HomeMy WebLinkAbout04-18-2017 Item 02 Strategic Budget Direction and Major City Goal Work Programs for the 2017-19 Financial Plan Meeting Date: 4/18/2017
FROM: Katie Lichtig, City Manager
Prepared By: Xenia Bradford, Interim Finance Director
Courtney Steck, Contract Budget Manager
SUBJECT: STRATEGIC BUDGET DIRECTION AND MAJOR CITY GOAL WORK
PROGRAMS FOR THE 2017-19 FINANCIAL PLAN
RECOMMENDATION
1. Review updated General Fund Five-Year Fiscal Forecast and Enterprise Funds forecasts;
and
2. Review and provide guidance to the City Manager regarding proposed Major City Goals
and Other Important Objective work programs; and
3. Review and provide guidance to the City Manager regarding the recommended use and
allocation of one-time and ongoing budget resources to fund proposed Significant Operating
Program Changes (SOPCs), the Capital Improvement Plan (CIP), Fleet Replacement Fund,
Information Technology (IT) Replacement Fund, and Major Facility Replacement Fund;
and provide direction whether Parks Element Update should be funded; and
4. Approve a policy for the Insurance Benefit Fund, establishing funding and fund balance
requirements for newly formed Excess Liability Insurance program; and
5. Receive an update on key informational items regarding future financial uncertainties and
challenges.
REPORT-IN-BRIEF
The City of San Luis Obispo has received national recognition for its two-year budget process
that involves the community in Goal-Setting, emphasizes long-range financial planning, and
supports effective program management. Strategic Budget Direction is a critical next step in the
development of the two-year Financial Plan for all funds (General, Water, Sewer, Parking and
Transit Funds) based on the highest priorities determined through the Council Goal-Setting
process. This critical point in the process, affords the City Council an early opportunity to review
the draft work programs and associated financial resources proposed to accomplish Major City
Goals and Other Important Objective established by the City Council in January. At this stage of
the process, the City Council should provide direction on any changes, which refine these work
programs and resource allocations to better achieve the desired outcomes.
This report presents:
1. An updated General Fund Five-Year Fiscal Forecast
2. Five-Year Forecasts for the Enterprise Funds
3. Proposed work plans for Major City Goals and other Important Objectives
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4. Proposed Significant Operating Program Changes and Five-Year Capital
Improvement Projects for all funds.
The recommendations presented in this report were developed in accordance with City fiscal
policies adopted and re-affirmed by Council in December 2016. In addition, in January of 2017
the highest priorities to achieve over the course of the 2017-19 Financial Plan were determined
by Council with their adoption of Major City Goals and Other Important Objective. In February,
the Council received an update on the General Fund Five-Year. That forecast included the
retirement contribution increases stemming from the recent California Public Employees
Retirement System (CalPERS) Board of Director’s decision to lower the discount rate (rate of
return) assumption to 7% from 7.5%. These additional annual required retirement contributions
will start in the 2018-19 fiscal year. Based on the General Fund forecast showing Expenditures
Outpacing Revenue Growth, the Council concurred with the City Manager’s recommendation to
activate the Fiscal Health Contingency Plan (Attachment F). This Plan puts in place immediate
measures to evaluate expenditures and limit spending (specifically activates hiring and travel
chills). It also provides steps to evaluate the magnitude of the City’s budget gap in the short and
long-term and provides guidance for structural re-alignment to achieve a long-term balanced
fiscal forecast.
The General Fund Capital Improvement Program (CIP) five-year outlook proposes to match
expenditures with available revenue however, even taking advantage of the supplemental
Measure G revenue, infrastructure needs continue to exceed available funding across the board.
Placing a priority on maintaining existing infrastructure is necessary to prevent existing assets to
deteriorate further and potentially impede Major City Goals and overall community wellness.
This includes continued investment in our funds for Major Facility Replacement, Fleet,
Information Technology, as well as in the more conventional, higher profile capital im provement
areas such as streets and roads, sidewalks, parks, and open space, etc. There is limited funding
for new initiatives but some projects are recommended that address Major Council Goals and
high community requests. Additionally, there are recommendations to continue the planning
efforts for new infrastructure that is necessary for forecasted new services. One example is
public safety that will require funding for an additional Fire Station to serve the southern areas of
the city and continued investigation of replacement of the Police Station.
The Enterprise funds (Water, Sewer, Parking and Transit) capital improvement expenditures are
higher in proportion to operating costs. The increase in required contributions for pensions also
affects Enterprise funds operating expenditures; however, due to the lower ratio of operating
expenditures to capital expenditures in the Enterprise funds, the impact is not as significant. Yet,
Enterprise funds are also facing fiscal challenges. Managing water utilities presents complex
challenges due to volatility related to regulations, climate change, water rights, groundwater
management, aging infrastructure, environmental protection, regionalization, funding and costs
of doing business. While the condition of the water and sewer enterprise funds is currently sound
and remains so over the next three to five years, the long-range forecast paints a different picture.
Reduced revenue due to the drought along with significant capital infrastructure needs (including
up to $140 million Water Resource Recovery Facility), require re-evaluation of doing business in
the long-term and reviewing the fee structure.
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The Parking Fund long-term outlook shows the working capital balance decreasing each year
with a projection of falling to less than one-third the current level in the outmost year (2022-23).
Due to growth in development, funding of the $23 million Palm-Nipomo parking structure is
scheduled in Fiscal Year 2019-20. Even without this significant infrastructure investment,
expenditures are outpacing projected revenue and will require reinstatement of multi-year rate
adjustments to structurally align the fund to meet its operations and infrastructure needs. The
Transit Fund is 38% funded by federal allocations and shows uncertainties due to changes in
federal policies as well as historical trends in state funding. Final estimates for Fiscal Year 2017-
18 funding are still being compiled.
There are currently several variables involving the Transit Fund. The Federal budget for transit is
currently under discussion in Washington. In addition, this past week the State legislature
approved The Road Repair and Accountability Act of 2017. This Act includes some funding for
local agencies such as SLO Transit. The exact fiscal impacts h ave yet to be determined.
Regarding fare box revenues, on April 4th the City Council approved new Transit Fares to go into
effect later this year. In addition, staff is negotiating with Cal Poly on the terms of the agreement
relative to their contribution to the system in exchange for services provided to faculty and staff.
There will be additional detailed information provided to Council during the June budget
hearings. Once all the variables are settled, staff will have recommendations regarding services
levels, potential uses of working capital, and other alternatives to insure the long-term health
Transit Fund and its ability to provide service to the public
The largest long-term capital expense for the Transit fund is bus replacement. These
replacements have traditionally been dependent upon Federal and state grant programs. In June
we should have additional information regarding transit capital grants for future bus
replacements.
With the outlook for General and Enterprise funds continuing to indicate expenditures outpacing
revenues, we will spend significant efforts in early Fiscal Year 2017 -18 to fully evaluate long-
term strategies for fiscal sustainability. This includes engaging community members and
employees, studying options to address long-term fiscal health, and then returning in winter 2017
and spring 2018 with further long-term recommendations to address the budget gap, unfunded
liabilities and critical infrastructure funding options. These recommendations will help shape the
supplemental budget for the 2018-2019 Fiscal Year and are intended to the lay the groundwork
and pathway for a structurally balanced forecast into the future.
The City Manager is seeking direction from Council in order to provide staff guidance on any
refinements or changes necessary for the Preliminary Financial Plan to meet the needs and
expectations of the community and City Council.
The following focused questions are suggested for discussion:
1. Do the proposed Major City Goals (Housing, Multi-Modal Transportation, Climate
Action, and Fiscal Sustainability and Responsibility) and Other Important Objective
(Downtown Vitality) work programs reflect the Council’s intent from the Goal-Setting
Workshop on January 28, 2017?
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2. Are the proposed Significant Operating Program Changes and base budget allocation
methodology aligned with the City fiscal policies and Fiscal Health Contingency Plan?
3. Does the Council concur with staff recommendation to return in June 2017 with a
recommendation for multi-yare rate increases for Parking Fund?
4. Are the projects proposed for funding within the Capital Improvement Program aligned
with the Council Major City Goals and Other Important Objective and with the City
fiscal policies and Fiscal Health Contingency Plan?
5. Should the Park’s Element Update be funded within the 2017-19 Financial Plan? If so,
should it be funded with Parkland Development Fund or with General Fund resources?
DISCUSSION
Use of this report. Below staff has summarized findings and recommendations for Council to
review in contemplating its 2017-19 Strategic Budget Direction. The various attachments to this
Report are intended to provide even further detail on each topic. The Major Sections covered are:
I. General and Enterprise Funds Five-Year Fiscal Forecasts
II. Proposed Major City Goal and Other Important Objectives Work Programs
III. Proposed use of one-time and ongoing budget
IV. Policy Revision for Insurance Benefit Fund
Update on Key Information Regarding Future Fiscal Uncertainty and Challenges
GENERAL FUND AND ENTERPRISE FUNDS FIVE-YEAR FORECASTS
1. General Fund Five-Year Fiscal Forecast
The updated General Fund Five-Year Forecast continues to show Expenditures Outpacing
Revenue Growth. This trend shows a budget gap starting in fiscal year 2018-19 and continuing
to grow through the fiscal forecast primarily due to rising required contributions toward the
City’s pension plans.
In February, the Council received an update on the General Fund Five-Year Forecast. This report
included the impacts of recent CalPERS decision to lower the discount rate (rate of return on
investments) expectation to 7% from 7.5%. The forecast has been updated with the latest revenue
and expenditure trends as well as revised estimates of retirement cost estimates based on further
guidance provided by CalPERS.
The City’s required contributions both for normal cost and unfunded liability payments will
continue to increase through fiscal year 2024 -25. The additional guidelines presented by
CalPERS have been analyzed by the California Society of Municipal Finance Officers and
included in the most recent fiscal forecast. The original circular letter provided by CalPERS was
unclear as to whether the bottom or top of the ranges would be applicable to a particular pension
plan. The newly released guidance from CalPERS states that plans with an unfunded liability
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ratio1 of 70% or less, should use the middle of the range to estimate the impact to normal cost
contributions and bottom of the range for unfunded liability contributions.
The City of San Luis Obispo unfunded liability ratio for all funds combined is 68%; therefore,
the City of San Luis Obispo falls into the lower range category based on this guidance from
CalPERS. The required payment for retirement is currently $10.7 million a year for General
Fund. Based on the most recent estimates this cost will rise to $18 million per year by 2021 -22.
One cautionary note -- the increase in required contributions will fully take effect over the next
eight-year period and the City’s forecast only represents the costs over five years. The growth
over five years is significant and are necessary to ensure the financial sustainability of the
retirement system and reduce the volatility of the annual payments by the City for issues such as
low market returns of the fund.
A defined retirement system is a key benefit allowing the City (and many other public agencies)
to attract and retain dedicated and talented employees who provide necessary and expected
services to our community. In other words, this will be a topic of keen interest in our future
planning. Developing a strategy to address pension costs is one of the proposed work program
tasks as part of the larger Fiscal Sustainability and Responsibility Major City Goal. Staff will
continue to monitor actuary valuation results. Actuary annual valuation reports are expected to
be released by CalPERS this summer and should provide full analysis of the discount rate change
impacts to the pension plans required contributions and funding status. The City has also
engaged Bartell & Associates (a private actuary consulting firm) to provide an intermediary
actuary analysis based on the specifics of the current and former city employees covered by our
plan.
In February 2017, the City Manager with City Council concurrence activated the Fiscal Health
Contingency Plan. This action initiates work to address the projected budget gap due to
expenditures exceeding revenues over the five-year horizon. Consistent with the Plan, the
expenditure allocation included in the five-year forecast assume the 2017-19 Financial Plan is
kept at 2016-17 budget allocation level with the exception of increases due to contractual
obligations or factors outside of the City’s control such as electricity price increases. The
proposed 2017-19 recommendations are aligned, based on best professional judgement of staff,
with the Major City Goals and Other Important Objective Council priorities.
The proposed Major City Goal or Other Important Objective work programs are recommended
to be funded as follows: $15 million of existing program resources, $75,000 from reallocations,
and $19 million is proposed to be funded above the current expenditure level, primarily toward
Capital Improvement Projects (the funding includes both General Fund contributions and grant
funding). Detailed summary of funding for each Major City Goal and Other Important Objective
is included in Attachment C.
1 Unfunded ratio is the ratio between Normal Accrued Liability and Market Value of Assets for a plan. An
unfunded liability exists when the actuarial lability exceeds the actuarial value of fund assets.
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MAJOR CITY GOALS/
OTHER IMPORTANT
OBJECTIVES
Operating Capital
Ongoing $ 15,230,084 $ -
Reallocation $ 75,000 $ -
New Programs/Projects $ 277,500 19,026,955$
Total 15,582,584$ 19,026,955$
2017/19 Financial Plan
The General Fund Five-Year Forecast shows a balanced budget for 2017-18 fiscal year revenues
(sources) for the fund over expenditures (uses) of $100,000. This is a narrow margin for a $71.6
million budget. The forecast shows a structural budget gap (meaning the expenditures exceed
revenues over time) of $1.45 million in fiscal year 2018-19 and growing to $3.6 million by fiscal
year 2021-22.
Without a change of course, the budget gap is estimated to increase through fiscal year 2024 -25,
when the full impact of the change in discount rate for CalPERS valuations takes effect. This
analysis is based on the historical approach to building the City budget and assumptions about
growth in revenue and expenditures. The two-year financial plan, as proposed, will maintain a
General Fund balance above 20% of operating expenditures policy reserve. However, due to the
continual budget gap from 2018-19 to 2021-22 fiscal year, the fund balance is estimated to drop
below the 20% policy reserve by approximately $3.6 million by fiscal year 2021 -22 if no
corrective action is taken.
Current forecast estimates approximately $3 million General Fund balance above policy level
entering the 2017-19 Financial Plan. Staff recommends maintaining these one-time funds until
further recommendations are developed through the work programs of Fiscal Sustainability and
Responsibility Major City Goal. Allocating these one-time funds at this time would drop the
General Fund balance reserve below 20% by the end of 2018-19 Fiscal Year. It is recommended
that staff will return in winter and spring of 2017-18 fiscal year with further recommendations.
Through Fiscal Sustainability and Responsibility Major City Goal, staff will study options to
address long-term fiscal health based on a balanced budget and will return with
recommendations to address paying down unfunded liabilities and funding options for
infrastructure needs.
2. Utilities Enterprise Funds: Water & Sewer Funds Five-Year Fiscal Forecast
Managing water utilities has been complex in current times. The volatility related to regulations,
climate, water rights, groundwater management, aging infrastructure, environmental protection,
regionalization, funding and costs is unprecedented. In light of the experience through the most
recent drought, the way the City administers water and sewer services must be critically assessed
and debated to develop appropriate funding stability for these essential services.
The community has done an outstanding job securing its water future. While remaining ever -
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vigilant on that front, the fresh knowledge obtained from the complete master planning of the
City’s water, wastewater, and recycled water infrastructure underscores the criticality of further
investments to address existing and future infrastructure needs.
While the fiscal condition of the water and sewer enterprise funds are currently sound, and
remain so over the next three to five years, the long-range forecast paints a different picture.
Reduced revenues due to conservation and reduced consumption related to the drought (and the
resultant compounding impacts) along with significant capital infrastructure needs, require the
City to re-evaluate how to structure revenues in light of long-term uncertainty. Additionally,
despite the long-range fiscal trend, the water situation for the City has changed and eliminating
the drought surcharge on the water bill aligns with this fact. Prudent and cautious use of this
precious resource must become a way of life.
While the fiscal challenges for the sewer fund exist beyond the next five years presented in the
forecast, the five-year fund analysis for the water fund demonstrates the need to act. With the
elimination of the drought surcharge and conservative assumptions on increased water sales, the
fifth year shows a minimal working capital balance (Attachment A). However, it is important to
see this as a snapshot in time that signals the need to do things differently in the coming years.
As shown in the table below, the water and sewer fund analyses show the following fee
recommendations:
1. Increase to the water base fee (approved by Council during its rate structure study
in 2015)
2. Five percent increase on the volumetric portion of water
3. The drought surcharge is eliminated (surcharge was eliminated from base fee
March 2017)
4. No increase in sewer rates
Rate Comparison Water Current July 1,
2017
Variance
Base Fee $9.98 $12.33 23.5%
Drought Surcharge (eliminated March 2017) $0.00 $0.00
Volume Charge
0 – 8 units $6.92 $7.27 5%
Tier 1 Drought Surcharge $1.10 $0.00
9+ units $8.65 $9.08 5%
Tier 2 Drought Surcharge $1.37 $0.00
Sewer Current July 1,
2017
Variance
Base Fee $8.57 $8.57 0%
Volumetric Rate $9.44 $9.44 0%
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Combined Water & Sewer Bill Comparison
Consumption 3 units 6 units 12 units* 20 units*
Current $ 70.93 $ 123.31 $ 198.31 $ 278.47
As of July 1,2017 $ 71.03 $ 121.16 $ 190.90 $ 263.54
1 unit = 748 gallons of water
* assumes an 8 unit sewer cap
In compliance with Proposition 218, notification of the proposed one-year increase to water rates
was sent out April 17, 2017. This is a departure from past practice when a two-year rate increase
with the Financial Plan was proposed. The intent is for City Council to go through a series of rate
structure study sessions in late fall/early winter and conclude the best structure for revenue
collection for the utilities. Based on the outcome from those studies, the proposed rate structures
for sewer and water will be sent to the community in a Proposition 218-compliant process in
preparation for the 2018-19 Financial Plan Supplement.
Major Capital Projects and Programs in progress for Water and Sewer Funds
Addressing capital needs remains a high priority for the water and wastewater utilities. A robust
capital program based on master plan prioritization is proposed. Additionally, the following
major work efforts remain in progress or will be completed during the 2017-19 Financial Plan
period:
1. Water Resource Recovery Facility Project design and funding will be finalized; the
selection of a construction manager and contractor to bring the project to life will be
done.
2. Inflow and Infiltration Reduction Programs and projects will be implemented to
reduce the amount of ground or rain water entering the wastewater collection system.
3. Groundwater Sustainability Agency Compliance with the Sustainable Groundwater
Management Act (SGMA) requires the formation of a Groundwater Sustainability
Agency, followed by the creation of a Groundwater Sustainability Plan.
4. Safe Annual Yield for Whale Rock and Salinas reservoirs Following the above
normal rainfall amounts in February 2017, the surface water reservoirs recovered to the
point at which we can examine the effect of the drought on the amount of water that we
can safely draw conjunctively from both reservoirs.
5. Implementation of One Water Delivery of recycled water to new development and
existing users inside the City as well as negotiations with entities outside the City limits.
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3. Parking Fund Five Year Fiscal Forecast
Working capital at the end of Fiscal Year 2015-16 was over $11.9 million. The fiscal outlook
for the next five years shows the Working capital balance decreasing each year with a projection
of falling to less than one-third the current level in the outmost year (2022-23). The forecast
includes the funding (through partial debt financing) of the Palm Nipomo structure in 2019-20,
but even without this major project, the annual working capital balance would continue to
decrease due to expenditures exceeding annual revenue.
The Parking Services Division is proposing a multi-year plan to modify the rate structures for
fines, forfeitures, as well as the parking rates for meters, structures and most permit types.
Historically, the Parking Fund had Council approve, multi-year rate increases that raised rates
approximately every three years to adjust for costs and other factors. These included new
structures, other CIP expenses and adjusting for annual contract increases. The recession caused
that practice to be suspended. The most recent comprehensive parking rate changes occurred in
2011, including meter rate changes. Due to the recession, many of those adopted increases were
actually postponed from 2008. The Palm Street Structure monthly permit rate was raised to
match the other structures in 2015. These deferred rate increases is a factor in the upcoming
proposed parking rate changes.
Based on the forecasted expenditures, current level of rates and projected revenues and working
capital balances, the multi-year rate increases will likely need to be higher than those
implemented in the past. This will reestablish the relationship between certain types of rates
(permit v. hourly), bring current rates to the level commensurate with comparable cities and
build a working capital balance necessary for the long-term sustainability of the Parking
Enterprise Fund.
The Parking Enterprise Fund expenditures includes funding for the Palm Nipomo Structure, the
parking structure assessment program, the Marsh Street Structure Maintenance and the
replacement of the Parking Access Revenue Control System (PARCS).
Staff is seeking concurrence form Council to return with Fund Review in June, 2017 with a
proposal for a multi-year parking rate changes.
4. Transit Fund Five-Year Fiscal Forecast
Working Capital at the end of fiscal year 2015-16 was $3 million. The fiscal outlook for the next
five years’ shows some uncertainties given today’s political climate and historical trends. The
Fund is projecting highly conservative revenue numbers. Operations can be sustained despite
CalPERs changes. Capital projects, such as new bus purchases, are highly dependent upon future
grants.
Transit funding grants are projected to be the same or less than current levels. Although the
Federal Fixing America’s Surface Transportation Act’s (FASTACT) Transit budget showed
modest continual support of transit, the new administration could modify that level of funding
significantly. The Administration has already proposed a 13% reduction in the Department of
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Transportation’s (DOT) budget and it is yet unknown the actual impact that may be felt for
transit funding. Regarding state revenue, low fuel prices have also reduced State support of
transit. The recent uptick in fuel prices should translate into an eventual increase in support of
transit but this is still uncertain. Local revenues (fares) will increase as the first rate increase, in
over seven years will be implemented this summer. For example, the current cash fare rate of
$1.25 is increasing to $1.50. Cal Poly negotiations are continuing, and at this point the
conclusion of those discussions are not certain. Depending on the outcome of those discussions,
there could be level of service changes provided to the University. These changes could be
necessary to meet our obligatory 20% farebox requirement. Farebox revenue requirements are
set by the DOT and represent a fraction of the operational expenses paid by passengers.
Expenditures will continue to be mitigated to reflect revenue levels. Transit’s obligation to
recover 20% of its total operating costs will ultimately determine service levels. While staff had
previously anticipated service expansion as recommended by the Short-Range Transit Plan,
given the current financial constraints, new services will not be as robust as first anticipated. It
should be noted, however, that the Plan calls for more efficient route alignments, so there will be
some service increase which is offset by system efficiencies that are not dependent on additional
funding. While some CIP’s have identified grants as their source of funding, (e.g. AVL
replacement project with Prop 1B Funds) other CIP projects (e.g. the replacement of six buses)
will depend on the successful award of grants. Some fund balance use will be needed to fill
shortfalls. Based upon the conservative revenue projections, available working capital and
forecasted expenditures the Transit Fund remains positive over the 5-Year Forecast however
annual deficiencies exist that will need to be addressed. During the June Transit Fund review,
staff will present the City Council a balanced revenue and expenditure plan.
III. CAPITAL IMPROVEMENT PROGRAM
Through the Capital Improvement Program (CIP), the City systematically plans, schedules, and
finances capital projects to ensure cost-effectiveness and conformance with established policies.
With each two-year Financial Plan, the City prepares five-year CIP program recommendations
for Council approval. Even though only the first two years are funded within the Financial Plan,
five-year planning is recommended to achieve objectives of the Capital Improvement Program.
Comprehensive policies governing the development and management of the CIP are set forth in
the fiscal policies. All of the City’s construction projects and equipment purchases costing
$25,000 or more are included in the Capital Improvement Plan.
To assist the City Manager in developing the recommended CIP for the 2017 -19 Financial Plan,
a designated CIP Review Committee evaluated all departmental requests. In preparing the CIP
recommendations, the review team considered the following evaluation factors in setting
priorities:
1) Is the project mandated by the state or federal government?
2) Is there significant outside funding for the project?
3) Is it necessary to address an immediate public health or safety concern that cannot be
deferred?
4) Is it necessary to adequately maintain existing facilities, infrastructure or equipment?
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5) Does it implement a high priority Council goal for the 2017-19 Financial Plan period?
6) Will it result in significant operating savings in the future that makes a compelling case
for making this investment solely on a financial basis?
The following table highlights preliminary recommendations for the 2017-22 Capital
Improvement Program. The Preliminary 2017-19 Financial Plan, will include recommended
appropriations for the first two fiscal years only (i.e. 2017-18 and 2018-19 fiscal years).
FUNDING SOURCE 2017/18 2018/19 2019/20 2020/21 2021/22
General Fund $ 3,552,000 $ 3,852,300 $ 3,836,800 $ 3,550,000 $ 3,728,000
Debt Service Expenditures -
General Fund $ 3,212,000 $ 3,122,000 $ 2,795,000 $ 2,391,000 $ 2,391,000
Information Technology Fund $ 725,755 $ 1,261,000 $ 525,000 $ 550,968 $ 579,000
Fleet Replacement Fund $ 1,373,000 $ 1,207,000 $ 784,000 $ 929,000 $ 522,000
Proceeds from Debt Financing -
Fleet Replacement Fund $ (595,000) $ (624,000) $ - $ (410,000) $ -
Major Facility Replacement Fund $ 513,900 $ 593,700 $ 806,900 $ 273,000 $ 147,200
Water Fund $ 3,303,762 $ 9,448,925 $ 17,165,287 $ 2,785,848 $ 2,178,419
Proceeds from Debt Financing -
Water Fund $ - $ (8,500,000) $ (16,300,000) $ - $ -
Debt Service Expenditures -
Water Fund $ 2,194,005 $ 2,955,652 $ 2,955,561 $ 3,718,787 $ 3,766,571
Sewer Fund $ 22,061,023 $ 58,255,380 $ 37,447,876 $ 30,910,260 $ 4,090,873
Proceeds from Debt Financing - Sewer
Fund $ (19,500,000) $ (56,500,000) $ (35,000,000) $ (29,000,000) $ -
Debt Service Expenditures -
Sewer Fund $ 1,433,709 $ 1,431,006 $ 4,468,004 $ 4,470,107 $ 7,548,013
Parking Fund $ 831,633 $ 668,854 $ 6,004,069 $ 70,633 $ 9,749
Proceeds from Debt Financing - Parking
Fund $ - $ - $ (17,600,000) $ - $ -
Debt Service Expenditures -
Parking Fund $ 967,400 $ 967,500 $ 2,047,500 $ 2,412,500 $ 2,409,300
Transit Fund $ 338,317 $ 1,141,570 $ 1,617,035 $ 1,615,982 $ 277,248
Whale Rock Fund $ 500,000 $ 57,292 $ 1,356 $ 409 $ 60,417
In-Lieu Fees $ 515,500 $ 2,125,547 $ 780,000 $ 90,000 $ 30,000
Grants $ 931,000 $ 17,687,453 $ 435,000 $ 640,500 $16,630,600
2017/19 PROPOSED CAPITAL IMPROVEMENT PLAN PROJECTS
The General Fund resources, including Local Revenue Measure sales tax revenue, fund CIP
projects within General Capital Outlay, Information Technology Fund, Fleet Replacement, and
Major Facility Replacement Funds. Staff also seeks out grant funding supporting the CIP
program, reported in the table above.
Detailed descriptions of individual CIP projects can be found in Attachment B. The following is
a summary of General Capital Outlay projects proposed for funding by General Fund with the
2017-19 Financial Plan. The recommendations are aligned with criteria outlined in preceding
paragraphs and fall into three main categories summarized in the table below: part of Major City
Goal/Other Important Objective proposed work program, maintenance of existing infrastructure,
public safety, and other.
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2017-18 2018-19
Major City Goal/Other Important Objective $ 2,489,000 $ 2,140,000
Maintenance of Existing Infrastructure $ 342,000 $ 787,500
Public Safety $ 171,000 $ 537,800
Other $ 595,000 $ 387,000
Projects proposed for funding as part of Major City Goals work programs (primarily Multi-
Modal transportation or Downtown), are 1) Bob Jones Trail, Design and Construction of railroad
safety trail from Taft Street to Pepper Street 2) Active Transportation Plan, 3) Mission Plaza
Restroom Replacements and Enhancements & Railing Upgrade, 4) Transportation Safety &
Operations, 5) Pedestrian and Bicycle Pathway maintenance, 6) Bicycle Facility Improvements
and Downtown Renewal, 7) Sidewalk Replacement and Installation, 8) Street Reconstruction
and Resurfacing, 9) Traffic Signs and Striping Maintenance, and the 2015 Traffic Safety Report
Implementation, 10) New Street Lights.
The maintenance category includes ongoing maintenance for 1) open spaces, 2) playground
equipment and parks major maintenance, 3) bridge replacements, and 4) silt removal.
Storm drain system replacement is recommended to address flooding concerns and issues of
safety.
Projects proposed within other category are $100,000 per year funding commitment toward open
space acquisition, improvements to existing facilities in the amount of $495,000 in the first fiscal
year and $287,000 in the second fiscal year.
Over $1.5 million in Fiscal Year 2017-18 and approximately $5.5 million in Fiscal Year 2018-19
of General Capital Outlay projects detailed in Attachment B are not proposed for funding in this
Financial Plan. In addition, Information Technology prudent recommendations identify a need
for an additional approximately $800,000 in Fiscal Year 2017-18 and $500,000 in Fiscal Year
2018-19 that are not recommended for funding with the Financial Plan. Information technology
is part of essential infrastructure and continuous underfunding may lead to decreased efficiency,
effectiveness and transparency. It is important to note that the unfunded projects list included
with this report is limited to projects submitted by departments for proposed funding for the
2017-19 Financial Plan and is not indicative of long-term capital improvement needs.
Over the five-year outlook, all General Fund Capital Improvement Program funds show
projected recommended capital improvement needs higher than funding available from the
General Fund including the Local Revenue Measure sales tax revenue. By Revenue
Enhancement Oversight Committee (REOC) guidance, almost 70% of Measure G should be
allocated specificall y toward Capital Improvement Program.
CIP projects funded by the Enterprise funds are projects supporting operations of each Enterprise
fund. Enterprise funds revenues are the source of funding for these projects. There are two
significant CIP debt financed projects planned as part of the proposed 2017-22 CIP, which will
be repaid by respective Enterprise fund revenues.
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The projects proposed for debt financing are:
1) Water Resource Recovery Facility (WRRF) Project with a total cost of approximately
$140,000,000. The City’s WRRF must be upgraded to comply with stricter discharge
limits required by the Central Coast Regional Water Quality Control Board, to increase
capacity to serve the City’s population at General Plan build out, and to replace existing
aged facilities that have reached the end of their service life. The City is applying for
State Revolving Loan fund to finance this project.
2) Palm Nipomo Parking Structure with a total construction cost of approximately
$23,000,000 of which approximately $17,000,000 is planned for debt financing. The
City’s fourth parking structure needs to be constructed to adequately handle the
downtown parking demand generated by developments occurring over the next 5 to 10
years.
MAJOR CITY GOAL AND OTHER IMPORTANT OBJECTIVE WORK PROGRAMS
As a result of community input and informed by the Fiscal Outlook, on January 28 th, 2017, the
Council adopted four Major City Goals and one Other Important Objective.
Major City Goals are defined as the highest priority Council Goals for the two-year Financial
Plan and the detailed work programs, schedule and budget augmentations recommended to
achieve each goal are included in Attachment C.
The four Major City Goals for the 2017-19 Financial Plan are:
1. Housing: Facilitate increased production of all housing types designed to be
economically accessible to the area workforce and low and very low-income residents,
through increased density and proximity to transportation corridors in alignment with the
Climate Action Plan.
2. Multi-Modal Transportation: Prioritize implementation of the Bicycle Master Plan,
pedestrian safety, and the Short-Range Transit Plan.
3. Climate Action: Cost-effective measures, including implementation of a Sustainability
Coordinator and formation of a Green Team.
4. Fiscal Sustainability & Responsibility: Continue to implement the City’s Fiscal
Responsibility Philosophy with a focus on economic development and responsiveness,
structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing.
Other Important Objective is defined as an important goal to accomplish and resources should
be made available in the 2017-19 Financial Plan if possible.
The Other Important Objective for the 2017-19 Financial Plan is:
1. Downtown Vitality: Continue to improve safety, infrastructure investment, and
maintenance in the Downtown and support the Downtown Association’s proposal to
consider a Downtown Improvement District.
The table below summarizes proposed allocations (ongoing funds, reallocation from existing
programs, or new funding requested) for the 2017-19 Financial Plan to accomplish proposed
work programs for the Major City Goals and Other Important Objective.
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The following are summaries of the work programs for the Major City Goals and Other
Important Objectives. Full descriptions are outlined in Attachment C.
MAJOR CITY GOALS/OTHER IMPORTANT OBJECTIVE FUNDING SUMMARY
MAJOR CITY GOALS/
OTHER IMPORTANT OJECTIVE GOAL STATEMENT EXPENDITURE
TYPE 2017/18 2018/19 2017/18 2018/19
Ongoing -$ -$ -$ -$
Reallocation -$ -$ -$ -$
New Programs/Projects 115,500$ 87,000$ 30,000$ 75,000$
Ongoing 1,371,585$ 821,080$ -$ -$
Reallocation -$ -$ -$ -$
New Programs/Projects 75,000$ -$ -$ -$
Ongoing 177,484$ 184,637$ -$ -$
Reallocation -$ -$ -$ -$
New Programs/Projects -$ -$ -$ -$
Ongoing 5,296,480$ 5,431,858$ -$ -$
Reallocation -$ -$ -$ -$
New Programs/Projects -$ -$ 3,690,500$ 14,691,455$
Ongoing 969,703$ 977,257$ -$ -$
Reallocation 75,000$ -$ -$ -$
New Programs/Projects -$ -$ 465,000$ 75,000$
TOTAL WORK PROGRAMS 8,080,752$ 7,501,832$ 4,185,500$ 14,841,455$
*Other Important Objective
Operating Capital Improvement Plan
Climate Action
Implement Climate Action Plan, assess
requirements to achieve a “net-zero carbon
City” target, and implement cost-effective
measures, including implementation of a
Sustainability Coordinator and formation of
a Green Team.
Fiscal Sustainability and
Responsibility
Continue to implement the City’s Fiscal
Responsibility Philosophy with a focus on
economic development and responsiveness,
unfunded liabilities, and infrastructure
financing.
Housing
Facilitate increased production of all
housing types designed to be economically
accessible to the area workforce and low
and very low-income residents, through
increased density and proximity to
transportation corridors in alignment with
the Climate Action Plan.
Multi-Modal Transportation
Prioritize implementation of the Bicycle
Master Plan, pedestrian safety, and the Short-
Range Transit Plan.
Downtown Vitality*
Continue to improve safety, infrastructure
investment, and maintenance in the
Downtown and support Downtown
Association’s proposal to consider a
Downtown improvement district.
Housing
1. Implement key Housing Element programs to increase production of housing affordable
to a range of income levels (workforce to extremely low income), in alignment with the
City’s Climate Action Plan (CAP).
2. Create and define a new “workforce” affordability level (carryover goal started in 2016 -
17).
3. Produce a new Affordable Housing Nexus Study to ensure that the Affordable Housing
Program has the appropriate resources available to address demand for affordable
housing created by new commercial and residential development.
4. Update the City zoning regulations and any other applicable regulations to increase
density and facilitate opportunities for new housing to accommodate diverse housing
types, particularly along transportation corridors (carryover goal started in 2016-17).
5. Continue to promote streamlined residential development review, particularly for
developments located within Special Focus Areas, in support of increased housing
production.
Multi-Modal Transportation
1. Implement the Bicycle Master Plan
Consistent with the Bicycle Master Plan, construction of new bikeway facilities will
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occur with new residential development projects such as Avila Ranch, Righetti Ranch
and San Luis Ranch. The expansion of the Rail Road Safety Trail from Taft to Pepper is
planned for construction during spring 2019. Planning and design of the Rail Road Safety
trail from Pepper to the Railroad Station is scheduled for summer 2019. If grant funding
is successfully secured, the construction of Bob Jones Prefumo Creek Bike Path will
occur in the spring of 2019.
2. Develop an Active Transportation Plan that focuses on pedestrian safety, bicycles,
facilities, and programs.
The City does not presently have a pedestrian plan. To increase pedestrian safety a
comprehensive planning effort to include pedestrian facilities and policies in the update
of the Bicycle Master Plan. To reflect both pedestrian and bike travel, the plan will be
renamed the Active Transportation Plan. The Active Transportation Plan will focus on
pedestrian issues, including pedestrian specific goals and objectives, as well as
improvements to sidewalks and pathways.
3. Implement the Short-Range Transit Plan
The adopted Short Range Transit Plan objectives will continue to be implemented. The
City’s Transit system will continue to promote its use to new and existing users, make
system improvements, and maintain a ridership goal of one million passengers per year.
A capital investment in the Automatic Vehicle Locator (AVL) system will provide
ongoing system monitoring and enhancements in performance.
Climate Action Update:
The Climate Action Major City Goal will further the community’s effort to achieve
environmental goals that address climate change adaptation and the reduction of greenhouse gas
(GHG) emissions.
1. Reprioritizing and assigning Sustainability Coordinator responsibilities to the Special
Projects Manager to oversee the implementation of the City’s strategies to address
climate change adaptation and the reduction of GHG emissions.
