e s l a t e r i f l e f t u n a t t e n d e d n o w , a l l o w i ng f o r p o p u l a t i o n s t o e x p a n d a n d p r o l i f e r a t e . An t i c i p a t e d F a c i l i t y L i f e S p a n : 2 0 y e a r s f o r f e n c i n g a n d w a t e r i n f r a s t r u c t u r e . Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ge n e r a l F u n d $0 En t e r p r i s e F u n d $0 Gr a n t $0 Pa r k l a n d F u n d s $0 RE O C F u n d s $ 1 0 0 , 0 0 0 $ 1 0 0 , 0 0 0 To t a l $ 0 $ 0 $ 1 0 0 , 0 0 0 $ 0 $ 0 $ 0 $ 1 0 0 , 0 0 0 Pr o j e c t F u n d i n g b y S o u r c e E- 3 4 CA P I T A L I M P R O V E M E N T P L A N – C O M M U N I T Y D E V E L O P M E N T OP E N S P A C E M A I N T E N A N C E : W I L D L A N D - U R B A N I N T E R F A C E A N D I N V A S I V E S P E C I E S P R O G R A M I M P L E M E N T A T I O N Re d u c e d / E n h a n c e d P r o j e c t A l t e r n a t i v e s A l t e r n a t e p r o j e c t i s f e a s i b l e o r a d v a n t a g e o u s – C o s t o f a l t e r n a t i v e p r o j e c t : N / A P r o j e c t c a n b e p h a s e d – N u m b e r o f y e a r s f o r p h a s i n g : T h e s e p r o g r am i n i t i a t i v e s c o u l d b e p h a s e d i n t o t h e f u t u r e , a n d p o r t i o n s c ould also be completed to a le s s e r d e g r e e w i t h l e s s f u n d i n g ; h o w e v e r t h e r e i s a n u r g e n c y a n d ne e d f o l l o w i n g a d o p t i o n o f t h e p l an n i n g d o c u m e n t s i n D e c e m b e r 2015 to begin implementation gi v e n t h e o n g o i n g d r o u g h t a n d s i g n i f i c a n t l i f e s a f e t y a n d lo s s o f p r o p e r t y r i s k s a s s o c i a t e d w i t h w i l d l a n d f i r e s . Pr o j e c t T e a m Op e n S p a c e P r o t e c t i o n - Ma i n t e n a n c e Pr o g r a m E s t i m a t e d H o u r s Pr o j e c t M a n a g e r Na t u r a l R e s o u r c e s 10 0 Pr o j e c t S u p p o r t Ra n g e r S e r v i c e 10 0 Pr o j e c t S u p p o r t Fi r e M a r s h a l 10 0 E- 3 5 CA P I T A L I M P R O V E M E N T P L A N – C O M M U N I T Y D E V E L O P M E N T OP E N S P A C E M A I N T E N A N C E : W I L D L A N D - U R B A N I N T E R F A C E A N D I N V A S I V E S P E C I E S P R O G R A M I M P L E M E N T A T I O N Lo c a t i o n M a p E- 3 6 CA P I T A L I M P R O V E M E N T PL A N - T R A N S P O R T A T I O N BI K E B R I D G E A T P H I L L I P S L A N E Pr o j e c t D e s c r i p t i o n Ex t e n d i n g t h e R a i l r o a d T r a i l f r o m t h e i n t e r se c t i o n o f C a l i f o r n i a B l v d a n d P h i l l i p s L a n e to t h e i n t e r s e c t i o n o f P h i l l i p s L a n e a n d P e p p e r S t r e e t w i l l c o s t $ 2 5 0 , 0 0 0 i n 20 1 5 - 1 6 t o c o m p l e t e d e s i g n a n d l a n d a c q u i s it i o n , a n d $ 3 , 4 9 4 , 0 0 0 i n 2 0 1 6- 1 7 f o r c o n s t r u c t i o n a n d co n s t r u c t i o n m a n a g e m e n t . M a i n t e n a n c e / R e p l a c e m e n t N e w p r o j e c t F l e e t R e p l a c e m e n t N e w F l e e t R e q u e s t C o u n c i l G o a l / M e a s u r e G P r i o r i t y : F Y 2 0 1 5 - 1 7 M a j o r C i t y G o a l: M u l t i - M o d a l T r a n s p o r t a t i o n / E x p a n d B i c y c l e a n d P e d e s t r i a n p a t h s Ne e d a n d U r g e n c y In N o v e m b e r 2 0 0 0 , t h e C o u n c i l a d o p t e d t h e p r e l i m i n a r y a l i g n m e n t p l a n f o r t h e R a i l r o a d S a f e t y T r a i l . S i n c e t h a t t i m e g r a n t s h a v e b e e n a p p l i e d f o r a n d w o r k co n t i n u e s w i t h U n i o n P a c i f i c R a i l r o a d t o r e c e i v e a p p r o v a l f o r s p ec i f i c s e g m e n t s , u s i n g a p h a s e d a p p r o a c h . I n 2 0 1 3 t h e b i k e p a t h a n d f e n c i n g w a s e x t e n d e d so u t h w a r d a l o n g C a l i f o r n i a B o u l e v a r d t o T a f t S t r e e t . A n a d d it i o n a l p h a s e w a s p l a n n e d f o r c o n s t r u c t i o n d u r i n g t h e S p r i n g o f 2 0 1 5, w h i c h w o u l d h a v e e x t e n d e d t h e pa t h w a y o n t h e w e s t e r l y s i d e o f C a l i f o r n i a B o u l e v a r d , t o t h e in t e r s e c t i o n o f C a l i f o r n i a B o u l e v a r d a n d P h i l l i p s L a n e , a s t h e f i r st p h a s e o f t h e p r e v i o u s l y a p p r o v e d “T a f t t o P e p p e r ” p r o j e c t . T h a t p r o j e c t , h o w e v e r , w a s d e n i e d a n e n cr o a c h m e n t p e r m i t f r o m C a l t r a n s a n d e f f o r t s t o c o m p l e t e t h a t p roject were subsequently ab a n d o n e d . E f f o r t s w e r e t h e n r e n e w e d t o e x t e n d t h e p a t h w a y s o u t h w a r d t o t h e P h i l l i p s L a ne c u l - d e - s a c t h r o u g h a n a l i g n m e n t w h i c h traversed behind the CHP fa c i l i t y o n C a l i f o r n i a B l v d , a d j a c e n t t o t h e r a i l r o a d t r a c k s . A s o f A p r i l 2 0 1 6 , t h a t p r o j e c t i s 5 0 % c o m p l e t e d t h r o u g h d e s i g n . Th e p r o j e c t c o m p l e t e s t h e c o n n e c t i o n t o P e p p e r S t r e e t . T h i s b r id g e c o n n e c t i o n o v e r t h e r a i l r o a d wi l l a l l o w c y c l i s t s t r a v e l i n g no r t h , t o a v o i d c r o s s i n g C a l i f o r n i a Bl v d t o g e t o n t o t h e T r a i l , e i t h e r a t P h i l l i p s L a n e o r f a r t h e r n o r th a t T a f t S t r e e t . C y c l i s t s w i l l b e a b l e t o r i d e n o r t h o n P e p p e r S t r e e t , c r o s s t h e b r i d g e t o P h i l l i p s La n e , a n d j o i n t h e T r a i l a t C a l i f o r n i a B o u l e v a r d , w i t h o u t c r o s s i ng t h e s t r e e t . F u t u r e p h a s e s w i l l be p u r s e d t o e x t e n d t h e t r a i l s o u t h w a r d t o c o n n e c t t o t h e e x i s t i n g so u t h e r n p o r t i o n s t a r t i n g a t t h e R a i l r o a d S t a t i o n . Th i s p r o j e c t i s b e i n g i n c l u d e d i n t h e 2 0 1 5 - 1 7 B u d g e t S u p p l e m e n t t o r e f l e c t t h e C i t y ’ s r e c e i p t o f g r a n t f u n d i n g i n t h e a m o u n t o f $ 3 , 2 4 4 , 0 0 0 . Re a d i n e s s t o B u i l d S t u d y c o m p l e t e o r n / a E q u i p m e n t p u r c h a s e d o r n / a P r o p e r t y o w n e d o r p r o p e r t y a g r e e m e n t i n p l a c e n / a E n v i r o n m e n t a l a p p r o v a l a nd p e r m i t s c o m p l e t e o r n / a S p e c i f i c a t i o n s o r c o n s t r u c t i o n d o c u m e n t s c o m p l e t e n / a I T S t e e r i n g C o m m i t t e e r e v i e w n / a E- 3 7 CA P I T A L I M P R O V E M E N T PL A N - T R A N S P O R T A T I O N BI K E B R I D G E A T P H I L L I P S L A N E En v i r o n m e n t a l R e v i e w a n d P e r m i t s R e q u i r e d E n v i r o n m e n t a l R e v i e w n / a B u i l d i n g P e r m i t n / a W a t e r w a y P e r m i t s ( F i s h & W i l d l i f e , W a t e r Q u a l i t y , A r m y C o r p s ) n / a R a i l r o a d n / a O t h e r : ( C a l i f o r n i a P u b l i c U t i l i t i e s C o m m i s s i o n f o r t h e r a i l r o a d cr o s s i n g . A R C a p p r o v a l o f t h e n e w b r i d g e m a y b e n e e d e d ) n/a Op e r a t i n g P r o g r a m N u m b e r a n d T i t l e : 50 5 0 0 T r a n s p o r t a t i o n P l a n n i n g a n d E n g i n e e r i n g Pr o j e c t P h a s i n g a n d F u n d i n g S o u r c e s C o n t i n u i n g , o n g o i n g o r m a s t e r a c c o u n t p r o j e c t - In i t i a l P r o j e c t C o s t s b y P h a s e Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l La n d A c q u i s i t i o n $0 De s i g n $ 2 5 0 , 0 0 0 $ 2 5 0 , 0 0 0 Co n s t r u c t i o n $ 3 , 4 4 4 , 0 0 0 $ 3 , 4 4 4 , 0 0 0 Co n s t r u c t i o n M a n a g e m e n t $ 5 0 , 0 0 0 $ 5 0 , 0 0 0 To t a l $ 0 $ 2 5 0 , 0 0 0 $ 3 , 4 9 4 , 0 0 0 $ 0 $ 0 $ 0 $ 3 , 7 4 4 , 0 0 0 Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Co n t r a c t S e r v i c e s $ 2 , 2 0 0 $ 2 , 2 0 0 $ 2 , 2 0 0 $ 6 , 6 0 0 To t a l $ 0 $ 0 $ 0 $ 2 , 2 0 0 $ 2 , 2 0 0 $ 2 , 2 0 0 $ 6 , 6 0 0 On goi n g C o s t s b y T ype De t a i l o f o n g o i n g c o s t s a n d a l t e r n a t i v e s t o o n g o i n g c o s t s i n c l u d i n g r e t u r n o n i n v e s t m e n t i n f o r m a t i o n : Th e p a t h e x t e n s i o n w i l l r e q u i r e o n g o i n g m a i n t e n a n c e o f t h e a s ph a l t s u r f a c e ( l o n g t e r m ) a n d l a n d s c a p in g ( o n g o i n g s h o w n i n t a b l e . ) General Fund would assume on g o i n g m a i n t e n a n c e c o s t s . An t i c i p a t e d F a c i l i t y L i f e S p a n : A s p h a l t p a t h w a y a n d b r id g e d e s i g n l i f e i s a n t i c i p a t e d t o b e 5 0 y e a r s . E- 3 8 CA P I T A L I M P R O V E M E N T PL A N - T R A N S P O R T A T I O N BI K E B R I D G E A T P H I L L I P S L A N E Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l TI F $ 0 $ 2 5 0 , 0 0 0 $ 0 $ 0 $ 2 5 0 , 0 0 0 Ge n e r a l F u n d $ 2 5 0 , 0 0 0 Gr a n t F u n d i n g $ 0 $ 0 $ 3 , 2 4 4 , 0 0 0 $ 0 $ 3 , 2 4 4 , 0 0 0 To t a l $ 0 $ 2 5 0 , 0 0 0 $ 3 , 4 9 4 , 0 0 0 $ 0 $ 0 $ 0 $ 3 , 7 4 4 , 0 0 0 Pr o jec t F u n d i n g b y S o u r c e Re d u c e d / E n h a n c e d P r o j e c t A l t e r n a t i v e s A l t e r n a t e p r o j e c t i s f e a s i b l e o r a d v a n t a g e o u s – C o s t o f a l t e r n a t i v e p r o j e c t : P r o j e c t c a n b e p h a s e d – N u m b e r o f y e a r s f o r p h a s i n g : Pr o j e c t T e a m As s i g n m e n t P r o g r a m E s t i m a t e d H o u r s Pr o j e c t M a n a g e m e n t CI P E n g i n e e r i n g - D e s i g n 40 0 En v i r o n m e n t a l R e v i e w P l a n n i n g D e v e l o p m e n t R e v i e w 40 Pr o j e c t P r o p o n e n t Tr a n s p o r t a t i o n P l a n n i n g & E n g . 12 0 Co n s t r u c t i o n M a n a g e m e n t C I P E ng i n e e r i n g – C o n s t r u c t i o n 2 4 0 Co n t r a c t A d m i n i s t r a t i o n C I P E n g i n e e r i n g – A d m i n i s t r a t i o n 10 0 En v i r o n m e n t a l R e v i e w P l a n n i n g 40 E- 3 9 CA P I T A L I M P R O V E M E N T PL A N - T R A N S P O R T A T I O N BI K E B R I D G E A T P H I L L I P S L A N E Lo c a t i o n M a p PR O J E C T LO C A T I O N E- 4 0 C A P I T A L I M P R O V E M E N T P L AN - P U B L I C U T I L I T I E S GR O U N D W A T E R P R O G R A M Pr o j e c t D e s c r i p t i o n Th i s p r o j e c t i s p l a n n e d f o r t h e d e v e l o p m e n t o f a n e x p a n d e d g r o u n d w a t e r p r o g r a m w i t h i n t h e C i t y o f S a n L u i s O b i s p o . T h e s t u d y p h ase of the expanded gr o u n d w a t e r p r o g r a m w i l l c o s t $ 7 0 , 0 0 0 , t h e d es i g n a n d e n v i r o n m e n t a l p h a s e o f t h e g r o u n d w at e r p r o g r a m w i l l c o s t $ 2 5 0 , 0 0 0 , a n d t h e construction of the project, in c l u d i n g a s s o c i a t e d c o s t s f o r c o n s t r u c t i o n m a n a g e me n t , w i l l c o s t $ 1 , 1 5 0 , 0 0 0 i n 2 0 1 6 - 1 7 . M a i n t e n a n c e / R e p l a c e m e n t N e w p r o j e c t F l e e t R e p l a c e m e n t N e w F l e e t R e q u e s t I T R e p l a c e m e n t C o u n c i l M C G / O I O – L i s t : I n f r a s t r u c t u r e M a i n t e n a n c e Ne e d a n d U r g e n c y Th e C i t y o f S a n L u i s O b i s p o h a s a l o n g h i s t o r y o f u t i l i z i n g g r o un d w a t e r t o m e e t i t s p o t a b l e a n d n o n - p o t a b l e w a t e r n e e d s . O v e r t im e , s u r f a c e w a t e r r e s e r v o i r s h a v e be c o m e t h e p r i m a r y c o m m u n i t y w a t e r r e s o u r c e a n d c i t y g r o u n d w a t e r w e l l s h a v e b e e n p l a c e d o n s t a n d b y , d e e m e d f o r n o n - p o t a b l e u s e only, or abandoned for va r i o u s r e a s o n s . T h e c u r r e n t p o t a b l e g r o u n d w a t e r p r o g r a m i s l i m i te d b e c a u s e o f w e l l h e a d t r e a t m e n t b e i n g r e q u i r e d a s a r e s u l t o f recent regulatory changes. The ci t y ’ s o n e r e m a i n i n g p o t a b l e w a t e r w e l l w a s p l a c e d o n st a n d b y d u e t o r e g u l a t o r y c h a n g e s i n A p r i l 2 0 1 5 . Di v e r s i f i c a t i o n o f w a t e r s o u r c e s r e m a i n s a t o p p r i o r i t y t o e n s u re w a t e r s u p p l y r e s i l i e n c y . T h e c o m m u n i t y c u r r e n t l y r e c e i v e s w a t er from three surface water re s e r v o i r s i n t h r e e d i s t i n c t w a t e r s h e d s a n d h a s a r e c y c l e d w a t e r p r o g r a m . D e v e l o p i n g a n e x p a n d e d g r o u n d w a t e r p r o g r a m i s a n i m p o r t a n t s t e p t o w a r d m a x i m i z i n g wa t e r r e s o u r c e s a v a i l a b l e t o t h e c o m m u n i t y i n t o t h e f u t u r e . Th e i d e n t i f i c a t i o n o f t h e m o s t a p p r o p r i a t e s i t e f o r a p r o d u c t i v e we l l f i e l d a n d a c c o m p a n y i n g c e n t r al i z e d w e l l h e a d t r e a t m e n t w i l l b e a n o u t c o m e o f t h e p r o j e c t . A f t e r a s i t e h a s b e e n i d e n t i f i e d , d e p e n d i n g o n i t s l o c a t i o n , n e x t s t e p s w o u l d b e d e t e r m in e d . I f a p r o p e r t y p u r c h a s e i s n o t r e q u i r e d t o accommodate a wellfield, the de v e l o p m e n t o f d e s i g n p l a n s a n d e n v i r o n m e n t a l d o c u m e n t s n e e d e d f o r c o n s t r uc t i o n w o u l d b e c o m p l e t e d . Fu t u r e f u n d i n g a n d / o r f i n a n cing for full wellfield de v e l o p m e n t w o u l d b e d e t e r m in e d d u r i n g t h i s p r o c e s s . Co n c u r r e n t l y , a n e x i s t i n g w e l l c a s i n g t h a t w a s i n s t a l l e d i n 2 0 0 4 o n t h e W a t e r R e s o u r c e R e c o v e r y Fa c i l i t y p r o p e r t y w o u l d b e r e h a bilitated. The existing well ca s i n g , w h i c h i s l o c a t e d i n o n e o f t h e m o s t p r o d u c t i v e a r e a s o f t h e a q u i f e r , w i l l b e o u t f i t t e d w i t h a m o t o r , m o t o r c o n t r o l c e n t er , a n d a p i p i n g s y s t e m t o i n t e g r a t e t h e wa t e r p r o d u c t i o n i n t o e x i s t i n g o p e r a t i o n s . W a t e r qu a l i t y i s u n k n o w n a t t h i s t i m e b u t w i t ho u t t r e a t m e n t t h i s w a t e r m i g h t b e e f f ec t i v e l y u t i l i z e d i n t h e r e c y c l e d w a t e r di s t r i b u t i o n s y s t e m . W h i l e s t i l l t o b e v e r i f i e d t h r o u g h t h e s t u d y , e x i s t i n g h y d r o g e o l o g i c a l r e c o rd s s h o w t h e r e i s a h i g h l i k e l i ho o d t h i s l o c a t i o n c o u l d b e t h e f u t u r e si t e o f t h e f u l l y d e v e l o p e d w e l l f i e l d . T h e w e l l c o u l d a l s o b e u t i l i z e d a s p a r t o f a n i n d i r e c t p o t a b l e w a t e r p r o g r a m i n t h e f u t u re . Fu n d i n g f o r t h i s c a p i t a l p r o j e c t h a s b e e n p r i o r i t i z e d o v e r o t h e r c a p i t a l p r o j e c t s p r e v i o u s l y i d e n t i f i e d . E- 4 1 C A P I T A L I M P R O V E M E N T P L AN - P U B L I C U T I L I T I E S GR O U N D W A T E R P R O G R A M Re a d i n e s s t o B u i l d S t u d y c o m p l e t e o r n / a E q u i p m e n t p u r c h a s e d o r n / a P r o p e r t y o w n e d o r p r o p e r t y a g r e e m e n t i n p l a c e n / a E n v i r o n m e n t a l a p p r o v a l a nd p e r m i t s c o m p l e t e o r n / a S p e c i f i c a t i o n s o r c o n s t r u c t i o n d o c u m e n t s c o m p l e t e n / a I T S t e e r i n g C o m m i t t e e r e v i e w n / a En v i r o n m e n t a l R e v i e w a n d P e r m i t s R e q u i r e d E n v i r o n m e n t a l R e v i e w n / a B u i l d i n g P e r m i t n / a W a t e r w a y P e r m i t s ( F i s h & G a m e , W a t e r Q u a l i t y , A r m y C o r p s ) n / a R a i l r o a d n / a O t h e r : ( E n t e r t h e t i t l e a n d a g e n c y o f a n y o t h e r n e e d e d p e r m i t s ) n / a St a t e W a t e r R e s o u r c e s , R e g i o n a l W a t e r Q u a l i t y C o n t r o l B o a r d , a n d ot h e r S t a t e a n d F e d e r a l r e g u l a t o r y a g e n c i e s . A n y n e w s t r u c t u r e s would likely re q u i r e r e v i e w b y A r c h i t e c t u r a l R e v i e w C o m m i s s i o n . Op e r a t i n g P r o g r a m N u m b e r a n d T i t l e : 55 1 1 0 – S o u r c e o f S u p p l y Pr o j e c t P h a s i n g a n d F u n d i n g S o u r c e s N e w S p e c i f i c a t i o n N o . Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l St u d y $ 7 0 , 0 0 0 $ 7 0 , 0 0 0 En v i r o n m e n t a l / P e r m i t $ 7 5 , 0 0 0 $ 7 5 , 0 0 0 La n d A c q u i s i t i o n $0 Si t e P r e p a r a t i o n $0 De s i g n $ 1 7 5 , 0 0 0 $ 1 7 5 , 0 0 0 Co n s t r u c t i o n $ 1 , 0 0 0 , 0 0 0 $ 1 , 0 0 0 , 0 0 0 Co n s t r u c t i o n M a n a g e m e n t $ 1 5 0 , 0 0 0 $ 1 5 0 , 0 0 0 Eq u i p m e n t A c q u i s i t i o n $0 To t a l $ 0 $ 0 $ 1 , 4 7 0 , 0 0 0 $ 0 $ 0 $ 0 $ 1 , 4 7 0 , 0 0 0 E- 4 2 C A P I T A L I M P R O V E M E N T P L AN - P U B L I C U T I L I T I E S GR O U N D W A T E R P R O G R A M Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ut i l i t i e s $1 2 , 0 0 0 $ 1 2 , 0 0 0 $ 1 2 , 0 0 0 $ 3 6 , 0 0 0 Ma i n t e n a n c e m a t e r i a l s $0 Pr o p e r t y r e n t a l / l e a s e $0 St a f f $0 Co n t r a c t S e r v i c e s $0 To t a l $ 0 $ 0 $ 0 $ 1 2 , 0 0 0 $ 1 2 , 0 0 0 $ 1 2 , 0 0 0 $ 3 6 , 0 0 0 On goi n g C o s t s b y T ype De t a i l o f o n g o i n g c o s t s a n d a l t e r n a t i v e s t o o n g o i n g c o s t s i n c l u d i n g re t u r n o n i n v e s t m e n t i n f o r m a t i o n : M a i n t e n a n c e o f p u m p s a n d motors An t i c i p a t e d F a c i l i t y L i f e S p a n : 5 0 y e a r s Bu d g e t t o D a t e 2 0 1 5 - 1 6 2 0 1 6 - 1 7 2 0 1 7 - 1 8 2 0 1 8 - 1 9 2 0 1 9 - 2 0 T o t a l Ge n e r a l F u n d $0 Wa t e r F u n d $ 1 , 4 7 0 , 0 0 0 $ 1 , 4 7 0 , 0 0 0 Gr a n t $0 De b t F i n a n c i n g $0 De v e l o p e r C o n t r i b u t i o n $0 To t a l $ 0 $ 0 $ 1 , 4 7 0 , 0 0 0 $ 0 $ 0 $ 0 $ 1 , 4 7 0 , 0 0 0 Pr o j e c t F u n d i n g b y S o u r c e Re d u c e d / E n h a n c e d P r o j e c t A l t e r n a t i v e s A l t e r n a t e p r o j e c t i s f e a s i b l e o r a d v a n t a g e o u s – C o s t o f a l t e r n a t i v e p r o j e c t : P r o j e c t c a n b e p h a s e d – N u m b e r o f y e a r s f o r p h a s i n g : E- 4 3 C A P I T A L I M P R O V E M E N T P L AN - P U B L I C U T I L I T I E S GR O U N D W A T E R P R O G R A M Pr o j e c t T e a m Si t e L i s t – F o r m u l t i - y e a r p r o j e c t s Lo c a t i o n Es t i m a t e d Y e a r o f Co n s t r u c t i o n Pa v e m e n t A r e a (f o r p r o j e c t s i n r i g h t - o f - w a y ) As s i g n m e n t P r o g r a m E s t i m a t e d H o u r s Pr o j e c t P r o p o n e n t Pu b l i c U t i l i t i e s - S o u r c e o f S u p p l y 1 5 0 Pr o j e c t M a n a g e r Pu b l i c W o r k s - E n g i n e e r i n g 40 0 Pr o j e c t S u p p o r t Pu b l i c U t i l i t i e s - W a t e r D i s t r i b u t i o n , Wa t e r T r e a t m e n t ; P u b l i c W o r k s . 56 0 En v i r o n m e n t a l C l e a r a n c e Co m m u n i t y D e v e l o p m e n t 20 Co n s t r u c t i o n M a n a g e m e n t Pu b l i c W o r k s - C I P E n g i n e e r i n g – Co n s t r u c t i o n 20 0 E- 4 4 Section F DEBT SERVICE DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS 2005/1996 Revenue Refunding Bonds Purpose: Construct a new headquarters fire station and other City acquisitions. Maturity Date: 2026 Original Principal Amount: $6,550,000 July 1, 2015 Principal Outstanding: $4,110,000 Interest Rate: 3.4% to 4.5% Debt Service Payment 2015-16 $467,851 Debt Service Payment 2016-17 $466,789 Funding Source: General Fund 2006 Lease Revenue Bonds Purpose: Parking Structure and City Offices Maturity Date: 2036 Original Amount: $16,160,000 July 1, 2015 Principal Outstanding: $13,270,000 Interest Rate: 4.0% to 4.7% Debt Service Payment 2015-16 $1,000,814 Debt Service Payment 2016-17 $999,813 Funding Source: General and Parking Funds 2009 Lease Revenue Bonds Purpose: Public Safety Communications and Emergency Operations Center Maturity Date: 2039 Original Amount: $10,705,000 July 1, 2015 Principal Outstanding: $7,500,035 Debt Service Payment 2015-16 $979,927 Debt Service Payment 2016-17 $975,927 Interest Rate: 3.00% to 5.75% Funding Source: General, Water, Sewer, Parking Funds 2012 Refunding 2001 Series C Lease Revenue Bonds Purpose: Purchase property and build athletic fields; purchase property for police station expansion; purchase Downtown Plan properties Maturity Date: 2029 Original Principal Amount: $6,745,000 July 1, 2015 Principal Outstanding: $4,410,000 Debt Service Payment 2015-16 $392,100 Debt Service Payment 2016-17 $385,350 Interest Rate: 2.0% to 4.0% Funding Source: General Fund F-1 DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS 2001 State Infrastructure Bank (CIEDB) Loan Purpose: Expand Marsh Street parking structure Maturity Date: 2031 Original Principal Amount: $7,765,900 July 1, 2015 Principal Outstanding: $5,345,307 Debt Service Payment 2015-16 $420,577 Debt Service Payment 2016-17 $419,730 Interest Rate: 3.37% (including annual loan fees) Funding Source: Parking Fund 2004 State Water Control Board Loan Purpose: Construct water reuse project. Maturity Date: 2024 Authorized Principal Amount: $8,883,200 July 1, 2015 Principal Outstanding: $4,598,833 Debt Service Payment 2015-16 $525,458 Debt Service Payment 2016-17 $525,457 Interest Rate: 2.5% Funding Source: Water Fund 2006 Water Revenue Bonds Purpose: Water Treatment Plant Improvements Maturity Date: 2036 Original Amount: $16,905,000 July 1, 2015 Principal Outstanding: $13,830,000 Debt Service Payment 2015-16 $1,032,748 Debt Service Payment 2016-17 $1,030,948 Interest Rate: 3.75% to 4.625% Funding Source: Water Funds 2008 Installment Sale Agreement-SunTrust Purpose: Tank Farm Lift Station and Force Main Project Maturity Date: 2023 Original Amount: $2,050,000 July 1, 2015 Principal Outstanding: $1,375,000 Debt Service Payment 2015-16 $185,020 Debt Service Payment 2016-17 $184,455 Interest Rate: 4.2% Funding Source: Sewer Funds F-2 DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS 2009 State Infrastructure Bank (CIEDB) Loan Purpose: Tank Farm Lift Station and Force Main Project Maturity Date: 2038 Original Principal Amount: $10,000,000 July 1, 2015 Principal Outstanding: $8,615,711 Debt Service Payment 2015-16 $559,328 Debt Service Payment 2016-17 $558,418 Interest Rate: 3.25% (including annual loan fees) Funding Source: Sewer Fund 2012/2002 Water Revenue Refunding Bonds Purpose: Upgrade the City's water treatment plant to meet water quality standards. Maturity Date: 2023 Original Principal Amount: $10,890,000 July 1, 2015 Principal Outstanding: $3,840,000 Debt Service Payment 2015-16 $568,600 Debt Service Payment 2016-17 $572,000 Interest Rate: 2.0% to 4.0% Funding Source: Water Fund 2014 US Bank Wastewater Lease. Purpose: Construct energy conservation improvements at this facility Maturity Date: 2028 Original Principal Amount: $7,479,000 July 1, 2015 Principal Outstanding: $7,106,042 Debt Service Payment 2015-16 $618,751 Debt Service Payment 2016-17 $618,544 Interest Rate: 2.9% Funding Source: Sewer Fund 2010 Fire Engine/Truck Lease Financing Purpose: Purchase of fire apparatus with 100-foot ladder Maturity Date: 2020 Original Amount: $1,080,000 July 1, 2015 Principal Outstanding: $585,000 Debt Service Payment 2015-16 $127,492 Debt Service Payment 2016-17 $129,203 Interest Rate: 2.99% Funding Source: General Fund F-3 DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS 2014 Fire Engine Lease Financing Purpose: Purchase of replacement fire apparatus Maturity Date: 2018 Original Amount: $548,351 July 1, 2015 Principal Outstanding: $440,302 Debt Service Payment 2015-16 $116,702 Debt Service Payment 2016-17 $116,702 Interest Rate: 2.108% Funding Source: General Fund 2014 LOVR Lease Revenue Bonds Purpose: Expand the LOVR/101 Interchange Overpass Maturity Date: 2044 Original Amount: $7,580,000 July 1, 2015 Principal Outstanding: $7,580,000 Debt Service Payment 2015-16 $421,406 Debt Service Payment 2016-17 $422,181 Interest Rate: 3.0% to 4.0% Funding Source: General Fund 2015 Copiers & Mobile Data Equipment - Lease Financing Purpose: Purchase of photocopiers Maturity Date: 2020 Original Amount: $102,304 July 1, 2015 Principal Outstanding: $97,392 Debt Service Payment 2015-16 $21,386 Debt Service Payment 2016-17 $21,386 Interest Rate: 1.7% Funding Source: General Fund Purpose: Mobile Data Computers for Police and Fire Vehicles Maturity Date: 2020 Original Amount: $693,000 July 1, 2015 Principal Outstanding: $693,000 Debt Service Payment 2015-16 $177,365 Debt Service Payment 2016-17 $177,663 Interest Rate: 1.5% to 1.7% Funding Source: General Fund F-4 DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS Fleet Replacement Fund Financing FINANCED IN 2015-16 FISCAL YEAR: Purpose: Purchase replacement fire engine 2 and replacement street sweeper Maturity Date: 2021 Original Amount: $1,141,468.09 July 1, 2016 Principal Outstanding: 0 Debt Service Payment 2015-16: 0 Debt Service Payment 2016-17: $240,068 Interest Rate: 1.70% Funding Source: General Fund PROPOSED FINANCING: 2017-18 fiscal year: Purpose: Purchase replacement dump truck and replacement street sweeper Maturity: 2023 Original Amount: $591,000 Interest rate: 4% (estimated) Funding Source: General Fund 2019-20 fiscal year: Purpose: Purchase replacement fire engine #3 Maturity: 2025 Original Amount: $623,500 Interest rate: 4% (estimated) Funding Source: General Fund 2019-20 Information Technology Replacement Fund Financing Purpose: Purchase of computer software and hardware Maturity: 2025 Original Amount: $2.5 million Interest Rate: 4% estimated; quarterly payments Funding Source: General Fund 2017-18 Water Enterprise Fund Debt Purpose: Finance the replacement of reservoir #2 Maturity: 2036 Original Amount: $5.0 million Interest Rate: 4% estimated Funding Source: Water fees 2017-18 Sewer Enterprise Fund Debt Purpose: Upgrade the Water Resource Recovery Facility Maturity: 2037 Original Amount: $74,000,000 Interest Rate: 2.5% estimated Funding Source: Sewer fees F-5 DEBT SERVICE DESCRIPTION DESCRIPTION OF DEBT OBLIGATIONS 2017-18 Parking Enterprise Fund Debt Purpose: Construction of the Palm/Nipomo Parking Structure Maturity: To be determined Original Amount: To be determined – total project cost estimate $23,600,000 Interest Rate: to be determined Funding Source: Parking Enterprise Fund revenue F-6 ANNUAL PAYMENTS BY FUNCTION Current 2015-16 Adopted 2016-17 Revised 2016-17 PUBLIC SAFETY Police Protection691,973689,630689,630 Fire & Environmental Safety863,745890,9431,057,988 Total Public Safety1,555,7181,580,5731,747,618 PUBLIC UTILITIES Water Service2,192,4612,561,7012,193,792 Wastewater Service1,437,5736,182,6941,435,587 Total Public Utilities3,630,0348,744,3953,629,379 TRANSPORTATION Streets492,528538,321538,321 Parking970,817969,389969,389 Total Transportation1,463,3451,507,7101,507,710 LEISURE, CULTURAL & SOCIAL SERVICES Parks & Recreation 653,951648,052648,052 Total Leisure, Cultural & Social Services653,951648,052648,052 GENERAL GOVERNMENT Insurance Retrospective Charges- - Public Employees Retirement System Liability- - Information Technology21,08821,38621,386 Buildings291,389290,489290,489 Total General Government312,477311,875311,875 TOTAL DEBT SERVICE REQUIREMENTS$7,615,525$12,792,605$7,844,634 DEBT SERVICE REQUIREMENTS F-7 DEBT SERVICE REQUIREMENTS ANNUAL PAYMENTS BY SOURCE Current 2015-16 Adopted 2016-17 Revised 2016-17 GENERAL FUND 2004/1994 Refunding Lease Revenue Bonds Principal Interest 2005/1996 Lease Revenue Bonds Principal295,000 305,000 305,000 Interest172,851 161,789 161,789 2006 Lease Revenue Bonds-919 Palm Street Principal184,000 190,900 190,900 Interest276,374 269,014 269,014 2009 Lease Revenue Bonds - Public Safety EOC Principal508,200 525,140 525,140 Interest321,798 301,470 301,470 2012/2001 Revenue Refunding Bonds Series B & C Principal225,000 225,000 225,000 Interest167,100 160,350 160,350 Fire Engine/Truck Lease Financing Principal110,000 115,000 115,000 Interest17,492 14,203 14,203 Fire Engine Lease Financing 2013 Principal106,223 108,751 108,751 Interest10,479 7,951 7,951 Capital Lease I.T. Equipment 2015 Principal188,221 191,099 191,099 Interest10,530 7,950 7,950 LOVR Lease Revenue Bonds 2014 Principal145,000 150,000 150,000 Interest276,406 272,181 272,181 Fleet Replacement Fund 2017 Principal31,018 220,663 Interest11,166 19,405 Insurance Retrospective Charges Principal Public Employees Retirement System Safety Side Fund Liability Total Debt Service Fund3,014,674 3,047,982 3,245,866 F-8 DEBT SERVICE REQUIREMENTS ANNUAL PAYMENTS BY SOURCE Current 2015-16 Adopted 2016-17 Revised 2016-17 WATER FUND 2004 Water Reuse Project Loan Principal410,487 420,748 420,748 Interest114,971 104,709 104,709 2006 Water Treatment Plant Upgrade Principal420,000 435,000 435,000 Interest612,748 595,948 595,948 2009 Lease Revenue Bonds - Public Safety EOC Principal40,200 41,540 41,540 Interest25,455 23,847 23,847 2012 Revenue Refunding Bonds Principal415,000 435,000 435,000 Interest153,600 137,000 137,000 2016-17 Revenue Bond - Reservoir #2 Principal167,909 - Interest200,000 - Total Water Fund 2,192,4612,561,7012,193,792 SEWER FUND 2008 SunTrust Bond Principal130,000 135,000 135,000 Interest55,020 49,455 49,455 2009 CIEDB State Loan - Tank Farm Lift Station Principal257,658 266,031 266,031 Interest301,670 292,387 292,387 2009 Lease Revenue Bonds - Public Safety EOC Principal45,600 47,120 47,120 Interest28,874 27,050 27,050 2014 US Bank Wastewater Lease Principal418,747 430,859 430,859 Interest200,004 187,685 187,685 WRF Master Plan Design Principal3,418,593 - Interest1,328,514 - Total Wastewater Fund1,437,5736,182,6941,435,587 F-9 DEBT SERVICE REQUIREMENTS ANNUAL PAYMENTS BY SOURCE Current 2015-16 Adopted 2016-17 Revised 2016-17 PARKING FUND 2004/1994 Refunded Lease Revenue Bonds Principal Interest 2001 State Infrastructure Bank (CIEDB) Loan Principal244,185 251,682 251,682 Interest176,392 168,048 168,048 2006 Lease Revenue Bonds-919 Palm Street Principal216,000 224,100 224,100 Interest324,440 315,799 315,799 2009 Lease Revenue Bonds - Public Safety EOC Principal6,000 6,200 6,200 Interest3,800 3,560 3,560 Total Parking Fund970,817969,389969,389 TOTAL DEBT SERVICE REQUIREMENTS7,615,525 12,761,766 7,844,634 Note: All General Fund debt service payments are accounted for in the Debt Service Fund. F-10 DEBT SERVICE REQUIREMENTS COMPUTATION OF LEGAL DEBT MARGIN Gross Assessed Valuation (2015-16)$6,808,524,270 Legal Debt Limit - 3.75% of Gross Assessed Valuation (See Note Below)$255,319,700 Long-Term Debt: Revenue Bonds Secured by Capital Leases 36,870,035 State Water Resources Revolving Fund Loans 4,598,833 State Infrastructure Bank Loans 13,961,018 Revenue Bonds 17,670,000 Installment Sale Agreement 8,481,042 Lease Purchase Financing 1,832,770 83,413,698 LESS DEDUCTIONS ALLOWED BY LAW: Revenue Bonds Secured by Capital Leases 36,870,035 State Loans 18,559,851 Water Revenue Bonds 17,670,000 73,099,886 TOTAL DEBT APPLICABLE TO COMPUTED LIMIT $10,313,812 LEGAL DEBT MARGIN $245,005,888 NOTE The California Government Code provides for a legal debt limit of 15% of gross assessed valuation based on 25% of market value. Since this limit was set, the State Constitution has changed, requiring assessed value to be set at 100% of market value. Adjusting for this change results in a comparable legal debt limit of 3.75% of assessed value. The City's debt management policy, however, sets a lower direct debt limit of 2% of assessed valuation which is $136,170,485. As noted above, the City has used $10,313,812 of this debt limit. F-11 Section G CHANGES IN FINANCIAL POSITION CHANGES IN FINANCIAL POSITION OVERVIEW INTRODUCTION This section summarizes revenues, expenditures, and changes in financial position for each of the City's operating funds. For the Governmental Funds, financial position is defined as fund balance; for the enterprise funds it is defined as working capital; and for the Whale Rock Reservoir (an Agency Fund of the City) it is defined as fund balance as reported by the Whale Rock Commission in its separately issued financial statements. Because governmental and enterprise funds use different bases of accounting, fund balance and working capital are different measures of financial position under generally accepted accounting principles. However, they represent similar concepts: resources available at the beginning of the year to fund operations, debt service, and capital improvements in the following year. Accordingly, to establish a similar framework for evaluating and projecting the City's overall financial position, these two measures of financial position are used interchangeably in this section. Changes in financial position are provided for the two years covered by the 2015-17 Financial Plan (2015- 16 and 2016-17). BASIS OF ACCOUNTING AND BUDGETING Basis of Accounting In accordance with generally accepted accounting principles, the City's financial reporting system is organized on a fund basis consisting of three major fund types—governmental, proprietary and fiduciary. The City's various funds have been established in order to segregate and identify those financial transactions and resources associated with providing specific activities or programs in conformance with special regulations, restrictions, or limitations. Governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Expenditures generally are recorded when a liability is incurred; however, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due. Proprietary funds are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The only type of proprietary funds that the City uses are enterprise funds for water, sewer, parking, and transit. The only fiduciary funds the City reports are agency funds. Unlike other types of funds, agency funds only report assets and liabilities, thus they do not have a measurement focus since they do not report operating activity. However, agency funds do use the accrual basis of accounting to recognize receivables and payables. Basis of Budgeting Budgetary basis refers to the basis of accounting used to estimate financing sources and uses in the budget. The City prepares its budget for each fund in accordance with its respective basis of accounting. CITY FUND DESCRIPTIONS The following funds are included in the Financial Plan; additional descriptions of each of the fund types are provided in the Budget Glossary (Section H) of the 2015-17 Financial Plan: Governmental Funds Most of the City's programs and functions are provided and financed through the following governmental funds, which