2. Create a City “Green Team” to assist the Sustainability Coordinator with the
implementation of the City’s CAP strategies. The Green Team will be comprised of
representatives from each department with expertise in environmental policy,
transportation/mobility, energy efficiency, water conservation, recycled water,
consumption and solid waste reduction, food and agriculture, open space
conservation/wildland protection, flood control and hazard mitigation, urban forestry,
housing, land uses planning and building construction, government operations, climate
change adaptation and resiliency, advocacy and public outreach/education.
3. Assess and report the requirements to achieve the “net-zero carbon City” target.
Including feasibility analysis and implementation of Community Choice Energy program.
4. Re-evaluate the feasibility or relevance of the GHG emissions reduction implementation
measures in the CAP, and identify implementation funding sources.
5. Support the establishment of a “Community Climate Action Coalition” by engaging other
jurisdictions, professionals, elected officials, and residents to enhance community
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education, participation, and advocacy in all City and regional climate action adaptation
and GHG emission reduction efforts.
6. Update the City’s GHG emissions inventory.
7. Update the Climate Action Plan to reflect changes in State and Regional legislative
policies, technologies and resilience due to changes in the natural environment.
8. Ensure accountability and monitoring of the effectiveness and progress for all CAP
implementation strategies and measures.
9. Develop enhanced incentive programs to encourage energy efficiency and reduction of
GHG emissions in the community.
10. Perform energy assessments/audits on all City-owned facilities.
11. Implement energy and cost saving measures and projects identified in the energy
assessments.
12. Monitor and measure City-owned facility and infrastructure performance on a biennial
basis.
13. Prepare an Energy Baseline Report and Rate Analysis for City-owned facilities and
infrastructure on an annual basis.
14. Report on the effectiveness of individual climate action adaptation and GHG emission
reduction strategies and measures to provide City Council with an indication of the
overall achievement towards the defined objectives and targets annually.
15. The creation of a Net-Zero Carbon Community Task Force to advise the City on
strategies and potential actions to meet the zero GHG emissions goal.
Fiscal Sustainability and Responsibility:
The outcome associated with this Major City Goal is soundly articulated in the City’s Fiscal
Responsibility Philosophy that states in part “Fiscal Responsibility is the balanced approach to
providing the infrastructure maintenance and services that preserve and enhance the quality o f
life in our community as identified and prioritized through community input.”
Specific outcomes of this Major City Goal include activities in the following areas:
1. Economic Development and Responsiveness
The planned closure of Diablo Canyon Power Plant will drive a study of the economic
and fiscal impacts on the region and the City, an updated Economic Development
Strategic Plan with identified strategies to address impacts of the closure, and a
comprehensive plan of how to invest closure settlement funds in economic development
activities. Key revenue sources (property, sales, and Transient Occupancy Tax (TOT)
will receive continued focus.
2. Fiscal Responsibility Including Actions to Ensure Structurally Balanced Fiscal Outlook
The significant financial impacts beginning in Fiscal Year 2018 -19 of the reduced
discount rate by the CalPERS Board of Administration. Combined with an anticipated
slowing of economic growth drives continued focus on fiscal responsibility addressing
both short and long-term financial challenges. The City’s well-established foundation in
strong fiscal health policies and practices sets the stage for many items in this work plan
to be continuation of efforts already in place. Reviewing and updating those sound
practices along with engaging employees and community members, in light of changed
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circumstances, will be the basis for recommendations to Council. This specific action
includes the formation of a citizen’s budget committee to assess the situation and
providing recommendations to align revenues and expenditures to achieve a structurally
balanced fiscal outlook and budget.
3. Addressing Unfunded Liabilities
As CalPERS evaluates and makes changes to ensure the long-term financial sustainability
of the pension fund, the City’s focus is not only on reducing unfunded liabilities
consistent with existing financial policies but also on developing contingency plans
anticipating further changes by CalPERS. Staff anticipates continued review and analysis
of Other Post-Employment Benefits (such as retiree medical insurance) liabilities with an
eye towards addressing unfunded liabilities associated with this benefits. This is another
area for consideration of the citizen task force.
4. Pursue Infrastructure Financing Opportunities and Sources
Investing in infrastructure maintenance and development is an essential part of fiscal
responsibility. This work plan will provide a comprehensive strategy to finance
transportation and other critical infrastructure along with a financing plan to construct the
replacement and development of essential public safety facilities (i.e. Police Station and
Fire Stations).
Downtown Vitality:
1. Maintain and Improve Downtown Infrastructure
Maintenance and improvements to Downtown Infrastructure will continue to occur with
the implementation of the Council’s adopted Capital Improvement Plan (CIP) for 2017-
19. Three examples of CIPs proposed for funding that benefit the Downtown include the
construction of the Palm/Nipomo Parking Structure, the continued Downtown Renewal
Project, and the construction of the Regional Transit Center in Downtown. Additionally,
various City Program operating budgets will support ongoing infrastructure replacements
and maintenance in Downtown, such as sidewalk repair and ongoing cleaning.
2. Continued Focus on Downtown Safety
The San Luis Obispo Police Department continues to provide a significant and
multifaceted police presence in Downtown both day and night. During daytime hours,
two bicycle officers are deployed with the specific focus of safety in the downtown area.
These officers have enhanced connectivity with the Downtown merchants, citizens, and
tourists and serve as vital educational and enforcement resources. There are also two
bicycle officers and a Sergeant that are deployed at night to respond to calls for service in
the downtown core. The Police Department’s CAT (Community Action Team) Program
adds another dimension of education and enforcement with particular focus on frequent
offenders. CAT team members partner with mental health professionals, social service
providers, and the courts to provide focused case management and alternatives to
enforcement.
In addition to staffing resources deployed to the Downtown, the Police Department has
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collaborated with the Downtown Association in developing safety training. The City’s
“Make Change Count” program provides residents with an opportunity to donate funds
toward local social service efforts while discouraging the giving of funds to those
engaged in adverse behaviors. With a great deal of the calls for service in the downtown
being nuisance type crimes the Police Department will be focusing new efforts and
resources on crimes such as disorderly conduct, trespassing, and loitering. To supplement
officers, the Police Department will continue to utilize mounted video cameras in many
areas of the Downtown.
3. Implementation of Adopted Downtown and Mission Plaza Concept Plans
Two major work efforts are in progress downtown: the update of the City’s Downtown
Concept Plan and the development of a Mission Plaza Concept Plan. The consideration
of each by Council is anticipated in 2017. Work will begin on plan implementation
following adoption.
4. Develop the Policy Framework to Ensure the continued success of the Downtown
The current success of the Downtown relies on a policy framework started more than 40
years ago. In order to ensure continued progress in line with the long term goals of the
City, key policies related to zoning, retail, commercial and residential expansion,
transportation planning and management in the Downtown will be evaluated and brought
to Council for direction. Future long-term community vision for the Downtown will be
addressed by the continued work on the Mission Plaza Concept Plan, Upper Monterey
Plan and the Downtown Concept Plan.
SIGNIFICANT OPERATING PROGRAM CHANGES
Significant Operating Program Changes:
The term Significant Operating Program Change (SOPC) refers to requests to make significant
changes to operating programs and/or service levels provided to the community. Significant
changes typically drive allocation or re-allocation of dollars and the changes in funding and
reasoning are provided for Council and community consideration in the SOPCs found in
Attachment D.
The City Manager is seeking direction from the City Council regarding expenditures for SOPCs
not associated with Major City Goals or Other Important Objective (Attachment D). There are
eleven SOPCs totaling $1,210,000 net cost increases in 2017-18 and $549,000 in 2018-19. Of
this amount, $268,000 is for ongoing costs to the General Fund. $725,000 of one-time allocation
request is funded with Development Services projected over-realized revenues in 2016-17 fiscal
year, which will be adjusted downward if the additional revenues and workload to service the
projects are not actually realized. $131,000 of one-time SOPS costs in 2017-18 Fiscal Year are
within Water Enterprise Fund.
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In February 2017, the City Manager with concurrence of the City Council activated the Fiscal
Health Contingency Plan based on the results of the General Fund Five-Year Forecast. The
SOPCs recommended are aligned with the Fiscal Health Contingency Plan that calls to: 1)
maintain minimum fund balance at policy levels; 2) follow key budget and fiscal policies; 3)
monitor the City’s fiscal health on ongoing basis; 4) assess the challenges: short or long-term; 5)
identify options; 6) prepare and implement an action plan.
In alignment with the Fiscal Health Contingency Plan, base operating budgets for the 2017-19
Financial Plan were initially limited to 2016-17 budget. Exceptions such as contractual
obligations, factors outside of the City’s control such as electricity prices, health and safety
requirements, critical efficiency measures, and uneven costs across the two-year financial
planning cycle were considered with appropriate justification provided. SOPC requests followed
the same methodology.
This methodology focuses on short-term expenditure reductions and creates the time needed to
prepare and implement reasonable long-term plans tailored to problem definition. It further
allows time to prepare revenue increase proposals, expenditure reduction options, funding
options and action plans to address fiscal challenges in order provide the service level expected
by the community.
Significant Operating Program Changes are highlighted below in summary and full detail is
outlined in Attachment D.
1. Development Services Staffing and Contract Services: 2017-18 $862,219/ 2018-19
$206,349
The Community Development Department, Fire Department, Information Technology
Department and Public Works Department are requesting to continue the use of eight full
time contract employees and four part-time temporary employees to serve the present
high workload associated with development review and support the Housing Major City
Goal. In addition, consultant and contract services totaling $213,000 are needed to assist
the departments by providing technical support and timely response to applications. This
will be a one-time cost of approximately $862,220 in fiscal year 2017 -18 and $206,350 in
2018-19. Fiscal year 2017-18 costs will be partially offset in the amount of $725,000 with
anticipated over-realized revenues from Development Services Fees for service.
2. Code Enforcement Priorities: 2017-18 $60,388
On March 7, 2017, the City Council introduced an ordinance to repeal Chapter 15.10 of
the Municipal Code, effectively repealing the Rental Housing Inspection Program. The
program was the City’s major pro-active inspection initiative for safe housing. In the
absence of an inspection program to address safe housing in the community, Council
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directed staff to consider a variety of alternatives to educate property owners and tenants,
and incentivize compliance with minimum health and safety code standards. This request
is for one-time funding of approximately $60,000 to support staffing costs for the purpose
of managing the project to engage with the public and develop revised priorities for code
enforcement.
3. SLO County Animal Shelter Replacement: 2017-18 $130,000/ 2018-19 $130,000
(ongoing)
This request is to appropriate $130,000 per year for the next 25 years (through fiscal year
2044) to jointly finance and construct the replacement of an animal services shelter
consistent with a Memorandum of Agreement with the County of San Luis Obispo and
the Cities of Arroyo Grande, Atascadero, Grover Beach, Morro Bay, Pismo Beach and
Paso Robles.
4. Police Patrol Reorganization: $0 (net zero)
This request is to reorganize the Police Support Services Program due to the retirement of
the current Communications and Records Manager. The position will be filled at a lower
salary and savings will be re-allocated to fill a temporary part-time Crime Analyst
position at a net-zero cost.
5. Cellular Services Funding: 2017-18 $12,500/ 2018-19 $12,500 (ongoing)
The City uses cellular data technology to more efficiently perform daily functions, such
as increased connectivity, functionality, and responsiveness. This request is for an
increase in the cellular services budget of $12,500 to reflect increases in data/voice
services due to the increased use of technology.
6. Office 365 Funding: 2017-18 $26,500, 2018-19 $0 (the cost in the financial plan are
offset by reductions in the Capital Improvement Program)
Office 365 is the City’s primary platform for Microsoft Office Productivity and
Collaboration Software - Outlook, Word, Excel, Access, PowerPoint, OneNote, Skype
and SharePoint. This request is for the one-time increase of $26,500 in operating
expenditures in licensing subscription costs and the movement of capital outlay funds to
the Information Technology operating budget 2018-19 in order to permanently classify
these expenditures as operating, instead of capital. This request includes adding $125,000
to the Information Technology operating budget to cover ongoing licensing subscription
costs beginning in 2019-20, which were previously budgeted for in the capital
improvement plan. The remaining Office 365 licensing costs will be cost-allocated to
other Department operating budgets.
7. Water Treatment Temporary Staffing: 2017-18 $130,870
The request is to continue the funding for two temporary employees in order to augment
the Water Treatment Plant operating budget to allow for treatment plant operational
flexibility and maximum water deliveries from the Nacimiento Project.
8. Motion Project Business Analyst: $0 (net zero)
This request is to transfer funds from the approved Organizational Efficiency,
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Effectiveness & Transparency initiative to hire a Business Systems Analyst with
technical and business skills and knowledge to join the Motion project during the
Implementation Phase starting around July 2017. As the Motion project proceeds into the
implementation phase, the project team will be ramped up with the resources required for
the design, configuration and implementation of the new software.
9. Motion Project User Licenses: 2017-18 $0, 2018-19 $200,000 (ongoing)
This request is for $200,000 in ongoing licensing costs for the Enterprise Resource
Planning (ERP) system, beginning in fiscal year 2018-19. This is a movement from
original estimated costs based on project timeline where we were estimating the licensing
ongoing costs to begin in 2018-19. This is due to the fact that we now have a developed
project plan and the estimated time to start using the system has moved up to beginning
of the 2018-19 fiscal year.
10. Finance Program Restructuring: $0 (net zero)
This request is to restructure Finance Department Programs in alignment with
Government Fiscal Officers Association recommendations made with the 2015-16
Finance and Information Technology functions assessment. Create a new Purchasing
Program and a Budget Program by moving existing budget resources from Financial
Administration, Revenue Management, and Accounting.
11. Day of Welcome: $0 (net zero)
This request is for ongoing funding for the City of San Luis Obispo’s Day of Welcome
and welcome guides portion of the City’s on-boarding program and is offset by
reductions in other non-staffing expenditures.
Parks Element Update
For several budget cycles the need and desire by the community for an update to the Parks and
Recreation Element has been expressed to Council. The Parks and Recreation Commission
(PRC) included it as a proposed major goal for the Council’s consideration for the 2017-19
Financial Plan. Although not a current Major City Goal, the PRC feels strongly that this effort
should be funded in the 2017-19 Financial Plan (March 1, 2017 Letter from the PRC,
Attachment G).
An update of the Parks and Recreation Element would include the following:
a. Needs Assessment. The best practice Parks and Recreation Element updates is to
perform first a foundational community needs assessment. This should be a statistically
significant survey with extensive community engagement (designed to reach as many
residents as possible) to identify what the current and future recreational needs are of the
residents of San Luis Obispo. Consultant services are needed to complete this task.
b. Element Review and Policy Update. Following the needs assessment, analysis of data
and a review of plans and policies occurs. This is followed by possible modification of
the policies in the Parks and Recreation Element of the General Plan. This effort would
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be done predominately by staff and would also involve significant community
engagement.
c. Prioritized Master Plan. A prioritized master plan for future parks and recreation
facilities in the City including a map and priority list of the same is an end product of this
work effort that would prove invaluable for the future.
To complete this work effort consultant services would augment existing City staff. The lead
department would be the Parks and Recreation Department in partnership with staff in the Long
Range Planning division of Community Development. Fortuitously, the Community
Development Department has an experienced planner on staff who has completed Parks and
Recreation Element updates as well as companion community needs assessments and parks and
recreation master plans. The estimated budget for this two-year work effort is $160,000; this
would support consultants in the area of conducting the year-long needs assessment effort and
graphics and mapping production as well as staff community outreach and facility review. Staff
would be engaged daily in this work effort and would lead analysis of the needs assessment,
review of all policies and any suggestions for change, coordination of all public meetings, and
other related tasks.
The City Manager seeks direction from Council whether the Parks and Recreation Element
should be funded. If not, this work effort will not be included in the Preliminary 2017-19
Financial Plan. If yes, then staff needs Council direction as to what fun ding source should be
allocated? Possible sources of funding include:
a) Reprioritize and reallocate funding from other proposed CIP projects in either 2017 -18 or
2018-19.
b) Allocation of one-time General Fund balance above the 20% reserve
c) Re-appropriation of $160,000 from $900,000 in the Parkland Fund that was set aside for
a future park acquisition in the north Broad Street area with the 2016-17 Supplemental
Budget.
PROPOSED FISCAL POLICY
In 2016, the City also moved from the Primary Insurance Program with the California Joint
Powers Insurance Authority (CJPIA) to the Liability Excess Insurance Program (EIP). Given the
City’s good claim, experience there is the potential to benefit from this program over time. For
fiscal year 2016-17, rather than paying a $2 million primary deposit under the Primary Insurance
Program for first dollar coverage, the City paid a discounted rate of $984,500 with the EIP. The
City’s deductible under this program is $500,000 and requires funds set aside as the City pays
claims up to that amount for a single claim in exchange for the reduced annual premium.
The following fiscal policy change is proposed to be added to the City fiscal policies in order to
fund the Liability EIP. The recommendation is to fund the program at a 75% confidence level,
which is consistent with CJPIA’s funding model for the Primary Insurance Program. This means
that the probability that the City may be required to pay-in additional funds to meet annual claim
obligations above the annual contributions is 25%. The annual contribution at 75% confidence
level is currently estimated at $713,000. A ninety-five confidence level would require $915,000
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annual contribution. Staff’s recommendation with concurrence from CJPIA is to annually review
the past five years claims experience, calculate the 75% confidence level, and fund accordingly.
The following policy language is proposed to be adopted as a fiscal policy.
Insurance Benefit Fund. The City will establish an Insurance Benefit Fund for the purpose
of setting funds aside to manage the fluctuations in liability and worker’s compensation
insurance programs. A reserve within the Insurance Benefit Fund for the Liability Excess
Insurance Program will be maintained at approximately 75% funded confidence level based
on the prior five-year average claims experience.
FISCAL CHALLENGES AND UNCERTAINTIES
The City enters the 2017-19 financial planning with a proven record of exceptionally strong
financial performance, as recently re-affirmed by Fitch Ratings (an independent credit rating
agency); however, there are significant financial challenges ahead. The closure of the Diablo
Canyon Power plant announced in the fall of 2016 will require the community to address the
impact of this major employer for the region. The City is working with regional partners to
assess the fiscal and economic impacts and will be developing a plan to take action to re-craft the
local economy to mitigate these impacts. Additionally, based on latest trends, the City’s revenues
are expected to grow at a slower rate than was anticipated earlier this year. Infrastructure
maintenance needs to continue to be prioritized; however, the fact is that the need for
maintenance of infrastructure outstripped available resources by more than double for almost
every year, meaning that in many scenarios, the City has half of the funding needed to timely
maintain infrastructure. Many projects that are needed will not be recommended for funding
given the current funding climate.
In February of 2015, Council adopted a guiding principle, which was incorporated into the City’s
fiscal policies in December of 2016, to prioritize allocation of one-time funds to pay down
unfunded liabilities and invest in infrastructure. With the 2013-15 and 2015-17 Financial Plans,
the City has allocated $3.2 million toward prepayment of unfunded liabilities above required
contributions. The City has also increased Capital Improvement Program investments including
an increase of the total Capital Improvement Program by $5.1 million in 2016-17 above the prior
year. This increased investment was funded by 70% of Local Revenue Measure and the use of
one-time General Fund balance available for allocation. Through the Council Goal -Setting
process, the Council also adopted a Fiscal Sustainability and Responsibility major City goal to
address short and long-term fiscal challenges faced by the City.
On December 21, 2016, the California Public Employee’s Retirement System (CalPERS)
announced that the CalPERS Board voted to “lower discount rate to seven percent over the next
three years.” The CalPERS Board has taken several actions to address the impacts due to
significant stock market losses in 2008 and demographic study in 2010, which concluded that
employees were living longer and retiring earlier. Most recent policy changes made by CalPERS
were to establish a fixed timeline of thirty years to pay down unfunded liability and in 2015 the
Board implemented a Funding Risk Mitigation policy, which was expected to gradually lower
the long-term discount rate over 21 years. This latest action taken by the CalPERS Board leads to
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significant impacts to participating agencies. The lowering of the discount rate or expected rate
of return, directly translates into higher required contribution rates for n ormal cost and higher
payments toward the unfunded liability. The increase in payments will first impact the City’s
budget in 2018-19 and will grow over the following 8 years. According to CalPERS, this action
is driven by most recent market performance yielding zero percent return in 2015-16 and
growing pension payments. The action strengthens long-term sustainability of the fund. Further
changes to CalPERS actuarial assumptions and actual return on investment continue to be
volatile factors. However, there are still uncertainties about other changes that CalPERS may
contemplate in the future, including whether changes are required due to fiscal challenges faced
by other CalPERS agencies.
Infrastructure maintenance needs continue to be prioritized; however, the fact is that the need for
maintenance of infrastructure outstripped available resources by more than double for almost
every year, meaning that in many scenarios, the City has half of the funding needed to timely
maintain infrastructure. Many projects that are needed will not be recommended for funding
given the current funding climate. An analysis of infrastructure needs will be addressed through
the Fiscal Sustainability and Responsibility work programs. Furthermore, continuous community
development activity in the city, will require that associated funding models are adhered to in
accordance with the City fiscal policies in order to address growing infrastructure needs to
maintain the level of service expected by the community.
In December 2016, the City entered into an agreement with Pacific Gas and Electric (PG&E)
related to the Diablo Power Plant Closure Joint Proposal. The agreement includes a payment by
PG&E of $10 million to the Economic Development Fund to ease the local economic impacts of
the plant’s closure. Of this amount, the City will receive $1.82 million. In addition, the
agreement includes $75 million to the Essential Services Mitigation Fund to offset the potential
negative impacts to essential public services, which will be paid out through the County in nine
equal installments through 2025. The County will redistribute the funds to 71 local agencies
whose budgets are impacted by the inevitable decrease in unitary tax funding from the power
plant. Finally, the agreement includes continued funding of offsite community and local
emergency planning efforts over the course of 15 to 25 years.
The agreement is pending approval by the California Public Utilities Commission and the City’s
work plan to study the economic impacts of the Diablo Canyon closure is dependent upon this
funding. The County of San Luis Obispo is proceeding with the study and if funds are not
received the city will need to decide whether to allocate General Funds proportional to City share
of the study (still to be determined). The study will inform City staff as they plan for economic
development actions to address the loss of this major employer and impacts on the local
economy. Other regional municipalities such as the County and School Districts are experiencing
even greater direct fiscal impacts due to the closure, which will continue to translate into these
jurisdiction’s budgets. For example, the school resource officer is no longer being funded by the
School District, which contributed $84,000 toward the position in 2016-17. The position is now
proposed to be funded by the general fund contribution to maintain the service level.
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Finally, there are uncertainties at the Federal level. Federal policy and recent submission of
proposed federal budget outline uncertainties for the City. The City receives approximately $3.8
million in ongoing Federal funds. Approximately $3.0 million of this funding is attributed
toward Transit Operations, followed by over $400,000 in Community Development Block Grant.
The City also applies for competitive and non-competitive federal grants and currently has
several substantial federal grants approved to fund capital expenditures such as $1.1 million to
fund replacement of three buses, $3.2 million for bike/pedestrian projects and $7.4 million for
the Marsh Street Bridge Replacement project.
NEXT STEPS
The purpose of this agenda item is for staff to receive Strategic Budget Direction on the proposed
Major City Goals and Other Important Objective work programs, proposed capital investment
and use of one-time funding, and proposed significant operating program changes. This
direction is valuable in further assuring that the 2017-19 Financial Plan under development
meets City Council’s expectations when it is received in May.
Upcoming 2017-19 Financial Plan Development Steps
Date Item Council Action
April 18 Strategic Budget
Direction
Provide Direction on:
-Major City Goals Work Programs
-Other Important Objective Work Programs
-Capital Improvement Program
-Significant Operating Program Changes
-Allocation of fund balance above policy reserve
May 15 Preliminary Financial
Plan
City Council receives Preliminary 2017-19
Financial Plan
June 1 Budget Workshop Review and discuss General Fund operating
programs and Capital Improvement Program.
June 6 Budget Workshop Review and discuss Enterprise Funds programs.
June 20 Budget Adoption Final review and adoption of Fiscal Year 2017-19
Financial Plan
June 30
(if required)
Budget Adoption Final review and adoption of Fiscal Year 2017-19
Financial Plan
Attachments:
a - Five-Year Forecasts
b - 2017-22 Capital Improvement Program
c - Major City Goals & Other Important Objective
f - Fiscal Health Contingency Plan
d – Significant Operating Program Change Requests
e - Local Revenue Measure
g - Parks and Recreation Commission Letter
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Attachment A
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ATTACHMENT A:FIVE-YEAR FORECASTS
FIVE-YEAR FORECASTSGeneral Fund•Includes the reduction of approximately $90,000 in State grant funds for a School Resource Officer (safety)•Includes one-time and ongoing expenditures related to Significant Operating Program Changes and Major City Goals/Other Important Objectives•Includes CalPERS policy change to lower discount rate used for the actuary valuations from 7.5% to 7%•Fiscal Outlook: The General Fund Five Year Forecast continues to show Expenditures outpacing Revenue Growth. This trend shows a budget gap starting in fiscal year 2018-19 and continuing to grow through the fiscal forecast due to rising required contributions toward the City’s pension plans.
Parking Fund•Revenues – No parking rate changes included in analysis (modifications to fines, forfeitures, and rates will be addressed in the June 2017 Fund Review)•Utility Expenditures - Annual Growth Rates: 3% Water & Sewer; 2% Trash, and 5% for Electric •Other Expenditures: The forecast includes funding for the Palm Nipomo Structure, the parking structure assessment program, the Marsh Street Structure Maintenance, and the replacement of the Parking Access Revenue Control System (PARCS).•Fiscal Outlook: Working capital decreases each year with a negative balance projection in 2022-23. The forecast includes the funding of the Palm Nipomo structure in 2019-20, but even without this major project, the annual working capital balance would continue to decrease due to expenditures exceeding annual revenue.
Transit Fund•Federal Grant revenue is anticipated to remain flat over the 5-year forecast, while State Grants are anticipated to decline by 1% over the same period•9% Transit Fare Increase in 2017-18 and 1% annual increase thereafter •Bus replacement grant revenue is assumed for each bus•3% annual increase for contract services per agreement with First Transit •3% annual increase for operational Short-Range Transit Plan implementation•Fiscal Outlook: Based upon the conservative revenue projections and expenditures for full implementation of the Short-Range Transit Plan, the Transit Fund is showing a deficit in 2021-22. Staff will present Council with revenue and expenditure options, including service levels, as part of the 2017-19 Transit Fund Review in June.
Sewer Fund•Fiscal Outlook: The fiscal condition of the Sewer Fund remains sound over the five-year forecast. A sewer rate structure study and revenue assessment is being recommended to ensure the long-term health of the Sewer Fund.
Water Fund•Fiscal Outlook: The fiscal condition of the Water Fund remains sound over the five-year forecast. However, reduced revenues due to the drought (and the resultant compounding impacts) along with significant capital infrastructure needs, requires a re-evaluation long-term business. With the elimination of the drought surcharge and conservative assumptions on increased water sales, the fifth year of the forecast shows a minimal working capital balance. Addressing capital needs remains a high priority for the water and wastewater utilities. A robust capital program based on master plan prioritization and increased fee recommendations are included in this forecast.
Fund Highlights:
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ATTACHMENT A:FIVE-YEAR FORECASTS
FIVE-YEAR FORECASTSGeneral Fund•Revenues – top five key revenue sources assumptions as shown in the assumptions table are based on assumption of slow steady economic growth with a moderate recession in 2019-20 and a recovery in 2020-21. The forecast projects a more aggressive growth for Transient Occupancy Tax and Property Tax due to three major hotel developments currently under construction.•Expenditures – Include increase in required contributions due to California Public Employee’s Retirement System (CalPERS) policy change to lower discount rate used for the actuary valuations from 7.5% to 7%•Include one-time and ongoing expenditures related to Significant Operating Program Changes and Major City Goals/Other Important Objectives•Include the reduction of approximately $90,000 from school district for a School Resource Officer (safety)•Fiscal Outlook: The General Fund Five Year Forecast continues to show Expenditures outpacing Revenue Growth. This trend shows a budget gap starting in fiscal year 2018-19 and continuing to grow through the fiscal forecast primarily due to projected CalPERS costs outpacing revenue growth.Parking Fund•Revenues – No parking rate changes included in analysis (modifications to fines, forfeitures, and rates will be addressed in the June 2017 Fund Review)•Utility Expenditures - Annual Growth Rates: 3% Water & Sewer; 2% Trash, and 5% for Electric •Other Expenditures: The forecast includes funding for the Palm Nipomo Structure, the parking structure assessment program, the Marsh Street Structure Maintenance, and the replacement of the Parking Access Revenue Control System (PARCS).•Fiscal Outlook: Working capital decreases each year with a negative balance projection of fallings to less than one-third the current level in the outmost year (2022-23). The forecast includes the funding of the Palm Nipomo structure in 2019-20, but even without this major project, the annual working capital balance would continue to decrease due to expenditures exceeding annual revenue. Transit Fund•Federal Grant revenue is anticipated to remain flat over the 5-year forecast, while State Grants are anticipated to decline by 1% over the same period•9% Transit Fare Increase in 2017-18 and 1% annual increase thereafter •Bus replacement grant revenue is assumed for each bus•3% annual increase for contract services per agreement with First Transit •3% annual increase for operational Short-Range Transit Plan implementation•Fiscal Outlook: Based upon the conservative revenue projections and expenditures, working capital decreases each year though Fund is projecting to have a modest balance in 2021-22. Staff will present Council with revenue and expenditure options, including service levels, as part of the 2017-19 Transit Fund Review in June. Sewer Fund•Revenues – there is no increase recommended for 2017-18 rates, forecast assumes a 3% sewer rate increase•Expenditures – includes debt financing assumptions through State Revolving Loan fund for Water Resource Recovery project.•Fiscal Outlook: The fiscal condition of the Sewer Fund remains sound over the five-year forecast. A sewer rate structure study and revenue assessment is being recommended to ensure the long-term health of the Sewer Fund. Water Fund•Revenues – 2017-18 rates are based on Council approved rate increases; the drought surcharge is eliminated; future forecast assumes a 3% water rate increase•Fiscal Outlook: The fiscal condition of the Water Fund remains sound over the five-year forecast. However, reduced revenues due to the drought (and the resultant compounding impacts) along with significant capital infrastructure needs, requires a re-evaluation long-term business. With the elimination of the drought surcharge and conservative assumptions on increased water sales, the fifth year of the forecast shows a minimal working capital balance. Addressing capital needs remains a high priority for the water and wastewater utilities. A robust capital program based on master plan prioritization and increased fee recommendations are included in this forecast.
Fund Highlights:
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ATTACHMENT A:FIVE-YEAR FORECASTS
FIVE-YEAR FORECASTSCity of San Luis Obispo - Fund Forecast Assumptions1
2017-19 Financial Plan
2017-18 2018-19 2019-20 2020-21 2021-22
EXPENDITURES4,5
Staffing & Operating Expenses (excluding PERS)2 2.0% 2.0% 2.0% 2.0% 2.0%PERS Normal Costs Rates3 Misc. Tier 10.4% 10.4% 10.4% 10.4% 10.4%Safety Tier 1 21.4% 21.4% 21.4% 21.4% 21.4%Safety Tier 2 (Police)16.5% 16.5% 16.5% 16.5% 16.5%Safety Tier 2 (Fire)18.5% 18.5% 18.5% 18.5% 18.5%PEPRA 12.7% 12.7% 12.7% 12.7% 12.7%PERS Unfunded Liability Payments3(all tiers, $ in thousands)8,134$ 9,331$ 10,593$ 11,420$ 12,268$
PERS Discount Rate Adjustment - Normal Cost3 0.0% 0.5% 1.0% 2.0% 2.0%PERS Discount Rate Adjustment - Unfunded Liability3 0.0% 2.0% 4.0% 10.0% 15.0%Retirement Incentives 1.0% 1.0%
FORECAST ASSUMPTIONS
2) Staffing & Operating Expenses - Assumes 2% annual growth with seasonal fluctuations within 2-year Financial Plan cycles.
1) Forecast Assumptions may vary for each Fund.
5) Capital Improvement Plan Projects excluded from Assumptions table since expenditure forecasts are based on a Five-Year Capital Improvement Program.
3) PERS Costs are based on Actuarial Valuation Report Rates and Amortization schedules.
Assumption Descriptions
4) 2016-17 base budget levels used to develop 2017-18 and 2018-19 expenditure budgets. Increases to operating and capital budgets from 2016-17 levels fall within the following variance criteria:• Executed contract that cannot be renegotiated,• Known increase outside of City's control (Example: Utilities),• Health and safety requirements,• Critical efficiency or effectiveness measure, and/or• Biennial or "lumpy" costs which do not occur each fiscal year.
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City of San Luis Obispo - General Fund Five Year Fiscal Forecast Assumptions2017-19 Financial Plan
$ in 000's 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22KEY REVENUESSales Tax 14.6% -5.2% 2.1% 2.0% -0.5% 2.8% 2.9%Measure Y/G Sales Tax 0.6% 3.0% 2.9% 0.9% -0.6% 2.0% 2.2%Property Taxes 5.8% 5.7% 1.7% 6.0% 5.5% 5.0% 5.0%Transient Occupancy Tax 4.5% 1.0% 1.5% 2.0% 3.0% 4.5% 4.5%Utility Users Tax 3.9% 1.7% 1.1% 0.9% 1.3% 1.6% 1.6%Development Review Fees 20.4% -79.5% 0.0% 0.0% 0.0% 0.0% 0.0%EXPENDITURESOperating Expenses (excl PERS)1 3.7% 7.2% 2.3% 3.8% 1.0% 2.3% 2.4%PERS Total Costs 17.6% 16.2% 4.2% 13.7% 13.7% 13.8% 9.6%Debt Service -4.4% 0.4% -0.1% -0.1% -0.5% -0.6% 0.0%CIP - Fleet Replacement 0.0% 0.0% 67.1% 0.0% 0.0% 0.0% 0.0%CIP - IT Replacement -70.2% 521.7% 0.0% 88.6% -156.2% 5.4% 5.5%CIP - Major Facility Replacement -40.9% 58.2% 8.0% -17.3% 21.0% 11.8% 8.2%CIP - All Other & Local Measure Funded projects)205.3% 2180.4% -585.1% 34.3% -50.0% 5.6% 19.4%1Assumes 2% growth with seasonal fluctuations within 2-year Financial Plan cycles.