are distinguished by their measurement focus on determining financial position and changes in financial position (modified accrual method), rather than upon determining net income: General Fund G-1 CHANGES IN FINANCIAL POSITION Special Revenue Funds Downtown Business Improvement District (DBID) Tourism Business Improvement District (TBID) Gas Tax Transportation Development Act Community Development Block Grant Law Enforcement Block Grant Public Art (Private Sector Contributions) Capital Project Funds Capital Outlay Fund Parkland Development Fund Transportation Impact Fees Fund Open Space Protection Fund Airport Area Impact Fees Fund Affordable Housing Fund Fleet Replacement Fund Los Osos Valley Road Sub-Area Fee Fund Debt Service Fund Enterprise Funds Enterprise funds are distinguished from governmental funds by their similarity to private sector enterprises, as it is intended that the cost of providing services will be financed or recovered primarily through user charges (accrual basis). The City uses the following four enterprise funds: Water Sewer Parking Transit Trust and Agency Funds Also known as fiduciary funds, agency funds are used to account for assets held by the City in a trustee capacity for private individuals, organizations, or other governmental agencies. Agency funds are custodial in nature (assets equal liabilities) and do not measure the results of operations (revenues, expenditures, and changes in fund balance). Because of their custodial nature, agency funds are not typically included in budgetary documents. In this case, however, the City is directly responsible for the day-to-day management and operations of the Whale Rock Reservoir. As such, because of its significance to the City's operations and organizational structure, budget information for the Whale Rock Commission (which is accounted for as an agency fund of the City using the accrual basis) is provided in the City's Financial Plan. G-2 CHANGES IN FINANCIAL POSITION ALL FUNDS COMBINED Current Adopted Revised 2015-16 2016-172016-17 Revenues Tax Revenues 55,534,29056,087,55357,489,2591,401,7062% Fines and Forfeitures 819,200829,000825,900(3,100)0% Investment and Property Revenues 497,500512,700515,4002,7001% Subventions and Grants 18,514,17013,830,09616,121,1522,291,05617% Service Charges Governmental Funds 9,741,5869,628,30510,285,354657,0497% Enterprise Funds 43,512,68040,991,85739,424,789(1,567,068)-4% Trust and Agency Revenues 1,736,3881,760,0671,512,705(247,362)-14% Other Revenues 307,247141,600158,60017,00012% Total Revenues 130,663,061123,781,178126,333,1592,551,9812% Expenditures Operating Programs Public Safety 25,922,57526,232,40926,589,473357,0641.4% Public Utilities 22,454,11822,259,17623,590,5491,331,3736% Transportation 9,154,8819,252,7309,330,80878,0781% Leisure, Cultural & Social Services 7,697,7337,699,2957,912,032212,7372.76% Community Development 11,640,99210,682,42011,424,283741,8637% General Government 19,769,31118,314,13719,627,7241,313,5877% Total Operating Programs 96,639,61094,440,16798,474,8694,034,7024% Capital Improvement Plan Projects 68,050,104104,730,00029,665,336(75,064,664)-71.7% Debt Service 7,615,52512,761,7667,844,645(4,917,121)-39% Total Expenditures 172,305,239211,931,933135,984,850(75,947,083)-36% Other Sources (Uses) Adjustment to Working Capial Operating Transfers In 9,092,2376,519,75510,828,4754,308,72066% Operating Transfers Out (8,406,619)(5,450,130)(10,046,912)(4,596,782)84% Proceeds from Debt Financings 688,50080,166,6001,166,600(79,000,000)-99% Potential MOA Adjustments (15,398)(15,398) Other Sources (Uses)38,071 Expenditure Savings 540,286400,042377,381(22,661)-6% Total Other Sources (Uses)1,952,47581,636,2672,310,146(79,326,121)-97% Revenues and Other Sources Over (Under) Expenditures and Other Uses (39,689,703)(6,514,488)(7,341,545)(827,057)13% Fund Balance/Working Capital, Beginning of Year 111,211,07460,293,73969,544,1709,250,43115% Fund Balance/Working Capital, End of Year Prior Year Restatement Reserved for Debt Service 2,043,2222,082,6252,043,222(39,403)-2% Unreserved 69,478,14951,696,62660,159,4038,462,77716% Total Fund Balance/Working Capital 71,521,371$ 53,779,251$ 62,202,625$ 8,423,37416% 2016-17 Variance% change G-3 CHANGES IN FINANCIAL POSITION ALL GOVERNMENTAL FUNDS COMBINED Current Adopted Revised 2015-162016-172016-17 Revenues Tax Revenues 55,534,29056,087,55357,489,2591,401,7062% Fines and Forfeitures 156,000156,000156,000 Investment and Property Revenues 360,600358,600358,600 From Other Governments 14,363,10710,830,88213,074,8822,244,00021% Service Charges 9,741,5869,628,30510,285,354657,0497% Other Revenues 230,94065,00065,000 Total Revenues 80,386,52377,126,34081,429,0954,302,7556% Expenditures Operating Programs Public Safety 25,922,57526,232,40926,589,473357,0641% Transportation 3,390,3233,583,4953,694,341110,8463% Leisure, Cultural & Social Services 7,697,7337,699,2957,912,032212,7373% Community Development 11,640,99210,682,42011,424,283741,8637% General Government 17,637,81118,306,63718,617,224310,5872% Total Operating Programs 66,289,43466,504,25668,237,3531,733,0973% Reimbursed Expenditures (4,008,992)(3,933,992)(4,164,747)(230,755)6% Total Operating Expenditures 62,280,44262,570,26464,072,6061,502,3422% Capital Improvement Plan Projects 36,417,41516,701,51222,289,5125,588,00033% Debt Service 3,014,6743,047,9823,245,866197,8846% Total Expenditures 101,712,53182,319,75889,607,9847,288,2269% Other Sources (Uses) Operating Transfers In 9,092,2376,519,75510,828,4754,308,72066% Operating Transfers Out (8,406,619)(5,450,130)(10,046,912)(4,596,782)84% Proceeds from Debt Financings 688,5001,166,6001,166,600 Potential MOA Adjustments Other Sources (Uses) Expenditure Savings 1,452,9661,469,6671,428,944(40,723)-3% Total Other Sources (Uses)2,827,0843,705,8923,377,107(328,785)-9% Revenues and Other Sources Over (Under) Expenditures and Other Uses (18,498,924)(1,487,526)(4,801,782)(3,314,256)223% Fund Balance, Beginning of Year 49,801,01623,224,90126,953,3913,728,99530 Prior Year Restatement 49,801,01623,224,90126,953,3913,728,49016% Fund Balance, End of Year Reserved for Debt Service 2,043,2222,082,6252,043,222(39,403)-2% Unreserved 29,258,87019,654,75020,108,387453,6372% Total Fund Balance 31,302,092$ 21,737,375$ 22,151,609$ 414,2342% 2016-17 Variance% change G-4 CHANGES IN FINANCIAL POSITION ALL ENTERPRISE, AGENCY AND INTERNAL SERVICE FUNDS COMBINED Current Adopted Revised 2015-162016-172016-17 Revenues Fines and Forfeitures 663,200673,000669,900(3,100)0% Investment and Property Revenues 136,900154,100156,8002,7002% From Other Governments 4,151,0632,999,2143,046,27047,0562% Service Charges 43,512,68040,991,85739,424,789(1,567,068)-4% Other Revenues 76,30776,60093,60017,00022% Trust and Agency Revenues 1,736,3881,760,0671,512,705(247,362)-14% Total Revenues 50,276,53846,654,83844,904,064(1,750,774)-4% Expenditures Operating Programs Public Utilities 22,454,11822,259,17623,590,5491,331,3736% Transportation 5,764,5585,669,2355,636,467(32,768)-1% Leisure, Cultural & Social Services General Government 6,140,4923,941,4925,175,247233,7556% Total Operating Programs 34,359,16831,869,90334,402,2632,532,3608% Capital Improvement Plan Projects 31,632,68988,028,4887,375,824(80,652,664)-92% Debt Service 4,600,8519,713,7844,598,779(5,115,005)-53% Total Expenditures 70,592,708129,612,17546,376,866(83,235,309)-64.2% Other Sources (Uses) Adjustment to Working Capial Operating Transfers In Proceeds from Debt Financings 79,000,000 Operating Transfers Out (912,680)(1,069,625)(1,051,563)18,062 Other Sources (Uses)38,071 Potential MOA Adjustments (15,398)(15,398) Total Other Sources (Uses)(874,609)77,930,375(1,066,961)(78,997,336) Revenues and Other Sources Over (Under) Expenditures and Other Uses (21,190,779)(5,026,962)(2,539,763)2,487,199-49% Working Capital, Beginning of Year 61,410,05837,068,83842,590,7795,521,94115% Working Capital, End of Year 40,300,504$ 32,041,876$ 40,051,016$ 8,009,14025% 2016-17 Variance% change G-5 CHANGES IN FINANCIAL POSITION GENERAL FUND Current Adopted Revised 2015-162016-172016-17 Revenues Tax Revenues 48,137,23648,655,00749,603,259948,2522% Fines and Forfeitures 156,000156,000156,000 Investment and Property Revenues 281,700281,700281,700 Subventions and Grants 335,200323,000323,000 Service Charges 8,019,8117,865,3308,522,379657,0498% Other Revenues 64,94055,000 55,000 Total Revenues 56,994,88757,336,03758,941,3381,605,3013% Expenditures Operating Programs Public Safety 24,957,89225,193,93625,457,225263,2891% Transportation 2,929,8272,267,7262,378,572110,8465% Leisure, Cultural & Social Services 7,498,4857,491,1087,703,845212,7372.84% Community Development 9,326,5318,643,0939,384,956741,8639% General Government 17,059,93318,306,63718,617,224310,5872% Total Program Expenditures 61,772,66861,902,50063,541,8221,639,3223% Reimbursed Expenditures (4,008,992)(3,933,992)(4,164,747) (230,755)6% Total Expenditures 57,763,67657,968,50859,377,0751,408,5672% Other Sources (Uses) Operating Transfers In 2,341,0932,371,4042,353,342(18,062)-1% Proceeds from Debt Issuance Operating Transfers Out (6,964,744)(4,108,451)(8,705,233)(4,596,782)112% Other Financing Uses Cost of Issuance MOA & Other Compensation Adjustments Expenditure Savings 1,452,9661,469,6671,428,944(40,723)-3% Total Other Sources (Uses)(3,170,685)(267,380)(4,922,947)(4,655,567)1741% Revenues and Other Sources Over (Under) Expenditures and Other Uses *(3,939,474)(899,851)(5,358,684)(4,458,833)496% Transfer to Local Revenue Measure Fund (2,426,279) Fund Balance, Beginning of Year 23,847,38113,151,49317,481,6284,330,13533% Prior Year Restatement Fund Balance, End of Year 17,481,62812,251,64212,122,944(128,698) Fund Balance Components: Designated Reserves (1,652,000)(1,153,126) Policy Reserve Level @ 20%:(10,389,271)(10,460,942)(10,851,000) Amount Over (Under) Policy Reserve:7,092,357138,700118,818(128,698)-92.8% * Expenditures exceed revenues due to one-time expenses funded from reserve balance. 2016-17 Variance% change G-6 CHANGES IN FINANCIAL POSITION LOCAL REVENUE MEASURE SUB-FUND Current Adopted Revised 2015-162016-172016-17 Revenues Tax Revenues 7,397,054 7,432,546 7,886,000 453,454 6% Investment & Property Revenue 50,000 50,000 50,000 - Total Revenues 7,447,054 7,482,546 7,936,000 453,454 6% Expenditures Operating Programs Public Safety 769,741786,655812,65526,0003% Transportation 460,496 1,315,769 1,315,769 - Leisure, Cultural & Social Services 199,248 208,187 208,187 - Community Development 247,185 5,000 5,000 - General Government 577,878 - - Capital Improvement Plan Projects 7,072,850 5,113,100 6,068,100 955,000 19% Total Program Expenditures 9,327,398 7,428,711 8,409,711 981,000 13% Other Sources (Uses) Operating Transfers Out - - - Total Other Sources (Uses)- - - - Revenues and Other Sources Over (Under) Expenditures and Other Uses *(1,880,344) 53,835 (473,711) (527,546) -980% - Fund Balance, Beginning of Year 2,426,279 52,656 545,935 493,279 937% - Fund Balance, End of Year sub-total 545,935 106,491 72,224 (34,267) -32% 2016-17 Variance% change G-7 CHANGES IN FINANCIAL POSITION INSURANCE BENEFIT Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenue Service Charges Total Revenues Expenditures Operating Programs General Government 2,124,000 1,000,0001,000,000100% Capital Improvement Plan Projects Total Expenditures 2,124,000 1,000,0001,000,000 100% Other Sources (Uses) Operating Transfer In 2,124,000 1,739,8981,739,898100% Operating Transfer Out Total Other Sources (Uses)2,124,000 1,739,8981,739,898 100% Revenues and Other Sources Over (Under) Expenditures and Other Uses 739,898739,898100% Fund Balance, Beginning of Year 343,3011,342,700343,301(999,399)-74% Fund Balance, End of Year 343,301$ 1,342,700$ 1,083,199$ (259,501)$ -19% Variance% change 2016-17 G-8 CHANGES IN FINANCIAL POSITION DOWNTOWN BUSINESS IMPROVEMENT DISTRICT (DBID) FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenues Service Charges Assessments 214,000214,000214,000 Other Service Charges Total Service Charges 214,000214,000214,000 Other Revenues Total Revenues 214,000214,000214,000 Expenditures Operating Programs Community Development 214,000214,000214,000 Total Expenditures 214,000214,000214,000 Other Sources (Uses) Operating Transfers In Total Other Sources (Uses) Revenues and Other Sources Over (Under) Expenditures and Other Uses Fund Balance, Beginning of Year 1,1221,122 1,122 Fund Balance, End of Year 1,122$ 1,122$ 1,122$ Variance% change 2016-17 G-9 CHANGES IN FINANCIAL POSITION TOURISM BUSINESS IMPROVEMENT DISTRICT (TBID) FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenues 1,1001,100 1,100 Service Charges 1,368,7751,433,9751,433,975 Total Revenues 1,369,8751,435,0751,435,075 Expenditures Operating Programs Community Development 1,405,2741,406,3951,406,395 Capital Improvement Plan Projects Total Expenditures 1,405,2741,406,3951,406,395 Other Sources (Uses) Operating Transfer In Operating Transfer Out (27,375)(28,679)(28,679) Total Other Sources (Uses)(27,375)(28,679)(28,679) Revenues and Other Sources Over (Under) Expenditures and Other Uses (62,774) Fund Balance, Beginning of Year 333,028145,796270,254124,45885% Prior Year Restatement Fund Balance, End of Year 270,254$ 145,796$ 241,575$ 95,77966% Variance% change 2016-17 G-10 CHANGES IN FINANCIAL POSITION COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Current Adopted Revised 2015-162016-172016-17 Revenues From Other Governments CDBG Allocation 698,267364,964364,964 Other Revenues Total Revenues 698,267364,964364,964 Expenditures Operating Programs Community Development 448,002413,932413,932 General Government Total Operating Programs 448,002413,932413,932 Capital Improvement Plan Projects 397,752105,000105,000 Debt Service Total Expenditures 845,754518,932518,932 Other Sources (Uses) Operating Transfer In 147,487153,969153,969 Total Other Sources (uses)147,487153,969153,969 Revenues and Other Sources Over (Under) Expenditures and Other Uses 11 Fund Balance, Beginning of Year (83) 90 (83)(173)-192% Fund Balance, End of Year (83)$ 91$ (82)$ (173)$ -190% Variance% change 2016-17 G-11 CHANGES IN FINANCIAL POSITION GAS TAX FUND Current Adopted Revised 2015-162016-172016-17 Revenues From Other Governments - Gasoline Tax 965,000965,000965,000 Total Revenues 965,000965,000965,000 Other Sources (Uses) Operating Transfers Out (965,000)(965,000)(965,000) Total Other Sources (Uses)(965,000)(965,000)(965,000) Revenues and Other Sources Over (Under) Expenditures and Other Uses Fund Balance, Beginning of Year Fund Balance, End of Year In March 2010,the Legislature passed ABx8 6 and ABx8 9, which contained the provisions for a swap of Proposition 42 state sales tax on gasoline with allocations from the motor vehicle excise tax (gas tax). Variance% change 2016-17 G-12 CHANGES IN FINANCIAL POSITION TRANSPORTATION DEVELOPMENT ACT (TDA) FUND Current Adopted Revised 2015-162016-172016-17 Revenues Subventions and Grants 41,10041,10041,100 Total Revenues 41,10041,10041,100 Other Sources (Uses) Operating Transfers Out (41,100)(41,100)(41,100) Total Other Sources (Uses)(41,100)(41,100)(41,100) Revenues and Other Sources Over (Under) Expenditures and Other Uses Fund Balance, Beginning of Year Fund Balance, End of Year Variance% change 2016-17 G-13 CHANGES IN FINANCIAL POSITION LAW ENFORCEMENT GRANTS FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenues Subventions and Grants 312,893320,818320,818 Service Charges 2,000 Total Revenues 314,893320,818320,818 Expenditures Operating Programs Public Safety 194,942251,818319,59367,77527% Capital Improvement Plan Projects 60,77669,00069,000 Total Expenditures 255,718320,818388,59367,775 21% Revenues and Other Sources Over (Under) Expenditures and Other Uses 59,175 (67,775)(67,775) Fund Balance, Beginning of Year 16,88628,63928,639 Fund Balance, End of Year 76,061$ 28,639$ (39,136)$ (67,775)$ -237% Variance% change 2016-17 G-14 CHANGES IN FINANCIAL POSITION PUBLIC ART (PRIVATE SECTOR CONTRIBUTIONS) FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenues 2,1002,100 2,100 Service Charges In-lieu fees 40,00040,00040,000 Other Revenues Total Revenues 42,10042,10042,100 Expenditures Operating Programs Leisure, Cultural & Social Services Capital Improvement Plan Projects 354,42039,90039,900 Total Expenditures 354,42039,90039,900 Other Sources (Uses) Operating Transfer In 36,40039,90039,900 Operating Transfer Out Total Other Sources (Uses)36,40039,90039,900 Revenues and Other Sources Over (Under) Expenditures and Other Uses (275,920)42,10042,100 Fund Balance, Beginning of Year 362,844184,53086,924(97,606)-53% Fund Balance, End of Year 86,924$ 226,630$ 129,024$ (97,606)$ -43% % changeVariance 2016-17 G-15 CHANGES IN FINANCIAL POSITION GENERAL PURPOSE CIP Current Adopted Revised 2015-162016-172016-17 Revenues Subventions and Grants 11,155,6476,816,0009,060,0002,244,00033% Service Charges Other Revenues 156,000 Total Revenues 11,311,6476,816,0009,060,0002,244,000 33% Expenditures Capital Improvement Plan Projects 15,735,9936,816,0009,460,0002,644,00039% Total Expenditures 15,735,9936,816,0009,460,0002,644,000 39% Other Sources (Uses) Operating Transfers In 281,73339,900439,900400,0001003% Operating Transfers Out (36,400)(39,900)(39,900) Other Sources (Uses) Sale of Surplus Property Total Other Sources (Uses)245,333 400,000400,000 100% Revenues and Other Sources Over (Under) Expenditures and Other Uses (4,179,013)100% Fund Balance, Beginning of Year 4,352,2668,333173,253164,9201979% Prior Year Restatement Fund Balance, End of Year 173,253$ 8,333$ 173,253$ 164,920$ 1979% Variance% change 2016-17 G-16 CHANGES IN FINANCIAL POSITION PARKLAND DEVELOPMENT FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenues 3,0003,000 3,000 Subventions and Grants Service Charges Park In-Lieu Fees Dwelling Unit Fees Other Revenues Total Revenues 3,0003,000 3,000 Expenditures Capital Improvement Plan Projects 254,269 Total Expenditures 254,269 Revenues and Other Sources Over (Under) Expenditures and Other Uses (251,269)3,000 3,000 Fund Balance, Beginning of Year 620,558221,732369,289147,55767% Fund Balance, End of Year 369,289$ 224,732$ 372,289$ 147,557$ 66% % changeVariance 2016-17 G-17 CHANGES IN FINANCIAL POSITION TRANSPORTATION IMPACT FEE FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenue 3,0001,000 1,000 Subventions and Grants Impact Fees 75,00075,00075,000 Other Revenues Total Revenues 78,00076,00076,000 Expenditures Capital Improvement Plan Projects 6,699,474300,000300,000 Total Expenditures 6,699,474300,000300,000 Other Sources (Uses) Bond Proceeds Operating Transfer In Operating Transfer Out (320,000)(250,000)(250,000) Total Other Sources (Uses)(320,000)(250,000)(250,000) Revenues and Other Sources Over (Under) Expenditures and Other Uses (6,941,474)(474,000)(474,000) Fund Balance, Beginning of Year 8,879,649474,2651,938,1751,463,910309% Prior Year Restatement Fund Balance, End of Year 1,938,175$ 265$ 1,464,175$ 1,463,910$ 552419% % changeVariance 2016-17 G-18 CHANGES IN FINANCIAL POSITION FLEET REPLACEMENT FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenues 6,0006,000 6,000 Service Charges Other Revenues Sale of Surplus Property 10,00010,00010,000 Total Revenues 16,00016,00016,000 Expenditures Capital Improvement Plan Projects 1,102,7221,694,4001,694,400 Total Expenditures 1,102,7221,694,4001,694,400 Other Sources (Uses) Proceeds from Debt Financing 1,166,6001,166,600 Operating Transfers In 384,100 Total Other Sources (Uses)384,1001,166,6001,166,600 Revenues and Other Sources Over (Under) Expenditures and Other Uses (702,622)(511,800)(511,800) Fund Balance, Beginning of Year 2,029,0471,324,7841,326,4251,6410% Fund Balance, End of Year 1,326,425$ 812,984$ 814,625$ 1,641$ 0% Variance 2016-17 % change G-19 CHANGES IN FINANCIAL POSITION OPEN SPACE PROTECTION FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenue Subventions and Grants 600,0002,000,0002,000,000 Service Charges Other Revenues Total Revenues 600,0002,000,0002,000,000 Expenditures Capital Improvement Plan Projects 996,7242,000,0002,000,000 Total Expenditures 996,7242,000,0002,000,000 Other Sources (Uses) Operating Transfer In Operating Transfer Out Total Other Sources (Uses) Revenues and Other Sources Over (Under) Expenditures and Other Uses (396,724) Fund Balance, Beginning of Year 530,623116,706133,89917,19315% Fund Balance, End of Year 133,899$ 116,706$ 133,899$ 17,193$ 15% Variance% change 2016-17 G-20 CHANGES IN FINANCIAL POSITION AIRPORT AREA IMPACT FEE FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenue 1,0001,000 1,000 Service Charges Total Revenues 1,0001,000 1,000 Expenditures Capital Improvement Plan Projects 56,669 Total Expenditures 56,669 Revenues and Other Sources Over (Under) Expenditures and Other Uses (55,669)1,000 1,000 Fund Balance, Beginning of Year 937,498878,486881,8293,3430% Fund Balance, End of Year 881,829$ 879,486$ 882,829$ 3,343$ 0% % change 2016-17 Variance G-21 CHANGES IN FINANCIAL POSITION AFFORDABLE HOUSING FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenue 8,0008,000 8,000 Subventions and Grants Service Charges Total Revenues 8,0008,000 8,000 Expenditures Capital Improvement Plan Projects 1,818,205 Total Expenditures 1,818,205 Transfer Out (52,000)(17,000)(17,000) Revenues and Other Sources Over (Under) Expenditures and Other Uses (1,862,205)(9,000)(9,000) Fund Balance, Beginning of Year 2,601,8822,516,548739,677(1,776,871)-71% Fund Balance, End of Year 739,677$ 2,507,548$ 730,677$ (1,776,871)-71% Variance% change 2016-17 G-22 CHANGES IN FINANCIAL POSITION LOS OSOS VALLEY ROAD SUB-AREA FEE FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenue 1,7001,700 1,700 Service Charges Total Revenues 1,7001,700 1,700 Expenditures Capital Improvement Plan Projects Total Expenditures Revenues and Other Sources Over (Under) Expenditures and Other Uses 1,7001,700 1,700 Fund Balance, Beginning of Year 146,723148,610148,423 (187)0% Fund Balance, End of Year 148,423$ 150,310$ 150,123$ (187)$ 0% 2016-17 % changeVariance G-23 CHANGES IN FINANCIAL POSITION INFORMATION TECHNOLOGY REPLACEMENT Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenue 1,5001,500 1,500 Subventions and Grants 255,000 Service Charges Total Revenues 256,5001,500 1,500 Expenditures Capital Improvement Plan Projects 966,261329,5122,318,5121,989,000604% Total Expenditures 966,261329,5122,318,5121,989,000604% Other Sources (Uses) Operating Transfer In 617,000632,0002,621,0001,989,000315% Debt Proceeds 688,500 Total Sources (Uses)1,305,500632,0002,621,0001,989,000315% Revenues and Other Sources Over (Under) Expenditures and Other Uses 595,739303,988303,988 Fund Balance, Beginning of Year (159,846)539,695435,893(103,802)-19% Fund Balance, End of Year 435,893$ 843,683$ 739,881$ (103,802)$ -12% 2016-17 Variance% change G-24 CHANGES IN FINANCIAL POSITION MAJOR FACILITY REPLACEMENT Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenue 500 500 500 Service Charges 22,000 Total Revenues 22,500 500 500 Expenditures Capital Improvement Plan Projects 651,300234,600234,600 Total Expenditures 651,300234,600234,600 Other Sources (Uses) Operating Transfer In 145,750234,600234,600 Operating Transfer Out 145,750234,600234,600 Revenues and Other Sources Over (Under) Expenditures and Other Uses (483,050)500 500 Fund Balance, Beginning of Year 488,6366,091 5,586 Fund Balance, End of Year 5,586$ 6,591$ 6,086$ Variance% change 2016-17 G-25 CHANGES IN FINANCIAL POSITION INFRASTRUCTURE INVESTMENT FUND Current Adopted Revised 2015-16AdoptedRevised Revenues Investment and Property Revenue 1,0001,000 1,000 Service Charges Total Revenues 1,0001,000 1,000 Expenditures Capital Improvement Plan Projects 250,000 Total Expenditures 250,000 Other Sources (Uses) Operating Transfer In Operating Transfer Out Revenues and Other Sources Over (Under) Expenditures and Other Uses 1,0001,000 1,000 Fund Balance, Beginning of Year 60,00061,00061,000 Fund Balance, End of Year 61,000$ 62,000$ 62,000$ 206-17 Variance% change G-26 CHANGES IN FINANCIAL POSITION DEBT SERVICE FUND Current Adopted Revised 2015-162016-172016-17 Expenditures Debt Service Cost of debt issuance 2012/2001 Refunded Revenue Bonds 392,100385,350385,350 2004/1994 Refunding Revenue Bonds 2005/1996 Refunding Revenue Bonds 467,851466,789466,789 2006 Lease Revenue Bonds 460,374459,914459,914 2009 Lease Revenue Bonds 829,998826,610826,610 Fire Engine/Truck Lease Purchase 127,492129,203129,203 Capital Lease/Fire Truck 2014 116,702116,702116,702 Capital Lease (I.T. Equipment)198,751199,049199,049 Lease Revenue Bond 2014 (LOVR Proposed)421,406422,181422,181 Insurance Retrospective Charges PERS Side Fund Payment Fleet Debt Service 2015-17 42,184240,068 Total Expenditures 3,014,6743,047,9823,245,866 6% Other Sources (Uses) Operating Transfers In 3,014,6743,047,9823,245,866197,8846% Total Other Sources (Uses)3,014,6743,047,9823,245,866197,8846% Revenues and Other Sources Over (Under) Expenditures and Other Uses 197,884 Fund Balance, Beginning of Year 2,043,2222,082,6252,043,222(39,403)-2% Fund Balance, End of Year Reserved for Debt Service 2,043,2222,082,6252,043,222158,4818% Unreserved Total Fund Balance 2,043,222$ 2,082,625$ 2,043,222$ 158,481$ 8% 2016-17 Variance% change G-27 CHANGES IN FINANCIAL POSITION WATER FUND Current Adopted Revised 2015-162016-172016-17 Revenues Service Charges Water Sales Water Service Charges 16,645,25017,216,70817,216,708 Sales to Other Agencies 845,000905,000850,000(55,000)-6% Development Impact Fees 1,500,000800,000800,000 Connection Charges and Meter Sales 58,65947,10071,00023,90051% Late Charges and Credit Card Fees 70,000 65,00065,000 Account Set-up Fee 105,800108,200100,000(8,200)-8% AB 939 Reimbursement 134,300137,700135,000(2,700)-2% Total Service Charges 19,359,00919,214,70819,237,70823,0000% Other Revenues 33,00732,40050,00017,60054% Subventions and Grants Investment and Property Revenues 50,00050,00050,000 Total Revenues 19,442,01619,297,10819,337,70840,6000% Expenditures Operating Programs Public Utilities 14,183,40914,077,33115,508,4701,431,13910% General Government 1,328,0611,290,5611,477,598187,03714% Total Operating Programs 15,511,47015,367,89216,986,0681,618,17611% Capital Improvement Plan Projects 6,887,4637,968,4932,958,493(5,010,000)-63% Debt Service 2,192,4612,561,7012,193,792(367,909)-14% Total Expenditures 24,591,39425,898,08622,138,353(3,759,733)-15% Other Sources (Uses) Other Sources (Uses) Proceeds from Debt Financing 5,000,000 Projected MOA Adjustments Operating Transfers Out (469,607)(552,451)(561,244)(8,793) Expenditure Savings Other Sources (Uses) Total Other Sources (Uses)(469,607)4,447,549(561,244)(8,793) Revenues and Other Sources Over (Under) Expenditures and Other Uses (5,618,985)(2,153,429)(3,361,889)3,791,540-176% Working Capital, Beginning of Year 21,857,58914,114,60516,238,6042,123,99915% Working Capital, End of Year 16,238,604$ 11,961,176$ 12,876,715$ 5,915,539$ 49% Variance% change 2016-17 G-28 CHANGES IN FINANCIAL POSITION SEWER FUND Current Adopted Revised 2015-162016-172016-17 Revenues Service Charges Customer Sales Sewer Service Charges 15,212,54515,738,90014,300,000(1,438,900)-9.1% Sales to Cal Poly 915,300942,800875,000(67,800)-7.2% Development Impact Fees 600,000250,000300,00050,00020.0% Account Set-Up Fees 105,800108,200100,000(8,200)-7.6% Late Charges and Credit Card Fees 70,000 65,00065,000 Industrial User Charges 69,50071,10070,000(1,100)-1.5% Connection Charges and Meter Sales 46,00047,10071,00023,90050.7% Total Service Charges 17,019,14517,158,10015,781,000(1,377,100)-8.0% Other Revenues 37,20038,10037,500 (600)-1.6% Investment and Property Revenues 50,00050,00050,000 Total Revenues 17,106,34517,246,20015,868,500(1,377,700)-8.0% Expenditures Operating Programs Public Utilities 7,220,3317,102,6367,098,843(3,793)0% General Government 1,576,0261,538,5261,591,04152,5153% Total Operating Programs 8,796,3578,641,1628,689,88448,7221% Capital Improvement Plan Projects 19,997,91279,765,2754,023,275(75,742,000)-95% Debt Service 1,437,5736,182,6941,435,587(4,747,107)-77% Total Expenditures 30,231,84294,589,13114,148,746(80,440,385)-85% Other Sources (Uses) Cashflow adjustment for working capital Proceeds from Debt Financing 74,000,000 Projected MOA Adjustments Operating Transfers Out (443,073)(517,174)(490,319)26,855 Other Sources (Uses) Total Other Sources (Uses)(443,073)73,482,826(490,319)(73,973,145) Revenues and Other Sources Over (Under) Expenditures and Other Uses (13,568,570)(3,860,105)1,229,4355,089,540-132% Working Capital, Beginning of Year 27,050,42210,953,81913,481,8522,528,03323% Working Capital, End of Year 13,481,852$ 7,093,714$ 14,711,287$ 7,617,573$ 107% 2016-17 Variance% change G-29 CHANGES IN FINANCIAL POSITION WHALE ROCK COMMISSION Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenues 1,0001,000 1,000 Service Charges Member Agency Contributions 737,171731,126735,8284,7021% Member Agency Contributions CIP 546,717551,589404,377 Water Distribution Charges 450,000474,852370,000(104,852)-22% Other Service Charges Total Service Charges & Interest 1,734,8881,758,5671,511,205(100,150)-14% Other Revenues 1,5001,500 1,500 Total Revenues 1,736,3881,760,0671,512,705(100,150)-14% Expenditures Operating Programs Public Utilities 1,050,3781,079,209983,236(95,973)-9% General Government 115,989115,989125,5109,5218% Total Operating Programs 1,166,3671,195,1981,108,746(86,452)-7% Capital Improvement Plan Projects 715,466114,889114,889 Total Expenditures 1,881,8331,310,0871,223,635(86,452)-7% Other Sources (Uses) Transfer out Other Sources (Uses) Adjust for working capital Total Other Sources (Uses) Revenues and Other Sources Over (Under) Expenditures and Other Uses (145,445)449,980289,070(13,698) Working Capital, Beginning of Year 1,153,370940,7971,007,92567,1287% Working Capital, End of Year 1,007,925$ 1,390,777$ 1,296,995$ 53,430$ 4% Variance 2016-17 % change G-30 CHANGES IN FINANCIAL POSITION PARKING FUND Current Adopted Revised 2015-162016-172016-17 Revenues Service Charges Parking Meter Collections Lots 174,200166,200166,200 Streets 1,523,8001,606,2001,539,100(67,100)-4% Parking Structure Collections 1,044,2001,183,7001,054,700(129,000)-11% Long-Term Parking Revenues 430,600434,900434,900 Lease Revenues 480,500482,900500,50017,6004% Parking In-Lieu Fees 2,787,53020,20020,200 Other Service Charges 100 100 100 Total Service Charges 6,440,9303,894,2003,715,700(178,500)-5% Investment and Property Revenues 28,30045,50048,2002,7006% Fines and Forfeitures 663,200673,000669,900(3,100)0% Other Revenues Total Revenues 7,132,4304,612,7004,433,800(178,900)-4% Expenditures Operating Programs Transportation 2,328,3302,188,1002,188,099 (1)0% General Government 711,587711,587684,603(26,984)-4% Total Operating Programs 3,039,9172,899,6872,872,702(26,985)-1% Capital Improvement Plan Projects 1,952,97050,79850,798 Debt Service 970,817969,389969,400 110% Total Expenditures 5,963,7043,919,8743,892,900(26,974)-1% Other Sources (Uses) Cashflow adjustment for working capital Proceeds from Debt Financing Other Sources (Uses)38,07158,090 (58,090) GST Loan per Council Approval (500,000)(500,000) Potential MOA Adjustments (11,198)(11,198) Total Other Sources (Uses)38,07158,090(511,198)(569,288) Revenues and Other Sources Over (Under) Expenditures and Other Uses 1,206,797750,91629,702(721,214)-96% Working Capital, Beginning of Year 8,436,55710,279,3369,643,354(635,982)-6% Working Capital, End of Year 9,643,354$ 11,030,252$ 9,673,056$ (1,357,196)$ -12% 2016-17 % changeVariance G-31 CHANGES IN FINANCIAL POSITION TRANSIT FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenues 5,8005,800 5,800 From Other Governments TDA Revenues (LTF)1,326,2871,366,0751,286,625(79,450)-6% TDA Revenues (STA)253,284193,585159,890(33,695)-17% Other Grants 15,00015,000175,200160,2001068% FTA Grants 2,556,4921,424,5541,424,555 10% Service Charges 693,596724,849690,381(34,468)-5% Other Revenues 4,6004,600 4,600 Total Revenues 4,855,0593,734,4633,747,05112,5880% Expenditures Operating Programs Transportation 3,436,2283,481,1353,448,368(32,767)-1% General Government 277,329277,329288,99511,6664% Total Operating Programs 3,713,5573,758,4643,737,363(21,101)-1% Capital Improvement Plan Projects 2,078,878129,033228,36999,33677% Total Expenditures 5,792,4353,887,4973,965,73278,2352% Other Sources (Uses) Cashflow adjustment for working capital Operating Transfer Out Expenditure Savings 250,000 Other Sources Potential MOA Adjustments (4,200)4,200 Total Other Sources (Uses)250,000 (4,200)4,200 Revenues and Other Sources Over (Under) Expenditures and Other Uses (687,376)(153,034)(222,881)(61,447)40% Working Capital, Beginning of Year 2,825,195702,8762,137,8191,434,943204% Working Capital, End of Year 2,137,819$ 549,842$ 1,914,938$ 1,373,496$ 250% 2016-17 Variance% change G-32 CHANGES IN FINANCIAL POSITION BOYSEN RANCH CONSERVATION FUND Current Adopted Revised 2015-162016-172016-17 Revenues Investment and Property Revenue 1,8001,800 1,800 Service Charges Total Revenues 1,8001,800 1,800 Expenditures Operating Programs 7,5007,500 7,500 Total Expenditures 7,5007,500 7,500 Other Sources (Uses) Operating Transfer In Debt Proceeds Total Sources (Uses) Revenues and Other Sources Over (Under) Expenditures and Other Uses (5,700)(5,700)(5,700) Fund Balance, Beginning of Year $86,925$77,40581,225$ 3,820$ Fund Balance, End of Year 81,225$ 71,705$ 75,525$ 3,820$ 5% 2016-17 Variance% change G-33 Section H FINANCIAL & STATISTICAL TABLES FINANCIAL AND STATISTICAL TABLES OVERVIEW This section provides summaries that integrate the other Financial Plan sections as well as provide supplemental financial and statistical information. Generally, each schedule provides information for the two fiscal years covered by the 2015-17 Financial Plan (2015-16 and 2016-17). The following schedules are included in this section: Revenue and Expenditure Summaries Summary of Key Revenue Assumptions Revenues by Major Category and Source Total Expenditures by Type Interfund Transactions Reimbursement Transfers Operating Transfers Staffing Summaries Regular Positions by Department Financial Trends Pension Obligation Cost Trends Retiree Health Care Obligations New or Increased Fees or Taxes Revenue and Expenditure Trends: Last Five Completed Fiscal Years Expenditures by Type: Last Five Years Other Statistical and Financial Summaries Appropriations Limit History Demographic and Statistical Summary H-1 BUDGET SUMMARY SUMMARY OF KEY REVENUE ASSUMPTIONS GENERAL FUND One of the key analytical tools used to inform the 2015-17 Financial Plan process is the comprehensive five year financial forecast for the General Fund. This forecast considers key revenue and expenditure projection factors such as population, increases in the consumer price index (CPI) and other growth factors that have been tracked for the past fifteen years providing a historical basis for the five year financial forecast, which was initially presented to the Council in December 2014 and updated in February 2016 and with this Financial Plan Supplemental Budget. Overall, major revenues contained in