FORECAST ASSUMPTIONSHistorical Trends(Annual Growth)
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PARKING FUND FIVE-YEAR FORECAST
ACTUAL Mid Year Budget Projected Projected Projected Projected Projected
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22RevenuesService ChargesParking Meter CollectionsLots 304,345 166,200 140,400 141,900 122,900 124,200 125,500 Streets 1,526,182 1,539,100 1,648,100 1,664,700 1,681,400 1,698,300 1,715,200 Parking Structure Collections 1,162,982 1,054,700 1,489,500 1,504,400 1,519,500 1,596,700 1,801,100 Long-Term Parking Revenues 642,483 434,900 795,000 802,900 810,900 819,100 827,300 Lease Revenues 403,630 500,500 502,900 509,800 512,300 514,800 521,800 Parking In-Lieu Fees (1)2,641,296 20,200 20,400 20,600 20,800 21,000 21,200 Other Service Charges (15,096) 100 (94,400) (95,400) (96,400) (97,400) (98,400) Total Service Charges 6,665,822 3,715,700 4,501,900 4,548,900 4,571,400 4,676,700 4,913,700 Investment and Property Revenues 172,523 48,200 48,000 52,000 54,400 24,700 22,800 Fines and Forfeitures 579,823 669,900 587,300 593,200 599,100 605,100 611,100 Other Revenues 161,164 - 100 100 100 100 100 Total Revenues 7,579,332 4,433,800 5,137,300 5,194,200 5,225,000 5,306,600 5,547,700 ExpendituresOperating ProgramsOperating Expenses 1,835,753 2,385,106 1,999,600 2,039,500 2,100,700 2,210,400 2,421,000 Retirement Contribution 61,300 62,600 64,400 66,100 67,700 Unfunded Liabilities 157,700 171,800 193,300 207,500 222,300 CalPERS Discount Rate Cost - 6,200 12,500 28,500 36,700 General Government 711,587 684,603 601,200 601,200 601,200 601,200 601,200 Motion Project -one time - - 151,000 151,000 - - - Motion Project - on going - - - 42,000 47,200 48,600 50,100 Total Operating Programs 2,547,340 3,069,709 2,970,800 3,074,300 3,019,300 3,162,300 3,399,000 Capital Improvement Plan Projects 20,547 2,231,404 831,633 668,854 23,688,069 120,633 59,749 Debt Service 953,751 969,400 967,400 967,500 2,047,500 2,412,500 2,409,300 Total Expenditures 3,521,638 6,270,513 4,769,833 4,710,654 28,754,869 5,695,433 5,868,049 Other Sources (Uses)Cashflow adj. for working capitalOperating Transfers In - - - - - - Operating Transfers Out (473,368) Proceeds from Debt Financing - 17,600,000 Other (82,653) (11,198) GST Loan per Council Approval (500,000) Total Other Sources (Uses)(556,021) (511,198) - - 17,600,000 - -
Revenues Over/(Under) Expenses 3,501,673 (2,347,911) 367,467 483,546 (5,929,869) (388,833) (320,349)
Working Capital, Beginning of Year 8,436,557 11,938,230 10,024,311 10,391,778 10,875,324 4,945,455 4,556,622
Working Capital, End of Year 11,938,230 9,590,319 10,391,778 10,875,324 4,945,455 4,556,622 4,236,273 Reserve 509,468 613,942 594,160 614,860 603,860 632,460 679,800 Unreserved Working Capital 11,428,762 8,976,377 9,797,618 10,260,464 4,341,595 3,924,162 3,556,473
2017-19 Financial Plan
Revenue Assumptions: Currently, there are no rate changes that have been adopted by the City Council, though staff is projecting a modest 1% annual increase in revenues because of general parking volume demand. Modifications to fines, forfeitures and rates will be forthcoming as part of the Fund review in June 2017.Expenditure Assumptions: 2% annual staffing cost increase, 2% annual contract services cost increase, 3% annual increase for water & sewer rates, 2% annual increase for trash service and 5% annual increase for electric utility service
Out-Year Fund Projections
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PARKING FUND FORECAST ASSUMPTIONS
Mid Year Budget Projected Projected Projected Projected Projected
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22RevenuesService ChargesParking Meter CollectionsLots -45% -16%1% -13%1%1%Streets 1%7%1%1%1%1%Parking Structure Collections -9% 41%1%1%5% 13%Long-Term Parking Revenues -32% 83%1%1%1%1%Lease Revenues 24%0%1%0%0%1%Parking In-Lieu Fees -99%1%1%1%1%1%Other Service Charges -101% -94500%1%1%1%1%Investment and Property Revenues -72%0%8%5% -55% -8%Fines and Forfeitures 16% -12%1%1%1%1%Other Revenues -100% #DIV/0!0%0%0%0%ExpendituresOperating ProgramsOperating Expenses 30% -16%2%3%5% 10%Retirement Contribution 2%3%3%2%Unfunded Liabilities 9% 13%7%7%CalPERS Discount Rate Cost 102% 128% 29%Capital Improvement Plan Projects 10760% -63% -20% 3442% -99% -50%
2017-19 Financial Plan Out-Year Fund Projections
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TRANSIT FUND FIVE-YEAR FORECAST
Actual 2015-16
Mid-Year Budget 2016-17 Projected 2017-18 Projected 2018-19 Projected 2019-20 Projected 2020-21 Projected 2021-22RevenuesInvestment and Property Revenues 11,203 5,800 5,800 5,800 5,800 5,800 5,800From Other GovernmentsTDA Revenues (LTF)1,312,716 1,286,625 1,299,676 1,299,676 1,299,676 1,299,676 1,299,676TDA Revenues (STA)162,418 159,890 154,027 152,748 151,482 150,228 148,987Other Grants*39,738 1,300,200 174,600 1,060,000 1,590,000 1,590,000 250,000FTA Grants 1,373,948 1,424,555 1,426,251 1,426,251 1,426,251 1,426,251 1,426,252Service Charges 658,601 690,381 721,757 723,778 739,384 755,414 755,414Other Revenues 868 4,600 6,600 6,600 6,600 6,600 6,600TOTAL REVENUES:3,559,492 4,872,051 3,788,712 4,674,853 5,219,193 5,233,969 3,892,729ExpendituresOperating ProgramsOperating Expenses 2,819,992 3,448,368 3,436,064 3,545,042 3,623,935 3,630,255 3,636,700Retirement Contribution 22,956 23,276 23,858 24,545 25,066Unfunded Liability 38,229 41,634 46,828 50,263 53,858Discount Rate Adjustment 1,884 3,823 8,526 10,555General Government 277,329 288,995 312,332 312,332 312,332 312,332 312,332Total Operating Programs 3,097,321 3,737,363 3,809,581 3,924,168 4,010,776 4,025,920 4,038,511Capital Improvement Plan Projects*131,999 1,657,388 338,317 1,141,570 1,700,523 1,615,982 276,001TOTAL EXPENDITURES:3,229,320 5,394,751 4,147,898 5,065,738 5,711,299 5,641,902 4,314,512Other Sources (Uses)Cashflow adjustment for working capitalOperating Transfers OutOther Sources (21,225)(4,200)(58,081)(79,101)(23,579)(23,579)(23,579)TOTAL OTHER SOURCES:(21,225)(4,200)(58,081)(79,101)(23,579)(23,579)(23,579)Revenues and Other Sources (Over/Under) 308,948 (526,900) (417,267) (469,985) (515,686) (431,513) (445,362)
Working Capital, Beginning of Year 2,825,195 3,134,143 2,607,243 2,189,976 1,719,990 1,204,305 772,792
Working Capital, End of Year Fund 3,134,143 2,607,243 2,189,976 1,719,990 1,204,305 772,792 327,431* Bus Replacements costs are equal to the Other Grant revenues. Should grant funding for bus replacements not become available, staff will explore other options, such as bus refurbishment, to extend the life of the buses.Revenue Assumptions: 0% increase in Federal Grants and 1% decrease in annual State Grants. An annual increase in Cal Poly Service Agreement. 9% increase in Fare Increase in 2017-18 and a 1% annual increase thereafter. Bus replacement grant revenue is assumed for each bus replacement.Expenditure Assumptions: 2% annual increase in staffing costs, 3% annual increase for contract services per agreement with First Transit, 3% annual increase for operational short range plan implementation
2017-19 Finacial Plan Out-Year Fund Projections
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TRANSIT FUND ASSUMPTIONS
Mid-Year Budget 2016-17 Projected 2017-18 Projected 2018-19 Projected 2019-20 Projected 2020-21 Projected 2021-22
RevenuesInvestment and Property Revenues -48.2% 0.0% 0.0% 0.0% 0.0% 0.0%TDA Revenues (LTF)-2.0% 1.0% 0.0% 0.0% 0.0% 0.0%TDA Revenues (STA)-1.6% -3.7% -0.8% -0.8% -0.8% -0.8%Other Grants*3171.9% -86.6% 507.1% 50.0% 0.0% -84.3%FTA Grants 3.7% 0.1% 0.0% 0.0% 0.0% 0.0%Service Charges 4.8% 4.5% 0.3% 2.2% 2.2% 0.0%Other Revenues 430.0% 43.5% 0.0% 0.0% 0.0% 0.0%ExpendituresOperating ProgramsOperating Expenses 22.3%-0.4%3.2%2.2%0.2%0.2%Retirement Contribution 1.4% 2.5% 2.9% 2.1%Unfunded Liability 8.9% 12.5% 7.3% 7.2%Discount Rate Adjustment 103.0% 123.0% 23.8%General Government 4.2%8.1%0.0%0.0%0.0%0.0%Total Operating Programs 20.7%1.9%3.0%2.2%0.4%0.3%Capital Improvement Plan Projects 1155.6%-79.6%237.4%49.0%-5.0%-82.9%
2017-19 Finacial Plan Out-Year Fund Projections
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SEWER FUND FIVE-YEAR FORECAST2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22ActualBudgetBudgetBudgetBudgetBudgetBudget
REVENUES BY TYPESewer Service Charges 13,062,863$ 12,800,000$ 12,800,000$ 13,184,000$ 13,579,520$ 13,986,906$ 14,406,513$ Base Fee Revenue 1,447,669$ 1,491,100$ 1,501,464$ 1,557,100$ 1,614,724$ 1,674,403$ 1,736,210$ Cal Poly Sales 888,437$ 875,000$ 875,000$ 901,250$ 928,288$ 956,136$ 984,820$ Development Impact Fees 675,489$ 400,000$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ Industrial User Charges 79,822$ 81,600$ 85,000$ 85,000$ 85,000$ 85,000$ 85,000$ Investment & Property Revenue 355,802$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ Proceeds from Debt Financing -$ -$ 19,500,000$ 56,500,000$ 35,000,000$ 29,000,000$ Miscellaneous 307,026$ 247,500$ 373,000$ 383,071$ 390,732$ 398,547$ 406,518$ TOTAL 16,817,108$ 15,945,200$ 35,484,464$ 72,960,421$ 51,948,264$ 46,450,992$ 17,969,061$
EXPENDITURE BY CATEGORYSalaries & Benefits 3,088,509$ 3,557,866$ 3,541,728$ 3,636,768$ 3,703,632$ 3,771,803$ 3,841,308$ PERS Normal Cost 1 541,531$ 821,024$ 291,128$ 280,832$ 317,000$ 354,503$ 361,593$ PERS Unfunded Liability 1,2 -$ -$ 486,836$ 528,916$ 603,550$ 675,398$ 744,864$ Operating Expenditures 2,388,767$ 3,527,565$ 3,000,534$ 3,068,754$ 3,114,785$ 3,161,507$ 3,208,930$ Capital Outlay 5,178,482$ 21,366,383$ 22,061,023$ 58,255,380$ 37,447,876$ 30,910,260$ 4,090,873$ Debt Service 1,437,543$ 1,435,589$ 1,433,709$ 1,431,006$ 4,468,004$ 4,470,107$ 7,548,013$ Transfers Out 2,069,099$ 2,081,360$ 2,373,206$ 2,494,751$ 2,215,578$ 2,257,950$ 2,301,169$ TOTAL 14,703,931$ 32,789,787$ 33,188,164$ 69,696,407$ 51,870,425$ 45,601,529$ 22,096,750$
EXPENDITURE BY FUNCTIONGeneral Government 2,143,573$ 2,155,530$ 2,447,392$ 2,568,373$ 2,247,786$ 2,290,002$ 2,333,422$ Wastewater Collection 2,927,473$ 12,233,582$ 4,410,586$ 3,480,835$ 3,985,403$ 3,676,599$ 5,996,288$ Environmental Compliance 236,987$ 260,393$ 265,608$ 279,856$ 324,621$ 299,385$ 307,590$ Water Resource Recovery 7,611,910$ 14,989,339$ 23,930,619$ 61,064,474$ 42,968,626$ 36,978,413$ 11,019,566$ Utilities Revenue -$ -$ 511,901$ 526,681$ 538,977$ 551,349$ 562,431$ Water Quality Lab 588,348$ 889,545$ 780,277$ 798,855$ 824,701$ 850,573$ 872,621$ Sewer Customer Service 350,279$ 503,636$ -$ -$ -$ -$ -$ Wastewater Administration 845,361$ 1,757,762$ 841,781$ 977,333$ 980,311$ 955,208$ 1,004,831$ TOTAL 14,703,931$ 32,789,787$ 33,188,164$ 69,696,407$ 51,870,425$ 45,601,529$ 22,096,750$
CHANGES IN FINANCIAL POSITIONWorking Capital - Beginning 27,071,809$ 28,917,309$ 12,072,722$ 14,101,344$ 17,097,682$ 16,907,843$ 17,489,629$ Revenues over (under) Expenditures 1,845,500$ (16,844,587)$ 2,028,623$ 2,996,338$ (189,839)$ 581,786$ (4,395,366)$ Working Capital - year End 28,917,309$ 12,072,722$ 14,101,344$ 17,097,682$ 16,907,843$ 17,489,629$ 13,094,263$
Operating Reserve 1,617,581$ 1,997,563$ 1,938,686$ 2,002,004$ 1,990,909$ 2,044,232$ 2,091,573$ Rate Stabilization 697,565$ 683,750$ 683,750$ 704,263$ 725,390$ 747,152$ 769,567$ Unreserved Working Capital - Year End 26,602,163$ 9,391,409$ 11,478,908$ 14,391,415$ 14,191,544$ 14,698,245$ 10,233,124$
1PERS Normal and Unfunded Liability costs include PERS Discount Rate Adjustments
2Prior to 2017/18, PERS Unfunded Liability costs were calculated as a percentage of total salaries. Beginning in 2017/18, Unfunded Liability costs are lump sum payments based on PERS Actuarial Valuation reports.
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SEWER FUND - FORECAST ASSUMPTIONS2016-17 2017-18 2018-19 2019-20 2019-20 2021-22BudgetBudgetBudgetBudgetBudgetBudgetREVENUES BY TYPESewer Service Charges -2.0%0.0%3.0%3.0%3.0%3.0%Base Fee Revenue 3.0%0.7%3.7%3.7%3.7%3.7%Cal Poly Sales -1.5%0.0%3.0%3.0%3.0%3.0%Development Impact Fees -40.8%-25.0%0.0%0.0%0.0%0.0%Industrial User Charges 2.2%4.2%0.0%0.0%0.0%0.0%Investment & Property Revenue -85.9%0.0%0.0%0.0%0.0%0.0%EXPENDITURE BY CATEGORYSalaries & Benefits 17.1%-0.7%3.9%1.8%1.8%1.8%PERS Normal Cost(including Discount Rate Adjust)53.3% -64.9% 6.8% 4.9% 13.5% 2.0%PERS Unfunded Liability(including Discount Rate Adjust)8.6% 16.2% 11.8% 10.2%Operating Expenditures 46.4%-14.1%2.3%1.5%1.5%1.5%Capital Outlay 312.2%-3.2%188.9%-36.9%-16.3%-89.0%EXPENDITURE BY FUNCTIONGeneral Government 0.6%13.5%4.9%-12.5%1.9%1.9%Wastewater Collection 318.5%-63.9%-20.6%17.2%-7.5%6.3%Environmental Compliance 10.7%2.5%6.4%15.5%-7.5%2.7%Water Resource Recovery 96.7%50.3%178.2%-31.3%-14.0%-67.7%Utilities Revenue 3.1%2.2%2.3%2.0%Water Quality Lab 52.2%-12.1%3.8%3.1%3.2%2.6%Wastewater Administration 108.4%-48.2%5.5%12.9%35.8%2.3%Other Inflators 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22Cost InflatorsMunicipal Code Index (MCI)2.7%2%2%2%2%2%Construction Cost Index (CCI)(U.S. Department of Commerce)3.9%Consumer Price Index (CPI)3.1%Producer Price Index (PPI)(Wholesale Price Index for Industrial Commodities)1.3%Salary Increases 2%2%2%2%
Sewer Rate IncreasesBase Fee $8.57$ 8.57$ 8.83$ 9.09$ 9.36$ 9.65$ Base Fee %3.0%0.0%3.0%3.0%3.0%3.0%Volumetric 3.0%0.0%3.0%3.0%3.0%3.0%Estimated # of meters 14,500 14,600 14,700 14,800 14,900 15,000
1MCI cost inflator used throughout the 5-Year Forecast since it is a more realistic depiction of anticipated expenditure growth in the Sewer Fund
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WATER FUND FIVE-YEAR FORECAST2017-18 2018-19 2019-20 2020-21 2021-22CategoryBudgetBudgetBudgetBudgetBudget
REVENUES BY TYPEWater Services Charges 14,989,116$ 15,438,789$ 15,901,953$ 16,379,011$ 16,870,382$ Drought Surcharge Volumetric -$ -$ -$ -$ -$ Base Fee Revenue 2,234,196$ 2,316,462$ 2,401,653$ 2,489,870$ 2,581,219$ Drought Surcharge - Base Fee -$ -$ -$ -$ -$ Cal Poly Sales 866,250$ 892,238$ 919,005$ 946,575$ 974,972$ Recycled Water 400,000$ 412,000$ 424,360$ 437,091$ 450,204$ Development Impact Fees 800,000$ 800,000$ 800,000$ 800,000$ 800,000$ AB 939 Reimbursement 145,000$ 147,900$ 150,858$ 153,875$ 156,953$ Investment & Property Revenue 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ Proceeds from Debt 8,500,000$ 16,300,000$ Miscellaneous 523,000$ 523,000$ 523,000$ 523,000$ 523,000$ TOTAL 20,007,562$ 29,080,388$ 37,470,828$ 21,779,422$ 22,406,729$
EXPENDITURE BY CATEGORYSalaries & Benefits 3,519,809$ 3,633,034$ 3,699,888$ 3,768,051$ 3,837,548$ PERS Normal Cost 1 294,796$ 302,479$ 324,056$ 362,213$ 369,457$ PERS Unfunded Liability 1,2 488,747$ 534,807$ 610,211$ 610,211$ 752,723$ Operating Expenditures 10,927,642$ 11,113,746$ 11,168,472$ 11,267,996$ 11,363,188$ Capital Outlay 3,303,762$ 9,448,925$ 17,165,287$ 2,785,848$ 2,178,419$ Debt Service 2,194,005$ 2,955,652$ 2,955,561$ 3,718,787$ 3,766,571$ Transfers Out 2,279,354$ 2,399,022$ 2,117,934$ 2,158,353$ 2,199,581$ TOTAL 23,008,114$ 30,387,664$ 38,041,410$ 24,671,459$ 24,467,488$
EXPENDITURE BY FUNCTIONGeneral Government 2,344,754$ 2,463,925$ 2,146,328$ 2,186,610$ 2,228,015$ Water Source of Supply 9,907,029$ 10,059,517$ 10,137,433$ 10,213,773$ 10,332,671$ Water Treatment 5,245,125$ 14,154,674$ 22,077,678$ 6,383,609$ 6,491,601$ Water Distribution 4,263,300$ 2,346,557$ 2,301,923$ 4,538,284$ 3,982,292$ Utilities Services 515,893$ 531,548$ 548,484$ 560,008$ 582,120$ Water Administration 728,413$ 831,443$ 829,564$ 789,175$ 850,789$ TOTAL 23,004,514$ 30,387,664$ 38,041,410$ 24,671,459$ 24,467,488$
CHANGES IN FINANCIAL POSITION
Working Capital - Beginning 14,315,677$ 11,315,124$ 10,007,849$ 9,437,267$ 6,545,231$ Revenues over (under) Expenditure (3,000,553)$ (1,307,275)$ (570,582)$ (2,892,037)$ (2,060,759)$ Working Capital - Year End 11,315,124$ 10,007,849$ 9,437,267$ 6,545,231$ 4,484,472$
Operating Reserve 3,502,070$ 3,596,617$ 3,584,112$ 3,633,365$ 3,704,500$ Rate Stabilization 1,585,537$ 1,633,103$ 1,682,096$ 1,000,000$ Unreserved Working Capital - Year End 6,227,518$ 4,778,129$ 4,171,059$ 1,911,866$ 779,972$
1PERS Normal and Unfunded Liability costs include PERS Discount Rate Adjustments2Prior to 2017/18, PERS Unfunded Liability costs were calculated as a percetange of total salaries. Beginning in 2017/18, Unfunded Liability costs are lump sum payments
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WATER FUND ANALYSIS ASSUMPTIONS2016-17 2017-18 2018-19 2019-20 2020-21 2021-22CategoryBudgetBudgetBudgetBudgetBudgetBudgetREVENUES BY TYPEWater Services Charges 0.0%15.3%3.0%3.0%3.0%3.0%Drought Surcharge Volumetric 12.0%-100.0%Base Fee Revenue 28.4%26.0%3.7%3.7%3.7%3.7%Drought Surcharge - Base Fee 94.9%-100.0%Cal Poly Sales -4.4%5.0%3.0%3.0%3.0%3.0%Recycled Water -2.4%-38.5%3.0%3.0%3.0%3.0%Development Impact Fees -41.6%-11.1%0.0%0.0%0.0%0.0%AB 939 Reimbursement 0.0%2.1%2.0%2.0%2.0%2.0%Investment & Property Revenue -83.6%0.0%0.0%0.0%0.0%0.0%Miscellaneous 0.6%98.1%0.0%0.0%0.0%0.0%EXPENDITURE BY CATEGORYSalaries & Benefits 26.0%2.0%3.2%1.8%1.8%1.8%PERS Normal Cost(including Discount Rate Adjust)56.3% -63.8% 8.1% 5.0% 13.8% 2.0%PERS Unfunded Liability(including Discount Rate Adjust)11.4% 14.1% 11.8% 10.2%Operating Expenditures 26.3%-10.5%1.7%0.5%0.9%0.8%Capital Outlay 217.5%-55.5%181.2%85.9%-85.1%2.0%Debt Service 0.1%0.0%34.7%0.0%25.8%1.3%Transfers Out 13.4%11.8%5.3%-11.7%1.9%1.9%EXPENDITURE BY FUNCTIONGeneral Government 12.9%11.4%5.1%-12.9%1.9%1.9%Water Source of Supply 31.5%-16.2%1.5%0.8%0.8%1.1%Water Treatment 40.3%-2.7%170.4%56.0%-71.0%1.2%Water Distribution 97.4%-33.3%-44.8%5.7%76.5%-9.1%Utilities Services 48.4%-44.5%3.5%13.8%-6.3%2.7%Water Administration 117.9%-50.3%2.3%15.8%-12.2%66.0%
Other Inflators 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22Cost InflatorsMunicipal Code Index1 2.7% 2%2% 2%2% 2%Construction Cost Index (U.S. Department of Commerce)3.9%Consumer Price Index 3.1%Producer Price Index (Wholesale Price Index for Industrial Commodities)1.3%Salary Increases 2%2%2%2%Water Rate IncreasesBase Fee $9.98 12.33 12.70 13.08 13.47 13.88Base Fee %30.8%23.5%3%3%3%3%Volumetric 0%5%3%3%3%3%Drought SurchargesBase Fee 8%3%3%3%3%Estimated # of meters 15,000 15,100 15,200 15,300 15,400 15,500
1MCI cost inflator used throughout the 5-Year Forecast since it is a more realistic depiction of anticipated expenditure growth in the Water Fund.
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Attachment B
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ATTACHMENT B:CAPITAL IMPROVEMENT PLAN
CAPITAL IMPROVEMENT PLANThrough the Capital Improvement Plan (CIP), the City systematically plans, schedules, and finances capital projects to ensure cost-effectiveness and conformance with established polices. Comprehensive policies governing the development and management of the CIP are set forth in the Policies and Objectives section of the Financial Plan (capital improvement management; capital financing and debt management) and in Section 1 of the CIP itself. All of the City's construction projects and equipment purchases costing $25,000 or more are included in the Capital Improvement Plan.
Introduction:
To assist the City Manager in developing the recommended CIP for the 2017-19 Financial Plan, a designated CIP Review Committee evaluated all departmental requests. In preparing the CIP recommendations, the review team considered the following evaluation factors in setting priorities:
1) Is the project mandated by the state or federal government? 2) Is there significant outside funding for the project? 3) Is it necessary to address an immediate public health or safety concern that cannot be deferred? 4) Is it necessary to adequately maintain existing facilities, infrastructure or equipment? 5) Does it implement a high priority Council goal for the 2017-19 Financial Plan period? 6) Will it result in significant operating savings in the future that makes a compelling case for making this investment solely on a financial basis?
Project Evaluation and Selection:
Table of Contents:
SECTION CONTENTS
Attachment B-1Governmental Funds - Summary of Proposed CIPs- CIP Write-UpsAttachment B-2Enterprise Funds - Summary of Proposed CIPs- CIP Write-UpsAttachment B-3Unfunded Projects
- List of Projects not Proposed for funding in 17/19 Financial Plan
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ATTACHMENT B:CAPITAL IMPROVEMENT PLAN
CAPITAL IMPROVEMENT PLANThe CIP information provided under this section includes summary and detail for each project recommended, plus financial impacts and project year(s). The projects contained in the proposed plan for the next two fiscal years (2017-18 and 2018-19) are proposed for adoption with the budget.
2017/19 Financial Plan CIP Projects:
FUNDING SOURCE 2017/18 2018/19 2019/20 2020/21 2021/22General Fund $ 3,552,000 $ 3,852,300 $ 3,836,800 $ 3,550,000 $ 3,728,000 Debt Service Expenditures - General Fund $ 3,212,000 $ 3,122,000 $ 2,795,000 $ 2,391,000 $ 2,391,000 Information Technology Fund $ 725,755 $ 1,261,000 $ 525,000 $ 550,968 $ 579,000 Fleet Replacement Fund $ 1,373,000 $ 1,207,000 $ 784,000 $ 929,000 $ 522,000 Proceeds from Debt Financing - Fleet Replacement Fund $ (595,000) $ (624,000) $ - $ (410,000) $ - Major Facility Replacement Fund $ 513,900 $ 593,700 $ 806,900 $ 273,000 $ 147,200 Water Fund $ 3,303,762 $ 9,448,925 $ 17,165,287 $ 2,785,848 $ 2,178,419 Proceeds from Debt Financing - Water Fund $ - $ (8,500,000) $ (16,300,000) $ - $ -
Debt Service Expenditures - Water Fund $ 2,194,005 $ 2,955,652 $ 2,955,561 $ 3,718,787 $ 3,766,571 Sewer Fund $ 22,061,023 $ 58,255,380 $ 37,447,876 $ 30,910,260 $ 4,090,873 Proceeds from Debt Financing - Sewer Fund $ (19,500,000) $ (56,500,000) $ (35,000,000) $ (29,000,000) $ -
Debt Service Expenditures - Sewer Fund $ 1,433,709 $ 1,431,006 $ 4,468,004 $ 4,470,107 $ 7,548,013 Parking Fund $ 831,633 $ 668,854 $ 6,004,069 $ 70,633 $ 9,749 Proceeds from Debt Financing - Parking Fund $ - $ - $ (17,600,000) $ - $ -
Debt Service Expenditures - Parking Fund $ 967,400 $ 967,500 $ 2,047,500 $ 2,412,500 $ 2,409,300 Transit Fund $ 338,317 $ 1,141,570 $ 1,617,035 $ 1,615,982 $ 277,248 Whale Rock Fund $ 500,000 $ 57,292 $ 1,356 $ 409 $ 60,417 In-Lieu Fees $ 515,500 $ 2,125,547 $ 780,000 $ 90,000 $ 30,000 Grants $ 931,000 $ 17,687,453 $ 435,000 $ 640,500 $16,630,600
2017/19 PROPOSED CAPITAL IMPROVEMENT PLAN PROJECTS
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ATTACHMENT B-1:CAPITAL IMPROVEMENT PLANGOVERNMENTAL FUNDS
Summary of Proposed 2017/19 Capital Improvement Plan Projects
Capital Improvement Plan Write-Ups:- By Department- By Fund
FUNDS INCLUDED:- General Fund- Information Technology Replacement Fund- Fleet Replacement Fund- Major Facility Replacement Fund
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Project Title Major City Goal / Other Important Objective (MCG/OIO) 2017-18 2018-19 2019-20 2020-21 2021-22
Small Bore Association Lead Abatement - Portion of the lead abadement of the gun range demolition as part of the Water Recovery Reclamation Facility Fiscal Sustainability & Responsibility $ 209,000
City/County Library Major Maint. & ADA Compliance: Replace the elevator, carpet and roof at the City/County Library as well as other various maintenance projects.405,300$ -$ -$ -$ -$
Public Art Fund: 1% of total CIP Budget 34,700$ 36,700$ 35,020$ 35,500$ 37,300$ Bob Jones Trail - Prefumo Creek Connection to Oceanaire: This project will construct the Bob Jones Trail from Calle Joaquin to Oceanaire Avenue past the Target shopping center. Multi-Modal Transportation -$ 216,000$ 1,000$ 1,000$ 1,000$
Design and Construct RRST Pepper Street to the Train Station: This project will complete a gap in the Railroad Safety Trail (RRST) from Pepper Street to the Train Station. In the FY 15-17 budget, a project was initiated to construct a segment of the RRST from California to Pepper Street. The new project will complete an on-street segment to extend the trail to the Train Station and connecting to the existing RRST segment beginning at the Jennifer Street Bridge.
Multi-Modal Transportation -$ 30,000$ 150,000$ -$ -$
Active Transportation Plan: This project will update and expand the Bicycle Transportation Plan scope to include pedestrians, creating an Active Transportation Plan that address both Bicycle and Pedestrian transportation. Multi-Modal Transportation 40,000$ -$ -$ -$ -$
Ongoing Open Space Maintenance: Continued implementation of the City’s adopted Open Space Maintenance Plan. Open space protection was a 2015-17 Major City Goal, is an important community objective, and acknowledged as a community funding priority in the adoption of Measure G. 60,000$ 60,000$ 60,000$ 60,000$ 60,000$
Fire Station 4 Emergency Backup Generator: The project includes replacing the existing emergency back-up generator at Fire Station 4 and constructing an aesthetic, soundproof concrete block wall enclosure away from the main building. 7,000$ 72,500$ -$ -$
Playground Equipment Replacement: Replacing playground equipment in the City’s parks limits the City’s liability exposure and keeps the City in compliance with State regulations. -$ 80,000$ 400,000$ 25,000$ 150,000$
Park Major Maintenance and Repairs: Parks require ongoing maintenance in order to continue to provide users a safe and quality experience. This master account provides ongoing funding for the maintenance and replacement of a wide variety of parks equipment and facilities 155,000$ 275,000$ 250,000$ 300,000$ -$
Bridge Maintenance: The City of San Luis Obispo has 38 vehicular brides and 11 pedestrian bridges ranging in age from one to 100+ years old. Bridges provide essential access and circulation for pedestrians, cyclists, vehicles, and even utilities over obstacles such as waterways, railroads, freeways, valleys and other obstructions.-$ 50,000$ 150,000$ 75,000$ 75,000$
Bridge Replacement - Madonna Road: The Madonna Road Bridge, east of Oceanaire Drive, was built in 1958. During an inspection by Caltrans in 2015, the bridge was classified as functionally obsolete because of non-standard bridge railing and non-standard approaches. -$ -$ -$ -$ 51,700$
Bridge Replacement - Chorro Street: The Chorro Street Bridge, near the intersection of Chorro and Lincoln streets, was built in 1935. During an inspection by Caltrans in 2015, the bridge was classified as functionally obsolete because of the bridges non-standard railing and non-standard approaches. -$ -$ -$ -$ 41,700$
Broad Street Corridor Access Improvements: This project will continue the work of the Broad Street Corridor Plan (BSCP) with a focus on identifying connectivity and safety improvements along Broad Street from South Street to Orcutt Road.Multi-Modal Transportation -$ -$ 45,000$ -$
City Facility Parking Lot Maintenance: The total area of City maintained parking lots is approximately 360,000 square feet or 8.3 acres. During a recent inspection only 50% of the lots surfaces were in good condition. In order to increase the percent of lot surfaces in good condition, regular maintenance needs to be completed. Preventive maintenance will provide the best long term solution in providing smooth pavement surfaces at the lowest overall cost. Parking lots have been assessed as to their current condition, and priority ranked considering conditions, along with use levels and safety concerns.
20,000$ 100,000$ -$ 100,000$ 200,000$
Mission Plaza Railing Upgrade: Americans with Disabilities Act (ADA) and Building Codes have changed since the time the railings in the Mission Plaza were installed. The vertical railing pickets of guard railing in public places are now required to be spaced apart such that a 4” diameter sphere cannot pass through the pickets. The majority of guard railing within the Mission Plaza area is non-compliant. While the guard railing is in place where needed, the vertical picket spacing ranges from 5” to almost 9”. This current spacing would not prevent a small child from going through the guard railing or getting stuck between the pickets.
Downtown Vitality -$ 30,000$ -$ 30,000$ 30,000$
Mission Plaza Restroom Replacements and Enhancements: Access to government facilities by people with disabilities is a fundamental goal of the Americans with Disabilities Act (ADA). To ensure that this goal is met, Title II of the ADA requires State and local governments to make their programs and services accessible to persons with disabilities. In 2004 the City and the Department of Justice (DOJ) entered into an agreement to upgrade several restroom facilities to meet ADA requirements.
Downtown Vitality 25,000$ 125,000$ 1,100,000$
2017/19 PROPOSED CAPITAL IMPROVEMENT PLAN PROJECTSSUMMARY OF GOVERNMENT FUNDS
General Fund Capital Outlay
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Project Title Major City Goal / Other Important Objective (MCG/OIO) 2017-18 2018-19 2019-20 2020-21 2021-22
Transportation Safety & Operations: Analyzes high collision rate locations, ranks and prioritizes those locations, develops mitigation measures, and constructs them. Analyzes multimodal travel patterns and congestion levels, ranks and prioritizes those locations, develops mitigation measures, and constructs them. Conducts bi-annual traffic volume counts citywide to identify and monitor levels-of-service (LOS) on streets resulting from development and travel changes.
Multi-Modal Transportation 30,000$ 30,000$ 30,000$ 30,000$ 30,000$
Pedestrian and Bicycle Pathway Maintenance: There are approximately 6.5 miles of asphalt concrete pathways and bike paths within the City. Examples of these paths are the Railroad Safety Trail, the Bob Jones Trail, and various pathways located within City parks. These pathways are used by bicycles and pedestrians, along with occasional service vehicles. To maintain accessibility to the City’s facilities and reduce the risk of accidents, regular maintenance of pathways is important.
Multi-Modal Transportation 60,000$ 60,000$ 40,000$ 80,000$ 60,000$
Bicycle Facility Improvements: This funding allows the City to complete small-scale bicycle facility improvements in a cost efficient manner by incorporating them into larger projects such as the City’s annual pavement maintenance project. Multi-Modal Transportation 100,000$ 100,000$ 100,000$ 100,000$ 100,000$
Downtown Renewal: This work continues to improve the aesthetic of the downtown core. With each project, the addition of pedestrian lighting and conduits to support tree lighting and other Downtown Association activities is incorporated. Downtown Vitality 190,000$ 60,000$ -$
Sidewalk Replacement and Installation: The City has an established system of streets with curbs, gutters, and sidewalks. The City’s sidewalk system is comprised of 202 miles of sidewalk and 2436 points at intersections where pedestrians cross the street. Repairs to the sidewalk system are often needed to mitigate displaced, broken, or settled sidewalk panels. New installations of sidewalk and curb ramps are required to continue the City’s program to provide a complete and assessable pedestrian path of travel.
Multi-Modal Transportation 25,000$ 50,000$ 25,000$ 150,000$ 100,000$
Street Reconstruction & Resurfacing: Pavement maintenance is an on-going need and provides increased roadway life and a smooth pavement surfaces. Deferring pavement maintenance results in pavement deterioration and higher pavement maintenance costs in the future.Multi-Modal Transportation 1,685,000$ 1,454,000$ 1,160,980$ 1,477,500$ 1,809,700$
Traffic Signs & Striping Maintenance: The City is responsible for maintenance of approximately 15,000 traffic signs. In January of 2008 the U.S. Department of Transportation, Federal Highway Administration (FHWA) adopted a mandate requiring public agencies to maintain minimum retro-reflectivity level (how well light reflects off a sign). This budget is the City’s primary mechanism for implementing this federal mandate.
Multi-Modal Transportation 25,000$ 25,000$ 75,000$ 75,000$
New Street Lights: Currently the City does not have a funding source or program for responding to requests for new street lights. Straff is proposing to establish a new street light request program and master account to fill this need.
20,000$ 20,000$ 20,000$ 20,000$
2015 Traffic Safety Report Implementation: As part of the 2015 Traffic Safety Report, the following three safety projects were identified 1) Marsh & Broad Traffic Signal ($175,000), 2. Laurel Lane Road Diet ($180,000), 3. Speed Feedback Signs ($60,000): The California Street approaches to Monterey have been identified as a top ranking collision location for vehicles and bicycles. This collision pattern is attributed to excessive speeding. Installing speed feedback devices to improve speed limit compliance is recommended as part of this project.
Multi-Modal Transportation - Primarily funded by State Grant 60,000$ -$ -$
Corporation Yard TI: The Corporation Yard, with most of the structures built over 30 years ago, is outdated in efficiency and in need of tenant improvements, especially to the Operation Center. With the expansion of the Water Resource Recovery Facility (WRRF), certain Utility divisions and staff will be relocating from the Corporation Yard to the new WRRF facilities. This move lends itself to an opportune time to make improvements to the existing Corporation Yard facilities before they are occupied by other work groups.
-$ 50,000$ -$ -$
Open Space Acquisition: The City of San Luis Obispo continues to actively pursue land purchases and conservation easement acquisition opportunities to enhance the Greenbelt surrounding the City, protect watershed values and habitat connectivity opportunities, and provide passive recreation opportunities where appropriate and feasible in accordance with adopted policies pertinent to Open Space (i.e. Conservation and Open Space Element, Open Space ordinance).
100,000$ 100,000$ 250,000$ 250,000$
Silt Removal: Silt carried by storm water settles at points in the creek where the storm water’s velocity decreases. This reduction in velocity allows solids suspended in the water to settle out. As these deposits build up, the capacity of the creek decreases and risk of flooding of the surrounding areas increases. The regular removal of built up silt increases channel capacity and removes the conditions conducive for blocking flow.
75,000$ 150,000$ -$ -$ -$
Storm Drain System Replacement: This master CIP addresses capital maintenance of pipes, culvert and constructed drainage channels and is planned to replace or reconstruct failed facilities. Maintenance of the City’s storm drain system provides for increased flood protection and reduces the likelihood of loose of property. Storm Drain Systems are vital components to the City’s overall stormwater drainage system. These systems vary in age up to one hundred years and many are in need of maintenance or replacement. Without periodic maintenance and repair, these structures will eventually fail and result in unplanned street closures and impacts to the City’s stormwater drainage network.