the Financial Plan are expected to increase by amounts similar to those reflected in the revised five-year financial forecast. Sources used in developing the revised projections include economic trends as reported in the national media, sales tax data provided by the City's sales tax advisor, and City of San Luis Obispo revenue forecast prepared by Beacon Economics, assessed value trends developed by the San Luis Obispo County Tax Assessor, the State Legislative Analyst and the State Department of Finance; and certain materials prepared by the League of California Cities and the State Controller's Office. Ultimately, however, the 2016-17 revenue projections reflect staff's best judgment about the performance of the local economy over the next year and potential federal, state and other local agency budget actions and how these will affect the City's General Fund revenues. The following provides a brief description of the City's top ten General Fund revenues along with an overview of the assumptions used in preparing 2016-17 revenue projections. These "top ten" revenues account for over 96% of total General Fund revenues. Sales Tax (Includes Local Measure)The City receives an "effective" rate of 1% from all taxable retail sales 12.2% growth in 2015-16 occurring in its limits: 0.75% is the local tax rate, which was reduced by 0.2% growth in 2016-17 the State from 1% on July 1, 2004, with the 0.25% used by the State to repay its Economic Recovery Bonds. This 0.25% takeaway 2015-16 revenue $25,128,613 was "backfilled" by the State under a complicated scheme known as the 2016-17 revenue $25,183,334 "triple flip" which ended July 2015. % of total sources 36%For taxable sales on and after January 1, 2016 the 0.25% will revert back to the original Bradley Burns tax rate. Counties and Cities will receive allocated payments directly from the BOE starting March 2016 for quarter one 2016 taxable sales. There is a one-time cash increase in the 4th quarter of 2015-16 due to last true-up payment uder the "triple flip" and the return of Bradley Burns local allocation to full 1%. Local Measure Revenues. In November 2014, City voters approved a 1/2 percent local sales tax increase. The same assumptions for sales tax growth were applied to this transaction tax in preparing revenue estimates for 2015-16 but the Local Measure has a slightly broader tax base. Property Tax Under Proposition 13 adopted in June of 1978, property taxes for general purposes may not exceed 1% of market value. Property tax Grows by 5% in 2015-16 assessment, collection and apportionment are performed by the County. Grows by 8.1 % in 2016-17 The City receives approximately 14% of the levy within its limits. 2015-16 revenue $9,726,500 Assessment increases to reflect current market value are allowed when 2016-17 revenue $10,510,790 property ownership changes or when improvements are made; % of total sources 14%otherwise, increases in assessed value are limited to 2% annually. Top Ten General Fund Revenues H-2 BUDGET SUMMARY SUMMARY OF KEY REVENUE ASSUMPTIONS Transient Occupancy Tax Transient occupancy taxes (TOT) are levied on all individuals occupying their dwelling for 30 days or less. This is generally most applicable to Grows by 5% in 2015-16 room rentals at motels and hotels, although it is also applicable to other Grows by 5.0% in 2016-17 types of short term rentals. The TOT rate is 10% of the room rental 2015-16 revenue $6,843,873 rate. Although the tax is collected for the City by the operators, it is a 2016-17 revenue $7,186,067 tax on the occupant, not the hotel or motel. % of total sources 10% Utility Users Tax The City levies a 5% tax on all residences and businesses using the following utilities: telephone, electricity, natural gas, water and cable Grows by 3% in 2015-16 television. Government agencies are exempt. Although the tax is Grows by 1% in 2016-17 collected for the City by the utility companies, it is a tax on the user, not 2015-16 revenue $5,505,703 the utility. 2016-17 revenue $5,562,000 % of total sources 8% Development Review Fees Development review fees recover costs for planning, building & safety, 2015-16 revenue $4,635,870 engineering and fire plan check services. Cost recovery for these services 2016-17 revenue $5,125,723 is generally set at 100% of total costs. Development activities and revenues % of total sources 7%have increased significantly in recent years. These fees support the added resources needed by the Community Development Department to maintain its performance obligations during this period of increased development activity. Property Tax in Lieu of VLF Until 1998-99, the State levied vehicle license fees (VLF) in the amount Underlying base grows like property tax of 2% of the market value of the motor vehicle in lieu of local property 2015-16 revenue $4,041,808 taxes. The State then allocated 81.25% of these revenues equally 2016-17 revenue $4,365,153 between cities and counties, apportioned based on population. The % of total sources 6%State subsequently reduced this rate by 65%, but made up the difference for several years to local agencies through the State General Fund. However, in responding to its budget crisis, the State cutback on this backfill As part of a subsequent long-term solution, the State adopted a complicated swap of the "VLF Backfill," for a comparable increase in property revenues. Growth is tied to the growth in assessed property tax values. Franchise Fees Franchise fees are levied by the City on a variety of utilities at various rates. The State sets franchise fees for utilities regulated by them (most Increases by 0.7% in 2015-16 notably gas and electricity) at 2% of gross revenues. Cable franchise fees Increases by 1.1% in 2016-17 have experienced decline which is anticipated to continue. 2015-16 revenue $1,540,364 2016-17 revenue $1,557,383 % of total sources 2% H-3 BUDGET SUMMARY SUMMARY OF KEY REVENUE ASSUMPTIONS Business Tax Certificates Anyone conducting business in the City is subject to a municipal business tax. The tax basis and rate are the same for all businesses: $50 Grows by 7% in 2015-16 per $100,000 of gross receipts (or one-twentieth of one percent). The Grows by 2.3% in 2016-17 tax is not regulatory, and is only imposed for the purpose of raising 2015-16 revenue $2,339,000 general purpose revenues. 2016-17 revenue $2,395,000 % of total sources 3% Parks & Recreation Fees Fees are charged for a wide variety of recreation activities including 2015-16 revenue $1,646,000 adult and youth athletics, classes, special events, facility rentals, aquatics, 2016-17 revenue $1,646,000 teen and senior services, and before and after school programs. % of total sources 2%Specific cost recovery goals are set for each activity based on a general policy framework that cost recovery should be relatively high for adult-oriented programs, and relatively low for youth and senior programs. Overall, recreation fees recover about 40% of total costs. Other Fees & Charges Fees and service charges are also assessed for a wide range of public safety, 2015-16 revenue $1,738,000 transportation and general government services. We anticipate that we will 2016-17 revenue $1,750,000 experience modest growth in these fees over time. % of total sources 3% SPECIAL REVENUE FUNDS The City maintains the following special revenue funds: Downtown Business Improvement District Fund, Community Development Block Grant (CDBG) Fund, Gas Tax Fund, Transportation Development Act (TDA) Fund (to account for the 2% required allocation of TDA funds for bicycle planning), Law Enforcement Grants Fund, Tourism Business Improvement District, Public Art Fund. The following summarizes revenue assumptions for the two largest ongoing funds: Gas Tax and CDBG. Gasoline Tax Subventions The State allocates a portion of gas tax revenues to cities under four 2015-16 revenue $965,000 distinct funding categories on a population basis totaling about $28.00 2016-17 revenue $965,000 per capita. Gas tax revenues are restricted by the State for street purposes only (see Section B, Policies and Objectives - Revenue Distribution, for the City's policy regarding the use of gas tax revenues). In March 2010 the State began swapping Proposition 42 revenues with allocations from the gas tax. The 2015-16 gas tax projection reflects a $335,000 reduction from 2014-15. The California State Board of Equalization approved a $.06 per gallon reduction in the variable gas tax rate, bringing the total state gas tax rate down to $.30 cents per gallon, effective July 1, 2015. CDBG CDBG funds are allocated by the federal government to eligible local Based on Estimated Allocation agencies for housing and community development purposes. Within 2015-16 revenue $405,500 general program guidelines to assure that federal program goals are 2016-17 revenue $365,000 being met, San Luis Obispo County allocates funds to the city each year. These revenues are subject to adjustment both in the total amount and in the amount allocable for administrative costs by the federal government in the future. H-4 BUDGET SUMMARY SUMMARY OF KEY REVENUE ASSUMPTIONS ENTERPRISE FUNDS The City maintains four enterprise funds, which account for about 40% of the City's fiscal operations: water, sewer, parking and transit. Comprehensive rate reviews and revenue requirement projections for the next five years are presented to the Council annually. The following is a brief overview of enterprise fund revenue issues and the rate changes for 2015-17. Water Fund Consistent with the multi-year rate setting strategy previously approved 2015-16 revenue $19,442,016 by the Council to improve the City’s water distribution and treatment 2016-17 revenue $19,337,708 systems, the Council approved the following rate increases. Rates 2015-16 2016-17 Drought Surcharge $0.37 $0.74 Tier 1 $6.92 $6.92 Drought Surcharge $0.98 $1.10 Tier 2 $8.65 $8.65 Drought Surcharge $1.23 $1.37 Sewer Fund The Sewer Fund also uses a multi-year rate-setting strategy. In order to 2015-16 revenue $17,106,345 continue supporting an adequate capital improvement plan and meet high 2016-17 revenue $15,868,500 wastewater treatment standards, the Council approved a rate increase of 3% effective in July 2016 and 3% as part of the adoption of the 2015-17 Financial Plan. Parking Fund 2015-16 revenue $7,132,430 2016-17 revenue $4,433,800 Transit Fund 2015-16 revenue $4,855,059 2016-17 revenue $3,747,051 The Parking Fund’s 5-Year forecast projects a conservative 1% growth in Revenues in FY 2016-17 and FY 2017-18 and a 10% increase in 2018-19 for periodic rate adjustments. Parking in-lieu fees, which are programmed in the timeframes shown, are based on anticipated development taking place which will remove available spaces from the downtown parking area. The Transit Fund’s 5-Year forecast projects the availability of Federal and State transit grant funding to remain relatively stable, though staff will monitor the status of the State’s Gas Tax issues in anticipation of the 2017-19 Financial Plan. The Fund also assumes a $.25 cents general fair increase in FY 2017-18. H-5 REVENUES BY MAJOR CATEGORY AND SOURCE SUMMARY BY FUND CurrentAdoptedRevised 2015-162016-172016-17Variance% Change GOVERNMENTAL FUNDS General Fund56,972,74757,336,03758,941,3381,605,3013% Local Revenue Measure Fund7,447,0547,482,5467,936,000453,4546% Special Revenue Funds3,529,6843,383,0573,383,057 Capital Project Funds12,298,3478,924,70011,167,7002,243,00025% Total Governmental Funds 80,247,83277,126,34081,428,0954,301,7556% ENTERPRISE FUNDS & AGENCY FUNDS Water Fund19,442,01619,297,10819,337,70840,6000% Sewer Fund17,106,34517,246,20015,868,500(1,377,700)-8% Parking Fund7,132,3004,612,7004,433,800(178,900)-4% Transit Fund4,855,0593,734,4633,747,05112,5880% Boyson Ranch Convervation Fund1,8001,8001,800 Whale Rock Reservoir Fund1,737,3881,760,0671,659,917(100,150)-6% Total Enterprise Funds50,274,90846,652,33845,048,776(1,603,562)-3% TOTAL$130,522,740$123,778,678$126,476,8712,698,1932% 2016-17 H-6 REVENUES BY MAJOR CATEGORY AND SOURCE BUDGET SUMMARY CurrentAdoptedRevised 2015-162016-172016-17Variance% Change GENERAL FUND Tax & Franchise Revenues Sales & use tax General17,537,00416,940,90117,297,334356,4332% Local Revenue Measure Public safety (Proposition 172)419,631428,443428,443 Property tax9,726,50010,105,83310,510,790404,9574% Property tax in lieu of VLF4,041,8084,199,4394,365,153165,7144% Transient occupancy tax6,843,8737,169,7727,186,06716,2950% Utility users tax5,505,7035,670,8745,562,000(108,874)-2% Franchise fees1,540,3641,557,3831,557,383 Business tax certificates2,338,7532,395,0902,395,090 Real property transfer tax183,600187,272301,000113,72861% Total Tax & Franchise Revenues48,137,23648,655,00749,603,259948,2522% Fines & Forfeitures Vehicle code fines120,000120,000120,000 Other fines & forfeitures36,00036,00036,000 Total Fines & Forfeitures156,000156,000156,000 Investment and Property Revenues Investment earnings 120,300120,300120,300 Rents & concessions 161,400161,400161,400 Total Investment & Property 281,700281,700281,700 Subventions & Grants Motor vehicle in-lieu Homeowners & other in-lieu taxes74,00074,00074,000 Other in-lieu taxes22,00022,00022,000 SB 90 reimbursements Police training (POST)40,00040,00040,000 Mutual aid reimbursements COPS grant AB3229100,000100,000100,000 Zone 9 reimbursements85,00085,00085,000 Other state & federal grants2,0002,0002,000 Total Subventions & Grants323,000323,000323,000 Service Charges Police Services Accident reports3,0003,0003,000 Collision investigation10,00010,00010,000 Alarm permits and false alarm fees80,00080,00080,000 DUI cost recovery 20,00020,00020,000 Tow release fee12,00012,00012,000 Booking fee recovery Tobacco permit fees 20,00020,00020,000 Administrative citations 115,000115,000115,000 2016-17 H-7 REVENUES BY MAJOR CATEGORY AND SOURCE BUDGET SUMMARY CurrentAdoptedRevised 2015-162016-172016-17Variance% Change GENERAL FUND Parking citations80,00080,00080,000 Other police services110,300110,300110,300 Total Police Services450,300450,300450,300 Fire Services Cal Poly fire services273,391276,125276,125 Medical emergency recovery 172,500173,000173,000 Fire safety/haz mat permits130,000130,000130,000 Multi-dwelling unit inspections194,000194,000194,000 CUPA fees97,00097,00097,000 Other fire services8,0008,0008,000 Total Fire Services874,891878,125 878,125 Development Review Planning & zoning fees597,920275,671490,913215,24278% Building Permits1,548,2421,419,8701,714,988295,11821% Construction plan check & inspection534,422587,865664,62076,75513% Infrastructure plan check & inspections474,000521,400525,0503,6501% Encroachment permits126,953139,648140,6269781% Fire plan check & inspections350,000304,150350,00045,85015% Credit Card Fees(24,374)(26,815)(97,464)(70,649)263% Other Development Fees882,557966,811891,990(74,821)-8% Rental Inspection Fees146,150280,074445,000164,926 Total Development Review 4,635,8704,468,6745,125,723657,04915% Parks & Recreation Adult athletic fees122,400122,400122,400 Youth athletic fees33,70033,70033,700 Skate park fees2,0002,0002,000 Instruction fees91,00091,00091,000 Special event fees92,70092,70092,700 Rental & use fees161,500161,500161,500 Children services600,000600,000600,000 Teens & seniors1,5001,5001,500 Aquatics246,700246,700246,700 Golf291,700291,700291,700 Other recreation revenues3,0003,0003,000 Total Parks & Recreation1,646,2001,646,2001,646,2001,646,200100% General Government Business license371,000389,531389,531 Sales of publications2,5002,5002,500 Other service charges30,00030,00030,000 Total General Government 412,550422,031422,031 Total Service Charges 8,019,8117,865,3308,522,3792,303,24929% Other Revenues Insurance refunds20,00020,00020,000 Other revenues35,00035,00035,000 Total Other Revenues 55,00055,00055,000 Total General Fund $56,972,747$57,336,037$58,941,3381,605,3013% 2016-17 H-8 REVENUES BY MAJOR CATEGORY AND SOURCE BUDGET SUMMARY CurrentAdoptedRevised 2015-162016-172016-17Variance% Change LOCAL REVENUE MEASURE FUND Measure Y7,397,0547,432,5467,886,000453,4546% Investment & Property Revenues50,00050,00050,000 Total Local Revenue Measure Fund7,447,0547,482,5467,936,000453,4546% SPECIAL REVENUE FUNDS Downtown Business Improvement District Fund Investment & Property Revenues Service Charges214,000214,000214,000 Other Revenues Total Downtown BID Fund214,000214,000214,000 Tourism Business Improvement District Fund Investment & Property Revenues1,1001,1001,100 Other Revenues Service Charges1,368,7751,433,9751,433,975 Total Tourism BID Fund1,369,8751,435,0751,435,075 Community Development Block Grant Fund Investment & Property Revenues Subventions & Grants 645,440364,964364,964 Other Revenues 645,440364,964364,964 Gas Tax Fund Subventions & Grants 965,000965,000965,000 Transportation Development Act Fund Subventions & Grants 41,10041,10041,100 Law Enforcement Grant Fund Investment & Property Revenues Subventions & Grants250,169320,818320,818 Service Charges2,000 Total Law Enforcement Grant Fund252,169320,818320,818 Public Art Contributions Fund Investment & Property Revenues2,1002,1002,100 Service Charges40,00040,00040,000 Other Revenues Total Public Art Contributions Fund42,10042,10042,100 Total Special Revenue Funds$3,529,684$3,383,057$3,383,057 2016-17 H-9 REVENUES BY MAJOR CATEGORY AND SOURCE BUDGET SUMMARY CurrentAdoptedRevised 2015-162016-172016-17Variance% Change CAPITAL PROJECT FUNDS General Purpose CIP Subventions & Grants State of California TSHA/USHA 391,251 Safe routes to school grant SLTPP/STP grant 6,816,0009,060,0002,244,00033% STP/SHA - RRTC 9,687,043 Other state grants Federal Government Highway & bridge rehabilitation & replacement (HBRR)76,610 Transportation enhancement (TEA) Other federal grants 211,488 Service Charges Zone 9 reimbursements 444,255 Other Revenues Contributions Other Revenue 501,000 Total General Purpose CIP 11,311,6476,816,0009,060,0002,244,00033% Parkland Development Fund Investment & Property Revenues 3,0003,000 3,000 Subventions & Grants Service Charges Park in-lieu fees Dwelling unit charge Other Revenues Total Parkland Development Fund 3,0003,000 3,000 Transportation Impact Fee Fund Investment & Property Revenues 3,0001,000 1,000 Subventions & Grants Service Charges Impact Fees 75,00075,00075,000 Other Revenues Total Transportation Impact Fee Fund 78,00076,00076,000 Fleet Replacement Fund Investment & Property Revenues 6,0006,000 6,000 Other Revenues Sale of surplus property 10,00010,00010,000 Total Fleet Replacement Fund 16,00016,00016,000 2016-17 H-10 REVENUES BY MAJOR CATEGORY AND SOURCE BUDGET SUMMARY CurrentAdoptedRevised 2015-162016-172016-17Variance% Change CAPITAL PROJECT FUNDS Open Space Protection Fund Investment & Property Revenues Subventions & Grants600,0002,000,0002,000,000 Service Charges Total Open Space Protection Fund600,0002,000,0002,000,000 Airport Area Impact Fee Fund Investment & Property Revenues1,0001,0001,000 Service Charges Total Airport Area Impact Fee Fund1,0001,0001,000 Affordable Housing Fund Investment & Property Revenues8,0008,0008,000 Subventions & Grants Service Charges Total Affordable Housing Fund8,0008,0008,000 Los Osos Valley Road Sub-Area Fee Fund Investment & Property Revenues1,7001,7001,700 Service Charges Total LOVR Sub-Area Fee Fund1,7001,7001,700 Information Technology Replacement Fund Investment & Property Revenues1,5001,5001,500 Subventions & Grants255,000 Service Charges Total IT Replacement Fund 256,5001,5001,500 Major Facility Replacement Fund Investment & Property Revenues500500500 Service Charges22,000 Total IT Replacement Fund 22,500500500 Infrastructure Investment Fund Investment & Property Revenues1,0001,0001,000 Total IT Replacement Fund 1,0001,0001,000 Total Capital Project Funds $12,298,347$8,924,700$11,167,7002,243,00025% TOTAL-GOVERNMENTAL FUNDS$80,247,832$77,126,340$81,428,0954,301,7556% 2016-17 H-11 REVENUES BY MAJOR CATEGORY AND SOURCE BUDGET SUMMARY CurrentAdoptedRevised 2015-162016-172016-17Variance% Change ENTERPRISE & AGENCY FUNDS Water Fund Investment & Property Revenues50,00050,00050,000 Impact Fees1,500,000800,000800,000 Service Charges17,859,00918,414,70818,437,70823,0000% Other Revenues 33,00732,40050,00017,60054% Total Water Fund19,442,01619,297,10819,337,70840,6000% Sewer Fund Investment & Property Revenues50,00050,00050,000 Impact Fees600,000250,000250,000 Service Charges16,439,14516,908,10015,531,000(1,377,100)-8% Other Revenues17,20038,10037,500(600)-2% Total Sewer Fund17,106,34517,246,20015,868,500(1,377,700)-8% Parking Fund Fines & Forfeitures663,200673,000669,900(3,100)0% Investment & Property Revenues28,10045,50048,2002,7006% Service Charges6,441,0003,411,2003,215,100(196,100)-6% Lease Revenue482,900500,50017,600 Other Revenues100100 Total Parking Fund7,132,3004,612,7004,433,800(178,900)-4% Transit Fund Investment & Property Revenues5,8005,8005,800 Subventions & Grants4,151,0632,999,2143,046,27047,0562% Service Charges693,596724,849690,381(34,468)-5% Other Revenues 4,6004,6004,600 Total Transit Fund4,855,0593,734,4633,747,05112,5880% Boyson Ranch Conservation Fund Investment & Property Revenues 1,800 1,8001,800 Subventions & Grants Service Charges Total Bosyson Ranch Fund 1,8001,8001,800 Whale Rock Commission Investment & Property Revenues1,0001,0001,000 Service Charges1,734,8881,757,5671,657,417(100,150)-6% Other Revenues 1,5001,5001,500 Total Whale Rock Commission Fund1,737,3881,760,0671,659,917(100,150) Total Enterprise & Agency Funds $50,274,908 $46,652,338$45,046,976(1,605,362)-3% TOTAL - ALL FUNDS $130,522,740$123,778,678$126,475,0712,696,3932% 2016-17 H-12 INTERFUND TRANSACTIONS REIMBURSEMENT TRANSFERS AdoptedAdoptedRevised 2015-16 BudgetBudgetVariance General Fund Enterprise and Agency Funds Water1,328,0611,290,5611,477,598187,037 Sewer1,576,0261,538,5261,591,04152,515 Parking711,587711,587684,603(26,984) Transit277,329277,329288,99511,666 Whale Rock Commission115,989115,989122,5106,521 Total Enterprise and Agency Funds $4,008,992$3,933,992$4,164,747$230,755 2016-17 H-13 INTERFUND TRANSACTIONS OPERATING TRANSFERS Current AdoptedRevised 2015-162016-172016-17Variance General Fund Operating Transfers In Gas Tax Fund965,000 965,000 965,000 - TDA Fund 41,100 41,100 41,100 - Tourism BID Fund 27,375 28,679 28,679 - Affordable Housing Fund 52,000 17,000 17,000 - Transportation Impact Fee Fund 320,000 250,000 250,000 - Cost of Services 1,069,625 1,051,563 (18,062) Fleet Replacement Fund - Open Space Protection Fund - Utility Billing Control - Sewer Enterprise Fund - Parking Enterprise Fund - PEG City of SLO 22,938 - CIP Grant - Mayor Task Force/Joint Recreational - Total operating transfers in 1,428,4132,371,4042,353,342 (18,062) Operating Transfers Out - Insurance Benefit Fund (2,124,000)(1,739,898)(1,739,898) Community Development Block Grant(147,487)(153,969)(153,969)- General Purpose CIP (281,733)(39,900)(439,900)(400,000) Public Art Private Sector Fund - Fleet Replacement Fund (384,100)- Debt Service Fund (3,014,674)(3,047,982)(3,245,866)(197,884) Information Technology Fund (617,000)(632,000)(2,621,000)(1,989,000) Major Facility Replacement Fund (147,750)(234,600)(504,600)(270,000) Transportation Impact Fee Fund - Infrastructure Investment Fund (250,000)- Open Space Protection Fund - Parking Enterprise Fund - Total operating transfers out (6,966,744)(4,108,451)(8,705,233)(4,596,782) Total Operating Transfers (5,538,331)(1,737,047)(6,351,891)(4,614,844) - Community Development Block Grant Fund - Operating Transfer In - Park Hotel Fund - General Fund 147,487153,969153,969 - 147,487153,969153,969 - Gas Tax Fund - Operating Transfer Out (965,000)(965,000)- General Fund 0(965,000)(965,000)- - Transportation Development Act Fund - Operating Transfer Out (41,100)(41,100)- General Fund 0(41,100)(41,100)- - Tourism Business Improvement District Fund - Operating Transfer Out (28,679)(28,679)- General Fund 0(28,679)(28,679)- 2015-16 H-14 INTERFUND TRANSACTIONS OPERATING TRANSFERS Current AdoptedRevised 2015-162016-172016-17Variance 2015-16 - Information Technology Replacement Fund - Operating Transfer In - General Fund617,000632,0002,621,0001,989,000 Public Access Channel Fund- Total Operating Transfers617,000632,0002,621,000 1,989,000 - Sewer Enterprise Fund - Operating Transfer In - Wastewater Dev Impact Fee Fund- Total Transfers In00 - - Operating Transfer Out - Insurance Benefit Fund - General Fund(517,174)(490,319)26,855 Total Operating Transfers0(517,174)(490,319)26,855 - Wastewater Development Impact Fee Fund - Operating Transfer Out - Sewer Fund000 - - - Parking Enterprise Fund - Operating Transfer In - General Fund - - Operating Transfer Out - Insurance Benefit Fund - General Fund(552,451)(561,244)(8,793) Total Operating Transfers0(552,451)(561,244)(8,793) - Water Enterprise Fund - Operating Transfer In - Utility Billing Control - - Operating Transfer Out443,073517,174561,24444,070 Insurance Benefit Fund - Total Operating Transfers000 - - Transit Enterprise Fund - Operating Transfer Out - Insurance Benefit Fund 0 0 0 - H-15 INTERFUND TRANSACTIONS OPERATING TRANSFERS Current AdoptedRevised 2015-162016-172016-17Variance 2015-16 - Insurance Benefit Fund - Operating Transfer In - General Fund2,124,00001,739,8981,739,898 Water Enterprise Fund - Sewer Enterprise Fund - Parking Enterprise Fund - Transit Enterprise Fund - Whale Rock Commission - Total Operating Transfers2,124,00001,739,898 1,739,898 - Whale Rock Commission - Operating Transfer Out - Insurance Benefit Fund000 - - General Purpose CIP - Operating Transfer In - General Fund281,73339,900439,900400,000 Major Facility Replacement- Debt Service - Total Transfers In281,73339,900439,900400,000 - Operating Transfer Out - Major Facility Replacement- Public Art Fund(36,400)(39,900)(39,900)- Total Transfers Out(36,400)(39,900)(39,900)- Total Operating Transfers245,3330400,000 400,000 - Transportation Impact Fee Fund - Operating Transfers In - General Fund00- - - Operating Transfer Out(320,000)(250,000)(250,000)- Total Operating transfers (320,000)(250,000)(250,000)- - Open Space Protection Fund - Operating Transfers In - General Fund000 - Operating Transfer Out - General Fund - Total operating transfers - - Fleet Replacement Fund - Operating Transfers In - General Fund 384,100 0 0 - - Operating Transfers Out - General Fund - Total Operating Transfers - H-16 INTERFUND TRANSACTIONS OPERATING TRANSFERS Current AdoptedRevised 2015-162016-172016-17Variance 2015-16 - Debt Service Fund - Operating Transfer In - General Fund3,014,6743,047,9823,245,866197,884 - Operating Transfer Out - General Fund - Total operating transfers3,014,6743,047,9823,245,866 197,884 - Major Facility Replacement Fund - Operating Transfer In - General Fund - Capital Outlay Fund145,750234,600504,600270,000 Total Transfers In145,750234,600504,600270,000 - Operating Transfer Out - Capital Outlay Fund - Total Operating Transfers145,750234,600504,600 270,000 - Affordable Housing Fund - Operating Transfer Out - General Fund(52,000)- Total Operating Transfers000 - - CIP Grant Fund - Operating Transfer Out - General Fund - Total Operating Transfers000 - - Mayor Task Force/Joint Recreational - Operating Transfer Out - Total Operating Transfers000 - - Public Art Fund - Operating Transfer In - General Fund - Capital Outlay Fund36,40039,90039,900- Public Art Fund Total36,40039,90039,900 - - Public Access Channel Fund (PEG)- Operating Transfer Out - General Fund 0 0 0 - - Public Access Channel Fund (PEG)- Operating Transfer Out - Information Technology Fund 0 0 0 - H-17 INTERFUND TRANSACTIONS OPERATING TRANSFERS Current AdoptedRevised 2015-162016-172016-17Variance 2015-16 - Infrastructure Investment Fund - Operating Transfer In - General Fund - Total Operating Transfers000 - - - NET OPERATING TRANSFERS$1,176,413$5,670,986$4,380,910(1,290,076) H-18 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 ADMINISTRATION11.0011.0012.0014.00 City Administration City Manager1.001.001.001.00 Assistant City Manager1.001.001.001.00 Principal Administrative Analyst1.001.001.001.00 Special Projects Manager0.000.000.001.00 Total City Administration3.003.003.004.00 Natural Resources Protection Natural Resources Manager1.001.001.001.00 City Biologist1.001.001.001.00 Total Natural Resources Protection2.002.002.002.00 Economic Development Economic Development Manager1.001.001.001.00 Total Economic Development1.001.001.001.00 Community Promotions Tourism Manager0.200.250.250.25 Total Community Promotions0.200.250.250.25 Tourism Business Improvement District (TBID) Tourism Manager0.800.750.750.75 Tourism Coordinator (TBID)*0.000.000.001.00 Total TBID0.800.750.751.75 City Clerk City Clerk1.001.001.001.00 Deputy City Clerk1.001.001.001.00 Administrative Assistant2.002.002.002.00 Assistant City Clerk0.000.001.001.00 Total City Clerk4.004.005.005.00 *Position requested via SOPC at 2016-17 Supplement 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES H-19 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES CITY ATTORNEY 3.003.003.003.00 Legal Services City Attorney 1.001.001.001.00 Assistant City Attorney 1.001.001.001.00 Legal Assistant/Paralegal 1.001.001.001.00 Total Legal Services 3.003.003.003.00 HUMAN RESOURCES 5.005.005.005.00 Human Resources Administration Director of Human Resources 1.001.001.001.00 Human Resources Analyst 1.001.001.001.00 HR Administrative Assistant II 0.700.700.700.70 Human Resources Specialist 1.001.001.001.00 Total Human Resources Administration 3.703.703.703.70 Risk Management Human Resources Manager 1.001.001.001.00 HR Administrative Assistant II0.300.300.300.30 Total Risk Management1.301.301.301.30 H-20 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES FINANCE & INFORMATION TECHNOLOGY 22.5021.5021.5023.50 Finance & Information Technology Administration Director of Finance & Information Technology 1.001.001.000.00 Director of Finance 0.000.000.001.00 Budget Manager 1.001.001.001.00 Purchasing Supervisor***0.000.000.001.00 Purchasing Accountant***0.000.000.001.00 Administrative Assistant***1.001.001.001.50 Total Finance & Information Technology Administration 3.003.003.005.50 Accounting Finance Operations Manager*0.500.500.500.50 Senior Accountant 0.500.501.001.00 Supervising Accounting Assistant 1.001.000.000.00 Accountant 1.001.001.001.00 Accounting Assistant 3.002.002.002.00 Total Accounting 6.005.004.504.50 Revenue Management Finance Operations Manager*0.500.500.500.50 Senior Accountant 0.500.500.000.00 Accountant 1.001.000.000.00 Supervising Accounting Assistant 0.000.001.001.00 Accounting Assistant 2.002.003.001.00 Total Revenue Management 4.004.004.502.50 Network Services Information Technology Manager**0.500.500.500.50 Customer Services Supervisor***0.000.000.001.00 Network Administrator 3.003.003.003.00 Network Services Supervisor 1.001.001.001.00 Database Administrator 1.001.001.001.00 Administrative Assistant***0.000.000.000.50 Information Technology Assistant 1.001.001.001.00 Total Network Services 6.506.506.508.00 Geographic Information Services (GIS) Information Technology Manager**0.500.500.500.50 GIS Supervisor 1.001.001.001.00 GIS Specialist 1.501.501.501.50 Total Geographic Information Services 3.003.003.003.00 *Position is allocated 50% to Revenue Management and 50% to Accounting. **Position is allocated 50% to Information Technology and 50% to Geographic Information Services. ***Position requested via SOPC at 2016-17 Supplement H-21 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES COMMUNITY DEVELOPMENT 22.5028.0036.0036.00 Community Development Administration Director of Community Development 1.001.001.001.00 Supervising Administrative Assistant 1.001.001.001.00 Administrative Analyst 0.000.001.001.00 Administrative Assistant*1.502.002.002.00 Total Community Development Administration 3.504.005.005.00 * Includes 0.5 position requested at 2014-15 Supplement for Development Services SOPC Planning Development Review Deputy Director1.001.001.001.00 Principal Planner0.000.001.001.00 Assistant Planner1.001.001.001.00 Senior Planner1.001.000.000.00 Associate Planner1.001.002.002.00 Total Planning Development Review4.004.005.005.00 Long-Range Planning Deputy Director1.001.001.001.00 Senior Planner1.001.001.001.00 Special Projects Manager0.000.001.000.00 Associate Planner1.001.001.001.00 Housing Programs Manager1.001.001.001.00 Total Long-Range Planning4.004.005.004.00 Building & Safety Chief Building Official1.001.001.001.00 Building & Safety Supervisor1.001.001.001.00 Permit Coordinator 1.001.000.000.00 Permit Services Coordinator0.000.001.001.00 Building Inspector2.003.003.003.00 Plans Examiner1.002.002.002.00 Code Enforcement Officer2.002.002.002.00 Neighborhood Services Specialist (Code Enforce Tech I)2.002.002.002.00 Permit Technician 1.001.001.001.00 Total Building & Safety11.0013.0013.0013.00 Rental Housing Code Enforcement Supervisor0.000.001.001.00 Code Enforcement Technician II0.000.001.002.00 Administrative Assistant0.000.001.001.00 Total Rental Housing0.000.00#3.004.00 Engineering Development Review* Supervising Civil Engineer0.001.001.001.00 Senior Civil Engineer0.001.002.002.00 Permit Technician0.001.001.001.00 Engineering Technician0.000.001.001.00 Total Engineering Development Review0.003.005.005.00 * Engineering Development Review Program moved from Public Works to Community Development in 2014-15 budget H-22 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES PARKS & RECREATION 16.0017.0018.0018.00 Parks & Recreation Administration Parks & Recreation Director 1.001.001.001.00 Recreation Manager 2.002.001.001.00 Administrative Analyst 1.001.001.001.00 Supervising Administrative Assistant 1.001.001.001.00 Administrative Assistant 1.001.001.001.00 Total Parks & Recreation Administration 6.006.005.005.00 Aquatics Recreation Coordinator 1.001.001.001.00 Total Aquatics 1.001.001.001.00 Youth Services Recreation Supervisor 1.001.001.001.00 Recreation Coordinator 1.001.001.001.00 Total Youth Services 2.002.002.002.00 Facilities Recreation Supervisor 1.001.001.001.00 Total Facilities 1.001.001.001.00 Community Services Recreation Supervisor 1.001.001.001.00 Total Community Services 1.001.001.001.00 Recreational Sports Recreation Supervisor 1.001.001.001.00 Total Recreational Sports 1.001.001.001.00 Ranger Services Recreation Supervisor 1.001.001.001.00 Maintenance Worker 0.001.002.002.00 Total Ranger Services 1.002.003.003.00 Golf Course Golf Course Supervisor 1.001.000.000.00 Maintenance Worker 2.002.002.002.00 Golf Maintenance Crew Coordinator 0.000.001.001.00 Recreation Coordinator 0.000.001.001.00 Total Golf Course 3.003.004.004.00 H-23 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES PUBLIC WORKS 81.3078.3084.3084.30 Public Works: Transportation Programs 31.8031.8036.8036.80 Transportation Planning & Engineering Transportaion Manager 1.001.001.001.00 Active Transportation Manager 1.001.001.001.00 Transportation Planner/Engineer 1.001.004.004.00 Total Transportation Planning & Engineering 3.003.006.006.00 Street & Sidewalk Maintenance Street Maintenance Supervisor 1.001.001.001.00 Streets