171,000$ 537,800$ 636,000$ 636,600$
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Project Title Major City Goal / Other Important Objective (MCG/OIO) 2017-18 2018-19 2019-20 2020-21 2021-22
Police Station Replacement: The Department desperately needs a unified, accessible facility, which addresses needs for public service, security, vehicle parking and storage, as well as adequate space needs for staff members and safe vehicular entry/egress. Additionally, the facility must meet the California Building Code requirements for an Essential Services Building, the purpose of which is that such a facility be able to continue providing public service operations in the event of a natural disaster.
15,000$
Parks and Recreation Interior Office Rehabilitation: The rehabilitation of the interior of the Parks and Recreation office building is proposed and would include: new laminate flooring, appropriate furniture, and an IT infrastructure upgrade. The new office furniture would include a configuration to complement the department and increase communication and collaboration between the Parks and Recreation divisions. The IT department is recommending that the building’s outdated Ethernet cabling be upgraded to Category 6 cabling to meet future needs of the department and bring it to the current standard used in all other City facilities. Costs noted by Phase reflect Construction $40,000 (painting and flooring); Equipment Acquisition $50,000 (cubicle furniture); Computer Acquisition $21,000 (upgraded computer cabling). The project is recommended for construction in year 3 (2019-20) as the “wear and tear” simply cannot wait until year 5 (2021-22).
5,000$ 111,000$ -$ -$
Police Department Space Improvements - This project is to reallocate space in the Police Department lobby to effectively utilize available space and create additional work areas and offices which are greatly needed. In addition to the space improvements, the carpet within certain areas of the building needs replacement. 35,000$ 89,300$ 334,800$ -$ -$
$ 3,552,000 $ 3,852,300 $ 3,836,800 $ 3,550,000 $ 3,728,000
Project Title MCG/OIO 2017-18 2018-19 2019-20 2020-21 2021-22 South Hills Radio Site Upgrade and Radio Enhancements (2 year project)254,255$ 183,582$ -$ -$ -$ SQL Server Cluster 100,000$ -$ -$ -$ -$ Police Department SAN Controllers 80,000$ -$ -$ -$ -$ Radio Handhelds & Mobiles (Total Project Cost $508,045 GF)*180,000$ -$ 143,123$ 14,100$ 149,706$ Storage Capacity Replacement 85,000$ -$ -$ -$ -$ Public Surveillance Cameras (located at City Hall, Sinsheimer Pool, Golf Course)26,500$ -$ -$ -$ -$ Microsoft Office 365 125,350$ UPS Battery Backup System -$ 42,706$ -$ -$ -$ ECC Blade Computers (Total Project Cost $50,000 GF)-$ 4,317$ -$ -$ -$ ECC Equipment Replacement -$ 35,000$ -$ -$ -$ Tait Radio System Backend Upgrade -$ 508,045$ -$ -$ -$ Irrigation (Rainmaster/Rainbird) (Total Project Cost $35,000)-$ 12,000$ -$ -$ -$ Motion Enterprise Resource Planning (ERP)350,000$ Firewall Replacement (Total Project $186,500)-$ -$ 154,863$ -$ -$ Network Security Upgrade -$ -$ 125,000$ -$ -$ Virtual Private Network Replace (VPN (Total cost $130,000)-$ -$ 102,014$ -$ -$ Dispatch Radio Consoles -$ -$ -$ 375,000$ -$ Audio Recording System Replacement (VoicePrint-Radio & 911)-$ -$ -$ 120,000$ -$ Server Operating System Software (Total Project $50,000)-$ -$ -$ 41,868$ -$ VoIP Telephone System (Total project $256,371 GF) moved from 2017-18 -$ -$ -$ 256,371$ Wireless System Citywide -$ -$ -$ -$ 50,217$ UPS Battery Backup System (Total Project $51,000)-$ -$ -$ -$ 42,706$ Police Department SAN Controllers (Storage Area Network)-$ -$ -$ -$ 80,000$ $ 725,755 $ 1,261,000 $ 525,000 $ 550,968 $ 579,000
Project Title MCG/OIO 2017-18 2018-19 2019-20 2020-21 2021-22 Fleet Replacement Projects 638,000$ 303,000$ 784,000$ 519,000$ 522,000$ Fleet Replacement Projects Debt Financed 595,000$ 829,000$ 410,000$ Green Fleet Vehicle Charging Stations 30,000$ 75,000$ Fleet Software 110,000$ $ 1,373,000 $ 1,207,000 $ 784,000 $ 929,000 $ 522,000
Project Title MCG/OIO 2017-18 2018-19 2019-20 2020-21 2021-22 Facility Replacement Projects 513,900$ 593,700$ 806,900$ 273,000$ 147,200$ $ 513,900 $ 593,700 $ 806,900 $ 273,000 $ 147,200 2,612,655$ 3,061,700$ 2,115,900$ 1,752,968$ 1,248,200$ Total Governmental Capital Improvement Funds
IT Replacement Fund (GF)
Fleet Replacement Fund (GF)
Major Facility Replacement Fund (GF)
Total Proposed Major Facility Replacement Fund
Total Proposed Fleet Replacement Fund
Total Proposed Information Technology Fund
Total Proposed General Fund Capital Outlay
Packet Pg 203
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CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION CITY/COUNTY LIBRARY MAJOR MAINTENANCE – FY 2017-18 Project Description Community Priority ☒ New Project ☐ Major City Goal & Other Important Objectives ☒ Measure G Priority: Parks and Recreation/Senior Programs and Facilities Purpose and Need This CIP requests the allocation of $405,326 (exact costs still being determined) to replace the elevator, carpet and roof at the City/County Library as well as other various maintenance projects. On June 5th, 2015 the County of San Luis Obispo contacted the City to provide notification that the hydraulic elevator had reached the end of its useful life and required replacement in the 2015-16 fiscal year. The letter stated: “The County of San Luis Obispo contracted with Van Deusen & Associates (VDA) to conduct a county wide survey of all existing County public elevators and to evaluate each based on applicable industry and Code standards. While the elevator at the Library is in satisfactory shape it is technologically obsolete using older controls, incandescent bulbs for lighting, not compliant with newer Elevator Safety Orders, Firefighters’ Service enhancement, requires the installation of seismic protection and has additional issues with disabled access.” The City was later notified that the elevator replacement cost constituted a “trigger event” that required the building to come into compliance with current ADA standards. In addition, it was determined by the County that the elevator replacement project would be completed at the same time as a broader remodel of the library to achieve operational efficiencies. The remodel would include replacement of carpeting due to the age of carpet and need to be replaced as a part of the ADA compliance projects. On February 3, 2017, the County of San Luis Obispo contacted the City to provide notification that the roof would need to be replaced in 2016-17 based on their facility condition assessment and leaks from the recent storms. The City and County have a JPA regarding the City/County Library that has specific provisions for joint funding on major maintenance. Major maintenance is considered any one-time repair that exceeds $36,000. Major maintenance requires joint approval before proceeding and is to be funded equally from the City and the County. Staff feels the elevator replacement, carpet replacement, roof replacement and ADA compliance projects meet the standards for cost-shared major maintenance. The City will not be sharing in the costs for any expenses related to the remodel. Construction began in October 2016 for the elevator, carpet and remodel and will be complete in February 2017. Total elevator replacement costs: $235,367 Total flooring replacement costs: $133,707 Packet Pg 2042
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION Anticipated roofing costs (including other related maintenance): $264,512 Overhead (project management and contingency): $176,905 Total: $810,491 City Share: $405,246 Building maintenance has included $55,000 to replace all the HVAC equipment in the City’s areas of responsibility in a current CIP request. Some of this funding could be used to cover the City/County Library project costs. Status This is a new project not included in the 2015-17 Financial Plan. Project Team Lead Department: Administration and Public Works Operating Program Number & Title: 11100 Cultural Activities Assignment Program/Work Group Estimated Hours City Liaison Administration – Greg Hermann 40 Technical Expert Public Works – Andrew Collins 40 Site List – For multi-year projects Location Estimated Year of Construction Pavement Area (for projects in right-of-way) 995 Palm Street 1989 Packet Pg 2052
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION Anticipated Facility Life Span: A previous assessment stated the City/County Library has a current life span of at least 50 years. Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalConstruction (953)$405,300$405,300Total$0 $405,300$0$0$0$0 $405,300Ongoing Costs by TypeBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalUtilities$0Maintenance Materials$0Staff$0Contract Services$0Total$0$0$0$0$0$0$0Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalGeneral Capital Outlay$405,300$405,300Total$0 $405,300$0$0$0$0 $405,300 Packet Pg 2062
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE OPEN SPACE ACQUISITION – FY 2017-18, FY 2018-19 Project Description Community Priority ☒ Real Property Acquisition - Ongoing ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority: Open Space Acquisition Purpose and Need The City of San Luis Obispo continues to actively pursue land purchases and conservation easement acquisition opportunities to enhance the Greenbelt surrounding the City, protect watershed values and habitat connectivity opportunities, and provide passive recreation opportunities where appropriate and feasible in accordance with adopted policies pertinent to Open Space (i.e. Conservation and Open Space Element, Open Space ordinance). The Council has consistently supported funding for such efforts, particularly when City funds are leveraged with the outside grant funding that is necessary to achieve project success. The City has the opportunity to pursue voluntary land conservation opportunities in the Cuesta Canyon area of the City’s Greenbelt by working cooperatively with the property owners to acquire and protect portions of the Ahearn Family Ranch, as well as pursue possible additions to other existing open space properties through partnered efforts to protect larger landscapes including headwaters to several perennial streams and valuable habitat areas. Open space acquisition was an important community benefit acknowledged in the successful campaign for Measure G in 2014, and according to the LUCE Survey remains a top priority for residents. Status This is an existing project shown in the 2015-17 Financial Plan as the Major City Goal: Open Space Protection: Acquisition – Specification No. 99837. Funding was approved in the amount of $250,000 per year in the 2015-17 Financial Plan period. Project Team Lead Department: City Administration Operating Program Number & Title: 11250 Natural Resources Assignment Program/Work Group Estimated Hours Project Manager Natural Resources 500 per year Project Support Natural Resources 100 per year Project Support Ranger Services 100 per year Technical Studies Natural Resources 100 per year Contract Management Natural Resources 100 per year Environmental Community Development 20 per year Packet Pg 2072
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE OPEN SPACE ACQUISITION – FY 2017-18, FY 2018-19 Anticipated Facility Life Span: Real property interests acquired for conservation and open space purposes are typically expected to be managed and held in perpetuity. Ongoing Costs following Open Space Acquisition are handled under Natural Resources and Ranger Service Operating Budgets, as well as the Open Space Maintenance CIP. An additional CIP has been proposed and would be necessary following a successful acquisition of the Ahearn Family Ranch, but prior to opening the property to the public, in order to implement measures designed to protect and steward conservation values identified through the Conservation Plan process. Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalLand Acquisition (950)$500,000 $75,000 $2,600,000$250,000 $225,000$3,650,000Study (951)$25,000$25,000$50,000Total$500,000 $100,000 $2,600,000$0 $250,000 $250,000 $3,700,000Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalGeneral Capital Outlay$500,000 $100,000 $100,000$0 $250,000 $250,000$1,200,000Grant$2,500,000$2,500,000Total$500,000 $100,000 $2,600,000$0 $250,000 $250,000 $3,700,000 The Open Space Acquisition CIP functions somewhat differently than others. Historically, CIP funds have been budgeted and appropriated annually to accrue in the Open Space Acquisition Fund No. 430 until such time as an important acquisition project opportunity can be consummated. The Natural Resources Program anticipates a major open space acquisition project to be completed in 2018-19 using a combination of City Open Space Acquisition funds and state grants funds, most likely a combination of grant facilities awarded through the State Coastal Conservancy, the California Wildlife Conservation Board, and the California Natural Resources Agency. If grant funding is not immediately successful, program staff would continue to diligently pursue grant funding, or potentially pursue a phased or smaller project within available financial resources. Packet Pg 2082
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY FIRE STATION 4 EMERGENCY BACKUP GENERATOR, FY 2017-18 Project Description Community Priority ☒ New Fleet/Equipment Request ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The project includes replacing the existing emergency back-up generator at Fire Station 4 and constructing an aesthetic, soundproof concrete block wall enclosure away from the main building. The expected cost for this work is $7,000 for design in FY 2017-18, and $72,500 for construction (including purchase of the generator and associated equipment) and construction management in FY 2018-2019. The new 50 kW generator will provide reliable emergency back-up electrical power for all electrical circuits at Fire Station 4, since this is a critical facility requiring a higher degree of reliability during an outage or major emergency. In 1978 Fire Department personnel installed an extremely small capacity (4 kW) gasoline-powered recreational vehicle-grade emergency generator to provide back-up power in the case of power failure. This generator is extremely old and is only capable of providing power to a handful of electrical circuits at the fire station. The existing generator can only power minimal lighting and the emergency radio system, not enough to permit continuous operations during an outage. Since the original installation, several other electrical demands have been added to that generator. The current generator is over 38 years old and doesn’t meet current emission standards. Additionally, replacement parts are no longer available for this generator. This is the last back-up generator in the four fire station system needing replacement to meet modern demands. The Fire Department has been requesting replacement of this generator for 12 years. The need to replace this generator persists and is now exacerbated by the difficulty in repairing this generator. Status This is a new project not included in the 2015-17 Financial Plan. Project Team Lead Department: Fire Operating Program Number & Title: 85600 Disaster Preparedness Assignment Program/Work Group Estimated Hours Project Management Public Works- Engineering 80 Environmental Clearance Community Development- Planning 16 Project Inspection Public Works- Inspection 120 Project Inspection Community Development- Building 16 Project Administration Public Works- Administration 80 Packet Pg 2092
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY FIRE STATION 4 EMERGENCY BACKUP GENERATOR FY 2017-18 Anticipated Facility Life Span: 50 years Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (952)$7,000$7,000Construction (953)$70,000$70,000Const. Management (954)$2,500$2,500Total$0 $7,000 $72,500$0$0$0 $79,500Ongoing Costs by TypeBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalUtilities$0Maintenance Materials$0Staff$0Contract Services$0Total$0$0$0$0$0$0$0Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalGeneral Capital Outlay$7,000 $72,500$79,500Total$0 $7,000 $72,500$0$0$0 $79,500 Packet Pg 2102
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION MISSION PLAZA EXTENSION SECURITY LIGHTING – FY 2017-18 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need The Mission Plaza Extension Park (Park) is located just south of Broad Street along the San Luis Creek corridor. The Park pathway starts at Broad Street and connects with a pedestrian bridge to Higuera Street and outlets on Nipomo Street. The Park contains pathways and minor amounts lighting. The Police Department has received complaints from citizens, tourists, and businesses that occupy the neighboring area about the loitering and general safety concerns. The Police and Public Works departments have worked in tandem to perform regular visual inspections and maintenance work to increase visibility. However, the majority of the quality of life and criminal issues are occurring in the dusk to night time hours. From August 2015 to August 2016, there have been 115 citations, drug, alcohol and lodging issues. Additionally, there have been 40 arrests for public intoxication, drugs offenses, thefts and disorderly conduct. Input from community forums indicates that the poor lighting is a concern for many nighttime users. The Park is avoided at night because the current lighting does not provide a level of comfort for users. The poor lighting levels provide many shadow areas, which attracts antisocial behavior and gives a general sense of uneasiness to park users. Therefore, this project consists of the replacement and rehabilitation of the existing Mission Plaza Extension lighting. The current lighting consists of both pathway and pole mounted lights. The pathway lights consist of fixtures that light the pathway. The overhead lighting is mounted on poles, are limited in brightness and have wide spacing. This project will look at replacement of the existing fixtures with new lighted bollards, pole mounted luminaires, or other appropriate fixtures to increase security lighting. The lighting is planned to be energy efficient, designed to be sensitive to the creek habitat, and provide enhanced lighting for safety and security. Status This is a new project not included in the 2015-17 Financial Plan. Project Team Lead Department: Public Works Operating Program Number & Title: 50200 – Landscaping and Parks Maintenance Assignment Program/Work Group Estimated Hours Project Proponent Police Sargent 10 Project Management CIP Engineering - Design 100 Construction Management CIP Engineering – Construction 80 Project Administration CIP Engineering - Admin 40 Packet Pg 2112
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION MISSION PLAZA EXTENSION SECURITY LIGHTING 2017-19 Anticipated Facility Life Span: 15 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$0 $30,000 $0$0 $0$0$30,000Construction (953)$0$120,000$0 $0$0$120,000Const. Management (954)$0$10,000$0 $0$0$10,000Total$0 $30,000 $130,000$0 $0$0 $160,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalUtilities$0Maintenance Materials$0Staff$0Contract Services$0$0Total$0 $0 $0$0 $0$0$0Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$0 $30,000 $130,000$0 $0$0$160,000Total$0 $30,000 $130,000$0 $0$0 $160,000 Packet Pg 2122
CAPITAL IMPROVEMENT PLAN – CULTURAL & RECREATION MISSION PLAZA RAILING UPGRADE – FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need Americans with Disabilities Act (ADA) and Building Codes have changed since the time the railings in the Mission Plaza were installed. The vertical railing pickets of guard railing in public places are now required to be spaced apart such that a 4” diameter sphere cannot pass through the pickets. The majority of guard railing within the Mission Plaza area is non-compliant. While the guard railing is in place where needed, the vertical picket spacing ranges from 5” to almost 9”. This current spacing would not prevent a small child from going through the guard railing or getting stuck between the pickets. This project will modify or replace approximately 160 lineal feet of Mission Style railing annually for code compliance. In some areas, the pickets are spaced wide enough such that an intermediate picket can be welded in between the existing pickets without having to replace the entire metal panel. Other areas will require complete panel replacement as the pickets are too close for insertion of an intermediate picket. There are a couple of locations where complete replacement of railing and posts is necessary since they are made entirely of wood railing that is deteriorated and in non-compliance with ADA. Status This is an existing project shown in the 2015-17 Financial Plan. Project Team Lead Department: Public Works Operating Program Number & Title: 50200 Landscape and Park Maintenance Assignment Program/Work Group Estimated Hours Project Proponent Administration8 per projectProject Management CIP Engineering - Design80 per projectConstruction Management CIP Engineering - Inspection80 per projectContract Administration CIP Engineering - Administration40 per projectProject Maintenance Parks Maintenance16 per project Anticipated Facility Life Span: 25 years Packet Pg 2132
CAPITAL IMPROVEMENT PLAN – CULTURAL & RECREATION Anticipated Facility Life Span: 25 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalConstruction (953)$120,000$30,000$30,000 $30,000$210,000Total$120,000 $0 $30,000$0 $30,000 $30,000 $210,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalUtilities$0Maintenance Materials$0Staff$0Contract Services$0Total$0 $0 $0$0 $0$0$0Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$120,000$30,000$30,000 $30,000$210,000Total$120,000 $0 $30,000$0 $30,000 $30,000 $210,000 Packet Pg 2142
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY MISSION PLAZA RESTROOM REPLACEMENT AND ENHANCMENTS - FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need The Mission Plaza is a unique focal point and vibrant area in the downtown. The Mission Plaza hosts numerous daytime visitors, evening activities, and special events. The Mission Plaza restroom was built in 1969 and remodeled in 1995. The existing facility does not meet the needs of Mission Plaza users. The toilets commonly backup and the number of fixtures is inadequate for the events that take place at the Mission Plaza. Numerous complaints are received on a regular basis about restroom odor even immediately after they have been cleaned. Currently the Mission Plaza Concept Plan is in draft form. The draft concept plan identifies the location for the restroom but it is not part of that plan. The concept plan provides general guidance that a new structure should be constructed that include a restroom, equipment storage and a café. This project will complete a conceptual design, environmental review, design and construction of a building for these purposes. Status This is an existing project shown in the 2015-17 Financial Plan and enhanced to include a café. Project Team Lead Department: Public Works Operating Program Number & Title: 50200 – Landscape and Park Maintenance Packet Pg 2152
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY MISSION PLAZA RESTROOM REPLACEMENT AND ENHANCEMENT - FY’s 2017-18 THROUGH FY 2021-22 Assignment Program/Work Group Estimated Hours Project Management CIP Engineering – Design 250 hours/year Permits and Environmental Review Community Development 40 hours/year Construction Management CIP Engineering – Construction 150 hours/year Maintenance – Plan Review Building Maintenance 10 hours/year Project Proponent – Project Scoping Parks and Recreation, Administration 40 hours/year Project Administration CIP Engineering - Administration 40 hours/year Anticipated Facility Life Span: 50 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalStudy (951)$25,000$25,000Design (952)$80,000$20,000$100,000Construction (953)$1,000,000$1,000,000Const. Management (954)$100,000$100,000Environmental Review (957)$25,000$25,000Total$80,000 $25,000 $45,000 $1,100,000 $0$0 $1,250,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalTotal$0 $0 $0$0 $0$0$0Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$80,000 $25,000 $125,000 $1,100,000$1,330,000Total$80,000 $25,000 $125,000 $1,100,000 $0$0 $1,330,000 Existing design funding in the amount of $80,000, budgeted in 2016-17, is available in the Mission Plaza Restroom Replacement project account and is proposed to be augmented with $20,000 in year 2018-19. Packet Pg 2162
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION DOWNTOWN RENEWAL – FY 2017-18, FY 2018-19, FY 2019-20 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need This work continues to improve the aesthetic of the downtown core. With each project, the addition of pedestrian lighting and conduits to support tree lighting and other Downtown Association activities is incorporated. Higuera – Morro to Chorro The sidewalk in front of 858 Higuera; which, doubles as the roof of the basement for this building, is deteriorating and needs to be replaced. Sections of concrete have spalled exposing the rebar underneath, this condition will eventually result in failure of the sidewalk/basement-roof and require sidewalk closure if no action is taken. This portion of work was left unfinished during the 2012 sidewalk replacement work in the downtown core, due to insufficient funds and incomplete design work. The construction phase for this work is anticipated to cost $160,000. Higuera – Osos to Morro A significant portion of this block of Higuera Street between Osos and Morro has Mission Style Sidewalks. This projects work can leverage existing sidewalk that is in place to finish another block of renewed infrastructure in the downtown. The construction phase for this work is anticipated to cost $370,000. Future Projects Future projects include continuing to place and/or replace damaged sections of Mission Style sidewalks in the downtown core including Monterey Street from Osos to Morro, Monterey Street from Morro to Chorro (not including China Town sidewalk), and Chorro Street from Palm to Monterey (west sidewalk only). These streets were identified in the 2015-17 Financial Plan. These project costs for design, construction, and construction management are not included within this request, but identify for future consideration. Status This is an existing project shown in the 2015-17 Financial Plan. The design work for 858 Higuera Street is complete, with the exception of minor updates due to new building codes. Project Team Lead Department: Public Works Operating Program Number & Title: 50300 Street and Sidewalk Maintenance Packet Pg 2172
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Construction Management CIP Engineering - Inspection 200 hours Contract Administration CIP Engineering - Administration 40 hours Site List – For multi-year projects Location Estimated Year of Construction Project Costs Higuera – Morro to Chorro 2017-18 $190,00 Higuera – Osos to Morro 2019-20 $440,000 Monterey – Osos to Morro Future $220,000 Monterey – Morro to Chorro (Not including the China Town sidewalk) Future $220,000 Chorro – Palm to Monterey (West sidewalk only) Future $200,000 Anticipated Facility Life Span: 50 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$6,000$60,000$66,000Construction (953)$160,000$160,000Const. Management (954)$30,000$30,000Total$6,000 $190,000 $0$0 $60,000$0 $256,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$6,000 $190,000$60,000$256,000Total$6,000 $190,000 $0$0 $60,000$0 $256,000 Packet Pg 2182
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
CALIFORNIA TAFT ROUNDABOUT - FY 2017-18, FY 2018-19
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
As part of the City’s General Plan Update & Cal Poly 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 , operate at 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 ar t.
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.
Status
This is an existing project shown in the 2016-17 Budget Supplement.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500-Transportation Planning and Engineering
Assignment Program/Work Group Estimated Hours
Project Proponent Transportation Planning & Eng. 10
Project Manager Transportation Planning & Eng. 200
Environmental Clearance Community Development 1
Contract Management Transportation Planning & Eng. 100
Construction Management CIP Engineering – Construction 50
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
CALIFORNIA TAFT ROUNDABOUT - FY 2017-18, FY 2018-19
Anticipated Facility Life Span:
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Land Acquisition (950)$60,000 $60,000
Design (952)$200,000 $200,000
Construction (953)$1,000,000 $1,000,000
Total $200,000 $60,000 $1,000,000 $0 $0 $0 $1,260,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Contract Services $1,000 $1,000 $1,000 $3,000
Total $0 $0 $0 $1,000 $1,000 $1,000 $3,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $200,000 $200,000
Impact/In-Lieu Fees $97,547 $97,547
Grant $60,000 $902,453 $962,453
Total $200,000 $60,000 $1,000,000 $0 $0 $0 $1,260,000
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
HIGUERA STREET WIDENING: BRIDGE TO ELKS & FONTANA TO CHUMASH - FY 2017-18, FY 2018-19
Project Description Community Priority
☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
Higuera Street from Bridge Street to Elks Lane and Fontana to Chumash is currently four lanes with a center
turn lane with the exception of a 200’ roadway section in front of 2995 Higuera Street (Kokkonen Apartments)
and 2963 Higuera Street (San Luis Veterinary Clinic), which narrows to a single northbound lane. Current
northbound Higuera Street traffic must merge into one lane for this short section then return to the two lane
section. Over the course of the last ten years this section of road has experienced 12 traffic collisions. Widening
Higuera Street will correct existing collision pattern and complete this small remaining section of narrow
roadway.
The sidewalk is discontinuous and requires pedestrians to either walk in the dirt area or along the street shoulder. In rainy weather, this area becomes muddy and is
difficult to walk through. Finally, the sidewalk is narrow south of this location and the existing bus shelter is very narrow and not ADA compliant. Widening of the
sidewalk area will provide adequate width for through pedestrian movements around the shelter.
The project is eligible for partial use of transportation impact fees being collected from development however, TIF cannot be used to fund the entire project. This
CIP proposed an approximate 80/20 split between TIF and General Funds. This is due to the substantial benefit to Multimodal improvements with the completion of
the sidewalk, permanent placement of the transit shelter along with ADA compliance, and the widening of the bicycle lane across this segment.
Status
This is a new project not included in the 2015-17 Financial Plan.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500 – Transportation Planning & Engineering
Assignment Program/Work Group Estimated Hours
Project Manager Transportation – Design 200
Environmental Clearance Community Development 10
Contract Management Transportation – Administration 40
Construction Management CIP Engineering – Construction 60
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
HIGUERA STREET WIDENING: BRIDGE TO ELKS & FONTANA TO CHUMASH, FY 2017-18 and 2018-19
Anticipated Facility Life Span: Roadway sections are designed for a 20 year lifespan. Concrete improvements can last up to 100 years depending upon use and
adjacent improvements.
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Design (952)$35,000 $35,000
Construction (953)$300,000 $300,000
Const. Management (954)$30,000 $30,000
Total $0 $35,000 $330,000 $0 $0 $0 $365,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Impact/In-Lieu Fees $35,500 $330,000 $365,500
Total $0 $35,500 $330,000 $0 $0 $0 $365,500
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
ORCUTT & TANK FARM ROUNDABOUT - FY 2017-18, FY 2018-19
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
As part of the City’s General Plan Update & Orcutt Area specific plan the intersection of Orcutt and Tank Farm
has been identified for control upgrades. In recent years’ traffic congestion at this intersection has significantly
increased and with residential development underway this will be a need to provide improved access to Islay
park. Therefore, staff is proposing to move forward with installing roundabout control at this intersection.
This project is included in the Orcutt Area specific plan impact fee program and is proposed to be funded with
development impact fees however, the General Fund of TIF needs to advance the design funding for the project
and be reimbursed by OASP fees as they are collected. If design can be completed by 2018, construction can
occur as part of development of the latter phased of the Righetti subdivision.
Status
This is a new project proposed for FY 2017-19
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500-Transportation Planning and Engineering
Assignment Program/Work Group Estimated Hours
Project Proponent Transportation Planning & Eng. 10
Project Manager Transportation Planning & Eng. 200
Environmental Clearance Community Development 1
Contract Management Transportation Planning & Eng. 100
Construction Management CIP Engineering – Construction 50
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
ORCUTT & TANK FARM ROUNDABOUT - FY 2017-18, FY 2018-19
Anticipated Facility Life Span:
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Design (952)$100,000 $100,000
Construction (953)$0
Const. Management (954)$0
Site Preparation (955)$0
Equipment Acquisition (956)$0
Environmental Review (957)$0
Computer Acquisition (963)$0
Public Art (965)$0
Total $0 $100,000 $0 $0 $0 $0 $100,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $0
Impact/In-Lieu Fees $100,000 $100,000
Total $0 $100,000 $0 $0 $0 $0 $100,000
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
Note: This project is eligible to be funded by Orcutt Area Specific Plan Fees however, fee collection will not occur in time to complete design of the
project. In order to complete the project design in time to have development include the work in its patter phases, t he City may need to advance design
funding in FY 2017-18 and reimburse that amount from OASP fees as they are collected.
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
BICYCLE/PEDESTRIAN SAFETY IMPROVEMENTS - PENNY LANE BRIDGE AT UPRR – FY 2018-19
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
This project will conduct a project study report into the feasibility of installing a bridge at the Penny Street
crossing of the Union Pacific Railroad as part of bicycle and pedestrian improvements. The project is currently
in the adopted Bicycle Plan as well as identified in the Railroad Safety Trail Plan.
Currently pedestrians and bicyclists traveling between the Johnson Avenue residential areas and Downtown
cross the railroad at two locations. First is the narrow Johnson Road undercrossing where the grades of the street
can make it difficult to ride bicycles up and down the street. A second location is the illegal crossing at Penny
Lane where the old Penny Lane bridge used to exist. This bridge was previously removed in exchange for getting
the Johnson Street underpass built by the railroad.
Due to higher traffic volumes along Johnson Avenue, pedestrians often use the bridge at Johnson as well as the slopes at Penny Lane to cross the tracks and then
access Johnson Avenue at the traffic Signal at Lizzie.
French hospital has recently completed a new medical office building on their properties. As part of that project a new class I bike path was built from their parking
lot to Fairview. This access sets the stage for the final completion of a class I facility from Johnson Avenue down to Fairview, across a new Penny Lane Bridge and
then into Downtown.
The project study report will analyze the issues associated with pursuing completion of the Penny Lane Bridge including: permitting requirements from UPRR as
well as the PUC, an engineering study of the bridge design and structural needs, any easement requirements, adjacent property issues and construc tion cost estimates.
The project is TIF eligible but may ultimately compete well for construction grant funding at the regional and state level.
Status
This is an existing project shown in the 2015-17 Financial Plan.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500 Transportation Planning & Engineering
Assignment Program Estimated Hours
Project Proponent Traffic Engineering 40
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
Assignment Program Estimated Hours
Project Manager CIP Engineering – Design 40
Environmental Clearance Community Development 3
BICYCLE/PEDESTRIAN SAFETY IMPROVEMENTS - PENNY LANE BRIDGE AT UPRR
Anticipated Facility Life Span:
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Study (951)$50,000 $50,000
Total $0 $0 $50,000 $0 $0 $0 $50,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Impact/In-Lieu Fees $50,000 $50,000
Total $0 $0 $50,000 $0 $0 $0 $50,000
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
PRADO ROAD BRIDGE & ROAD WIDENING - FY 2017-18, FY 2018-19
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
Prado Road between Higuera & Highway 101 is currently widened to accommodate four lanes with the
exception of the San Luis Creek Bridge and a 500’ section along the frontage of the water treatment facility
which limits Prado to two lanes along this segment. This section of Prado is identified for widening to four
lanes as part of the City’s Circulation Element and incorporated into the Transportation Impact Fee Program.
Also this widening is assumed as a funded and completed project in Environmental Impacts Reports (EIR) for
projects within the vicinity, in particular recent developments within the Margarita Area, Airport Area, and the
Chevron remediation and development project. Widening of this bridge is a prerequisite for t he mitigation
measures and traffic improvements associated with those projects to actually achieve the intended mitigation
outcome. One example of the situation is that EIR’s in the vicinity call for the installation of a dual northbound left turn lane at Prado & Higuera, without the bridge
being widened the second left turn lane would have no place go and therefore could not be provided to actually achieve the mitigation. If this project is differed and
not completed before projects in these areas are ready to begin occupying, the mitigation conditions of those projects will not be achievable and may result in delays
in approving occupancy. Also if this project is not completed it is expected that traffic operations and safety at the intersection of Prado and Higuera will degrade to
beyond acceptable levels as established in the City’s Circulation Element as well as congestion impacts at the Los Osos Valley Road and Madonna Road, Highway
101 interchanges.
Status
This is an existing project shown in the 2015-17 Financial Plan. The City will pursue grants and/or debt financing to cover the future construction costs which are
estimated to be $9.0 million in 2018-19. Funding to begin this project was originally requested as part of the 2001-03 Financial Plan but because of limited
development activity in the Margarita and Airport Areas at that time the project was differed.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500-Transportation Planning and Engineering
Assignment Program/Work Group Estimated Hours
Project Manager Transportation – Design 200 per year
Environmental Clearance Community Development 40 per year
Technical Studies Natural Resources 100 per year
Contract Management CIP Engineering – Construction 500 per year while in construction
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
Anticipated Facility Life Span: Anticipated service life of the new bridge is 30+ years, depending on the approved construction alternative.
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Land Acquisition (950)$25,000 $25,000
Study (951)$40,000 $40,000
Design (952)$690,000 $450,000 $1,140,000
Construction (953)$9,750,000 $9,750,000
Environmental Review (957)$120,000 $120,000
Total $730,000 $595,000 $9,750,000 $0 $0 $0 $11,075,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Impact/In-Lieu Fees $730,000 $0 $0 $730,000
Grant $540,000 $9,000,000 $9,540,000
Impact/In-Lieu Fees $55,000 $750,000 $805,000
Total $730,000 $595,000 $9,750,000 $0 $0 $0 $11,075,000
Impact Fees are proposed to come from Airport Area Specific Plan Fees (AASP) collected to date.