Crew Coordinator 1.001.001.001.00 Streets Equipment Operator 7.657.657.657.65 Total Street & Sidewalk Maintenance 9.659.659.659.65 Signal & Light Maintenance Signal & Street Light Technician 2.002.002.002.00 Total Signal & Light Maintenance 2.002.002.002.00 Creek & Flood Protection Utilities Services Manager 0.200.200.200.20 Environmental Programs Manager 0.200.200.200.20 Laboratory Analyst 0.250.250.250.25 Wastewater Collection Supervisor 0.250.250.250.25 Environmental Compliance Inspector 1.001.001.001.00 Streets Equipment Operator 2.002.001.001.00 Sweeper Operator 0.000.001.001.00 GIS Specialist 0.250.250.250.25 Wastewater Collection Systems Operator 2.002.002.002.00 Total Creek & Flood Protection 6.156.156.156.15 H-24 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES Parking Parking Services Manager1.001.001.001.00 Parking Services Supervisor0.000.001.001.00 Parking Coordinator1.001.001.001.00 Parking Enforcement Officer3.003.003.003.00 Parking Meter Repair Worker1.001.001.001.00 Supervising Administrative Assistant1.001.001.001.00 Administrative Assistant2.002.002.002.00 Total Parking9.009.0010.0010.00 Transit Transit Manager1.001.001.001.00 Transit Assistant1.001.001.001.00 Transit Coordinator0.000.001.001.00 Total Transit2.002.003.003.00 Public Works: Leisure, Cultural & Social Services Programs 17.0017.0017.0017.00 Parks & Landscape Maintenance Parks Maintenance Supervisor1.001.001.001.00 Parks Crew Coordinator1.001.001.001.00 Maintenance Worker10.0010.0010.0010.00 Total Parks & Landscape Maintenance12.0012.0012.0012.00 Swim Center Maintenance Facilities Maintenance Technician1.001.001.001.00 Total Swim Center Maintenance1.001.001.001.00 Tree Maintenance Urban Forester Supervisor/Arborist1.001.001.001.00 Urban Forester 3.003.003.003.00 Total Tree Maintenance4.004.004.004.00 Public Works: Community Development Programs17.0014.0015.0015.00 Engineering Development Review** Supervising Civil Engineer1.000.000.000.00 Senior Civil Engineer1.000.000.000.00 Permit Technician1.000.000.000.00 Total Engineering Development Review3.000.000.000.00 ** Program moved to Community Development Department, recognized in 2014-15 budget CIP Project Engineering Construction Engineering Manager1.001.001.001.00 Supervising Civil Engineer1.001.001.001.00 Senior Civil Engineer2.002.003.004.00 Engineer2.002.002.002.00 Engineering Technician2.002.002.002.00 Engineering Inspector5.005.005.004.00 Administrative Assistant1.001.001.001.00 Total CIP Project Engineering14.0014.0015.0015.00 H-25 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES Public Works: General Government Programs 15.5015.5015.5015.50 Public Works Administration Director of Public Works 1.001.001.001.00 Deputy Director/City Engineer 1.001.001.001.00 Deputy Director/Public Works 1.001.001.001.00 Supervising Administrative Assistant 1.001.001.001.00 Administrative Assistant 1.001.001.001.00 Administrative Analyst 1.001.001.001.00 Total Public Works Administration 6.006.006.006.00 Building Maintenance Facilities Maintenance Supervisor 1.001.001.001.00 Facilities Maintenance Technician 4.004.004.004.00 Total Building Maintenance 5.005.005.005.00 Fleet Maintenance Fleet Maintenance Supervisor 1.001.001.001.00 Heavy Equipment Mechanic 3.003.003.003.00 Administrative Assistant 0.500.500.500.50 Total Fleet Maintenance 4.504.504.504.50 UTILITIES 61.7062.0067.1069.10 Utilities: Water Service Programs 28.7527.8530.5031.50 Water Administration & Engineering Utilities Director 0.400.400.400.40 Deputy Director/Water 0.900.900.900.90 Utilities Business Manager 0.400.400.400.40 Utilities Projects Manager 0.400.500.500.50 Utilities Engineer 0.000.000.500.50 Administrative Analyst 0.400.400.400.40 Supervising Administrative Assistant 0.400.400.400.40 Administrative Assistant 0.300.300.400.40 Control Systems Administrator 0.000.000.400.40 Control Systems Technician 0.000.000.400.40 Health & Safety Engineer 0.000.000.400.40 Total Water Administration & Engineering 3.203.305.105.10 Water Source of Supply WRRF Plant Supervisor 0.100.100.100.10 WRRF Operator 0.500.500.500.50 Maintenance Technician 0.100.100.100.10 Total Water Source of Supply 0.700.700.700.70 H-26 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES Water Treatment Treatment Plant Supervisor1.001.001.001.00 Treatment Plant Chief Operator1.001.001.001.00 Treatment Plant Operator7.007.007.007.00 Treatment Plant Maintenance Technician1.001.001.001.00 Laboratory Manager0.100.100.100.10 Laboratory Analyst0.950.950.950.95 Total Water Treatment11.0511.0511.0511.05 Water Distribution Distribution Supervisor1.001.001.001.00 Underground Utility Locator1.001.001.001.00 Water Distribution System Operator7.006.008.008.00 Total Water Distribution9.008.0010.0010.00 Water Utilities Services Water Distribution System Operator0.000.001.001.00 Utilities Services Manager0.000.000.550.55 Utilities Services Technician0.000.002.102.10 Water Customer Service Personnel2.002.000.000.00 Accounting Assistant/Utility Billing0.000.000.001.00 Total Water Utilities Services2.002.003.654.65 Utilities Conservation Utilities Conservation Manager0.800.800.000.00 Utilities Conservation Technician2.002.000.000.00 Total Utilities Conservation2.802.800.000.00 Utilities: Wastewater Service Programs29.3530.5532.7033.70 Wastewater Administration & Engineering Utilities Director0.500.500.500.50 Deputy Director/Wastewater1.001.001.001.00 Utilities Engineer0.000.000.500.50 Utilities Business Manager0.500.500.500.50 Utilities Projects Manager0.600.600.500.50 Health & Safety Engineer0.000.000.500.50 Administrative Analyst0.500.500.500.50 Control Systems Adiministrator0.000.000.500.50 Control Systems Technician0.000.000.500.50 Supervising Administrative Assistant0.500.500.500.50 Administrative Assistant0.400.400.500.50 Total Wastewater Administration & Engineering 4.004.006.006.00 Wastewater Collection Wastewater Collection Supervisor0.750.750.750.75 Water Collection Operator6.007.006.006.00 Total Wastewater Collection6.757.756.756.75 Sewer Utilities Services Accounting Assistant/Utility Billing 0.000.000.001.00 Water Distribution Systems Operator 0.000.001.001.00 Water Customer Service Personnel2.002.000.000.00 Utilities Services Manager0.000.000.250.25 Utilities Services Technician0.000.000.900.90 Total Sewer Utilities Services2.002.002.153.15 H-27 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES Environmental Compliance Environmental Programs Manager0.800.800.800.80 Environmental Compliance Inspector1.001.001.001.00 Total Wastewater Pretreatment1.801.801.801.80 Water Resource Recovery Facility WRRF Plant Supervisor0.900.900.900.90 WRRF Chief Operator1.001.001.001.00 WRRF Operator6.506.509.409.40 Chief Maintenance Technician1.001.001.001.00 Maintenance Technician2.902.900.000.00 Total Water Reclamation Facility12.3012.3012.3012.30 Water Quality Laboratory Laboratory Manager0.800.900.900.90 Laboratory Analyst1.701.802.802.80 Total Water Quality Laboratory 2.502.703.703.70 Utilities: Reservoir 3.603.603.903.90 Reservoir Operations Utilities Director0.100.100.100.10 Deputy Director/Water0.100.100.100.10 Utilities Business Manager0.100.100.100.10 Whale Rock Reservoir Supervisor1.001.001.001.00 Administrative Analyst0.100.100.100.10 Supervising Administrative Assistant0.100.100.100.10 Administrative Assistant0.100.100.100.10 Health & Safety Engineer0.000.000.100.10 Control Systems Administrator0.000.000.100.10 Control Systems Technician0.000.000.100.10 Water Supply Operator2.002.002.002.00 Total Reservoir 3.603.603.903.90 H-28 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES POLICE 85.5085.5086.5086.50 Police Administration Police Chief 1.001.001.001.00 Police Captain 1.001.001.001.00 Police Sergeant 1.001.001.001.00 Senior Administrative Analyst 1.001.001.001.00 Administrative Assistant 1.501.501.501.50 Total Police Administration 5.505.505.505.50 Police Support Services Communications & Records Manager 1.001.001.001.00 Communications Supervisor 2.002.002.002.00 Communications Technician 10.0010.0011.0011.00 Records Supervisor 1.001.001.001.00 Records Clerk 5.005.005.005.00 Total Police Support Services 19.0019.0020.0020.00 Neighborhood & Crime Prevention Services Neighborhood Services Manager 1.001.001.001.00 Total Neighborhood & Crime Prevention Services 1.001.001.001.00 Patrol Services Captain 1.001.001.001.00 Police Lieutenant 2.002.002.002.00 Police Sergeant 5.005.005.005.00 Police Officer 32.0032.0032.0032.00 Field Service Technician 1.001.001.001.00 Total Patrol Services 41.0041.0041.0041.00 Traffic Safety Police Sergeant 1.001.001.001.00 Police Officer 4.004.004.004.00 Total Traffic Safety 5.005.005.005.00 * Includes one grant funded position Investigative Services Police Lieutenant 1.001.001.001.00 Police Sergeant 1.001.001.001.00 Police Officer 10.0010.0010.0010.00 Evidence Technician 1.001.001.001.00 Property & Evidence Clerk 1.001.001.001.00 Total Investigative Services 14.0014.0014.0014.00 H-29 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT ActualActualActual 2013-142014-152015-162016-17 2016-17 Supplement FINANCIAL AND STATISTICAL TABLES FIRE 53.0053.0054.0057.00 Fire Administration Fire Chief 1.001.001.001.00 Deputy Fire Chief 1.001.001.001.00 Administrative Analyst 1.001.001.001.00 Administrative Assistant 1.001.001.001.00 Total Fire Administration 4.004.004.004.00 Emergency Response Battalion Chief 3.003.003.003.00 Fire Captain 12.0012.0012.0012.00 Fire Engineer 15.0015.0015.0015.00 Firefighter*12.0012.0012.0015.00 Fire Vehicle Mechanic 1.001.001.001.00 Mechanic Helper 1.001.001.001.00 Total Emergency Response 44.0044.0044.0047.00 * 3 positions requested via SOPC at 2016-17 Supplement Hazard Prevention Fire Marshal1.001.001.001.00 Hazardous Materials Coordinator1.001.001.001.00 Fire Inspector2.002.003.003.00 Administrative Assistant1.001.001.001.00 Total Hazard Prevention5.005.006.006.00 TOTAL REGULAR POSITIONS 361.50364.30387.40396.40 H-30 FINANCIAL & STATISTICAL TABLES PENSION OBLIGATION TRENDS OVERVIEW The following provides information on employer retirement costs and contributions for the past five years and budget for 2015-17, along with background information on the City’s retirement plans. Background About CalPERS. Along with 3,000 other cities and local agencies, the City contracts with the California Public Employees Retirement System (CalPERS) for its “defined benefit” retirement plan, which covers all regular employees (except in rare circumstances, temporary employees are not covered by the CalPERS plan). Due to recent changes made by the City and through recently enacted legislation, there are several CalPERS retirement benefit programs. Employees who serve as sworn public safety officers (police officers and fire fighters) are members of the Safety Plan which has three benefit tiers: 1. The first provides a 3% at age 50 benefit 2. The second tier for police provides a 2% at age 50 benefit (applies to employees hired after December 6, 2012), while the second tier for fire personnel provides a 3% at age 55 benefit (applies to employees hired after August 30, 2012) 3. The third tier program for both police and fire personnel provides a 2.7% at age 57 benefit. Employees who work in other capacities such as planners and clerical staff are members of the Miscellaneous Plan, which also has three benefit tiers: 1. The first tier provides a 2.7% at age 55 benefit 2. The second tier provides a 2% at age 60 benefit (applies to employees hired after December 6, 2012) 3. The third tier provides a 2% at age 62 benefit. The Public Employee Pension Reform Act (AB 340) became effective in January 2013 and created the third tier benefit level. Under this program, employees who are considered new to the CalPERS retirement program are enrolled as required by the new law. CalPERS establishes the annual employer contribution rate that is charged against the City’s payroll costs for eligible employees. The annual contribution rate is comprised of these components: 1. Normal Cost, which is the amount needed to fund benefits earned by active employees in the upcoming year 2. Unfunded Rate which is the amount charged to pay down the pool’s unfunded liability 3. Amortization of Side Fund which is the amount required to amortize the safety side fund liability over 22 years. H-31 FINANCIAL & STATISTICAL TABLES PENSION OBLIGATION TRENDS Each October, CalPERS provides an actuarial valuation report for each benefit plan that updates certain values to reflect changes in plan activity since the previous valuation. These changes include but are not limited to: The difference between the expected 7.5% rate of return and the actual amount realized Changes in the number of plan members who retire each year Changes in the number of new plan members Changes in the annual payroll provided to existing members of the plan The actuarial valuations also provide new information on the variables associated with maintaining the plan, such as the amount of the unfunded liability and the annual Employer Contribution rate described above, which represents the amount for every dollar of eligible payroll that the City is required to pay from the start of the following fiscal year. The information used for this report is taken from the latest valuation report that was issued for the year ending June 30, 2014. CalPERS is a separate and distinct legal entity from the City, and serves as an independent fiduciary in managing the City’s retirement plan assets. CALPERS EMPLOYER CONTRIBUTIONS CalPERS Employer Cost Trends The following summarizes CalPERS employer costs since 2004-05: 2004-052,422,500 1,987,700 4,410,200 2005-06 2,796,100 2,550,200 5,346,300 2006-073,159,100 2,747,100 5,906,200 2007-083,385,800 3,145,200 6,531,000 2008-09*4,484,500 3,630,900 8,115,400 2009-103,993,600 3,514,100 7,507,700 2010-113,940,000 3,521,100 7,461,100 2011-124,202,200 4,226,700 8,428,900 2012-134,418,518 4,347,255 8,765,773 2013-144,152,103 4,528,325 8,680,428 2014-154,722,489 3,832,294 8,554,783 2014-15**5,850,214 6,362,307 12,212,521 2014-15**6,450,951 6,368,040 12,818,991 *2008-09 reflects retroactive costs for binding arbitratiion decision. ** Estimated values CalPERS experienced significant stock market losses in 2008, and these losses caused employer contribution rates to rise. Also impacting the rates was the demographic study conducted by CalPERS in 2010, which concluded that employees were living longer and retiring earlier. The result of the study was to increase the employer rates beginning in 2011-12. In April 2013, CalPERS’ Retirement and Health Benefit Program Committee approved changes to the employer rate assumptions that limit the period used to allocate plan losses (smoothing) and also H-32 FINANCIAL & STATISTICAL TABLES PENSION OBLIGATION TRENDS reflect the changes occurring to the original benefit plan programs’ membership as a result of the creation of 2nd Tier benefit plans and the new member benefit programs that were created as the result of the enactment in January 2013 of the Public Employee Pension Reform Act (AB 340). In May 2014 the CalPERS Committee voted to make further changes that affect pension funding. These changes reflect updated demographic information which showed that retirees are living longer. In addition, the actuarial assumptions for pooled plans have been changed to create a fixed annual charge to pay down the unfunded liability while losses are allocated based on each member’s share of pool liability instead of using each members share of the total pool payroll. Finally, in 2015, the Board adopted a Funding Risk Mitigation Policy that according to the Board will lower the discount rate in years of good investment returns and also reduce risk and volatility in the pension system. The Funding Risk Mitigation Policy established a mechanism to reduce the discount rate by a minimum of 0.05 percentage points to a maximum of 0.25 percentage points in the years when investment returns outperform the current 7.5 percent discount rate by at least 4 percentage points. The policy is anticipated to result in lowering of the expected portfolio volatility to 8 percent in about 21 years. It is anticipated that even though the expected rates are going to increase for CalPERS employers, the policy is designed to minimize the amount of increases above projected rates. . CalPERS Employer Contribution Rates The rates shown below reflect the amount the City is required to contribute as a percent of eligible payroll for covered employees. (Note: Eligible compensation does not include overtime or “non-regular” pay.) Current CalPERS Employer Contribution Rates CalPERS has published the employer rates for 2016-17 as well as estimated rates for the years shown below. Starting in 2015-16, CalPERS is requiring all agencies participating in a pooled plan (Safety Tier 1) to make a fixed dollar contribution against the unfunded liability in-lieu of paying a percentage of eligible payroll for that cost component. The fixed dollar contribution for 2016-17 and the estimated amounts for the later years are shown below the first table. While CalPERS has been able to create separate rates for each of the Safety Plan Benefit Tiers, they have chosen to create a blended rate for the Miscellaneous benefit plan. This blended rate 0% 10% 20% 30% 40% 50% CalPERS Employer Contribution Rates: 2004‐05 to 2014‐15 Safety Miscellaneous H-33 FINANCIAL & STATISTICAL TABLES PENSION OBLIGATION TRENDS encompasses the original benefit program as well as the 2nd Tier and the benefit