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION PRADO ROAD INTERCHANGE- FY 2017-18 THROUGH FY FY 2021-22 Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Housing was established as a major Council Goal as part of the FY 2015-17 Financial Plan. Major projects such as the Avila Ranch, Righetti Ranch and the San Luis Ranch are processing projects that will deliver significant numbers of housing units in the next ten years. San Luis Ranch, a major residential specific plan area established in the 2014 LUCE is processing its specific plan, environmental review and tract maps. The City recently completed the Los Osos Valley Road/US 101 Interchange project which took approximately ten (10) years to go from initiation to construction completion. The Prado Road interchange is a major infrastructure need in the southern section of the City and is necessary to provide the connectivity and accessibility for new housing and commercial development in the City. Programming advance development work and studies to coordinate permits and project completion thought Caltrans needs to begin for project delivery. The San Luis Ranch has advanced funding and begun the very early coordination of the Caltrans related work to begin identifying a preferred project alternative. Environmental review currently underway will determine when the Interchange will be necessary. This CIP requests anticipates the City acting as lead to complete the project through the Caltrans process. The TIF includes partial funding for the interchange and the project may be eligible for grant funding through SLOCOG or the state transportation improvement program. Additional funding for the project will need to be acquired either through direct developer contributions, an assessment district formation or some other funding source. Status This is a new project not included in the 2015-17 Financial Plan. Impact Fees will be used to fund early work on the interchange project and a financial plan for the project will need to be developed. This CIP assumes a financial plan similar to the LOVR interchange that ultimately resulted in an approximate share of 50/50 between City and regional/state funding. Project Team Lead Department: Public Works Operating Program Number & Title: 50500 Transportation Planning and Engineering Assignment Program/Work Group Estimated Hours Project Management CIP & Transportation Engineering 400 hours per year Environmental Community Development 100 hours per year Technical Studies Natural Resources 100 hours per year Contract Administration CIP Engineering - Administration 90 hours per year Construction Management CIP Engineering - Construction 1000 hours per year Packet Pg 2302
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION Anticipated Facility Life Span: 75 Years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalStudy (951)$25,000 $150,000 $200,000$375,000Design (952)$1,500,000$1,500,000Construction (953)$25,000,000$25,000,000Const. Management (954)$3,000,000$3,000,000Environmental Review (957)$250,000$250,000Total$25,000 $150,000 $450,000 $1,500,000 $0 $28,000,000 $30,125,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalImpact/In-Lieu Fees$25,000 $150,000 $450,000 $750,000$1,375,000Grant$15,500,000$15,500,000Debt Financing$12,500,000$12,500,000Impact/In-Lieu Fees$750,000$750,000Total$25,000 $150,000 $450,000 $1,500,000 $0 $28,000,000 $30,125,000 Note: $750,000 of Impact/In-Lieu Fees in 2019-20 reflects potential developer assistance on the project subject to discussions currently occurring with SLO Ranch Packet Pg 2312
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY PARK MAJOR MAINTENANCE & REPAIRS (ANNUAL) Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Parks require ongoing maintenance in order to continue to provide users a safe and quality experience. This master account provides ongoing funding for the maintenance and replacement of a wide variety of parks equipment and facilities, as described below. 1. Pedestrian Bridges There is one pedestrian bridge in Meadow Park linking the parking lot to the community building and playground, and a second bridge in the connected Exposition Park crossing the creek at about the mid-point of the joined park. Both bridges are in need of replacement. 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. The 2016-17 Budget Supplement advanced funding for the bridge in Exposition Park, replacing the previous funding in the 2015-17 CIP. The previous funding for the Meadow Park bridge is rolled forward. Both bridges are scheduled for construction in 2017. The pedestrian bridge in Mission Plaza between the Art Center and Novo Restaurant has severely worn surface planking. The decking is uneven and the spaces between the planks are increasing as the decking wears, making it more challenging to traverse, and less accessible for anyone with mobility issues. It is likely that the bridge would be required to be replaced in order to modify the grades and provide ADA access to the facility. 2. Sports Courts A. Hardscape The concrete pad in front of the Tennis Courts at Sinsheimer Park has been damaged by tree roots presenting an uneven surface for users entering the courts. The area receives temporary patching, but the surface will remain uneven until it is replaced. 3. Sports Fields A. Bleachers The bleachers located at the Meadow Park and Santa Rosa Park ball fields do not comply with current Consumer Product Safety (CPSC) Guidelines for bleachers. Older bleachers tend to have minimal rails to keep users from falling from or through the bleachers on to the surface below. Falls can occur when guardrails are missing from the backs or open sides of the bleachers or when openings between the seats or guardrails are large enough for a person to pass through. According to the CPSC, most injuries/falls occur to children under the age of 15. Per California Building Code, when spectator seating for viewing of events is provided for the general public, such as bleachers provided at a community ball field, they must provide equivalent spaces for wheelchair bound spectators. In addition, an accessible path of travel must also be provided to the spectator seating. Currently, neither ball field provides wheelchair spaces. At the Meadow Park ball field there is no solid path (only turf) that connects the bleachers to the nearby walkway. At Packet Pg 2322
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY Santa Rosa Park ball field, the existing asphalt surfacing provided around the bleachers and backstop is too steep and bumpy from roots to be considered a compliant path of travel. A significant portion of the project cost is based on the need to provide accessible seating integrated with, or adjacent to, the new bleachers and correct path of travel issues to the new bleachers at both ball fields. Depending on use, a non-compliant drinking fountain at Meadow Park ball field will either be replaced with an ADA compliant drinking fountain or will be removed. B. Lighting The large sport lighting fixtures at the Damon Garcia Sports Fields are due for relamping. The fixtures were installed with the park, and are now 12 years old. Lighting allows night time play, extending the available hours of facility use. This is particularly important to adult players, many of whom work during daylight hours. The lights need regular replacement and due to the height of the fixtures, is most cost effectively performed by the manufacturer. As part of the relamping, the manufacturer also cleans the lenses and reflectors, and disposes of the old fixtures. C. Equipment Storage and Workshop The storage area for Sinsheimer Park houses materials and equipment for the regular maintenance of the Stadium, and provides a work area for maintenance staff. The storage/workshop is a Seatrain container on railroad ties, which leaks through the roof and walls, and has rotting floors. The unit houses the equipment, small tools, and materials dedicated to Stadium maintenance. Without this storage area, all equipment and material needed for maintenance would need to be hauled to the site each day, resulting in lost productivity of approximately 2 hours per day, or about $20,000 per year. The proposal is for construction of a small concrete block maintenance building suitable for equipment and material storage, and repair work performed on site. The alternative would be to replace the existing Seatrain with another Seatrain at a cost of approximately $6,000. D. Drainage The Stadium field at Sinsheimer Park has an underground drainage system to pull excess water from the field. At this time only about 50% of the drainage system is working. The result is that play must be delayed, as right field remains flooded for several days after rainy weather. Some revenue is lost to refunds for unusable conditions. This work will replace the sub-surface drainage system and should be coordinated with the irrigation system replacement as the field will have to be dug up for both projects to complete the work. E. Irrigation Systems The irrigation systems in the parks are generally the same age as the parks, which are of various ages. Of the larger parks, Santa Rosa Park dates from the mid-1950s, Laguna Lake Park from the mid-1960s, Meadow Park, Mission Plaza and Sinsheimer Park from the 1970s to early 1980s. Even more recent additions, such as French Park, are over 25 years old. The irrigation Central Control system was replaced as part of the 2013-15 Financial Plan and provides for sophisticated operation of the system to minimize irrigation and make sure watering is occurring when the plant material needs it, not on fixed schedules. The irrigation distribution infrastructure is now the weak link in the delivery system. In the long term, the parks will benefit from complete irrigation system replacements to improve coverage and efficiency, and reduce repairs. Of all the systems currently in place, the system at Sinsheimer Stadium is in the most pressing need for replacement. The original design provided for 360 degree spray, resulting in the dugouts, backstop, fencing, and infield all being watered, in addition to the turf. The backstop is rusting and needs to be replaced, and portions of the fence are replaced every year at a cost of about $3,000 annually. The wetting of the infield delays infield preparation and the turf cannot be efficiently watered as a balance as to be struck between getting the turf adequately wetted, and not over-wetting non-turf areas. A new irrigation system can be designed to efficiently distribute water onto the turf with minimal overspray, which in addition to reducing damage to the facility, will save water. Packet Pg 2332
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY Two additional valve replacement projects are proposed to address high levels of valve failures at Meadow Park and Mission Plaza. Conversion of an above ground system installed along Calle Joaquin Parkway to underground is proposed for a future year to address high levels of damage and deterioration of the parkway irrigation. Full irrigation system replacements at all major parks are contemplated for future years of the plan to systematically remove outdated and deteriorated systems. 4. Specialty Items A. Fencing The fencing along the Railroad Safety Trail between Orcutt Road and Jennifer Street is a multi-wire fence installed with the trail in 1998. Some of the posts have rotted at the ground and failed. The wire has been cut so many times, that the fence has no integrity. The fence not only needs to be replaced because of the rotting posts but also to improve the integrity by installing something other than wire between the posts, to prevent it from being cut. The alternative would be to install the high iron fence, such as that installed along the California Blvd section of the Trail. This option provides better control of access onto Railroad right-of-way, and based on past bidding, such a large quantity may not be significantly more expensive than post and rail type fencing. Several years ago San Luis Creek undermined the bank at Elsford Park located on San Luis Drive, northeast of California Blvd. The location is popular with students and neighbors from the area, for sitting under shade trees. The undermining created a steeper than 1:1 slope, meaning the top of bank is unsupported, about 20’ above the creek. Although, some safety fencing was installed in 2015, additional fencing is still needed, and the benches at the park need to be relocated closer to the street on new concrete pads to further discourage use of the area near the top of bank. B. Arbor The arbor at Mission Plaza near the flag court is rotted in several places. The structure is original to the plaza construction and provides some shading and architectural detailing to this portion of the plaza. The members are of significant size, so repair is not suited to an in-house repair effort. The work will include replacement of rotted members and refinishing of salvageable members. The exact scope of this work will be based on the updated Mission Plaza Master Plan, scheduled to be completed in 2017. C. Lake Shore & Docks The shoreline of Laguna Lake is regularly acted upon by the wave action in the lake resulting in bank erosion. While much of the shoreline has vegetation growth which assists in protecting the bank, there are areas that are not shielded in this way and have noticeable erosion. In Laguna Lake Park, one such area exists at the end of the main drive aisle down to the lake where it meets the road along the edge of the lake. This area has continued to erode to the point where additional erosion will require closure of the lake road to vehicle traffic. Stabilizing the bank to restore the lake edge will prevent this closure and improve the safety at this intersection. This stabilization is also part of the stormwater management program as it will prevent the introduction of asphalt paving into the lake as the roadway is undermined. This road is the only access road to the boat dock, gazebo picnic area, and other lakeside amenities. There are two docks for Laguna Lake, a large one existing at the north end of the active park which is suitable for larger boats, including the City’s pontoon maintenance boat, and a smaller dock, suitable for small vessels or wind surfers. The bank erosion around the lake has undermined the boat ramp and the approach slab at the smaller docks. The smaller dock approach is now supported on only a small portion of the footprint. This approach and dock are recommended to be permanently removed to reduce long term maintenance. The main dock can serve for all activities. The boat ramp needs repair due to undermining, but appears to be salvageable. Some repairs are needed for the dock to replace panels that have deteriorated in the sun. Packet Pg 2342
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY D. Fitness Equipment The parcourse at Meadow Park has significantly deteriorated and some of the pieces have been removed. The course provides specific exercise elements along a walking or running route to improve overall fitness of the users. The fitness equipment at Emerson Park was donated several years ago and parts are no longer available to fix it. Equipment will be removed as it fails. Status This is an existing project shown in the 2015-17 Financial Plan… Project Team Lead Department: Public Works Operating Program Number & Title: 50200 Landscape and Parks Maintenance Assignment Program/Work Group Estimated Hours Per Year Project Proponent Parks Maintenance Supervisor 50 Project Manager CIP Engineering – Design 200 Technical Studies Natural Resources 20 Environmental Clearance Community Development 40 Contract Management CIP Engineering Administration 60 Construction Management CIP Engineering Construction 200 Site List – For multi-year projects Estimated Cost Implementation Years Location Design Construction Design Construction Priority Meadow Park Building Access Bridge $75,000 2017-18 1 Sinsheimer Court Entrance Hardscape $60,000 2017-18 2 Sinsheimer Irrigation $10,000 $60,000 2017-18 2018-19 3 Sinsheimer Stadium Drainage $10,000 $60,000 2017-18 2018-19 4 Elsford Park Fencing $15,000 2018-19 5 Damon Garcia Sport Lights $30,000 2018-19 6 Meadow Park Irrigation Valves $90,000 2018-19 7 Mission Plaza Irrigation Valves $30,000 2019-20 8 Railroad Bike path fencing - Partial $80,000 2019-20 9 Laguna Lake Docks & Ramp $30,000 2019-20 10 Sinsheimer Equipment Storage $20,000 $90,000 2018-19 2019-20 11 Packet Pg 2352
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY Location Design Construction Design Construction Priority Railroad Bike path fencing - Partial $245,000 2020-21 12 Calle Joaquin Irrigation $10,000 $25,000 2019-20 2020-21 13 Meadow Park Par Course $10,000 $30,000 2019-20 2020-21 14 Laguna Lake Shoreline $20,000 $150,000 future future 15 Emerson Park Fitness Equipment $10,000 $50,000 future future 16 Mission Plaza Arbor $10,000 $60,000 future future 17 Mission Plaza Bridge $200,000 future future 18 Meadow & Santa Rosa Park Bleachers $25,000 $300,000 future future 19 Anticipated Facility Life Span: Varies by Project Initial Projects Costs by Phase Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952) $85,000 $20,000 $20,000 $20,000$0$0$210,000Construction (953) $401,000 $135,000 $255,000 $230,000 $300,000$0$2,086,000Const. Management (954) $40,000$40,000Total $526,000 $155,000 $275,000 $250,000 $300,000$0 $2,336,000 Ongoing Costs by Type Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalTotal $0$0$0$0$0$0$0 Project Funding by Source Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay $526,000 $155,000 $415,000 $400,000 $540,000$0$2,336,000Total $526,000 $155,000 $275,000 $250,000 $300,000$0 $2,336,000 Packet Pg 2362
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY PLAYGROUND EQUIPMENT REPLACEMENT – FY 2017-18 THROUGH 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Replacing playground equipment in the City’s parks limits the City’s liability exposure and keeps the City in compliance with State regulations. In 1999, staff developed a plan to identify replacement of the City’s park playground equipment, which anticipates the useful life of the equipment to be 15 years. In 2008, the State passed AB 1144 which mandates that all play equipment constructed between 1994 and 1999 be replaced or upgraded within 15 years of installation. Justification for funding in Years 1 through 3: Several projects are already out of compliance with the State mandate. In order to minimize the City’s exposure to liability, funding is recommended to be budgeted annually, starting in 2017-18. This project was not funded in the 2015-17 Financial Plan, and as such, annual spending on this program has decreased in recent years. The most recently completed playground replacement was the Santa Rosa Park playground at a cost of $264,000. More recently, construction costs have seen a dramatic increase, and staff estimates that a typical playground replacement project would cost about $400,000. Status This is a new project not included in the 2015-17 Financial Plan. Project Team Lead Department: Public Works Operating Program Number & Title: 50200 Landscape and Parks Maintenance Assignment Program/Work Group Estimated Hours Project Management CIP Engineering – Design 360 hours per project Environmental/Architectural Community Development 40 hours per project Permitting Community Development 4 hours per project Plan Review Park Maintenance 20 hours per project Neighborhood Meetings Parks and Recreation 60 hours per project Contract Administration CIP Engineering - Administration 60 hours per project Construction Management CIP Engineering - Inspection 125 hours per project Packet Pg 2372
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY PLAYGROUND EQUIPMENT REPLACEMENT – FY 2017-18 THROUGH 2021-22 Site List – For multi-year projects Location (with previous construction year) Estimated Year of Construction Islay Hill Park Playground (1997) 2019 Vista Lago Mini Park Playground (2001) 2021 DeVaul Ranch Playground (2002) 2023 Mitchell Park Playground (2003) 2025 Laguna Hills Playground (2004) 2027 Anticipated Facility Life Span: 15 Years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$80,000$25,000$105,000Construction (953)$400,000$0 $150,000$550,000Total$0$0 $80,000 $400,000 $25,000 $150,000 $655,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalTotal$0$0$0$0$0$0$0Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$80,000 $400,000 $25,000 $150,000$655,000Total$0$0 $80,000 $400,000 $25,000 $150,000 $655,000 Packet Pg 2382
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION CITY FACILITY PARKING LOT MAINTENANCE – FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need The total area of City maintained parking lots is approximately 360,000 square feet or 8.3 acres. During a recent inspection only 50% of the lots surfaces were in good condition. In order to increase the percent of lot surfaces in good condition, regular maintenance needs to be completed. Preventive maintenance will provide the best long term solution in providing smooth pavement surfaces at the lowest overall cost. Parking lots have been assessed as to their current condition, and priority ranked considering conditions, along with use levels and safety concerns. Currently, the City receives several inquiries from the community regarding the poor surface conditions of City lots and also about the non-compliance for ADA accessible parking. Status This project was part of the 2013-15 Financial Plan Specification No. 91310. Project Team Lead Department: Public Works Operating Program Number & Title: 50230 Building Maintenance Assignment Program/Work Group Estimated Hours Project Management CIP Engineering - Design 225 hours per year Environmental Community Development 5 hours per year Contract Administration CIP Engineering - Administration 40 hours per year Construction Management CIP Engineering – Construction 120 hours per year Packet Pg 2392
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION CITY FACILITY PARKING LOT MAINTENANCE – FY 2017-18 THROUGH FY 2021-22 Site List – For multi-year projects Location Estimated Year of Construction Pavement Area (for projects in right-of-way) 1042 Walnut Parking Lot 2018 4 1016 Walnut Parking Lot 2020 4 Laguna Lake Park 2021 5 Santa Rosa Park 2022 1 Meadow Park 2023 4 Ludwick Community Ctr Parking Lot 2024 1 Fire Station 2 2025 7 Emerson Park 2025 4 French Park 2026 3 Islay Park 2026 3 Anticipated Facility Life Span: Where full reconstruction is completed, the parking lot will have an expected 20-year life. For sealing work, the life is an estimated 5 to 8 years. Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (952)$20,000 $100,000$0 $20,000 $20,000$160,000Construction (953)$0 $80,000 $180,000$260,000Total$0 $20,000 $100,000$0 $100,000 $200,000 $420,000Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalGeneral Capital Outlay$20,000 $100,000$0 $100,000 $200,000$420,000Total$0 $20,000 $100,000$0 $100,000 $200,000 $420,000 Packet Pg 2402
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION CORPORATION YARD TENANT IMPROVEMENT - FY 2018-19 Project Description Community Priority ☒ New Project ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The Corporation Yard, with most of the structures built over 30 years ago, is outdated in efficiency and in need of tenant improvements, especially to the Operation Center. With the expansion of the Water Resource Recovery Facility (WRRF), certain Utility divisions and staff will be relocating from the Corporation Yard to the new WRRF facilities. This move lends itself to an opportune time to make improvements to the existing Corporation Yard facilities before they are occupied by other work groups. It has been verified that the vinyl tile flooring, which covers most of the Operations Center and a substantial portion of the Fleet Maintenance building, contains asbestos in the flooring mastic. Located in some high-foot traffic areas, the tile has deteriorated and exposed the mastic underneath. Spot repairs of the flooring have proven to be costly, as the mastic and tile have been required to be abated and properly disposed. A majority of the partition walls that comprise offices and work areas in the Operation Center are a modular wall panel system. These wall panels are of flimsy construction and are deteriorating. A clip-in system to secure the wall panels to the ceiling provides no privacy for the individual offices and are not stable against seismic activity. These panels are no longer manufactured and are obsolete; therefore, replacement of the wall panels is not a viable option. In addition, the locker room/restroom areas for male and female staff are aesthetically unpleasing, inefficient and outdated. The individual lockers are of insufficient size and the layout of the rooms themselves for the users are highly inefficient. Restroom and shower areas are deteriorating and are not ADA-compliant. This project would comprise removal and abatement of all vinyl tile flooring, and replacement with new flooring, that will eliminate staff exposure to hazardous materials. The modular wall panel system would be removed and solid partition walls would be installed and reconfigured to provide more efficient office spaces for existing and future staff. Also, the locker rooms and restroom areas would be remodeled to be more efficient and ADA-compliant. The project would be designed prior to Utilities staff relocating to the WRRF, scheduled for 2019, and tenant improvement work would begin prior to any new staff relocating to the Corporation Yard. Status This is a new project not included in the 2015-17 Financial Plan. Project Team Lead Department: Public Works Operating Program Number & Title: 50230 – Building Maintenance Packet Pg 2412
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Assignment Program/Work Group Estimated Hours Project Management CIP Engineering - Design 100 Project Inspection CIP Engineering - Construction 160 Project Administration CIP Engineering - Administration 100 Project Proponent Public Works Administration 40 Environmental Review Planning 8 CORPORATION YARD TENANT IMPROVEMENT - FY 2018-19 Anticipated Facility Life Span: 20 Years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$50,000$50,000Construction (953)$0Const. Management (954)$0Total$0$0 $50,000$0$0$0 $50,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 TotalGeneral Capital Outlay$50,000$50,000Total$0$0 $50,000$0$0$0 $50,000 Packet Pg 2422
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY SILT REMOVAL – FY 2017-2018, FY 2018-19, FY 2019-20, FY 2021-22 Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need Silt carried by storm water settles at points in the creek where the storm water’s velocity decreases. This reduction in velocity allows solids suspended in the water to settle out. As these deposits build up, the capacity of the creek decreases and risk of flooding of the surrounding areas increases. The regular removal of built up silt increases channel capacity and removes the conditions conducive for blocking flow. Status This is an existing project shown in the 2015-17 Financial Plan. Project Team Lead Department: Public Works Operating Program Number & Title: 50320 Flood Control Assignment Program/Work Group Estimated Hours Project Management CIP Engineering - Design450 hoursTechnical Studies Natural Resources200 hoursContract Administration CIP Engineering - Administration80 hoursConstruction Management CIP Engineering - Inspection200 hoursSite List – For multi-year projects Location Estimated Year of Construction San Luis Obispo Creek at Marsh Street Bridge / 101 freeway 2018 & 2021 San Luis Obispo Creek Bypass Channel - Near Water Reclamation Facility northwest side of creek 2017 & 2019 San Luis Obispo Creek Bypass Channel - East side of Prefumo Creek confluence 2018 San Luis Obispo Creek at LOVR - Bridge Barrel Sediment Removal 2018 2018 Prefumo Creek downstream of Madonna Road 2017 & 2021 Prefumo Creek Arm - Between LOVR and Laguna Lake 2018 & 2019 Tank Farm Road at Hollyhock Culvert 2018 & 2021 San Luis Obispo Creek – downstream from LOVR 2018 Sydney Creek at Railroad Safety Trail - East side of bike path2018 & 2021Packet Pg 2432
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY Location Estimated Year of Construction Culvert – Larkspur at Goldenrod 2018 & 2021 Murray Culverts at Broad – Old Garden Creek2018 Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$25,000$25,000Construction (953)$110,000 $50,000 $150,000$310,000Environmental Review (957)$0Total$110,000 $75,000 $150,000$0 $0$0 $335,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGrant$110,000$110,000General Capital Outlay$75,000 $150,000$225,000Total$110,000 $75,000 $150,000$0 $0$0 $335,000 Packet Pg 2442
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY STORM DRAIN SYSTEM REPLACEMENT Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need This master CIP addresses capital maintenance of pipes, culvert and constructed drainage channels and is planned to replace or reconstruct failed facilities. Maintenance of the City’s storm drain system provides for increased flood protection and reduces the likelihood of loose of property. Storm Drain Systems are vital components to the City’s overall stormwater drainage system. These systems vary in age up to one hundred years and many are in need of maintenance or replacement. Without periodic maintenance and repair, these structures will eventually fail and result in unplanned street closures and impacts to the City’s stormwater drainage network. Status This is an existing project shown in the 2015-17 Financial Plan. Specification No. 90742 Storm Drain Replacement Master Account 1. Corrugated Metal Pipe (CMP) Replacement: The entire storm drain system (manholes, inlets, and pipes) was inspected and evaluated to establish overall condition in 2001. About 22 percent of the pipes surveyed were Corrugated Metal Pipe (CMP), a material that no longer conforms to City standards and should be replaced based on known corrosion failure problems (picture at right). As CMP deterioration progresses and becomes more severe, the pipe deforms and often collapses taking the surrounding improvements with it. When Public Works presented the Storm Sewer Management Plan to the Council in 2005, addressing CMP exclusively was one of the options for system maintenance. A second option was to replace all substandard pipes, regardless of material, including non-CMP pipe with inadequate capacity. Because of the prohibitive costs associated with this second option, CMP replacement has consistently been requested and funded in subsequent budgets to address the most fragile portion of the infrastructure as the priority. This effort has been consistently funded by the ½ cent sales tax measure and approximately 5,290 feet of pipe have been installed to replace failed drain systems since funding became available, equating to about 34% of the CMP that needs to be replaced. Capacity and flow efficiencies are gained through improved pipe materials and updated inlets. 2. Old Garden Creek Wall Failure: Old Garden Creek is located in the northwestern area of the City, and is a tributary to Stenner Creek. Portions of Old Garden Creek are constructed of a concrete floor with masonry walls (i.e. retaining walls) forming a fully hardscaped creek channel. A portion of Old Garden Creek immediately upstream and west of Cuesta Drive contains a retaining wall which is failing. The wall contains several trees growing immediately adjacent to and behind the wall, and a residence (152 Cuesta Drive) is located behind the wall. As the trees have increased in size, they have pushed against the retaining wall causing it to lean outward at an angle of about 20 degrees. If left unrepaired, the trees will continue to increase in size and will cause the wall to lean further and eventually fall into the creek channel. The project is located within the 100-year flood plain, and Old Garden Creek is a vital drainage course for flood prevention. If the retaining wall were to fail, the flood potential in the immediate area would increase. Although the creek channel is located within a City drainage easement, it has not yet been determined that the necessary repairs are the responsibility of the City. The first order of work on this project will be to determine the responsibility. Packet Pg 2452
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY 3. Broad and Leff Culvert: The existing culvert was constructed in the early 1900’s and the concrete around the reinforcing steel has worn away over the years. The reinforcing steel is exposed and corroding. It is only a matter of time before this culvert fails. The design of this project was completed in 2013, and is ready to go to construction with only minimal design updating required. Work Plan Estimated Cost Work Type Design Construction Construction Management Fiscal Year CMP Replacement $11,000 $125,000 $15,000 2017-18 CMP Replacement $10,000 $100,000 $12,800 2018-19 CMP Replacement $35,000 $541,545 $75,000 2019-20 CMP Replacement $35,000 $525,000 $76,000 2020-21 CMP Replacement $35,000 $525,000 $76,600 2021-22 Old Garden Creek $20,000 - - 2018-19 Old Garden Creek - $150,000 $25,000 2019-20 Broad / Leff Culvert $20,000 2017-18 Broad / Leff Culvert - $370,000 $25,000 2018-19 Project Team Lead Department: Public Works Operating Program Number & Title: 50320 Stormwater Assignment Program/Work Group Estimated Hours Project Management CIP Engineering - Design 370 hours per year Environmental Community Development 40 hours per year Technical Studies Natural Resources 100 hours per year Contract Administration CIP Engineering - Administration 40 hours per year Construction Management CIP Engineering - Construction 350 hours per year Anticipated Facility Life Span: Anticipated Facility Life Span: Lifespan of improvements is estimated at 50 to 100 years depending on type of installation. Packet Pg 2462
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$28,700 $31,000 $30,000$35,000 $35,000$159,700Construction (953)$475,000 $125,000 $470,000$525,000 $525,000$2,120,000Const. Management (954)$70,600 $15,000 $37,800$76,000 $76,600$276,000Total$574,300 $171,000 $537,800$0 $636,000 $636,600 $2,555,700Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$574,300 $171,000 $537,800$0 $636,000 $636,600$2,555,700Total$574,300 $171,000 $537,800$0 $636,000 $636,600 $2,555,700 Packet Pg 2472
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION BRIDGE MAINTENANCE – FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Annual Maintenance ☒ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need The City of San Luis Obispo has 38 vehicular brides and 11 pedestrian bridges ranging in age from one to 100+ years old. Bridges provide essential access and circulation for pedestrians, cyclists, vehicles, and even utilities over obstacles such as waterways, railroads, freeways, valleys and other obstructions. In accordance with Title 23 of the Code of Federal Regulations (Federal Highway Act) and the National Bridge Inspection Standards, CalTrans provides bridge inspections on vehicular bridges over 20’ in length every 2 to 4 years. The inspection report rates the bridges on their deficiencies, structural adequacy, safe load carrying capacity and overall general condition. The bridges are given a sufficiency rating and a list of suggested maintenance repairs to prolong their life. Bridges are eligible for federal funding assistance for rehabilitation if they have sufficiency ratings of less than 80, or for complete replacement for ratings less than 50. If the service life has been exceeded or maintenance is not sufficient to correct the deficiencies, then bridges are recommended for rehabilitation or replacement under a separate CIP request. This request proposes to provide preventative maintenance to the bridges with sufficiency ratings between 80 and 100 in an effort to keep their rating from dropping below 80. There are 9 vehicular bridges in this category. Seven projects are proposed that include preventative maintenance work such as deck sealing of the top surface and crack sealing to prevent moisture from migrating into the slab and cause eventual damage to the steel reinforcement. The City is in need of a bridge preventive maintenance program to maintain and preserve these important assets on an on-going basis. Routine preventative maintenance will prolong the life of a bridge and postpone its replacement, or allow for a less costly rehabilitation rather than an expensive and disruptive replacement project. Funding for recommended maintenance will come from general capital outlay to address the existing maintenance backlog and new maintenance recommendations as they occur. Grant funding may be available to supplement this work through the Federal Highway Bridge Program. Status This is a new project not included in the 2015-17 Financial Plan. Project Team Lead Department: Public Works Operating Program Number & Title: 50320 Flood Control Packet Pg 2482
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION Assignment Program/Work Group Estimated Hours Project Management CIP Engineering - Design 120 hours per year Environmental Community Development 40 hours per year Contract Administration CIP Engineering - Administration 40 hours per year Construction Management CIP Engineering - Construction 160 hours per year Site List – For multi-year projects Location Rating Work Type Estimated Year of Construction Pavement Area (for projects in right-of-way) Broad St. Bridge near El Capitan (49C-445) 84 Deck Seal 2019 3 Nipomo St. Bridge near Monterey (49C-369) 96.6 Deck Seal 2019 4 Fuller Road Bridge near Broad (49C-463) 93.2 Deck Seal 2019 3 Murray St. near Santa Rosa (49C-397) 96.9 Crack Sealing/Concrete Repairs 2020 8 Chorro St. near Monterey/Higuera (49C-405) 80.3 Crack Sealing/Concrete Repairs 2020 9 Broad St. Culvert near Capitolio Way (49C-446) 88.6 Crack Sealing/Concrete Repairs 2020 3 Marsh St. @ Hwy 101 on/off ramp (49C-415) 89.1 Crack Sealing/Concrete Repairs 2020 4 Anticipated Facility Life Span: Bridges have a design life of 100 years. Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalConstruction (953)$0 $50,000 $150,000 $75,000 $75,000$350,000Total$0$0 $50,000 $150,000 $75,000 $75,000 $350,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$0 $50,000 $150,000 $75,000 $75,000$350,000Total$0$0 $50,000 $150,000 $75,000 $75,000 $350,000 Packet Pg 2492
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION BRIDGE REPLACEMENT – CHORRO STREET (FY 2017-18 THROUGH FY 2021-22) Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The City of San Luis Obispo has 38 vehicular bridges and 11 pedestrian bridges ranging in age from one to 100+ years old. Bridges provide essential access and circulation for pedestrians, cyclists, vehicles, and even utilities over obstacles such as waterways, railroads, freeways, valleys and other obstructions. The Chorro Street Bridge, near the intersection of Chorro and Lincoln streets, was built in 1935. During an inspection by Caltrans in 2015, the bridge was classified as functionally obsolete because of the bridges non-standard railing and non-standard approaches. The obsolete classification made the Chorro Bridge eligible for Highway Bridge Program funds. The City submitted an application before the criteria change was made and the Chorro Bridge is eligible for funding as it becomes available. Substantial savings to the City are expected by using federal funds for up to 90% with a 10% City match. Status This is a new project not included in the 2015-17 Financial Plan. Project Team Lead Department: Public Works Operating Program Number & Title: 50500 – Transportation Planning and Engineering Assignment Program/Work Group Estimated Hours Project Management CIP Engineering – Design 110 hours per year Technical Studies Natural Resources 15 Contract Administration CIP Engineering - Administration 80 Construction Management CIP Engineering – Construction 400 Packet Pg 2502
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION BRIDGE REPLACEMENT – CHORRO STREET – FY 2017-18 THROUGH FY 2021-22 Anticipated Facility Life Span: Bridges have a design life of 100 years. Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalLand Acquisition (950) $0Design (952)$363,000$363,000Construction (953) $0Total$0$0$0$0$0 $363,000 $363,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGrant$321,300$321,300General Capital Outlay$41,700$41,700Total$0$0$0$0$0 $363,000 $363,000 Packet Pg 2512
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION BRIDGE REPLACEMENT – MADONNA ROAD - FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The City of San Luis Obispo has 38 vehicular bridges and 11 pedestrian bridges ranging in age from one to 100+ years old. Bridges provide essential access and circulation for pedestrians, cyclists, vehicles, and even utilities over obstacles such as waterways, railroads, freeways, valleys and other obstructions. The Madonna Road Bridge, east of Oceanaire Drive, was built in 1958. During an inspection by Caltrans in 2015, the bridge was classified as functionally obsolete because of non-standard bridge railing and non-standard approaches. The obsolete classification made the Madonna Road Bridge eligible for Highway Bridge Program funds. The City submitted an application before the criteria change was made and the Madonna Road Bridge is eligible for funding as it becomes available. Substantial savings to the City are expected by using federal funds for up to 90% with a 10% City match. Status This is a new project not included in the 2015-17 Financial Plan. Project Team Lead Department: Public Works Operating Program Number & Title: 50500 – Transportation Engineering and Planning Assignment Program/Work Group Estimated Hours Project Management CIP Engineering – Design 110 hours per year Technical Studies Natural Resources 15 Contract Administration CIP Engineering - Administration 80 Construction Management CIP Engineering – Construction 400 Packet Pg 2522
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION BRIDGE REPLACEMENT – MADONNA ROAD -FY 2017-18 THROUGH FY 2021-22 Anticipated Facility Life Span: Bridges have a design life of 100 years. Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalLand Acquisition (950) $0Design (952) $451,000$451,000Construction (953) $0Total$0$0$0$0$0 $451,000 $451,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGrant $399,300$399,300General Capital Outlay $51,700$51,700Total$0$0$0$0$0 $451,000 $451,000 [ Packet Pg 2532
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION BRIDGE REPLACEMENT – NIPOMO STREET – FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The City of San Luis Obispo has 38 vehicular bridges and 11 pedestrian bridges ranging in age from one to 100+ years old. Bridges provide essential access and circulation for pedestrians, cyclists, vehicles, and even utilities over obstacles such as waterways, railroads, freeways, valleys and other obstructions. The Nipomo Street Bridge, west of the Nipomo at Peach intersection, was built in 1922. During an inspection by Caltrans in 2015, the bridge was classified as functionally obsolete because of the decks nonstandard geometry and nonstandard railing. The obsolete classification made the Nipomo Bridge eligible for Highway Bridge Program funds. The City submitted an application before the criteria change was made and the Nipomo Bridge is eligible for funding as it becomes available. Substantial savings to the City are expected by using federal funds for up to 100% with a 0% City match. Status This is a new project not included in the 2015-17 Financial Plan. Project Team Lead Department: Public Works Operating Program Number & Title: 50500 – Transportation Engineering and Planning Assignment Program/Work Group Estimated Hours Project Management CIP Engineering – Design 110 per year Technical Studies Natural Resources 15 Contract Administration CIP Engineering - Administration 80 Construction Management CIP Engineering – Construction 400 Packet Pg 2542
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION BRIDGE REPLACEMENT – NIPOMO STREET – FY 2017-18 THROUGH FY 2021-22 Anticipated Facility Life Span: Bridges have a design life of 100 years. Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalLand Acquisition (950) $160,000$160,000Design (952) $390,500$390,500Construction (953)$0Total$0$0$0$0 $390,500 $160,000 $550,500Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGrant $390,500 $160,000$550,500Total$0$0$0$0 $390,500 $160,000 $550,500 Packet Pg 2552
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE GREEN FLEET VEHICLE CHARGING STATIONS – FY 2017-18, FY 2018-19 Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Recently, the City has begun efforts to replace fossil fuel dependent vehicles with vehicles that operate on alternative energy sources. Over the past two years, the City has purchased five plug-in hybrid vehicles that utilize electricity and gasoline, however, the City currently does not have the capability to charge these new vehicles at the 919 Palm Street parking structure. The City plans on purchasing an additional five plug-in hybrids over the next two years and would like to consider full electric vehicle options for the City’s fleet. In order to support the current and additional “green-fleet” vehicles, the installation of the electric charging stations is needed. Status This is a new project not included in the 2015-17 Financial Plan. Based upon a review of the current 919 Palm Street Parking Structure infrastructure, additional electric circuits and sub-panel would be required to support the charging stations. Project Team Lead Department: Public Works Operating Program Number & Title: Vehicles and Equipment 50340 Assignment Program/Work Group Estimated Hours Project Management Fleet Manager 40 hours Construction Management CIP Engineering – Design 40 hours Construction Management CIP Engineering – Inspection 40 hours Packet Pg 2562
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE GREEN FLEET VEHICLE CHARGING STATIONS – FY 2017-18, FY 2018-19 Anticipated Facility Life Span: Estimated at 20 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$30,000$30,000Construction (953)$75,000$75,000Total$0 $30,000 $75,000$0$0$0 $105,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalContract Services$0$0$0$0$0Total$0$0$0$0$0$0$0Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalFleet Replacement$30,000 $75,000$105,000Total$0 $30,000 $75,000$0$0$0 $105,000 Note: There is an estimated $5,000 annual service cost for the charging stations that will be offset by the savings in fuel costs. Packet Pg 2572
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
PEDESTRIAN AND BICYCLE PATHWAY MAINTENANCE – FY 2017-18 THROUGH FY 2021-22
Project Description Community Priority
☒ Annual Maintenance ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
There are approximately 6.5 miles of asphalt concrete pathways and bike paths within the City. Examples of
these paths are the Railroad Safety Trail, the Bob Jones Trail, and various pathways located within City parks.
These pathways are used by bicycles and pedestrians, along with occasional service vehicles. To maintain
accessibility to the City’s facilities and reduce the risk of accidents, regular maintenance of pathways is
important.
The City has not established a policy for maintenance of these facilities to date. Staff looked to the City’s
Pavement Management Plan (PMP) for guidance. The current PMP, as revised by the Council in 2009, includes
the objective of maintaining at least 70% of Local Streets in good condition and less than 7% in bad condition. (A pavement surface with a Pavement Condition
Index (PCI) of greater than 70 is considered to be in good condition and a one with a PCI less than 30 is considered to be in bad condition.) These criteria have been
applied to City-maintained pathways, to develop a basis for a funding request. Approximately 75% of these pathways are in good condition. The recommended
funding level is sufficient to maintain this level of condition for pathways in good condition, and to provide repair and replacement of damaged pathways.
The scope of this ongoing project generally consists of spot repairs to the pavement surface, the app lication of a seal coat, and removal of vegetation.
Status
This is an existing project shown in the 2015-17 Financial Plan.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50200 Landscape and Parks Maintenance
Assignment Program/Work Group Estimated Hours Per Year
Project Management CIP Engineering - Design 100 hours per project
Contract Administration CIP Engineering - Administration 40 hours per project
Construction Management CIP Engineering – Construction 80 hours per project
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PEDESTRIAN AND BICYCLE PATHWAY MAINTENANCE – FY 2017-18 THROUGH FY 2021-22
Site List – For multi-year projects
Location Estimated Year of
Construction
Meadow Park Pathways 2018 & 2019
Poinsettia Creek Walk 2020
Bob Jones City to Sea Trail at WRRF 2021
Railroad Safety Trail from Cal Poly to Taft Street 2022
Anticipated Facility Life Span: Pathway Maintenance extends service life approx. 5 to 10 years.
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Construction (953)ongoing $60,000 $60,000 $40,000 $80,000 $60,000 $300,000
Total $0 $60,000 $60,000 $40,000 $80,000 $60,000 $300,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay ongoing $60,000 $60,000 $40,000 $80,000 $60,000 $300,000
Total $0 $60,000 $60,000 $40,000 $80,000 $60,000 $300,000
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
SIDEWALK REPLACEMENT AND INSTALLATION – FY 2017-18 THROUGH FY 2021-22
Project Description Community Priority
☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
The City has an established system of streets with curbs, gutters, and sidewalks. The City’s sidewalk system is
comprised of 202 miles of sidewalk and 2436 points at intersections where pedestrians cross the street. Repairs
to the sidewalk system are often needed to mitigate displaced, broken, or settled sidewalk panels. New
installations of sidewalk and curb ramps are required to continue the City’s program to provide a complete and
assessable pedestrian path of travel.
Status
This is an existing project shown in the 2015-17 Financial Plan.
1. Sidewalk Installation and Replacement (Specification No. 90849): Approximately 15,000 locations
exist where sidewalk repairs are needed in the City’s right of way. The City make temporary repairs to
the majority of damaged area locations, with a combination of City Maintenance crews and contract
services completing reconstruction. Damaged areas of curb, gutter , and sidewalk are repaired in
advance of pavement maintenance work to prevent cutting into new pavement during construction.
2. Sidewalk Ramp Installation (Specification No. 99868): Pedestrians street crossing require curb ramps.
Of the 2436 points at intersections where pedestrians cross the street, 700 Americans with Disabilities
Act (ADA) compliant curb ramps are provided, 1207 non-ADA compliant curb ramps are provided,
and 526 with no curb ramps between the street and sidewalk are provided. These crossing work well
for most people but can be challenging to negotiate for those with physical disabilities. The ADA
requires that any alteration to a street include construction of an accessible ramp where none exist, and
to make compliant any ramps that existed previously.
3. Railroad District Sidewalk (Specification No. 90849): This work will include the replacement of the
boardwalk sidewalk in the Railroad District with pavers. Currently 11,300 square feet of sidewalk have
pressure treated wood boards for sidewalk which over the years have become a tripping hazard and
maintenance intensive. Using 25% of the yearly sidewalk funds will allow these boardwalks to be
replaced in approximately four years.
4. North Chorro Sidewalk (Specification No. 90849): Additionally, this request also includes funding in the third year for the installation of sidewalk along
North Chorro Street. This location is on City-owned property outside of the City limits and within SLO County jurisdiction. This site is also the lo cation
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of the future Gateway Monument Sign. As a condition of approval for the monument sign, the County is requiring the sidewalk to be installed, connecting
the two separate sidewalks, within five years of completion of the monument sign.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50300 Streets and Sidewalk Maintenance
Assignment Program/Work Group Estimated Hours
Project Management CIP Engineering - Design 160 hours per year
Environmental Community Development 8 hours per year
Contract Administration CIP Engineering - Administration 60 hours per year
Construction Management CIP Engineering - Construction 250 hours per year
Work Plan
Estimated Costs
Work Type Design Construction Fiscal Year
Sidewalk Installation and Replacement (Pavement Area 2, 4 & 9) $150,000 2017-18
Sidewalk Installation and Replacement (Pavement Area 3, 4 & 9) $150,000 2018-19
Sidewalk Installation and Replacement (Pavement Area 4 & 9) $150,000 2019-20
Sidewalk Installation and Replacement (Pavement Area 4, 5 & 9) $150,000 2020-21
Sidewalk Installation and Replacement (Pavement Area 6 & 9) $200,000 2021-22
Sidewalk Curb Ramp Installation and Replacement (Pavement Area 2, 4 & 9) $5,000 $105,000 2017-18
Sidewalk Curb Ramp Installation and Replacement (Pavement Area 3, 4 & 9) $5,000 $20,000 2018-19
Sidewalk Curb Ramp Installation and Replacement (Pavement Area 4 & 9) $10,000 $240,000 2019-20
Sidewalk Curb Ramp Installation and Replacement (Pavement Area 4, 5 & 9) $10,000 $240,000 2020-21
Sidewalk Curb Ramp Installation and Replacement (Pavement Area 6 & 9) $10,000 $240,000 2021-22
Railroad District Sidewalk $50,000 2017-18
Railroad District Sidewalk $50,000 2018-19
Railroad District Sidewalk $50,000 2019-20
Railroad District Sidewalk $50,000 2020-21
North Chorro Sidewalk $70,000 2019-20
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
SIDEWALK REPLACEMENT AND INSTALLATION (ANNUAL)
Anticipated Facility Life Span: Sidewalks can last indefinitely: however, sidewalk areas around trees have a shorter life span and may need to be repaired within
10 to 30 years depending upon the age and variety of the tree.
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Design (952)$5,000 $5,000 $10,000 $10,000 $10,000 $40,000
Construction (953)$220,000 $305,000 $510,000 $440,000 $440,000 $1,915,000
Total $0 $225,000 $310,000 $520,000 $450,000 $450,000 $1,955,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $225,000 $205,000 $270,000 $200,000 $200,000 $1,100,000
Grant $105,000 $0 $250,000 $250,000 $250,000 $855,000
Total $0 $330,000 $205,000 $520,000 $450,000 $450,000 $1,955,000
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
STREET RECONSTRUCTION AND RESURFACING (ANNUAL)
Project Description Community Priority
☒ Annual Maintenance ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
Pavement maintenance is an on-going need and provides increased roadway life and a smooth
pavement surfaces. Deferring pavement maintenance results in pavement deterioration and higher
pavement maintenance costs in the future.
The City’s Pavement Management Plan (PMP), adopted in 1998, established nine pavement
maintenance zones within the City, and a plan in which each of these areas receives maintenance on
an eight-year rotation. The PMP also sets forth recommended funding for pavement maintenance
projects to be included in the City’s Capital Improvement Plan. In 2009, the City Council approved
a modified PMP that provided greater priority for arterial streets while maintaining the eight -year
rotation for maintenance work on local streets.
Status
This is an existing project shown in the 2015-17 Financial Plan - Specification No. 90346 Street
Reconstruction & Resurfacing Master Account
Project Team
Lead Department: (Public Works, CIP Engineering)
Operating Program Number & Title: 50300 Streets and Sidewalk Maintenance
Assignment Program/Work Group Estimated Hours
Pavement Management Program CIP Engineering – Design 60 hours per year
Project Management CIP Engineering – Design 500 hours per year
Environmental Community Development 8 hours per year
Contract Administration CIP Engineering – Admin 60 hours per year
Construction Management CIP Engineering – Construction 400 hours per year
Site List – For multi-year projects
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
Location Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Area 8 and 1 Local and Collector Streets 2016 8 and 1
Arterial Streets 2017 Citywide
Area 2 and 3 Local and Collector Streets 2018 2 and 3
Arterial Streets 2019 Citywide
Area 4 and 5 Local and Collector Streets 2020 4 and 5
Arterial Streets 2021 Citywide
Anticipated Facility Life Span: Reconstruction and Resurfacing projects are designed for a service life of 20 years. Preventative Maintenance (i.e. slurry se al)
provides an extended service life of approximately 6 years.
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Study (951)$50,000 $60,000 $50,000 $60,000 $50,000 $60,000 $330,000
Design (952)$0 $0
Construction (953)$1,510,700 $1,555,000 $1,334,000 $1,100,980 $1,352,500 $1,669,700 $8,522,880
Const. Management (954)$70,000 $70,000 $70,000 $75,000 $80,000 $365,000
Total $1,630,700 $1,685,000 $1,454,000 $1,160,980 $1,477,500 $1,809,700 $9,217,880
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $1,630,700 $1,685,000 $1,454,000 $1,160,980 $1,477,500 $1,809,700 $9,217,880
Total $1,630,700 $1,685,000 $1,454,000 $1,160,980 $1,477,500 $1,809,700 $9,217,880
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
TRAFFIC SIGNS & STRIPING MAINTENANCE - FY 2017-18 & 2018-19
Project Description Community Priority
☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
Traffic Signs
The City is responsible for maintenance of approximately 15,000 traffic signs. In January of 2008 the U.S.
Department of Transportation, Federal Highway Administration (FHWA) adopted a mandate requiring public
agencies to maintain minimum retro-reflectivity level (how well light reflects off a sign). This budget is the
City’s primary mechanism for implementing this federal mandate.
Traffic Striping
The City is responsible for maintaining 133 miles of streets, 2400 sidewalk ramp crossings, 70 signalized
intersections, 241 miles of sidewalks and 60 miles of bike lanes and paths. Legible legends and markings are
essential to enabling safe travel by the public. Specifically, lane lines, stop bars, marked crosswalks and other
visible indicators enable motorists, cyclists and pedestrians to safely navigate the City’s transportation network.
Thermoplastic markings last longer than the old method of painting, and should be replaced approximately
every eight (8) years.
Status
This is an existing project shown in the 2015-17 Financial Plan. Specification No. 90943 (91319) Master Account
Project Team
Lead Department: (Public Works)
Operating Program Number & Title: 50300 Streets and Sidewalk Maintenance
Assignment Program/Work Group Estimated Hours
Project Management Transportation 160 per year
Contract Administration Transportation 80 per year
Construction Management CIP Engineering - Construction 60 per year
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
Anticipated Facility Life Span: Signs have an anticipated life span of 5 to 10 years depending on the orientation of the sign and specific sign conditions. These
signs already exist and are being replaced, so no additional costs are anticipated as a result of this work.
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Construction (953)$25,000 $25,000 $75,000 $75,000 $75,000 $275,000
Total $0 $25,000 $25,000 $75,000 $75,000 $75,000 $275,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $25,000 $25,000 $75,000 $75,000 $75,000 $275,000
Total $0 $25,000 $25,000 $75,000 $75,000 $75,000 $275,000
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
NEW STREET LIGHTS – FY 2017-18 THROUGH FY 2021-22
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
Currently the City does not have a funding source or program for responding to requests for new street lights.
Staff is proposing to establish a new street light request program and master account to fill this need.
Status
This is a new ongoing project requested to commence in FY 2017-18
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500-Transportation Planning and Engineering
Assignment Program/Work Group Estimated Hours
Project Proponent Transportation Planning & Engineering 50
Project Management Transportation Planning & Engineering 100
Contract Administration CIP Engineering - Administration 10
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
NEW STREET LIGHTS – FY 2017-18 THROUGH 2021-22
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Construction (953)$20,000 $20,000 $20,000 $20,000 $80,000
Total $0 $20,000 $20,000 $0 $20,000 $20,000 $80,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $20,000 $20,000 $20,000 $20,000 $80,000
Total $0 $20,000 $20,000 $0 $20,000 $20,000 $80,000
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
2015 TRAFFIC SAFETY REPORT IMPLEMENTATION - FY 2017-18
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority: Traffic Congestion Relief/Safety
Improvements
Purpose and Need
As part of the 2015 Traffic Safety Report, the following three safety projects were identified that exceeded the
budget capacity of the Transportation Safety & Operations program. As directed as part of the Traffic Safety
Report to Council these projects are now being recommended as part of the 2017-19 Budget.
1. Marsh & Broad Traffic Signal ($175,000): The intersection of Marsh and Broad Streets has been
identified as a top ranking collision location. This collision pattern is attributed to the number of signal
indications for each approach and overall intersection visibility. Modifications to the traffic signal to
improve visibility is recommended as part of this request.
2. Laurel Lane Road Diet ($180,000): The Laurel Ln. corridor between Johnson & Orcutt has been
identified as a top ranking collision location for pedestrians. This collision pattern is attributed to the
unnecessary width of the roadway which creates longer pedestrian crossings and a higher propensity for
speeding. Reducing Laurel ln. to one lane in each direction with a center turn lane and buffered bike lanes
is recommended as part of this project.
3. Speed Feedback Signs ($60,000): The California Street approaches to Monterey have been identified as a top ranking collision location for vehicles and
bicycles. This collision pattern is attributed to excessive speeding. Installing speed feedback devices to improve speed limi t compliance is recommended as
part of this project.
Status
This is a new project not included in the 2015-17 Financial Plan.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500-Transportation Planning and Engineering
Assignment Program/Work Group Estimated Hours
Project Manager Transportation – Design 260 per year
Environmental Clearance Community Development 1 per year
Contract Management CIP Engineering – Construction 100 per year
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
2015 TRAFFIC SAFETY REPORT IMPLEMENTATION - FY 2017-18
Anticipated Facility Life Span: Improvements are expected to provide adequate capacity for at least 30 years.
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Construction (953)$60,000 $175,000 $180,000 $415,000
Total $0 $60,000 $175,000 $180,000 $0 $0 $415,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $60,000 $0 $60,000
Grant $175,000 $175,000
Total $0 $60,000 $175,000 $0 $0 $0 $235,000
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
ACTIVE TRANSPORTATION PLAN, FY 17-19
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
This project will update and expand the Bicycle Transportation Plan scope to include pedestrians, creating an
Active Transportation Plan that address both Bicycle and Pedestrian transportation. This effort will include
study of the City’s pedestrian transportation system and development of pedestrian policies and plans consistent
with the scope and scale of the City’s bicycle polices and plans in collaboration with working with partner
community groups, stakeholders. This project will also include updates to bicycle policies and plans reflecting
planned networks in the City’s new development areas (Avila Ranch, San Luis Ranch, & Froom Ranch) as well
as modernizing the bicycle policy and plan to include such things as new infrastructure types such as
buffered/protected lanes and class IV facilities.
Status
This is a new project proposed for 2017-19
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500 Transportation Planning & Engineering
Assignment Program/Work Group Estimated Hours
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
ACTIVE TRANSPORTATION PLAN, FY 17-19
Anticipated Facility Life Span:
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Study (951)$40,000 $40,000
Total $0 $40,000 $0 $0 $0 $0 $40,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $40,000 $40,000
Total $0 $40,000 $0 $0 $0 $0 $40,000
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
BICYCLE FACILITY IMPROVEMENTS - FY 2017-18 THROUGH FY 2021-22
Project Description Community Priority
☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
Relief of traffic congestion and the development of bikeways are high priority needs as identified in the 2011-
13, 2013-15, and 2015-17 Financial Plan Goal setting process. This funding allows the City to complete small-
scale bicycle facility improvements in a cost efficient manner by incorporating them into larger projects such
as the City’s annual pavement maintenance project. Past projects include removal of storm drai n grates that
impact bike lanes, bike lane signing and striping, and shared lane markings in conjunction with City paving
projects. Improving bikeways encourages bicycle riding as an alternative travel mode, supporting congestion
relief and greenhouse gas emission reduction.
Status
This is an existing project shown in the 2015-17 Financial Plan.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500 Transportation Planning and Engineering
Assignment Program/Work Group Estimated Hours
Project Management CIP Engineering - Design 40
Construction Management CIP Engineering - Construction 50
Project Administration CIP Engineering 16
Project Proponent Transportation Planning & Eng 10
Site List – For multi-year projects
Location Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Various Locations 2017 Citywide Arterials
Various Locations 2018 Area 2 and 3
Various Locations 2019 Citywide Arterials
Various Locations 2020 Area 4 and 5
Various Locations 2021 Citywide Arterials
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Construction (953)$100,000 $100,000 $100,000 $110,000 $110,000 $520,000
Total $0 $100,000 $100,000 $100,000 $110,000 $110,000 $520,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $100,000 $100,000 $100,000 $110,000 $110,000 $520,000
Total $0 $100,000 $100,000 $100,000 $110,000 $110,000 $520,000
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
BOB JONES TRAIL – PREFUMO CREEK CONNECTION TO OCEANAIRE, FY 2017-19
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
Constructing a class I bicycle connection from Calle Joaquin to Oceanaire will cost $1,060,000 for
construction and $1,000 for maintenance, both in FY 2018-19.
This project will construct the Bob Jones Trail from Calle Joaquin to Oceanaire Avenue past the Target
shopping center. As part of the development of the Target Center (Prefumo Creek Commons) the developer
contributed $249,507 in air quality mitigation fees to the City for use in constructing the path. This money
was received in 2010 and needs to be used. The City was unsuccessful in using this sum as a source for local
match in a past Statewide Active Transportation Grant application. In FY 2015-17, funds were activated to
complete design and environmental work in hopes to have a better state of “readiness” in upcoming grant
cycles.
The City is hoping to use a previously acquired bridge to reduce costs for the project, which is identified in
the Bicycle Transportation Plan. In addition, the path was included in the environmental determination for the
Calle Joaquin Agricultural Master Plan but will likely need additional environmental review as part of project development.
It is anticipated that the project will compete favorably for outside grant funding however, the remaining part of developer contribution, Measure G, TIF or general
fund will be needed as local match if a grant is not realized. Funding may need to be moved forward depending upon successful competition and award of grant
funding.
Status
This is an existing project shown in the 2015-17 Financial Plan. The planning was included under the Bicycle Transportation Plan Implementation. Planning for this
project is well underway and expected to be completed Spring 2017.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500-Transportation Planning and Engineering
Assignment Program/Work Group Estimated Hours
Construction
Management
CIP Engineering - Construction 480
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
BOB JONES TRAIL PREFUMO CREEK CONNECTION TO OCEANAIRE, FY 2017-19
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Study (951)$35,000 $35,000
Design (952)$121,000 $121,000
Construction (953)$1,000,000 $1,000,000
Const. Management (954)$60,000 $60,000
Total $156,000 $0 $1,060,000 $0 $0 $0 $1,216,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $1,000 $1,000 $1,000 $3,000
Staff $0
Contract Services $0
Total $0 $0 $0 $1,000 $1,000 $1,000 $3,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $156,000 $216,000 $1,000 $1,000 $1,000 $375,000
Grant $750,000 $750,000
Impact/In-Lieu Fees $94,000 $94,000
Total $156,000 $0 $1,060,000 $1,000 $1,000 $1,000 $1,219,000
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION BROAD STREET CORRIDOR ACCESS IMPROVEMENTS FY 2017-18, FY 2018-19, FY 2019-20 Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need The Broad Street transportation corridor is a major spine of the City’s transportation and transit network. It serves multiple transportation needs as a regional arterial street and as a local street serving businesses, residences, shopping, and important community facilities. The street design allows for high traffic volumes, relatively high speeds, and continuous, uncontrolled left turns into streets and driveways, making it difficult for residents to access businesses, adjacent neighborhoods, schools, parks, and public transit. Traffic volumes on Broad Street, up to 29,100 vehicles per day in 2010, discourage all but the most determined pedestrians and bicyclists from crossing Broad Street. The Broad Street Corridor Plan was adopted as part of the LUCE approval in 2014. The plan recommends street changes along Broad Street, between South Street and Orcutt, to improve connectivity and public safety. The City was successful in working with Caltrans to relinquish this segment of Broad Street from the state highway system and is now in full control of the street design and standards. A recurring theme voiced at public hearings and workshops for both the Broad Street Corridor Plan and the FY 2017-19 Goal setting process was the need for safe pedestrian and bicycle crossings and paths. For example, public transit users traveling southbound on Broad Street face a significant challenge if they want to disembark mid-block and cross to a business on the east side of the street. The Area Plan proposes context sensitive design solutions that improve mobility, calm traffic, and enhance the aesthetic character for the Broad Street corridor and adjacent neighborhoods. Better connections between the planning area and surrounding facilities like Hawthorne Elementary School, Sinsheimer Elementary School, and Sinsheimer Park are needed. Additionally, redevelopment on the east side of Broad Street along Victoria avenue is creating new residents that will need to connect to these areas as new housing comes on line. This project will continue the work of the Broad Street Corridor Plan (BSCP) with a focus on identifying connectivity and safety improvements along Broad Street from South Street to Orcutt Road. Although the BSCP identifies significant changes to Broad Street (street realignments, signalization, medians, etc) funding available for these improvement sis limited. This request proposes to begin study of potential changes along Broad Street that could be implemented at lower costs than the full plan and advance improvements at one or more locations in the corridor. Funds for additional study of the corridor along with public engagement in FY 2017-18; design in FY 2018-19 and construction in FY 2019-20. Improvements to be considered may include: revising striping between South and Orcutt to reduce travel lane widths, increase bicycle separation and pedestrian refuge, signalization or additional traffic control options at Woodbridge or Lawrence, micro median island placement or hawk signals at strategic locations to improve pedestrian connectivity. Packet Pg 2772
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Status This is a new project not included in the 2011-19 Financial Plan and is part of the Major Council Goal for Multimodal Transportation. Project Team Lead Department: Public Works - Transportation Operating Program Number & Title: 50500 Transportation Planning and Engineering Assignment Program/Work Group Estimated Hours Project Manager Transportation – Design 260 per year Environmental Clearance Community Development 1 per year Contract Management CIP Engineering – Construction 100 per year Anticipated Facility Life Span: Improvements are expected to provide adequate capacity for at least 30 years. Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalStudy (951)$25,000$25,000Design (952)$45,000$45,000Total$0 $0 $0 $25,000 $45,000$0 $70,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$45,000$45,000Impact/In-Lieu Fees$25,000$25,000Total$0 $0 $0 $25,000 $45,000$0 $70,000 Note: Although this project is not predicated on development, the City has collected approximately $25,000 to date from area development mitigation fees to assist in improvements along Broad Street. Packet Pg 2782
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
RRST PEPPER STREET TO THE TRAIN STATION, FY 17-19
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
This project will complete a gap in the Railroad Safety Trail (RRST) from Pepper Street to th e Train Station.
In the FY 15-17 budget, a project was initiated to construct a segment of the RRST from California to Pepper
Street. The new project will complete an on-street segment to extend the trail to the Train Station and connecting
to the existing RRST segment beginning at the Jennifer Street Bridge.
Status
This is a new project not included in the 2015-17 Financial Plan. The planning was included under the Bicycle
Transportation Plan Implementation. Given the constraints of providing a Class I connection on UPRR property,
the Bicycle Transportation Plan provides this on-street alternative.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500-Transportation Planning and Engineering
Assignment Program/Work Group Estimated Hours
Construction
Management
CIP Engineering - Construction 150
RRST PEPPER STREET TO THE TRAIN STATION, FY 17-19
Anticipated Facility Life Span:
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Design (952)$30,000 $30,000
Construction (953)$200,000 $200,000
Total $0 $0 $30,000 $200,000 $0 $0 $230,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $30,000 $200,000 $230,000
Total $0 $0 $30,000 $200,000 $0 $0 $230,000
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
TRANSPORTATION SAFETY & OPERATIONS – FY 2017-18 THROUGH FY 2021-22
Project Description Community Priority
☒ Annual Maintenance ☒ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
Traffic Safety Program ($30,000 annually)
Each year the City analyzes high collision rate locations, ranks and prioritizes those locations, develops
mitigation measures, and constructs them. This program is the City’s primary mechanism for effectively
addressing traffic safety issues.
Transportation Monitoring ($60,000 every other year)
As required under the General Plan Circulation Element policy 7.7 the City conducts bi-annual traffic volume counts citywide to identify and monitor levels-of-
service (LOS) on streets resulting from development and travel changes. Traffic counts are a prerequisite for the traffic studies necessary to respond to citizen
requests, program traffic signal timing, identify and implement roadway improvements, forecast future traffic demands and fac ilitate the City’s Traffic Safety,
Operations, and Neighborhood Traffic Management Programs.
Status
This is a combination of existing projects shown in the 2015-17 Financial Plan.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500-Transportation Planning and Engineering
Assignment Program/Work Group Estimated Hours
Project Proponent Transportation Planning & Engineering 400
Project Management Transportation Planning & Engineering 280
Contract Administration CIP Engineering - Administration 320
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
TRANSPORTATION SAFETY & OPERATIONS – FY 2017-18 THROUGH 2021-22
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Study (951)ongoing $0 $60,000 $0 $60,000 $0 $120,000
Design (952)ongoing $0 $0 $0 $0 $0 $0
Construction (953)ongoing $30,000 $30,000 $30,000 $30,000 $30,000 $150,000
Total $0 $30,000 $90,000 $30,000 $90,000 $30,000 $270,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay ongoing $30,000 $30,000 $30,000 $30,000 $30,000 $150,000
Impact/In-Lieu Fees ongoing $60,000 $60,000 $120,000
Total $0 $30,000 $90,000 $30,000 $90,000 $30,000 $270,000
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CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION
PARKS AND RECREATION INTERIOR OFFICE REHABILITATION - FY 2017-18
Project Description Community Priority
☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives
☐ Measure G Priority
Purpose and Need The Parks and Recreation office building was completed and occupied in 1997. In over 20 years, there have been no improvements to the interior of the building (paint or flooring) since its original construction. This office space has the designation of being the “poorest” maintained in the City at this time. Due to the nature of the work performed by staff based out of this building (in the field, parks, facilities during all weather conditions), and the passage of twenty years, the interior of the building needs rehabilitation. The flooring is inappropriate and can no longer be sufficiently cleaned. Further, some of the office furniture in the building is made from fabric, is almost impossible to clean, collects dusts, and creates respiratory problems for some. The shared space where most staff work is poorly designed and does not reflect the collaborative and highly communicative nature of this department. It is part of the Department’s adopted Strategic Plan to provide a healthy and smart workplace for employees. The rehabilitation of the interior of the Parks and Recreation office building is proposed and would include: minor furniture reconfiguration design, new flooring, painting the interior, making some furniture modifications, and an IT infrastructure upgrade. The IT department is recommending that with the buildings interior rehabilitation that its outdated Ethernet cabling be upgraded to Category 6 cabling to meet future needs of the department and bring it to the current standard used in all other City facilities. Costs noted by Phase reflect Design 5, 0000; Construction $40,000 (painting and flooring); Equipment Acquisition $50,000 (cubicle furniture); Computer Acquisition $21,000 (upgraded computer cabling). The project is recommended for design and construction in year one (2017-18). Status This is a new project not included in the 2015-17 Financial Plan.
Project Team Lead Department: Parks and Recreation Operating Program Number & Title: 60100 Recreation Administration
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CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION
Assignment Program/Work Group Estimated Hours Project Proponent Parks and Recreation 40 Project Manager PW Engineering 20 IT Network IT 40 Contract Management PW Engineering 10 Construction Management PW Engineering 40
Anticipated Facility Life Span: Thirty years
Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (952)$5,000 $5,000Construction (953)$40,000 $40,000Const. Management (954)$0Equipment Acquisition (956)$50,000 $50,000Computer Acquisition (963)$21,000 $21,000Total$0 $116,000 $0 $0 $0 $0 $116,000
Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 TotalTotal$0 $0 $0 $0 $0 $0 $0
Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 TotalGeneral Capital Outlay $0 $116,000 $116,000Total$0 $116,000 $0 $0 $0 $0 $116,000
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CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE ONGOING OPEN SPACE MAINTENANCE (ANNUAL) Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need Continued implementation of the City’s adopted Open Space Maintenance Plan. Open space protection was a 2015-17 Major City Goal, is an important community objective, and acknowledged as a community funding priority in the adoption of Measure G. According to the various resident surveys Open Space is a top priority and community value for residents. The ongoing maintenance of all City Open Space is premised on the protection of natural resources, including plants, animals, geologic and historic features and the natural areas themselves. Maintenance will continue to be done in accordance with the Conservation and Land Use Element, Conservation Guidelines, adopted Conservation and Open Space Plans for specific open space areas, all City Ordinances and in accordance with the adopted Open Space Maintenance Plan. Maintenance includes the following activity areas: enhancement to existing trailheads, maintenance and construction of approved and sustainable trails and open space facilities for passive recreation purposes only, removal of illicit materials and trails, improved user and natural resource safety, land restoration and stewardship projects, invasive species treatment and control, erosion control and stabilization, education of users via patrols and community outreach, and management of the wildland-urban interface areas. At the completion of the Major City Goal, there is an ongoing need of annual maintenance to preserve the current and future needs of open space. This project is recommending annual funding of $60.000; $5,000 in Permits & Planning (Design), $50,000 in Contract Labor with California Conservation Corps and Convict Crews and contracted specialty work for infrastructure (Construction), and $5,000 for miscellaneous tools and accessories replacement (Equipment Acquisition). Status This is an existing project shown in the 2015-17 Financial Plan as the Major City Goal: Open Space Preservation. Project Team Lead Department: Parks and Recreation Operating Program Number & Title: 60290 Ranger Service Packet Pg 2852
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE Assignment Program/Work Group Estimated Annual Hours Project Manager Ranger Supervisor 2,000 Project Support Natural Resources 1,000 Technical Studies Natural Resources 100 Environmental Clearance Community Development 100 Contract Management Ranger Supervisor 400 Construction Ranger Service Division 4,000 Analyst Parks & Recreation 500 ONGOING OPEN SPACE MAINTENANCE Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$5,000 $5,000 $5,000 $5,000 $5,000$25,000Construction (953)$50,000 $50,000 $50,000 $50,000 $50,000$250,000Equipment Acquisition (956)$5,000 $5,000 $5,000 $5,000 $5,000$25,000Total$0 $60,000 $60,000 $60,000 $60,000 $60,000 $300,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalTotal$0$0$0$0$0$0$0Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$0 $60,000 $60,000 $60,000 $60,000 $60,000$300,000Total$0 $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 Packet Pg 2862
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY POLICE DEPARTMENT SPACE IMPROVEMENTS & CARPET REPLACEMENT - FY 2017-18 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need This project is to reallocate space in the Police Department lobby to effectively utilize available space and create additional work areas and offices which are greatly needed. Due to the age of the Police building, there have been numerous building assessments conducted and in each case, there was a conclusion that the department lacked work space. The Police Department building was evaluated in 1988 and in 2003, it was concluded that the building was insufficiently sized to meet present needs, with some interior areas being inefficiently utilized. In addition to the already insufficient office space, new work areas need to be constructed to accommodate the traffic team currently located at 1016 Walnut. The traffic team will need to be relocated into the police station until a new Police Facility is constructed since their building is unsuitable to conduct business. Furthermore, the police department is hiring a crime analyst, and after the workload and staffing study in progress by City Gate Associates, is likely to add additional civilian staff. The additional office spaces will be critical in meeting the temporary space need to accommodate the traffic team and the additional volunteers and personnel scheduled to be hired in the next years. Currently, the traffic team is housed at 1013 Walnut. That building has several health and safety issues, including exterior lead based paint that has deteriorated and is over capacity for that type of building. With this tentative improvement project, the Police lobby would gain an additional 208 SQFT of office space, allowing for three offices. The cost estimate for the tentative improvements is $35,000 in design and $89,300 for construction and computer equipment acquisition. In addition to the space improvements, the carpet within certain areas of the building needs replacement. The current carpet was installed in approximately 2000; and although the carpets are on regular cleaning schedules (deep cleaning annually and bonnet cleaning every six months) high traffic areas in the hallways and the lobby are well worn and stains cannot be removed. The lobby and hallway carpet would be replaced as part of the space improvement project. The department is proposing the use of laminate floor materials in place of the carpets, laminate is easier to disinfect and keep clean. The cost estimate for replacing the building’s high traffic area (1,700 SQFT), with laminate flooring and interior painting is $334,800. Status This is a new project not included in the 2015-17 Financial Plan. Project Team Lead Department: Police Department Operating Program Number & Title: 80100 Police Administration Assignment Program/Work Group Estimated Hours Packet Pg 2872
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY Project Proponent Police 10 Project Manager CIP Engineering – Design 80 Contract Management CIP Engineering - Admin 40 Construction Management CIP Engineering - Inspection 100 Project Maintenance Building Maintenance 20 Anticipated Facility Life Span: 15 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$35,000$35,000Construction (953)$70,500 $334,800$405,300Computer Acquisition (963)$18,800$18,800Total$0 $35,000 $89,300 $334,800$0$0 $459,100Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$35,000 $89,300 $334,800$459,100Total$0 $35,000 $89,300 $334,800$0$0 $459,100 Packet Pg 2882
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY POLICE STATION REPLACEMENT – FY 2017-18, FY 2018-19, FY 2020-21, FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☒ Measure G Priority Purpose and Need The original Police Department was built in 1969 and consisted of approximately 9,000 square feet. In 1981 the square footage was increased with a second story building addition at the south end of the existing facility. In 1999 the property adjacent to the Police Department at 1016 Walnut (778 square feet) was purchased; this building was built in 1906 and is currently being occupied by the Traffic Enforcement Team. This building currently is in disrepair with a faulty foundation and lead paint issues. The Police Department building was assessed in 1988 as having limited flexibility, poor acoustical privacy, an undersized employee lounge, inadequate locker rooms, inadequate parking, and inefficient clerical space. The site was evaluated again in 2003 by Daniel Smith and Associates as insufficiently sized to meet present needs; employee and public parking is completely inadequate, with some interior areas inefficiently utilized. The main electrical panel was evaluated in 2004 and found to have limited availability of replacement breakers for a panel that age. Combined with the multiple modifications and proximity to existing water pipes, the breaker was a candidate for replacement. Today, the Police facility is 18,084 square feet. The 2003 Police Facility Master Plan identified industry standard gross square footage needs for staffing at that time to be 38,675 square feet with predicted needs in 2027 to be over 42,000 square feet of office space. With the over 20,000 square foot shortfall of industry standard space, the current facility does not meet the needs of the department. In addition to the lack of space and parking, the building does not provide appropriate public or employee access for persons with disabilities, as required by the Americans with Disabilities Act and the California Building Code (CBC). The existing facility is antiquated in design, layout, construction and does not promote efficiency. Policing needs in San Luis Obispo have seen a moderately steady growth in service since the 1970’s and the existing building is currently insufficient in size to accommodate all the required staff to fulfill and provide all services and functions. The deficient conditions will only continue to worsen as police staff size increases to meet the needs of the growing City of San Luis Obispo. It is estimated that the resident population will grow to over 57,000 people in 2027. To properly support a police force that serves this size community would require a facility over twice as large as the current facility with a two story parking structure to accommodate employee, public and police fleet parking. The Department desperately needs a unified, accessible facility, which addresses needs for public service, security, vehicle parking and storage, as well as adequate space needs for staff members and safe vehicular entry/egress. Additionally, the facility must meet the California Building Code requirements for an Essential Services Building, the purpose of which is that such a facility be able to continue providing public service operations in the event of a natural disaster. Packet Pg 2892
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY Status Department staff is working closely with Public Works on the Police Department’s 2015-16 CIP for a Police Facility concept plan. The funding outlined in this CIP Request will move this project forward to create a concept plan or schematic design for a new building. This concept design is a necessary component of the project design process to better define the project scope, anticipated project cost, anticipated environmental impacts, as well as a visual tool to help inform the community of the project. A future CIP request will be generated in the next appropriate budget cycle that will use the results of this work to better define project timelines, scope, and costs if community support is achieved. Project Team Lead Department: Police Operating Program Number & Title: 80100 Police Administration Assignment Program/Work Group Estimated Hours Project Proponent Police 80 per year Project Manager CIP Engineering – Design 200 per year Contract Management CIP Engineering - Admin 20 per year Construction Management CIP Engineering - Inspection 30 per year Project Maintenance Building Maintenance 40 per year Anticipated Facility Life Span: 50 yearsInitial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalLand Acquisition (950)$0Study (951)$65,000$0$65,000Design (952)$15,000$0$15,000Site Preparation (955)$0Environmental Review (957)$0Total$65,000 $15,000$0$0$0$0 $80,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$65,000 $15,000$0$80,000Total$65,000 $15,000$0$0$0$0 $80,000 Packet Pg 2902
CAPITAL IMPROVEMENT PLAN – GENERAL FUND
INFORMATION TECHNOLOGY REPLACEMENTS
Project Description
Adhering to an appropriate replacement schedule for the city’s information technology assets will require the following annual investments shown below:
1) 2017-18 Total $885,500* from ($835,755 General Fund* and $49,745 Enterprise Fund)
2) 2018-19 Total $1,476,317 from ($1,261,000 General Fund and $215,317 Enterprise Fund)
3) 2019-20 $929,623 from ($525,000 General Fund and $339,623 Enterprise Fund and $65,000 from Grant Funds)
4) 2020-21 $559,100 from ($550,968 General Fund and $8,132 Enterprise Fund)
5) 2021-22 $646,706 from ($579,000 and $67,706 Enterprise Fund)
*Includes $110,000 from Fleet Replacement Fund
Maintenance/Replacement New project IT Replacement New Fleet Request Council Goal / Measure G Priority
Need and Urgency
Staff is requesting replacement the replacement of various pieces of hardware and software that serve all of the city’s departments.