Tier created under the Public Employees’ Pension Reform Act which became effective on January 1, 2013. Employee Contribution Rates While the method of doing so varies between employee groups, employees are responsible for making contributions to CalPERS along with employer contribution rates as follows: Employee Plan Employee Contribution Rate* Miscellaneous 6.25% to 8% Public Safety Sworn** 8% to 12.25% *The level of contribution made by an employee is dependent upon the plan the employee is enrolled in. ** Members of the Police Officers Association contribute an additional 3% of pay to offset the employer’s share of the CalPERS retirement contribution starting on January 2014. CALPERS PLAN FUNDING LEVELS The following shows CalPERS funding levels for the City’s Miscellaneous Plan and Safety Pool for the periods from June 30, 2005 through June 30, 2014. This is the most recent actual information that is available from CalPERS. The amounts shown below are in thousands. Projected PERS Employer Rates Retirement Tier2016-172017-182018-192019-20 Miscellaneous29.58%31.00%32.50%33.80% Safety Tier I21.23%21.20%21.20%21.20% Safety Police Tier II16.30%16.30%16.30%16.30% Safetly Police Tier III12.82%12.80%12.80%12.80% Safety Fire Tier II18.30%18.30%18.30%18.30% Safety Fire Tier III12.82%12.80%12.80%12.80% Unfunded Liability Employer Payment2016-172017-182018-192019-20 Safety Tier I3,402,670 3,847,233 4,822,739 5,086,697 H-34 FINANCIAL & STATISTICAL TABLES PENSION OBLIGATION TRENDS The most recent actuarial valuations received from CalPERS for the year ending June 30, 2014, indicate that our Miscellaneous Plan is now 66.10% funded and the Safety pool is 68.70% funded based on the Market Value of Assets. The 2015-17 Financial Plan reflects the use of $750,000 in excess General Fund reserves to make a prepayment against the Safety Side fund amount in 2015-16. The proposed Supplemental Budget reflects recommendation to make an additional payment in the amount of $750,000 toward the Safety Side fund in 2016-17. Cal PERS Plan Funding Levels: Last 10 Years Actuarial Entry Age Actuarial Assets Over (Under) Valuation Date Ending June 30 Accrued Liability Actuarial Accrued Liability 200569,39994,527-25,12873.40% 2006*6,102,6167,278,050-1,175,43483.90% 20076,826,5997,986,055-1,159,45685.50% 20087,464,9278,700,468-1,235,54185.80% 20098,027,1599,721,676-1,694,51782.60% 20108,470,23510,165,475-1,695,24083.30% 201194,068143,482-49,41465.60% 201292,264149,615-57,35161.70% 2013100,910154,746-53,83665.20% 2014113,884165,802-51,91868.70% 200564,74085,207-20,46773.40% 200670,84892,505-21,65783.90% 200778,069100,312-22,24385.50% 200885,341110,763-25,42277.00% 200991,851130,764-38,91370.20% 201097,282138,627-41,34670.20% 2011103,392150,651-47,25968.60% 2012108,926157,223-48,29669.30% 2013101,989163,765-61,77662.30% 2014117,762178,138-60,37666.10% (1) Before 2013, CalPERS used the Actuarial Value of Assets, starting in 2013 Market Value of Assets is being used. (2) For 2006 through 2010, CalPERS reported on safety pool funding status; starting with the 2011 year, CalPERS reports on the City’s share of the pool liability and Asset Value (1)(2) Funded Ratio Tier 1 Safety Employee Plan Miscellaneous Employee Plan In Thousands of dollars H-35 FINANCIAL & STATISTICAL TABLES RETIREE HEALTH CARE OBLIGATIONS VERY LIMITED COST OBLIGATIONS Compared with many other cities throughout the State and the nation, the City has taken a very conservative approach to providing retiree health care benefits. In fact, the City’s contribution is the lowest allowed under our participation in the California Public Employees’ Retirement System (CalPERS) health benefit program. And, as discussed below, the City has committed to fully funding its obligations on an actuarial basis. DESCRIPTION OF THE CITY’S PROGRAM The City’s primary cost obligation for retiree health benefits is our election to participate in the CalPERS health benefit program under the “unequal contribution option.” Background. The City’s primary “other post employment benefits than pensions” (OPEB) obligation is the minimum contribution that the City is required to make under its participation in the CalPERS health care program. When the City joined the CalPERS plan in 1993, it immediately experienced an increase in the plan choices available along with a significant reduction in rates. And due to CalPERS purchasing power, the City has continued to experience competitive health care rates since then. As a condition of joining the CalPERS health program, the City agreed to make contributions toward retiree health care coverage. At the time the OPEB program was begun the contributions were $16 per month per covered employee with scheduled increases of 5% per year. However, legislation adopted in 2006 (AB 2544) significantly altered this formula, resulting in significant increases in the City’s required contribution. The most recent actuarial valuation is as of June 30, 2015. A new ASOP No.6, issued in March 2014, requires actuaries to use expected claims to determine liabilities for valuation dates on or after March 31, 2015; the old ASOP No.6 allowed actuaries to use premiums rather than expected claims when an agency participated in a large medical pool like PEMHCA. GASB 45 states that the implied subsidy should be calculated in accordance with ASOP No.6 Taking information from this study, the estimated cost for this benefit organization-wide is summarized as follows: 2015-162016-17 Total607 1,182,000 Actuarial Required Contribution H-36 FINANCIAL & STATISTICAL TABLES RETIREE HEALTH CARE OBLIGATIONS ACCOUNTING FOR FUTURE COSTS Until 2008-09, the City accounted for its limited retiree health care costs on a pay-as-you-go basis, which was consistent at the time with generally accepted accounting principles. However, beginning in 2008-09, GASB 45 required that these costs be reported on an actuarial basis. Complying with GASB 45 required performing an actuarial evaluation to determine these costs and prepare a plan for funding them. Based on Council direction, the City began pre-funding the OPEB obligation via an irrevocable trust, and in May 2009, the Council approved a contract with CalPERS to provide OPEB trustee services. The Governmental Accounting Standards Board released GASB 75, which replaces GASB45, effective fiscal years starting after June 15, 2017. These proposed changes will make the reporting consistent with the changes being implemented for the financial reporting of pension obligations. This means that the City’s net pension obligation will be reported in the City’s Statement of Net Position and that this net pension obligation could include an estimate for the “implied subsidy” portion of the net pension obligation. An implied subsidy is an actuarially determined liability that results from allowing retirees to both purchase their insurance and obtain the post-retirement benefit at the same rates as active employees. Because the cost of health care increases with age, and because retirees are older than the population of active employees, the true cost of providing health care benefits to retirees is generally higher than the amount reflected in the health insurance premium cost. Along with the change in reporting that is proposed, the recognition of the implied subsidy liability will also bring with it an increase in the required annual contribution (ARC) for the OPEB program. This increase in the ARC due to Implied Subsidy in fiscal year 2016-17 is $574,000. The 2015-17 Financial Plan reflects the use of $250,000 in excess General Fund reserves to make a prepayment against the OPEB liability in 2015-16. The proposed 2016-17 Supplemental Budget reflects an additional prepayment of $250,000 and full funding of the ARC as shown above. H-37 FINANCIAL AND STATISTICAL TABLES REVENUE AND EXPENDITURE TRENDS - LAST FIVE COMPLETED YEARS 2010-112011-122012-132013-142014-15 ACTUALACTUALACTUALACTUALACTUAL REVENUES Taxes Sales and use17,986,20019,834,80021,063,70022,571,80022,818,570 Property 8,441,1008,367,1009,176,6008,960,0009,631,890 Property in lieu of VLF 3,551,1003,492,4003,533,2003,645,7006,805,742 Utility users4,592,3004,584,1004,916,1005,345,3003,849,341 Transient occupancy 4,844,2005,222,0005,572,4006,063,2005,211,207 Franchise fees2,352,1002,462,3002,552,3002,636,6002,790,077 Business tax certificates1,797,8001,837,5002,055,3002,143,0002,203,208 Real property transfer 133,700144,000256,300287,600298,191 Total Taxes 43,698,50045,944,20049,125,90051,653,20053,608,226 Fines and Forfeitures171,400174,300159,700150,200184,320 Investment and Property Revenues742,500770,200237,100372,700378,643 Subventions and Grants4,982,1003,977,8004,603,1001,234,5001,278,372 Service Charges9,209,3008,693,1008,106,6007,822,1009,031,718 Other Revenues270,500299,300545,800151,000134,266 Total Revenues59,074,30059,858,90062,778,20061,383,70064,615,545 EXPENDITURES Operating Programs Public Safety23,506,10023,953,30023,973,40024,120,01124,156,077 Transportation2,901,9002,865,1002,798,2002,884,2413,063,353 Leisure, Cultural & Social Services6,268,7006,704,2006,790,3007,155,6197,012,890 Community Development 7,053,5006,986,2007,777,4008,389,9578,344,973 General Government6,824,8008,175,1008,723,30013,228,32613,910,865 Total Operating Programs 46,555,00048,683,90050,062,60055,778,15456,488,158 Capital Outlay10,607,30011,410,8006,582,1007,839,09722,106,245 Debt Service3,023,2002,705,0002,735,7003,550,9643,550,964 Total Expenditures60,185,50062,799,70059,380,40067,168,21582,145,367 Operating Transfers In (Out)(227,200)115,10030,718(1,865,900) Proceeds from (uses of) Debt Proceeds1,044,000(372,100)850,775 Other Sources (Uses)393,90030,200(11,500)(28,779)850,775 Total Other Sources (Uses)1,210,700(341,900)103,600852,714(1,015,125) Excess of Revenues & Sources Over (Under) Expenditures & Uses99,500(3,282,700)3,501,400(4,931,801)(18,544,947) Fund Balance, Beginning of Year31,417,90031,517,40028,228,80034,290,25428,228,800 Prior Year Restatements 2,559,900502,205 General Fund12,911,80013,686,30018,937,70020,797,59023,847,381 Special Revenue Funds604,000594,100590,800695,457713,797 Capital Outlay Funds15,715,90011,936,40012,718,40018,583,21820,447,141 Debt Service Fund2,285,7002,017,9002,043,2002,043,2222,043,222 Total - All Governmental Funds$31,517,400$28,234,700$34,290,100$42,119,487$47,051,541 Includes all governmental fund types Fund Balance, End of Year OTHER SOURCES (USES) H-38 APPROPRIATIONS LIMIT HISTORY The Gann Spending Limit Initiative , a State constitutional amendment adopted by the voters on June 6, 1979, restricts appropriations from tax revenues by State and local governments. Under its provisions, no local agency can appropriate proceeds of taxes in excess of its "appropriations limit." Excess funds may be carried over into the next year. However, any excess funds remaining after the second year must be returned to taxpayers by reducing tax rates or fees; a majority of the voters may approve an override to increase the limit. The following summarizes changes in the City's appropriations limit and appropriations subject to the limit since the effective date of the initiative. While there are exceptions, in general, the City's appropriations limit increases annually by compound changes in cost-of-living and population. This summary also reflects changes made by Proposition 111 (adopted in June 1990) in determining the appropriations limit as well as the appropriations subject to it. Cost-of-Living Population Appropriations Appropriations Fiscal Year Limit Base Factor Factor Limit Subject to LimitVariance Post-Proposition 111 1987-88 14,836,3003.47%2.93%15,800,90014,411,7001,389,200 1988-89 15,800,9004.66%4.10%17,215,20015,223,5001,991,700 1989-90 17,215,2005.19%3.92%18,818,60016,691,8002,126,800 1990-91 18,818,6004.21%4.59%20,511,00015,005,4005,505,600 1991-92 20,511,0004.14%3.04%22,009,50014,911,1007,098,400 1992-93 22,009,500-0.64%1.00%22,087,30018,094,9003,992,400 1993-94 22,087,3002.72%1.86%23,110,10015,215,0007,895,100 1994-95 23,110,1000.71%1.40%23,600,00016,778,4006,821,600 1995-96 23,600,0004.72%1.60%25,109,30015,530,8009,578,500 1996-97 25,109,3004.67%2.31%26,889,00016,825,50010,063,500 1997-98 26,889,0004.67%2.06%28,724,50017,513,20011,211,300 1998-99 28,724,5004.15%2.70%29,671,30017,291,80012,379,500 1999-00 29,671,3004.53%2.28%31,717,10018,030,50013,686,600 2000-01 31,717,1004.91%2.46%34,093,00018,802,00015,291,000 2001-02 34,093,0000.33%1.80%34,821,20023,227,90011,593,300 2002-03 34,821,2000.33%1.80%35,565,00023,018,40012,546,600 2003-04 35,565,0002.31%1.32%36,866,70023,072,40013,794,300 2004-05 36,866,7003.28%1.15%38,513,10027,670,40010,842,700 2005-06 38,513,1005.26%1.19%41,021,30032,371,9008,649,400 2006-07 41,021,3003.96%0.73%42,957,10030,757,10012,200,000 2007-08 42,957,1004.42%0.96%45,286,40036,582,9008,703,500 2008-09 45,286,4004.29%1.12%47,758,20036,795,30010,962,900 2009-10 47,758,2000.62%1.01%48,540,60027,159,40021,381,200 2010-11 48,540,600-2.54%0.87%47,719,20032,058,10015,661,100 2011-12 47,719,2002.51%0.83%49,323,00034,229,70015,093,300 2012-13 49,323,0003.77%0.47%51,423,50044,178,3007,245,200 2013-14*51,423,5005.12%0.52%54,337,50040,104,10014,233,400 2014-15*54,337,5008.69%0.09%59,112,60036,642,90022,469,700 2015-16*59,112,6004.97%0.78%62,534,50046,067,70016,466,800 2016-17*62,534,5005.63%0.60%66,451,50049,397,20017,054,300 (*) The cost of living factor is based on the increase in non-residential assessed values $0 $7,500,000 $15,000,000 $22,500,000 $30,000,000 $37,500,000 $45,000,000 $52,500,000 $60,000,000 $67,500,000 1 6 11 16 21 26 Fiscal Year Ending Appropriations Limit: 2007 to 2017 Fiscal Year Appropriations Limit Appropriations Subject to Limit H-39 DEMOGRAPHIC AND STATISTICAL SUMMARY ____________________________________________________________________________________ LOCATION Central Coast of California, 235 miles south of San Francisco and 200 miles north of Los Angeles INCORPORATED FORM OF GOVERNMENT February 19, 1856 Council - Mayor - City Manager Chartered May 1, 1876 POPULATION (JANUARY 1, 2014) PHYSICAL SIZE 46,730 13.2 Square Miles Public Safety 2014-15 2015-16 2016-17 Fire Sworn personnel 44 4447 Number of fire stations 4 44 Police sworn personnel 60 6060 Public Utilities Water Services Source of Supply (acre-feet) Whale Rock Reservoir capacity 21,451 Salinas Reservoir capacity 22,923 Groundwater 0 Recycled Water 187 Nacimiento Reservoir 5,482 Estimated miles of mainline 185 Customer Accounts Wastewater Services 15,116 Treatment plant capacity (million gallons per day) 5.1 Average daily plant flows (million gallons per day) 2.74 Estimated miles of sewer line 137 Streets and Flood Protection Street miles maintained 133 Traffic signals operated & maintained 70 Street lights operated & maintained 2,300 Estimated creekbed miles under City jurisdiction 32 SERVICES PROVIDED BY OTHER AGENCIES Public elementary and secondary schools………………… San Luis Coastal Unified School District Cuesta Community College………………………………. San Luis Obispo Community College District Animal regulation………………………………………… San Luis Obispo County Property tax collection & administration…………………. San Luis Obispo County Solid waste collection and disposal………………………. Private companies under franchise H-40 Section I REFERENCE MATERIALS BUDGET REFERENCE MATERIALS OVERVIEW Complementing the City’s Budget and Fiscal Policies are a number of major policy documents that also guide the preparation and execution of the City's Financial Plan. A brief narrative summary for each of the following documents is provided in Section H of the 2015-17 Financial Plan. Citywide Policy Documents City Charter Municipal Code City Council Policies and Procedures Manual City Code of Ethics General Plan Conceptual Physical Plan for the City’s Center Facilities Master Plan: 1988-2010 Utilities Urban Water Management Plan Wastewater Management Plan Transportation Short-Range Transit Plan Access and Parking Management Plan Pavement Management Plan Bicycle Transportation Plan Creek & Flood Protection Waterway Management Plan Storm Sewer Management Plan Leisure, Cultural & Social Services Parks and Recreation Master Plan Administrative Information Technology Strategic Plan Property Management Manual Public Art Policy Fleet Management Program Goals and Objectives Reporting System Risk Management Manual Financial General Fund Five Year Fiscal Forecast: 2015- 2020 Financial Management Manual Investment Management Plan Revenue Management Manual Cost Allocation Plan Monthly and Quarterly Financial Reports Comprehensive Annual Financial Report (CAFR) The following materials are also located in Section H of the 2015-17 Financial Plan to facilitate the reader's understanding of the CIP document and preparation process: Budget Glossary. Defines terms that may be used in a manner unique to public finance or the City's budgetary process in order to provide a common terminology in discussing the City's financial operations. Major Preparation Guidelines and Budget Calendar. Describes the steps, procedures and calendar used in developing and documenting the 2015-17 Financial Plan. Budget Resolution. Provides the resolution adopted by Council approving the 2015-17 Financial Plan and 2014-15 Budget. The 2015-17 Financial Plan Supplement includes the resolution adopted by the Council approving the Supplement and the 2016-17 Budget and a Resolution approving the Gann Limit Appropriation calculation. I-1 slocity.org © 2014 City of San Luis Obispo