The decision to replace these items is based on:
1) Projected reliable service life of the asset or software and the actual age of the item compared to its projected service life.
2) The current performance trends indicating the item’s reliability and cost of repairs
3) The availability of warranty service and replacement parts in the event of a failure.
4) Manufacturer’s scheduled end of life/end of support for the item.
5) The expectation that the network will be capable of meeting the uptime standard of 99.9% by continuing to utilize the item.
Operating Program Number, Title and Project Phasing:
Staff’s process for evaluating items for replacement during this 5-year period included determining which items projects could be phased for implementation,
which were the most critically in need of replacement and which were the most critical to the organization. The a vailability of grant funds was also considered in
reaching conclusions about the scheduled replacements.
As each replacement is programmed into the financial system, it will be provided with as unique identifier establishing the appropriation and will be assigned to
the appropriate department in order to assure that future reports reflect the costs in accorda nce with the function that they serve.
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CAPITAL IMPROVEMENT PLAN – GENERAL FUND
INFORMATION TECHNOLOGY REPLACEMENTS
INFORMATION TECHNOLOGY REPLACEMENT GENERAL FUND ENTERPRISE FUND GRANT FUND
TOTALS:$835,755 $1,261,000 $525,000 $550,968 $579,000 $49,745 $215,317 $339,623 $8,132 $67,706 $0 $0 $65,000 $0 $0
Title
Projected
Replacement
Cost
2017-18 2018-19 2019-20 2020-21 2021-22 2017-18 2018-19 2019-20 2020-21 2021-22 2017-18 2018-19 2019-20 2020-21 2021-22
COMMUNITY & NEIGHBORHOOD LIVABILITY $12,000 $0 $12,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
16. Irrigation (Rainmaster/Rainbird)$12,000 $0 $12,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
COMMUNITY SAFETY $2,301,246 $460,755 $730,944 $143,123 $509,100 $229,706 $49,745 $177,873 $0 $0 $0 $0 $0 $0 $0 $0
07. Radio Handhelds & Mobiles $486,929 $180,000 $0 $143,123 $14,100 $149,706 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
38. Dispatch Radio Consoles $375,000 $0 $0 $0 $375,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
01. South Hills Radio Site Upgrade and Radio Enhancements $523,500 $254,255 $183,582 $0 $0 $0 $49,745 $35,918 $0 $0 $0 $0 $0 $0 $0 $0
12. ECC Blade Computers $4,317 $0 $4,317 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
13. ECC Equipment Replacement $35,000 $0 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
15. Tait Radio System Backend Upgrade $650,000 $0 $508,045 $0 $0 $0 $0 $141,955 $0 $0 $0 $0 $0 $0 $0 $0
39. Audio Recording System Replacement (VoicePrint-Radio & 911)$120,000 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
52. PD SAN Controllers (Storage Area Network)$80,000 $0 $0 $0 $0 $80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
53. Public Surveillance Cameras (located at City Hall, Sinsheimer Pool, Golf Course)$26,500 $26,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
FISCAL HEALTH & GOVERNANCE $350,000 $0 $350,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Motion Enterprise Resource Planning (ERP)$350,000 $0 $350,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
INFRASTRUCTURE & TRANSPORTATION $1,934,000 $375,000 $168,056 $381,877 $41,868 $349,294 $0 $37,444 $339,623 $8,132 $67,706 $0 $0 $65,000 $0 $0
03. SQL Server Cluster $100,000 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
04. PD SAN Controllers $80,000 $80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
06. VoIP Telephone System $300,000 $0 $0 $0 $0 $256,371 $0 $0 $0 $0 $43,629 $0 $0 $0 $0 $0
08. Storage Capacity Replacment $85,000 $85,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
10. UPS Battery Backup System $51,000 $0 $42,706 $0 $0 $0 $0 $8,294 $0 $0 $0 $0 $0 $0 $0 $0
23. Microsoft Office (Total Project $225,000)$154,500 $0 $125,350 $0 $0 $0 $0 $29,150 $0 $0 $0 $0 $0 $0 $0 $0
26. Firewall Replacement (Total Project $186,500)$186,500 $0 $0 $154,863 $0 $0 $0 $0 $31,637 $0 $0 $0 $0 $0 $0 $0
27. Network Security Upgrade $125,000 $0 $0 $125,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
28. Virtual Private Network Replace (VPN (Total cost $130,000)$130,000 $0 $0 $102,014 $0 $0 $0 $0 $27,986 $0 $0 $0 $0 $0 $0 $0
42. Server Operating System Software (Total Project $50,000)$50,000 $0 $0 $0 $41,868 $0 $0 $0 $0 $8,132 $0 $0 $0 $0 $0 $0
44. Wireless System Citywide $66,000 $0 $0 $0 $0 $50,217 $0 $0 $0 $0 $15,783 $0 $0 $0 $0 $0
51. UPS Battery Backup System (Total Project $51,000)$51,000 $0 $0 $0 $0 $42,706 $0 $0 $0 $0 $8,294 $0 $0 $0 $0 $0
20. Fleet Management Software $110,000 $110,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
22. Signs Management (Cartegraph)$65,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $65,000 $0 $0
34. iFix SCADA System - Controls wastewater alarms $250,000 $0 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $0
35. Hach Wims (Prev. OPS32)$30,000 $0 $0 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $0 $0
57. Water Telemetry HMIs $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
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CAPITAL IMPROVEMENT PLAN – GENERAL FUND
INFORMATION TECHNOLOGY REPLACEMENTS
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these items in an attempt to smooth
replacement costs and alleviate financial burden on the IT Replacement Fund.
Leasing Alternative: Staff evaluated the use of lease purchase financing throughout the 5 year period shown. It was found that the cost of carrying the debt became
too great as the cost of leased assets grew over time so this alternative was removed from consideration except for the last year in the five year period. Here, the
number and value of replacement items is twice that of any prior period and some form of financing must be considered if all assets listed are to be replaced. While
the current information reflects that leasing these assets may be necessary, staff will continue to evaluate t he situation to determine whether one or more of these
items’ scheduled replacement period can be deferred to a later time.
Project Team
These purchases will be will be managed by the IT Manager with assistance from the IT Supervisor and the affected department supervisors to ensure coordinated
and timely purchases and implementations.
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CAPITAL IMPROVEMENT PLAN – GENERAL GOVERNMENT
SOUTH HILLS RADIO SITE UPGRADE AND RADIO ENHANCEMENTS AT FIRE STATIONS 2 AND 3
Project Description Community Priority
☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives
☐ Measure G Priority: Public Safety
Purpose and Need
The City’s primary radio transmit and receive site is located in a City leased space at the top of South Hill. This
site was constructed in the early 1980’s and has served the City well over the past 30 plus years but is now
structurally failing. The existing fiberglass shelter houses well over $500,000 worth of critical radio and network
equipment to maintain day to day Public Safety radio and operations. The South Hill site as well as the additional
transmit and receive radio sites at Fire Stations 2 & 3, and the receive site on top of 919 Palm make up the City’s
public safety and non-public safety simulcast radio system.
The City sites were upgraded in Spring of 2010, as part of the Citywide Radio System upgrade project. At that
time a radio signal strength survey was performed and the system met or exceeded all requirements and the
system was accepted and commissioned. Since that time, receive signal strength has greatly degraded due to
new building construction and tree growth. The City radio system transmits a 100-watt signal which easily
penetrates all obstacles throughout the City and is not the problem.
The problem lies with the receive signal from the Police Officer and Firefighter mobiles and handheld radios.
Handheld radios only transmit a 5-watt signal which from many areas in the City and in buildings make it
impossible for the ECC dispatchers to receive the radio transmissions. The result of the reduced signal coverage
translates to not only critical Police Officer and Firefighter safety concerns, but also reduced mission critical
Police and Fire services to our citizens as well as potential liability concerns. Information Technology staff has
been notified by the Police and Fire personnel of their growing concerns with the radio system and the effect it’s
having on their ability to perform their jobs as well as their personnel safety.
The South Hill site is in critical need of repair as water damage has rotted the wood supporting the floor and has
resulted in the floor caving in. Building Maintenance personnel have sealed and patched the floor with a metal
grate, however the floor has broken around it, leaving a new hole and other sections of the floor are starting to
show problems that are beyond repair.
A major investment is needed to rectify this problem at the South Hill site . Fire Stations 2 & 3 are also having
problems with receiving radio signals from public safety personnel. This is due to the antennas at these two
radio sites being mounted on the building rooftops giving them a height of about 25-30 feet, which does not
provide the needed antenna separation that would be provided by the requested radio tower.
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CAPITAL IMPROVEMENT PLAN – GENERAL GOVERNMENT
Staff is recommending that this be a phased project with phase 1 consisting of the upgrade of the primary South Hill radio site. After the completion of phase 1,
staff will conduct a radio signal strength survey to assess the need to continue with second phase of the project, which is the placement of new radio towers at Fire
Stations 2 & 3. The survey will provide the information required to validate the need to continue with phase 2. Should phase 2 not be required, the funding will be
available for other projects.
Phase 1 - South Hill Radio Site
As stated above, in addition to the critical radio coverage problem at the South Hill site, staff (and Radio Consultants) are recommending a complete upgrade of the
site which will include:
A new concrete radio shelter (similar to those at Fire Stations 2 & 3) to replace the existing rotting fiberglass shelter. Attached pictures show the rotting
floor (which one of our technicians fell through).
A new correctly sized emergency generator. The existing generator is undersized for the current power draw that has increased over the years and has
recently been very unreliable.
A new 100’ radio tower that will replace the existing undersized street light poles that are currently being utilized. The new radio tower will provide the
vertical antenna separation required to resolve the critical receive signal problem. The existing Street light poles were adequate and saved costs back in
2010, but now need to be upgraded to a real radio tower similar to the tower at Fire Station 1. Attached photos show the street light pole and the make-shift
structure placed on the roof to try and improve coverage.
Phase 2 - Fire Stations 2 & 3 Radio Sites
The City’s Public Safety radio system is a simulcast system with 3 transmit and receive sites and one receive only site. Being a simulcast system means that
all sites need to be performing at the same signal levels to be effective. To resolve the receive signal degradation issue throughout the City, staff is
recommending that the antennas at Fire Stations 2 & 3 be upgraded with new 100’ radio towers. The existing antennas at these stations are roof mounted
which does not provide the vertical separation needed to correct the receive signal problem.
Bottom Line –The result of the reduced signal coverage translates to not only critical Police Officer and Firefighter safety concerns, but also reduced mission critical
Police and Fire services to our citizens as well as potential liability concerns. IT staff has been notified by the Police, Fire and ECC personnel voicing their growing
concerns with the radio system and the adverse effect it’s having on their ability to perform their jobs. Both employee unions have also been notified of the radio
issue.
This critical CIP request needs to be a high priority project. Additional time will only compound the receive signal problem due to increased growth in the City,
both from construction and tree growth as well as the continued deterioration of the existing fiberglass radio shelter and generator at the South Hill site as well as
the employee and citizen safety concerns and potential liability as stated above.
Status - The planning and design work has been completed for this project and it is “shovel ready”. This is a new project not included in the 2015-17 Financial Plan
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CAPITAL IMPROVEMENT PLAN – GENERAL GOVERNMENT
South Hills Radio Site Upgrade and Radio Enhancements at Fire Stations 2 and 3 2017-18
Lead Department: City Administration
Operating Program Number & Title: 25300 Network Services
Assignment Program/Work Group Estimated Hours
Project Management Network Services 200
Project Support CIP Engineering - Design 40
Construction Management CIP Engineering - Inspection 200
Site List – For multi-year projects
Location Estimated Year of Construction
South Hills Radio Site 2017
Fire Station 2 and 3 2018
SOUTH HILLS RADIO SITE UPGRADE AND RADIO ENHANCEMENTS
Anticipated Facility Life Span: 25 years
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CAPITAL IMPROVEMENT PLAN – GENERAL GOVERNMENT
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Construction (953)$53,200 $58,800 $112,000
Const. Management (954)$25,000 $25,000 $50,000
Equipment Acquisition (956)$223,800 $133,700 $357,500
Total $0 $302,000 $217,500 $0 $0 $0 $519,500
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Staff $2,000 $2,000 $4,000
Total $0 $2,000 $2,000 $0 $0 $0 $4,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $254,255 $254,255
Information Technology Replacement $183,582 $183,582
Sewer Fund $14,923 $10,775 $25,698
Parking Fund $6,633 $4,789 $11,422
Transit Fund $3,317 $2,395 $5,712
Water Fund $24,872 $17,959 $42,831
Total $0 $304,000 $219,500 $0 $0 $0 $523,500
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CAPITAL IMPROVEMENT PLAN – GENERAL GOVERNMENT
ENTERPRISE SQL SERVER 2016 CLUSTER - FY 2017-18
Project Description Community Priority
☒ New IT Request ☐ Major City Goal & Other Important Objectives
☐ Measure G Priority
Purpose and Need
Databases for the City’s enterprise applications are currently on a Microsoft SQL Server 2012 cluster. The hardware and software running this cluster are aging
and no longer suitable as a high-availability database platform. New hardware and software will provide the ability to maintain availability of the City’s enterprise
data during maintenance by IT or if a disaster compromises a City data center. Moreover, it ensures we have capacity to support the database needs—and data
storage needs—of the City’s enterprise applications—such as EnerGov and Cityworks— for the next three-to-five years.
Upgrading the hardware and software supports the Fiscal Sustainability and Responsibility Action Plan by continuing 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 (Task 5);
Invest in infrastructure maintenance (Task 12), and
Develop, implement, and report on operational efficiencies (Task 13).
Enterprise systems require enterprise databases, and the Enterprise version of Microsoft SQL Server 2016 is the heart of a modern Windows-based enterprise
environment. A high-availability database cluster provides ready-access to the data the organization needs, and a modern database toolset makes it possible to
leverage that data to deliver increasingly sophisticated service to the community. The newer technology enables both end-users and network and administrators to
become more capable—and more efficient, and is designed to help bridge between on-premises systems and those that are, increasingly, in the cloud.
End-users gain easier access to the data they need (e.g. Perspectives, DirectQuery Storage Mode, Report Subscriptions) and dramatically-improved tools
to work with it (e.g. PowerView, PowerBI On-Premises, PowerPivot for SharePoint);
City Database Administrators gain technologies to empower end users and dramatically improve their user experience (e.g. Online Indexing, In-Memory
Column Store & OLTP, Data Warehouses, NUMA); and
City Network Administrators gain tools that help maintain a high-availability database cluster in the modern enterprise environment (e.g. Resource
Governor, Fast Recovery, Mirrored Backups).
Failure to upgrade will
decrease the day-to-day uptime of the City’s enterprise applications,
increase the likelihood that urgent remedy will be required to resolve issues that arise—likely at an equal or greater cost,
reduce the availability of existing databases during a disaster scenario (major fire, flood, earthquake, etc.),
limit the technology options available to IT staff—and their customers—and ultimately, the information and analysis resources available to the
organization.
Status
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CAPITAL IMPROVEMENT PLAN – GENERAL GOVERNMENT
This is a new project not included in the 2015-17 Financial Plan
Lead Department: City Administration
25300 Network Services
Assignment Program/Work Group Estimated Hours
Project Management Network Services 200
Anticipated Facility Life Span:
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Computer Acquisition (963)$100,000 $100,000
Total $0 $100,000 $0 $0 $0 $0 $100,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Utilities $0
Maintenance Materials $0
Staff $0
Contract Services $0
Total $0 $0 $0 $0 $0 $0 $0
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Information Technology Replacement $100,000 $100,000
Total $0 $100,000 $0 $0 $0 $0 $100,000
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CAPITAL IMPROVEMENT PLAN – PUBLIC SAFETY
FIRE RADIO RECEIVE SITE AT FIRE STATION #4 – FY 2018-19
Project Description Community Priority
☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives
☐ Measure G Priority: Public Safety
Purpose and Need
The City’s public safety and non-public safety simulcast radio system consists of the South Hill primary radio
site, the transmit and receive radio sites at Fire Stations 2 & 3, and the receive site on top of 919 Palm. Staff is
submitting this CIP as a placeholder for fiscal years 2018-19 in the event the South Hill CIP does not sufficiently
resolve the receive signal strength problem long-term. Should the radio upgrade CIP resolve the problem as
anticipated, any funding earmarked for this project will be available for other City projects.
The City’s radio system was last upgraded in Spring of 2010, as part of the Citywide Radio System Upgrade
project. A radio signal strength survey was performed at that time and the system met or exceeded all
requirements and the system was accepted and commissioned. Since that time, receive signal strength has greatly
degraded because of new building construction and tree growth. The City radio system transmits a 100-watt
signal, which easily penetrates all obstacles throughout the City and is not the problem. The problem lies with
the low power output of mobile and handheld radios. The portable radios transmit at 5 watts’ which is the
maximum output for a portable radio. Also, the radios are required to be intrinsically safe so that our public
safety personnel can safely communicate in harsh fire conditions. Intrinsically safe means that the radio cannot
produce a spark that could endanger the Firefighter in the presence of flammable gases. This is not the case with non-public safety radios.
A separate CIP has been submitted that will upgrade the South Hill Site as well as replacing the roof mounted antennas at Fire Stations 2 & 3 with new 100’ antennas.
Staff believes that the radio upgrade CIP will resolve all of the radio transmit issues that are now being experienced by City Police Office rs and Firefighters. As a
“Plan B” in case the problem still remains after the South Hill CIP is completed, staff has asked our radio consultants, Applied Technology to perform an additional
survey with an additional receive site located at either Fire Station 4 or at the City’s Laguna Golf course. The results of the survey indicate that radio coverage would
greatly improve in the fast growing area south of town with a new receive site at Fire Station 4. A new site is planned to be a part of the Fire Station 5 project, but
that project may be several years away.
Staff has cost estimates for the new radio receive site. The new site will include a new radio shelter, emergency generator, tower and all of the critical radio equipment
that will be required and housed in the new building.
Bottom Line –The result of the reduced signal coverage translates to not only critical Police Officer and Firefighter safety concerns, but also reduced mission critical
Police and Fire services to our citizens as well as potential liability concerns. This critical CIP request needs to be a high priority project in the event the initial radio
upgrade CIP does not resolve the problem. It is very difficult to achieve optimal citywide coverage due to topography, building expansion and tree canopy growth.
Status - The planning and design work has also been completed for this project and it is “shovel ready”.
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CAPITAL IMPROVEMENT PLAN – PUBLIC SAFETY
This is a new project not included in the 2015-17 Financial Plan
FIRE RADIO RECEIVE SITE AT FIRE STATION 4 2018-19
Lead Department: City Administration
Operating Program Number & Title: 25300 Network Services
Assignment Program/Work Group Estimated Hours
Project Management Network Services 200
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Construction (953)$555,015 $555,015
Const. Management (954)$25,000 $25,000
Total $0 $0 $0 $580,015 $0 $0 $580,015
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Staff $2,000 $2,000
Total $0 $0 $0 $2,000 $0 $0 $2,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Information Technology Replacement $486,777 $486,777
Water Fund $43,387 $43,387
Sewer Fund $28,570 $28,570
Parking Fund $12,698 $12,698
Transit Fund $6,350 $6,350
Whale Rock Fund $4,233 $4,233
Total $0 $0 $0 $582,015 $0 $0 $582,015
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FLEET REPLACEMENT FUND FIVE-YEAR FORECAST
Current 2017-19 ForecastActualMidYearProposedProposedProposed Proposed Proposed2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22RevenuesInvestment and Property Revenues 13,625 10,000 6,000 6,000 6,000 6,000 6,000Service Charges 0 0Other Revenues 0 7,500Sale of Surplus Property 69,220 6,000 30,000 30,000 30,000 30,000 30,000Total Revenues 82,845 23,500 36,000 36,000 36,000 36,000 36,000
ExpendituresCIP Carry Over (Including Encumbrances) from FY 15-16 452,431Capital Improvement Plan Projects (Vehicle Replacements)686,387 1,701,900 1,233,000 1,132,000 784,000 929,000 522,000One Time Expense - Fleet Software Modernization 110,000
Green Vehicle Charging Stations 30,000 75,000
Total Expenditures 686,387 2,154,331 1,373,000 1,207,000 784,000 929,000 522,000
Other Sources (Uses)Proceeds from Debt Fund for Financing 0 1,166,600 595,000 624,000 0 410,000 0Operating Transfers OutOperating Transfers In 384,100 0 604,000 471,000 485,000 500,000 500,000Total Other Sources (Uses)384,100 1,166,600 1,199,000 1,095,000 485,000 910,000 500,000
Revenues and Other Sources Over (Under)Expenditures and Other Uses (219,442) (964,231) (138,000) (76,000) (263,000) 17,000 14,000
Fund Balance, Beginning of Year 2,029,048 1,809,606 845,375 707,375 631,375 368,375 385,375
Fund Balance, End of Year 1,809,606$ 845,375$ 707,375$ 631,375$ 368,375$ 385,375$ 399,375$
Assumptions:1) Maintains City Policy to Debt Finance Vehicles over $200,000 to help "smooth" annual expenditures of the fund2) Fund maintains the recommended $500,000 in year end working capital for unforeseen occurrences and unknown fleet needs3) Fund drops slightly below the Fund recommendation of maintaining $500,000 in working capital for the three out years of the forecast. This issue will be further refined as final Fund recommendations are brought forth and again during Supplemental budget process.
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CITY OF SAN LUIS OBISPO FLEET REPLACEMENT - GENERAL FUND 5-YEAR FORECAST
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours
Replacement Policy Year/Mileage
Projected Replacement Cost NOTESPublic Works Streets Maintenance 9713 1994 Freightliner Dump Truck, Heavy Duty 22/570,000 12/60,000 $290,000 Include asset # 1102 Transfer Trailer in this cost.
PUBLIC WORKS Streets Maint 1102 2007 Reliance Trailer, Transfer Dump 9 12/60,000 Cost included in 9713 budget. Truck bed/transfer trailer need to match.POLICE Patrol 1307 2013 Ford Explorer SUV, Utility Police Interceptor 3/77,000 80,000 $51,000POLICEPatrol13082013Ford Explorer SUV, Utility Police Interceptor 3/82,000 80,000 $51,000POLICETraffic Motorcycle 0705 2005 Honda ST1300 Motorcycle 11/28,000 35,000 $34,000PUBLIC WORKS Streets Maint STS-CRP 2001 Crafco SS125 Crack Sealant Machine, Portable 15 15 $53,000PUBLIC WORKS Streets Maint 0614 1989 Case 480FLL Loader & Attachments, Skip & Drag 27/5000hrs 12/5000hrs $133,000PUBLIC WORKS Streets Maint 0909 2009 International Durastar Heavy Duty Truck, w/Tymco 600 Sweeper Unit 7/50,000 8/60,000 $305,000PUBLIC WORKS Parks Maint 0309 2002 Dodge D2500 Pickup Truck, 3/4 Ton 14/75,000 12/100,000 $35,000PUBLIC WORKS Parks Maint 0131 2001 John Deere JD4500 Tractor, Utility 15/2,900 12/5000hrs $42,000FIRETraining Services 0301 2002 Ford F150 Pickup Truck, 1/2 Ton 14/55,000 12/100,000 $58,000PUBLIC WORKS Fleet 0305 1998 Mitsubishi FBS20-48A Forklift, Electric 18 15 $35,000PUBLIC WORKS Streets Maint 0234 2002 Ford F-550 Medium Duty Truck, w/Hooklift Bed 14/37,000 12/60,000 $120,000PUBLIC WORKS Parks Maint 0608 2005 Club Car Carry-All Cart, Utility w/Dump Bed 11/2,700hrs 6/5,000hrs $26,000TOTAL$1,233,000
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours
Replacement Policy Year/Mileage
Projected Replacement Cost NOTESFIREEmergency Response 0331 2003 Pierce Lance Fire Truck, Pumper 13 16 $624,000 Takes a year to build/order. POLICE Patrol 1305 2013 Ford Taurus Sedan, Police Interceptor 3/70,000 80,000 $51,000POLICEPatrol13062013Ford Taurus Sedan, Police Interceptor 3/70,000 80,000 $51,000POLICEPatrol13092014Ford Explorer SUV, Utility Police Interceptor 2/56,000 80,000 $51,000
PUBLIC WORKS Streets Maint 1104 PB Loader Body, Slide In Patcher 5 15 $205,000 Unit does not meet the programs needs. Replace with patch body truck.PUBLIC WORKS Parks Maint PKS-1 1995 Toro Greens Aerator Aerator, Walk Behind 21 15 $11,000 Not on Fleet Master list.PUBLIC WORKS Parks Maint 0333 2002 NC Trailer, Portable Restroom 14 15 $15,000 Trailers are in good shape, refurbish restrooms only. PUBLIC WORKS Parks Maint 0334 2002 NC Trailer, Portable Restroom 14 15 $15,000 Trailers are in good shape, refurbish restrooms only. PARKS&REC Golf 0862 2008 Toro GM 1000 Mower, 22" Walk Behind 8 7/5000hrs $33,000 Replace 0862, 0863, and 9001 with one ride-on mower. PARKS&REC Golf 0863 2008 Toro GM 1000 Mower, 22" Walk Behind 8 7/5000hrs Fleet reduction, remove from fleet. PARKS&REC Golf 9001 2009 Toro GM 1000 Mower, 22" Walk Behind 7 7/5000hrs Fleet reduction, remove from fleet. PARKS&REC Golf 0624 2006 Cushman Turf Truckster Cart, Utility w/Dump Bed 10/1,700hrs 6/5000hrs $28,000PARKS&REC Golf 0844 2008 Cushman Turf Truckster Cart, Utility w/Dump Bed 8/1,300 6/5,000hrs $28,000PUBLIC WORKS Streets Maint 0125 2001 Terex ODLSE25LA Trailer, Portable Arrow Board 15 15 $20,000 Upgrade to a full message board. TOTAL $1,132,000
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours
Replacement Policy Year/Mileage
Projected Replacement Cost NOTESPOLICEPatrol15062015Ford Explorer SUV, Utility Police Interceptor 2/31,000 80,000 $51,000POLICEPatrol15072015Ford Explorer SUV, Utility Police Interceptor 2/37,000 80,000 $51,000POLICEPatrol15112015Ford Explorer SUV, Utility Police Interceptor 2/52,000 80,000 $51,000POLICEPatrol15122015Ford Explorer SUV, Utility Police Interceptor 2/56,000 80,000 $51,000PUBLIC WORKS Streets Maint 0413 2003 Caterpillar 420 Backhoe 13/3,400hrs 12/5000hrs $138,000PUBLIC WORKS Parks Maint 1007 2010 Toro 4000D Mower 6/2,700 7/5000hrs $68,000PARKS&REC Admin 0802 2007 Dodge Caravan Minivan 9/66,000 11/90,000 $34,000PUBLIC WORKS Streets Maint 0329 2002 Caterpillar 924 Loader 14/3,000hrs 12/5000hrs $175,000PUBLIC WORKS Parks Maint 0218 2002 John Deere JD5320 Tractor, Utility 14/2,500hrs 12/5,000hrs $45,000PUBLIC WORKS Streets Maint 0223 2002 Dodge Dakota Pickup Truck, Compact 14/40,000 12/100,000 $45,000PARKS&REC Golf 1201 2011 John Deere 8800 Mower, All Terrain 5/2,122 7/5,000 $75,000TOTAL$784,000
FY 2017-18
FY 2018-19
FY 2019-20
PD = 26% of the total (784K)
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Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours
Replacement Policy Year/Mileage
Projected Replacement Cost NOTESPOLICEPatrol15362015Ford Explorer SUV, Utility Police Interceptor 1.5/40,000 80,000 $51,000POLICEPatrol15372015Ford Explorer SUV, Utility Police Interceptor 1.5/36,000 80,000 $51,000POLICEPatrol16092015Ford Explorer SUV, Utility Police Interceptor 1/12,000 80,000 $51,000POLICEPatrol16102015Ford Explorer SUV, Utility Police Interceptor 1/29,000 80,000 $51,000PUBLIC WORKS Parks Maint 0505 2005 John Deere 1200A ATV, Field Prep Machine 11/1,550 15 $15,000PUBLIC WORKS Building Maint 0829 2008 Ford F-250 Pickup Truck, 3/4 Ton 8/55,000 12/100,000 $50,000PUBLIC WORKS Building Maint 0831 2008 Ford F-250 Pickup Truck, 3/4 Ton 8/45,000 12/100,000 $50,000PUBLIC WORKS Storm Water 0859 2008 Sterling V312SHAE Heavy Duty Truck, w/Vac-Con Hydrocleaner 8/19,000 12/60,000 $410,000PUBLIC WORKS Streets Maint 0842 2008 Ford F550 Medium Duty Truck, w/Utility Bed & Crane 8/40,000 12/60,000 $120,000PUBLIC WORKS Building Maint 0612 2005 Dodge D-250 Light Truck, 3/4 Ton w/Utility Bed 11/51,000 12/100,000 $45,000ADMINISTRATIONCity Hall GEN-9712 2005 Kohler 20RZ82 Generator, Stationary 11 15 $35,000TOTAL$929,000
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours
Replacement Policy Year/Mileage
Projected Replacement Cost NOTESPOLICEPatrol 1642 2016 Ford Explorer SUV, Utility Police Interceptor 1/1,000 80,000 $52,000POLICEPatrol 1705 2016 Ford Explorer SUV, Utility Police Interceptor 1/4,500 80,000 $52,000POLICEPolice Trailer 0115 2000 Pace American Trailer, Enclosed 16 19 $45,000PUBLIC WORKS CIP Engineering 0722 2007 Chevrolet Colorado Pickup Truck, Compact 9/34,858 12/100,000 $35,000FIREFire Administration 0607 2005 Ford Ranger Pickup Truck, Compact 11/27,000 12/100,000 $40,000COMM DEV Building & Safety 0129 2001 Toyota RAV4 SUV 15/40,000 12/100,000 $35,000COMM DEV Building & Safety 0130 2001 Toyota RAV4 SUV 15/39,000 12/100,000 $35,000PUBLIC WORKS Streets Maint 1001 2009 Bomag Paver, Asphalt 7/900 12/5,000 $100,000ADMINISTRATIONNatural Resources 0852 2008 Ford Ranger Pickup Truck, Compact 8/38,000 12/100,000 $35,000PUBLIC WORKS Fleet GEN-5034 2005 Kohler 100ROZP71 Generator, Stationary $50,000PUBLIC WORKS Parks Maint 0832 2008 Ford F250 Pickup Truck, 3/4 Ton 4x4 8/50,000 12/100,000 $35,000PUBLIC WORKS Parks Maint 0320 1990 HB Trailer, Single Axle 26 18 $8,000TOTAL$522,000
Note: Blue Highlights Indicate Debt Service Financing
FY 2021-22
PD - 29% of total (522K)
FY 2020-21
PD = 21% of the total (929K)
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CITY OF SAN LUIS OBISPO FLEET REPLACEMENT - WATER FUND 5-YEAR FORECAST
Dept Program Asset #Year Make Model Description Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTES
UTILITIES WD 0703 2007 Chevrolet Colorado Pickup Truck, Compact 9/65,000 12/100,000 $35,000
This vehicle make and model has a common "no start" issue. This issue has plagued this vehicle. Accelerate replacement to FY 2017-18 to avoid further costly repairs.
UTILITIES WD 0704 2007 Chevrolet Colorado Pickup Truck, Compact 9/77,000 12/100,000 $35,000
This vehicle make and model has a common "no start" issue. This issue has plagued this vehicle. Accelerate replacement to FY 2017-18 to avoid further costly repairs. TOTAL $70,000
Dept Program Asset #Year Make Model Description Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIESWD06212006Ford Ranger Pickup Truck, Compact 10/85,000 12/100,000 $35,000TOTAL$35,000
Dept Program Asset #Year Make Model Description Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIESWater Admin 0805 2007 Toyota Prius Sedan 9/76,000 12/100,000 $35,000 Replace with green vehicle. TOTAL $35,000
Dept Program Asset #Year Make Model Description Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIESWD08122008Ford Ranger Pickup Truck, Compact 4x4 8/42,000 12/100,000 $35,000TOTAL$35,000
Dept Program Asset #Year Make Model Description Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIESWTP10042009Ford F-150 Pickup Truck, 1/2 Ton Crew Cab 4x4 7/30,000 12/100,000 $40,000TOTAL$40,000
FY 2017-18
FY 2018-19
FY 2019-20
FY 2020-21
FY 2021-22
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CITY SAN LUIS OBISPO FLEET REPLACEMENT - SEWER FUND 5-YEAR FORECAST
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIESWWCL09182002Cart Away Trailer, Portable Concrete Mixer 14 15 $25,000TOTAL$25,000
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIES WRRF 0855 2008 Club Car Cart, Utility 8 6/5,000hrs $20,000 Replace with electric if possible. UTILITIES WRRF 0856 2008 Club Car Cart, Utility 8 6/5,000hrs $20,000 Replace with electric if possible. UTILITIES WRRF 0857 2008 Club Car Cart, Utility 8 6/5,000hrs $20,000 Replace with electric if possible. TOTAL $60,000
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIES WWCL 0718 2007 Sterling Vac-Con Heavy Duty Truck, w/Vac-Con Hydrocleaner 9/22,000 12/60,000 $410,000UTILITIES Waste Water Admin 0804 2007 Toyota Prius Sedan 9/67,000 12/100,000 $35,000 Replace with green vehicle. UTILITIES WRRF 0806 2007 Toyota Prius Sedan 9/41,000 12/100,000 $35,000 Replace with green vehicle. TOTAL $480,000
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIES WRRF 0611 2006 Ford F-550 Medium Duty Truck, w/Flatbed & Crane 10/12,000 12/60,000 $150,000UTILITIESWRRF08162008Ford F-150 Pickup Truck, 1/2 Ton 8/28,000 12/100,000 $36,000TOTAL$186,000
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIES WRRF 0622 2001 Mitsubishi Forklift 15/3,000 15 $55,000 Replace with electric if possible. UTILITIES WWCL 0626 2006 Caterpillar 304C Excavator, Mini 10/460 12/5,000 $70,000 Low hours. Replace if it does not meet CARB requirements. TOTAL $125,000
FY 2017-18
FY 2018-19
FY 2019-20
FY 2020-21
FY 2021-22
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CITY OF SAN LUIS OBISPO FLEET REPLACEMENT - WHALE ROCK 5-YEAR FORECAST
Dept Program Asset # Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESTOTAL
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIESWhale Rock 9166 1990 Boat Trailer Trailer, Boat 26 20 See notes Included in budget for asset # 9714.UTILITIES Whale Rock 9714 1997 Boston Whaler Boat, 17'21 21 $20,000 Budget includes purchase of replacement trailer for asset # 9166. TOTAL $20,000
Dept Program Asset # Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESTOTAL
Dept Program Asset # Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESTOTAL
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESUTILITIESWhale Rock 0415 2003 John Deere 4710 Tractor, Utility 13/845 12/5,000 $60,000 Low hours. Push out further if it still meets CARB requirements.TOTAL $60,000
FY 2017-18
FY 2018-19
FY 2019-20
FY 2020-21
FY 2021-22
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CITY OF SAN LUIS OBISPO FLEET REPLACEMENT - TRANSIT FUND 5-YEAR FORECAST
Dept Program Asset # Year Make Model Description
Current Age/Mileage/Replacement Policy Year/Mileage Projected Replacement Cost NOTESTOTAL$0
Dept Program Asset # Year Make Model Description
Current Age/Mileage/Replacement Policy Year/Mileage Projected Replacement Cost NOTESTOTAL$0
Dept Program Asset #Year Make Model Description Current Age/Mileage/Replacement Policy Year/Mileage Projected Replacement Cost NOTESPUBLIC WORKS Transit 0824 2007 Gillig Bus $530,000PUBLIC WORKS Transit 0861 2007 Gillig Bus $530,000TOTAL$1,060,000
Dept Program Asset #Year Make Model Description Current Age/Mileage/Replacement Policy Year/Mileage Projected Replacement Cost NOTESPUBLIC WORKS Transit 0911 2008 Bus, Trolley $250,000PUBLIC WORKS Transit 0912 2008 Gillig Bus $530,000PUBLIC WORKS Transit 0913 2008 Gillig Bus $530,000PUBLIC WORKS Transit 0914 2008 Gillig Bus $530,000PUBLIC WORKS Transit 0915 2008 Gillig Bus $530,000PUBLIC WORKS Transit 0916 2008 Gillig Bus $530,000PUBLIC WORKS Transit 0917 2008 Gillig Bus $530,000TOTAL$3,430,000
Dept Program Asset # Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESTOTAL$0
FY 2017-18
FY 2018-19
FY 2019-20
FY 2020-21
FY 2021-22
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CITY OF SAN LUIS OBSIPO FLEET REPLACEMENT - PARKING FUND
Dept Program Asset # Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESTOTAL$0
Dept Program Asset # Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESTOTAL$0
Dept Program Asset # Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESTOTAL$0
Dept Program Asset #Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESPUBLIC WORKS Parking 0813 2008 Ford F150 Pickup Truck, 1/2 Ton $35,000PUBLIC WORKS Parking 0854 2008 Ford Ranger Pickup Truck, Compact $35,000TOTAL$70,000
Dept Program Asset # Year Make Model Description
Current Age/Mileage/Hours Replacement Policy Year/Mileage Projected Replacement Cost NOTESTOTAL$0
FY 2017-18
FY 2018-19
FY 2019-20
FY 2020-21
FY 2021-22
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION FACILITY MAINTENANCE - FY 2017-18, FY 2018-19 & FY 2019-20 Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need This master CIP addresses long-term additional resources for capital maintenance of facilities that will reduce unplanned repair costs and optimize energy use by providing planned equipment replacements and building shell sealing. The tax payers, as the owners of city properties, benefit from proper infrastructure maintenance, which reduces overall lifecycle cost by reducing the cost of major repairs and energy inefficiencies that result from deferred maintenance. Funding of these capital projects ensures that City services can continue to be offered to the public and that City facilities remain in operable condition. Status 1. Heating, Venting, Air-Conditioning: Each year the Building Maintenance division completes over 300 HVAC repair work orders averaging more than 700 hours of labor and $20,000 in parts.The City owns literally thousands of pieces of HVAC equipment, much of it far beyond its expected service life. This request continues funding to replace ageing equipment in a proactive lifecycle costing process. The standard industry approach is to replace equipment in a planned, funded, and organized fashion as it nears the end of its anticipated lifespan, to reduce maintenance costs and provide quality environments for building occupants. This funding allocation series will replace aging equipment to minimizedowntime and maintenance needs, while increasing staff time available to support other maintenance needs. 1. California Building Code has implemented significantly more stringent requirements for energy efficiency, seismic security, and personal safety standards. As a result, the approach used for years to replace HVAC equipment (over the counter permit to replace individual equipment pieces as they fail) is no longer applicable. To verify compliance with today’s standards and issue a permit a full design plan set (site, elevation, title 24, electrical, seismic, mechanical) is required. The side-effect is that creating a full plan set to replace individual components is no longer an efficient method. The new paradigm will be a full plan set detailing replacement of all major pieces of HVAC equipment per site at the same time through the CIP process, with the resultant increase to both design and construction costs. 2. The City Hall chiller is beginning to fail. This was known, and being addressed through repairs large and small, and being planned for complete replacement. The new factor is the manufacturer (McQuay/Daikin) announced the discontinuation of this model resulting in the unavailability of major components, one of which (the condensing coil) is beginning to leak freon into the atmosphere. Temporary repairs have been made, but if this unit fails completely, City Hall will have no cooling. Facilities strongly urges funding be allocated in year one for both design and construction to replace this unit. 3. The Emergency Dispatch Center Computer Room Cooling. In 2010 the Emergency Communications Center was completed. The center controls all aspects of Life & Safety dispatch for the City of San Luis Obispo. The site houses an approximately 1,000 square foot data center with cooling provided Packet Pg 3102
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION by a 28-ton capacity DataAire cooling unit. The unit has experienced several catastrophic failures and has cost $50,000 in repairs in the past 6 years, with three repeats of main compressor failure costing approximately $12,000 per failure. The device is an overly complex and highly electronic controlled unit that requires a great deal of maintenance and repair. Through the first four years of assessment and repair by: the designer, the manufacturer, the manufacturer’s rep, city staff, and an independent contractor, the system was found to be faulty in both design and manufacture of the unit, and an incorrect design application for the room. Due to the monumental failure of this model, it has been discontinued. A three component conceptual plan to correct the situation has been arrived at: i) Replacement of the single cooling unit to two standard “off the shelf” direct expansion cooling units to create ease of maintenance and redundancy. ii) Installation of an outside air intake to use cool outside air to cool the room with nothing more than a supply fan running (instead of 24/7 compressor run-time) to maximize efficiency and minimize electrical use. iii) An exhaust system to remove heat and fan generated positive pressure and to serve as another redundancy in cooling. The goals are to minimize failure rate, maximize efficiency, create a system with redundancy of operation to ensure the continued functioning of the large amount of information technology equipment that must be kept at a cool temperature, to ensure the Emergency Communications Center can continue operation. Replacement of the unit to standard cooling equipment was approved in the 15-17 Financial Plan, for design in 18-19 with construction in 19-20. Given the utter failure of this unit and the nature of the program it supports (Emergency Dispatch), Facilities strongly urges funding be allocated in year one for design and year two for construction to replace this unit. The Energy Management System (EMS). the current Energy Management software (Invensys, 20 years old and based on Java Script) is being replaced with a new networked version. The City has already vetted the software with IT and made the software purchase with a one-year extension of licensing of the old software to allow a small window of time to allocate funding for replacing the existing network controllers (one at each site: Police Administration, Dispatch Center, Fire Station #1, City Hall, 919 Palm, Parks and Rec Administration, the Ludwick Center and the Corporation Yard) and recreate the software interfaces on the browser-based networked software at an average of $12,000 per site. This request will phase in the changes for two sites ($24,000) per year over four years to convert the eight locations. 2. Specialty Needs: A. Replace Thermal Blankets. Thermal pool blankets minimize water evaporation which reduces water, gas, and electricity use and costs by as much as 75%. If employed regularly, the blankets also assist in keeping the pool temperature consistent for swimmers. Thermal blankets are deployed and recovered each day of operation at the S.L.O. Swim Center on both of the pools to achieve the goals listed. These blankets have a life-span of approximately 4 to 5-years. With training in use and regular repair, these units have been lasting as long as 5-6 years. The last set of thermal blankets were replaced in 2016, this request is anticipating the need to replace the blankets 2021-22. B. Replace Co-Generation Plant. The co-generation plant at the S.L.O. Swim Center was installed in 2005 and brought on-line in 2006. The unit burns natural gas in a micro-turbine to generate up to 60-kW of electricity. The waste heat from the gas burn is then diverted to a heat exchanger to supply an additional 500,000 BTUs of heat to the pool water. Due to the complexity and cost of repairs to this equipment, it must be kept under a comprehensive service warranty with all maintenance and repairs performed by a factory qualified micro-turbine service company. On March 5, 2014, the existing service warranty expired, and a new warranty was established. The manufacturer (Capstone), currently has agreed to provide another service warranty extension on the existing Packet Pg 3112
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION equipment of 5-years at a 5-10% cost increase over the current service agreement cost. This cost is funded by the swim center operating program. The next 5-year service agreement will cover the equipment from March 5, 2014 through March 5, 2019, after which the equipment will have reached the end of its projected lifespan. The manufacturer has informed staff that further warranty coverage of the equipment may not be an option, and that the equipment may have to be replaced. This request plans for the eventual replacement of the co-gen unit by addressing a time-line for design and construction of replacement if the manufacturer is unable to further extend warranty service of the existing equipment. C. Re-Plaster Therapy Pool. The warm water therapy pool at the S.L.O. Swim Center was built in 2006 and has never been re-plastered. While original plaster in a traditional pool can have a life expectancy of 20-years, several factors are influencing the life-span of the therapy pool plaster. The year-round high heat level (90-degrees), the level of chemicals needed to keep warm water, with a high level of bather use, sanitary, and the direct and extended contact with the plaster that in-water exercise creates, have all contributed to a degrading of the plaster in an accelerated manner. While deterioration is slowed by diligent and highly exact chemical analyses and adjustment, the plaster is becoming heavily pockmarked with a roughened surface that can compromise structural integrity, and create health and safety concerns in the forms of sharp edges and algae/mold growth. The re-plaster component will eliminate the potential for these hazards by rehabilitating the pool’s inner shell. D. Swim Center Filter Backwash Controls. The old rotary valve is failing and obsolete, this would replace with modern solenoid valve system to keep the filters in the clean and sanitary conditions called for by the County Health Department. E. City Hall replace failing stand-alone electronic locks. The computer components in the current locks are beginning to fail. This lock model has been obsoleted by the manufacturer, complete replacement of all current models is inevitable. F. Ludwick Center Gym Lights. This funding would be used to purchase L.E.D. retro-fit lighting fixtures for the gym. City staff will install the new fixtures to improve lighting quality, lower electrical use, minimize maintenance needs, reduce cost of renting a lift for maintenance, and reduce risk associated with elevated work platforms. G. Install Police Admin Building IT-Room Cooling. Information Technology has grown significantly in its role within the Life & Safety realm. Two major changes are driving this specialty request. At the Police Administration building (1042 Walnut), a former closet has become the de facto “IT-room.” Windows were removed, the ceiling redone, additional electrical wiring and IT equipment racks installed. No cooling equipment was installed. This created a heat load problem and the IT equipment started to fail. An interim solution was to install two stand-alone cooling units. These units are a temporary fix, not a permanent solution. This request seeks funding to install a commercial grade cooling system in this room. H. Fire Station #3 Sewer Lateral. Recent sewer back-ups at the site and the resulting root balls removed from the sewer lateral resulted in the hiring of a contractor to camera the line. The pipe sections of the line are still intact. Unfortunately, each seam down the length of the pipe showed signs of significant root intrusion. The request seeks funding to replace the sewer lateral, and, given the elevation of the building in relation to the sewer main on Augusta Street, install an anti-back water valve to prevent main sewer line blockage from backing up into the building. I. Jack House and Ludwick Center Facility Assessment. These two key recreation and/or historically significant sites are in need of professional assessment for needed repairs. In both cases, siding has begun to deteriorate and some structural issues are beginning to appear. The Jack House is a historical site and sees significant use as a tour and wedding/event site. Staff is requesting a building shell assessment to outline the growing maintenance needs for this Packet Pg 3122
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION structure of significant age. The Jack House, built in 1880, is a unique piece of California's elegant and colorful past which will transport visitors back to the Victorian era. The Jack Family holds history with some of the most prominent players in the drama of Central California development. Active in ranching, politics, travel, banking and land development, the Jacks were also friends and associates with the likes of railroad magnates Charles Crocker and C.P. Huntington, acclaimed statesman and pianist Ignace Paderewski, and humorist Will Rogers. The Ludwick Center is a pre WWII building that has undergone many renovations over the decades. The Ludwick Center is a key public meeting facility the fills many needs in the community including the public council goal setting meetings. The location is ideal for special occasions, meetings or get-togethers. Staff recommends a comprehensive physical assessment of the structures to efficiently address siding, hazardous materials and structural concerns. Rather than parsing out issues, a building assessment would be more efficient and in the best financial interest of the City. J. Corp Yard Fuel Island Siding Replacement. Protecting the fuel islands and the wash bay from the elements is a requirement of the City’s Hazardous Materials Business Plan and Stormwater Management Plan. The metal siding of the fuel island at the Corporation Yard has suffered from severe long-term corrosion. Several repairs have been made over the years, but due to constantly wet conditions, rust has progressed and begun to destroy the previously repaired areas. This structure has excessive exposure to moisture due to proximity to the wash rack and windy conditions inherent to the Los Osos Valley Road/Prado Road area. The current design allows moisture to collect, keeping the structural metal framing and siding constantly wet, causing rust. All elements of the structure are metal which allows unchecked rust to place the paneling and framing at risk of corrosion. Although this corrosion is a relatively slow process, left unattended this condition will eventually compromise the structural steel framing and supports. The building manufacturer is no longer in business and replacement components are not available. The design phase will determine how best to repair existing damage and mitigate the inherent wet conditions of the adjacent wash rack through a modified design. This project will repair the siding, and modify the corrosion situation to prolong the life of the structure. K. Pest Control at Fire Station #1 and Corporation Yard. Termites have been found in the structural members of Fire Station #1. Local treatment has been completed with recommended full tenting treatment pending. Bird droppings are an on-going liability at the Corp Yard, this request would fund completion of bird netting install per 8.08.080 Rubbish detrimental to health prohibited. No person shall have or permit upon any premises owned, occupied or controlled by him or her, any nuisance detrimental to health or any accumulation of rubbish, filth, garbage, decaying animal or vegetable matter or any animal or human excrement. 3. Exterior Painting: Of the sites overseen by Building Maintenance, five have been repainted on the exterior in the last 10 years: The Police Department Annex, the Utilities Administration Building, the Parks and Recreation Administration Building, the Jack House, and buildings at the Corp Yard. Best practices in the building maintenance industry recommend repainting building exteriors every 10 years. With over 30 different sites maintained by the Building Maintenance division, the entire inventory should have been repainted in the last 10 years. Regular painting seals buildings against damage to prolong building life and prevent costlier repairs created by water intrusion. Funding will be used yearly to repaint various sizes of buildings. Larger budget requests in a given year reflect painting of larger buildings such as City Hall, the Police Department, or the Ludwick Center. Smaller budget requests in a given year reflect painting of smaller size facilities (4,000 to 7,000 square feet). All painting projects will be completed through a painting contractor. Each year City buildings will be evaluated for need and painting of the highest priority sites completed. Packet Pg 3132
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 4. Rollup Doors: Some of the current roll-up doors are approaching 30-years of service, becoming severely worn and are requiring multiple repairs using extraordinary measures to keep them working. Maintenance efforts and dollars spent on these doors have increased (2011 had 20 work orders, with 50 staff hours, $2,600 on parts, and $886 in contracted repairs. 2012 had 25 work orders, with 76 staff hours, $3,424 on parts, and $4,391 in contracted repairs. 2013 had 19 work orders, with 53 staff hours, and $2,030 in contracted repairs) with the corresponding staff time and financial impacts. The repair cost trending is clear. As these doors approach the end of their usable lifecycle, the resources needed to keep them working will increase until catastrophic failure occurs which will result in an unplanned and unbudgeted replacement project. This funding continues a regular equipment replacement program to enable a proactive equipment change-out type of approach to facility needs. 5. Roof Replacements: Along with exterior painting, an intact roof system is the frontline defense in stopping moisture-related damage to the building and maintaining healthy indoor air quality. The roofs on several City buildings are past their expected service life and are in need of replacement. Replacing failing roof systems is a best practice to avoid costlier interior repairs related to moisture damage and health concerns. In some cases, pending interior repairs of components such as ceilings, wall paint, and carpet replacement cannot be executed until the roof leaks are eliminated. This funding continues a regular equipment replacement program to enable a proactive equipment change-out type of approach to facility needs. 2017-18 2018-19 2019-20 2020-21 2021-22 Location Work Type Design Construction Design Construction Design Construction Design Construction Design Construction City Hall Chiller Replacement HVAC 22,400 205,000 - - - - - - - - Emergency Dispatch Center Replace DataAire HVAC 27,000 - - 145,000 - - - - - - City/County Library* HVAC 3,600 - 22,950 - - - - - - Rosa Butrone Adobe Exterior Paint 30,000 - - - - - - - Parks & Recreation HVAC 7,200 - - 43,200 - - - - - - Utilities Administration HVAC 7,200 - - 43,200 - - - - - - Police Admin Install IT-Room Cooling Specialized - - 15,000 - - 55,000 - - - - Swim Center Re-Plaster Therapy Pool Specialized - - 18,500 - - 75,100 - - - - Packet Pg 3142
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Fire Station #1 HVAC - - 21,800 - - 132,000 - - - - Swim Center Bath House Roof - - 8,500 - - 62,000 - - - - Police Evidence Storage Bldg. Roof - - 5,000 - - 32,000 - - - - Corp Yard Fuel Island Siding Specialized - - 14,750 - - 158,000 - - - - Jack House Roof, widows, walk railing - - 16,500 - - 92,000 - - - - Ludwick and Senior Center Exterior Paint and shell rehab - - - - 29,800 - - 186,500 - - Fire Station #1 Admin Bldg. Roof - - - - - - 11,500 - - 44,500 Fire Station #1 Fleet Maint. Bldg. Roof - - - - - - 4,000 - - 16,000 Swim Center Therapy Pool Boiler Specialized - - - - - - 8,000 - - 28,000 Police Range Roof - - - - - - 4,500 - - 22,200 Multi-Site Energy Management System Software HVAC - 24,000 - 24,000 - 24,000 - 24,000 - - Swim Center Filter Controls Specialized - 18,500 - - - - - - - - City Hall Security Locks Specialized - 24,500 - - - - - - - - Ludwick Center Gym Lights Specialized - 15,500 - - - - - - - - Pest Control Specialized - 28,000 - - - - - - - - Packet Pg 3152
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Jack House and Ludwick Center Facility Shell Assessment Specialized - - - 57,500 - - - - - - Fire Station 1 Masonry Seal Exterior Paint - 65,000 - - - - - - - - Fire Station 2 Exterior Paint - 33,700 - - - - - - - - Fire Station 3 Exterior Paint - - - 17,500 - - - - - - Fire Station 4 Exterior Paint - - - - - 27,500 - - - - Police Department Exterior Paint - - - 71,000 - - - - - - Olympic Pool Thermal Blankets Specialized - - - - - - - - - 27,000 Swim Center Co-Generation Plant Specialized - - - 85,000 - - - - - - Fire Station #3 Replace Sewer Lateral Specialized - - - 18,000 - - - - - - Corp Yard Bird netting Specialized - - - - - 25,000 - - - - Corp Yard and Fire Stations Rollup Door - 9,500 - 9,500 - 9,500 - 9,500 - 9,500 City Hall & Fire Department Connection Specialized - - - - - 58,000 - - - - Swim Center Bath House Ceiling Specialized - - - - - - - 25,000 - - Police Boiler HVAC - - - - - 27,000 - - - - Packet Pg 3162
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Total 67,400 453,700 100,050 536,850 29,800 777,100 28,000 245,000 - 147,200 Annual Totals 521,100 636,900 806,900 273,000 147,200 *The total of the City/County Library HVAC system is $7,200 in 2017-18 and $45,900 in 2018-19. Due to the City and County of San Luis Obispo partnership of maintaining the Library, the City will be pursuing cost sharing opportunities with the County in 2017-18. Project Team Lead Department: Public Works - Facilities and Engineering Operating Program Number & Title: 50230 Buildings Maintenance & 50210 Swim Center Assignment Program/Work Group Estimated Hours Project Management CIP Engineering - Design 60 per project Project Inspection CIP Engineering - Construction 60 per project Project Administration CIP Engineering - Administration 15 per project Project Proponent Facilities Maintenance 40 per project Environmental Review Planning 4 per project Anticipated Facility Life Span: Varies based upon building element and described above. Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (952)$67,400 $100,050 $29,800 $28,000$225,250Construction (953)$453,700 $536,850 $777,100 $245,000 $147,200$2,159,850Total$0 $521,100 $636,900 $806,900 $273,000 $147,200 $2,385,100Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalMajor Facility Replacement$513,900 $593,700 $806,900 $273,000 $147,200$2,334,700Sewer Fund$3,600 $21,600$25,200Water Fund$3,600 $21,600$25,200Total$0 $521,100 $636,900 $806,900 $273,000 $147,200 $2,385,100 Packet Pg 3172
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION FACILITY MAINTENANCE - FY 2017-18, FY 2018-19 & FY 2019-20 Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need This master CIP addresses long-term additional resources for capital maintenance of facilities that will reduce unplanned repair costs and optimize energy use by providing planned equipment replacements and building shell sealing. The tax payers, as the owners of city properties, benefit from proper infrastructure maintenance, which reduces overall lifecycle cost by reducing the cost of major repairs and energy inefficiencies that result from deferred maintenance. Funding of these capital projects ensures that City services can continue to be offered to the public and that City facilities remain in operable condition. Status 1. Heating, Venting, Air-Conditioning: Each year the Building Maintenance division completes over 300 HVAC repair work orders averaging more than 700 hours of labor and $20,000 in parts.The City owns literally thousands of pieces of HVAC equipment, much of it far beyond its expected service life. This request continues funding to replace ageing equipment in a proactive lifecycle costing process. The standard industry approach is to replace equipment in a planned, funded, and organized fashion as it nears the end of its anticipated lifespan, to reduce maintenance costs and provide quality environments for building occupants. This funding allocation series will replace aging equipment to minimizedowntime and maintenance needs, while increasing staff time available to support other maintenance needs. 1. California Building Code has implemented significantly more stringent requirements for energy efficiency, seismic security, and personal safety standards. As a result, the approach used for years to replace HVAC equipment (over the counter permit to replace individual equipment pieces as they fail) is no longer applicable. To verify compliance with today’s standards and issue a permit a full design plan set (site, elevation, title 24, electrical, seismic, mechanical) is required. The side-effect is that creating a full plan set to replace individual components is no longer an efficient method. The new paradigm will be a full plan set detailing replacement of all major pieces of HVAC equipment per site at the same time through the CIP process, with the resultant increase to both design and construction costs. 2. The City Hall chiller is beginning to fail. This was known, and being addressed through repairs large and small, and being planned for complete replacement. The new factor is the manufacturer (McQuay/Daikin) announced the discontinuation of this model resulting in the unavailability of major components, one of which (the condensing coil) is beginning to leak freon into the atmosphere. Temporary repairs have been made, but if this unit fails completely, City Hall will have no cooling. Facilities strongly urges funding be allocated in year one for both design and construction to replace this unit. 3. The Emergency Dispatch Center Computer Room Cooling. In 2010 the Emergency Communications Center was completed. The center controls all aspects of Life & Safety dispatch for the City of San Luis Obispo. The site houses an approximately 1,000 square foot data center with cooling provided Packet Pg 3182
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION by a 28-ton capacity DataAire cooling unit. The unit has experienced several catastrophic failures and has cost $50,000 in repairs in the past 6 years, with three repeats of main compressor failure costing approximately $12,000 per failure. The device is an overly complex and highly electronic controlled unit that requires a great deal of maintenance and repair. Through the first four years of assessment and repair by: the designer, the manufacturer, the manufacturer’s rep, city staff, and an independent contractor, the system was found to be faulty in both design and manufacture of the unit, and an incorrect design application for the room. Due to the monumental failure of this model, it has been discontinued. A three component conceptual plan to correct the situation has been arrived at: i) Replacement of the single cooling unit to two standard “off the shelf” direct expansion cooling units to create ease of maintenance and redundancy. ii) Installation of an outside air intake to use cool outside air to cool the room with nothing more than a supply fan running (instead of 24/7 compressor run-time) to maximize efficiency and minimize electrical use. iii) An exhaust system to remove heat and fan generated positive pressure and to serve as another redundancy in cooling. The goals are to minimize failure rate, maximize efficiency, create a system with redundancy of operation to ensure the continued functioning of the large amount of information technology equipment that must be kept at a cool temperature, to ensure the Emergency Communications Center can continue operation. Replacement of the unit to standard cooling equipment was approved in the 15-17 Financial Plan, for design in 18-19 with construction in 19-20. Given the utter failure of this unit and the nature of the program it supports (Emergency Dispatch), Facilities strongly urges funding be allocated in year one for design and year two for construction to replace this unit. The Energy Management System (EMS). the current Energy Management software (Invensys, 20 years old and based on Java Script) is being replaced with a new networked version. The City has already vetted the software with IT and made the software purchase with a one-year extension of licensing of the old software to allow a small window of time to allocate funding for replacing the existing network controllers (one at each site: Police Administration, Dispatch Center, Fire Station #1, City Hall, 919 Palm, Parks and Rec Administration, the Ludwick Center and the Corporation Yard) and recreate the software interfaces on the browser-based networked software at an average of $12,000 per site. This request will phase in the changes for two sites ($24,000) per year over four years to convert the eight locations. 2. Specialty Needs: A. Replace Thermal Blankets. Thermal pool blankets minimize water evaporation which reduces water, gas, and electricity use and costs by as much as 75%. If employed regularly, the blankets also assist in keeping the pool temperature consistent for swimmers. Thermal blankets are deployed and recovered each day of operation at the S.L.O. Swim Center on both of the pools to achieve the goals listed. These blankets have a life-span of approximately 4 to 5-years. With training in use and regular repair, these units have been lasting as long as 5-6 years. The last set of thermal blankets were replaced in 2016, this request is anticipating the need to replace the blankets 2021-22. B. Replace Co-Generation Plant. The co-generation plant at the S.L.O. Swim Center was installed in 2005 and brought on-line in 2006. The unit burns natural gas in a micro-turbine to generate up to 60-kW of electricity. The waste heat from the gas burn is then diverted to a heat exchanger to supply an additional 500,000 BTUs of heat to the pool water. Due to the complexity and cost of repairs to this equipment, it must be kept under a comprehensive service warranty with all maintenance and repairs performed by a factory qualified micro-turbine service company. On March 5, 2014, the existing service warranty expired, and a new warranty was established. The manufacturer (Capstone), currently has agreed to provide another service warranty extension on the existing Packet Pg 3192
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION equipment of 5-years at a 5-10% cost increase over the current service agreement cost. This cost is funded by the swim center operating program. The next 5-year service agreement will cover the equipment from March 5, 2014 through March 5, 2019, after which the equipment will have reached the end of its projected lifespan. The manufacturer has informed staff that further warranty coverage of the equipment may not be an option, and that the equipment may have to be replaced. This request plans for the eventual replacement of the co-gen unit by addressing a time-line for design and construction of replacement if the manufacturer is unable to further extend warranty service of the existing equipment. C. Re-Plaster Therapy Pool. The warm water therapy pool at the S.L.O. Swim Center was built in 2006 and has never been re-plastered. While original plaster in a traditional pool can have a life expectancy of 20-years, several factors are influencing the life-span of the therapy pool plaster. The year-round high heat level (90-degrees), the level of chemicals needed to keep warm water, with a high level of bather use, sanitary, and the direct and extended contact with the plaster that in-water exercise creates, have all contributed to a degrading of the plaster in an accelerated manner. While deterioration is slowed by diligent and highly exact chemical analyses and adjustment, the plaster is becoming heavily pockmarked with a roughened surface that can compromise structural integrity, and create health and safety concerns in the forms of sharp edges and algae/mold growth. The re-plaster component will eliminate the potential for these hazards by rehabilitating the pool’s inner shell. D. Swim Center Filter Backwash Controls. The old rotary valve is failing and obsolete, this would replace with modern solenoid valve system to keep the filters in the clean and sanitary conditions called for by the County Health Department. E. City Hall replace failing stand-alone electronic locks. The computer components in the current locks are beginning to fail. This lock model has been obsoleted by the manufacturer, complete replacement of all current models is inevitable. F. Ludwick Center Gym Lights. This funding would be used to purchase L.E.D. retro-fit lighting fixtures for the gym. City staff will install the new fixtures to improve lighting quality, lower electrical use, minimize maintenance needs, reduce cost of renting a lift for maintenance, and reduce risk associated with elevated work platforms. G. Install Police Admin Building IT-Room Cooling. Information Technology has grown significantly in its role within the Life & Safety realm. Two major changes are driving this specialty request. At the Police Administration building (1042 Walnut), a former closet has become the de facto “IT-room.” Windows were removed, the ceiling redone, additional electrical wiring and IT equipment racks installed. No cooling equipment was installed. This created a heat load problem and the IT equipment started to fail. An interim solution was to install two stand-alone cooling units. These units are a temporary fix, not a permanent solution. This request seeks funding to install a commercial grade cooling system in this room. H. Fire Station #3 Sewer Lateral. Recent sewer back-ups at the site and the resulting root balls removed from the sewer lateral resulted in the hiring of a contractor to camera the line. The pipe sections of the line are still intact. Unfortunately, each seam down the length of the pipe showed signs of significant root intrusion. The request seeks funding to replace the sewer lateral, and, given the elevation of the building in relation to the sewer main on Augusta Street, install an anti-back water valve to prevent main sewer line blockage from backing up into the building. I. Jack House and Ludwick Center Facility Assessment. These two key recreation and/or historically significant sites are in need of professional assessment for needed repairs. In both cases, siding has begun to deteriorate and some structural issues are beginning to appear. The Jack House is a historical site and sees significant use as a tour and wedding/event site. Staff is requesting a building shell assessment to outline the growing maintenance needs for this Packet Pg 3202
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION structure of significant age. The Jack House, built in 1880, is a unique piece of California's elegant and colorful past which will transport visitors back to the Victorian era. The Jack Family holds history with some of the most prominent players in the drama of Central California development. Active in ranching, politics, travel, banking and land development, the Jacks were also friends and associates with the likes of railroad magnates Charles Crocker and C.P. Huntington, acclaimed statesman and pianist Ignace Paderewski, and humorist Will Rogers. The Ludwick Center is a pre WWII building that has undergone many renovations over the decades. The Ludwick Center is a key public meeting facility the fills many needs in the community including the public council goal setting meetings. The location is ideal for special occasions, meetings or get-togethers. Staff recommends a comprehensive physical assessment of the structures to efficiently address siding, hazardous materials and structural concerns. Rather than parsing out issues, a building assessment would be more efficient and in the best financial interest of the City. J. Corp Yard Fuel Island Siding Replacement. Protecting the fuel islands and the wash bay from the elements is a requirement of the City’s Hazardous Materials Business Plan and Stormwater Management Plan. The metal siding of the fuel island at the Corporation Yard has suffered from severe long-term corrosion. Several repairs have been made over the years, but due to constantly wet conditions, rust has progressed and begun to destroy the previously repaired areas. This structure has excessive exposure to moisture due to proximity to the wash rack and windy conditions inherent to the Los Osos Valley Road/Prado Road area. The current design allows moisture to collect, keeping the structural metal framing and siding constantly wet, causing rust. All elements of the structure are metal which allows unchecked rust to place the paneling and framing at risk of corrosion. Although this corrosion is a relatively slow process, left unattended this condition will eventually compromise the structural steel framing and supports. The building manufacturer is no longer in business and replacement components are not available. The design phase will determine how best to repair existing damage and mitigate the inherent wet conditions of the adjacent wash rack through a modified design. This project will repair the siding, and modify the corrosion situation to prolong the life of the structure. K. Pest Control at Fire Station #1 and Corporation Yard. Termites have been found in the structural members of Fire Station #1. Local treatment has been completed with recommended full tenting treatment pending. Bird droppings are an on-going liability at the Corp Yard, this request would fund completion of bird netting install per 8.08.080 Rubbish detrimental to health prohibited. No person shall have or permit upon any premises owned, occupied or controlled by him or her, any nuisance detrimental to health or any accumulation of rubbish, filth, garbage, decaying animal or vegetable matter or any animal or human excrement. 3. Exterior Painting: Of the sites overseen by Building Maintenance, five have been repainted on the exterior in the last 10 years: The Police Department Annex, the Utilities Administration Building, the Parks and Recreation Administration Building, the Jack House, and buildings at the Corp Yard. Best practices in the building maintenance industry recommend repainting building exteriors every 10 years. With over 30 different sites maintained by the Building Maintenance division, the entire inventory should have been repainted in the last 10 years. Regular painting seals buildings against damage to prolong building life and prevent costlier repairs created by water intrusion. Funding will be used yearly to repaint various sizes of buildings. Larger budget requests in a given year reflect painting of larger buildings such as City Hall, the Police Department, or the Ludwick Center. Smaller budget requests in a given year reflect painting of smaller size facilities (4,000 to 7,000 square feet). All painting projects will be completed through a painting contractor. Each year City buildings will be evaluated for need and painting of the highest priority sites completed. Packet Pg 3212
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 4. Rollup Doors: Some of the current roll-up doors are approaching 30-years of service, becoming severely worn and are requiring multiple repairs using extraordinary measures to keep them working. Maintenance efforts and dollars spent on these doors have increased (2011 had 20 work orders, with 50 staff hours, $2,600 on parts, and $886 in contracted repairs. 2012 had 25 work orders, with 76 staff hours, $3,424 on parts, and $4,391 in contracted repairs. 2013 had 19 work orders, with 53 staff hours, and $2,030 in contracted repairs) with the corresponding staff time and financial impacts. The repair cost trending is clear. As these doors approach the end of their usable lifecycle, the resources needed to keep them working will increase until catastrophic failure occurs which will result in an unplanned and unbudgeted replacement project. This funding continues a regular equipment replacement program to enable a proactive equipment change-out type of approach to facility needs. 5. Roof Replacements: Along with exterior painting, an intact roof system is the frontline defense in stopping moisture-related damage to the building and maintaining healthy indoor air quality. The roofs on several City buildings are past their expected service life and are in need of replacement. Replacing failing roof systems is a best practice to avoid costlier interior repairs related to moisture damage and health concerns. In some cases, pending interior repairs of components such as ceilings, wall paint, and carpet replacement cannot be executed until the roof leaks are eliminated. This funding continues a regular equipment replacement program to enable a proactive equipment change-out type of approach to facility needs. 2017-18 2018-19 2019-20 2020-21 2021-22 Location Work Type Design Construction Design Construction Design Construction Design Construction Design Construction City Hall Chiller Replacement HVAC 22,400 205,000 - - - - - - - - Emergency Dispatch Center Replace DataAire HVAC 27,000 - - 145,000 - - - - - - City/County Library* HVAC 3,600 - 22,950 - - - - - - Rosa Butrone Adobe Exterior Paint 30,000 - - - - - - - Parks & Recreation HVAC 7,200 - - 43,200 - - - - - - Utilities Administration HVAC 7,200 - - 43,200 - - - - - - Police Admin Install IT-Room Cooling Specialized - - 15,000 - - 55,000 - - - - Swim Center Re-Plaster Therapy Pool Specialized - - 18,500 - - 75,100 - - - - Packet Pg 3222
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Fire Station #1 HVAC - - 21,800 - - 132,000 - - - - Swim Center Bath House Roof - - 8,500 - - 62,000 - - - - Police Evidence Storage Bldg. Roof - - 5,000 - - 32,000 - - - - Corp Yard Fuel Island Siding Specialized - - 14,750 - - 158,000 - - - - Jack House Roof, widows, walk railing - - 16,500 - - 92,000 - - - - Ludwick and Senior Center Exterior Paint and shell rehab - - - - 29,800 - - 186,500 - - Fire Station #1 Admin Bldg. Roof - - - - - - 11,500 - - 44,500 Fire Station #1 Fleet Maint. Bldg. Roof - - - - - - 4,000 - - 16,000 Swim Center Therapy Pool Boiler Specialized - - - - - - 8,000 - - 28,000 Police Range Roof - - - - - - 4,500 - - 22,200 Multi-Site Energy Management System Software HVAC - 24,000 - 24,000 - 24,000 - 24,000 - - Swim Center Filter Controls Specialized - 18,500 - - - - - - - - City Hall Security Locks Specialized - 24,500 - - - - - - - - Ludwick Center Gym Lights Specialized - 15,500 - - - - - - - - Pest Control Specialized - 28,000 - - - - - - - - Packet Pg 3232
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Jack House and Ludwick Center Facility Shell Assessment Specialized - - - 57,500 - - - - - - Fire Station 1 Masonry Seal Exterior Paint - 65,000 - - - - - - - - Fire Station 2 Exterior Paint - 33,700 - - - - - - - - Fire Station 3 Exterior Paint - - - 17,500 - - - - - - Fire Station 4 Exterior Paint - - - - - 27,500 - - - - Police Department Exterior Paint - - - 71,000 - - - - - - Olympic Pool Thermal Blankets Specialized - - - - - - - - - 27,000 Swim Center Co-Generation Plant Specialized - - - 85,000 - - - - - - Fire Station #3 Replace Sewer Lateral Specialized - - - 18,000 - - - - - - Corp Yard Bird netting Specialized - - - - - 25,000 - - - - Corp Yard and Fire Stations Rollup Door - 9,500 - 9,500 - 9,500 - 9,500 - 9,500 City Hall & Fire Department Connection Specialized - - - - - 58,000 - - - - Swim Center Bath House Ceiling Specialized - - - - - - - 25,000 - - Police Boiler HVAC - - - - - 27,000 - - - - Packet Pg 3242
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Total 67,400 453,700 100,050 536,850 29,800 777,100 28,000 245,000 - 147,200 Annual Totals 521,100 636,900 806,900 273,000 147,200 *The total of the City/County Library HVAC system is $7,200 in 2017-18 and $45,900 in 2018-19. Due to the City and County of San Luis Obispo partnership of maintaining the Library, the City will be pursuing cost sharing opportunities with the County in 2017-18. Project Team Lead Department: Public Works - Facilities and Engineering Operating Program Number & Title: 50230 Buildings Maintenance & 50210 Swim Center Assignment Program/Work Group Estimated Hours Project Management CIP Engineering - Design 60 per project Project Inspection CIP Engineering - Construction 60 per project Project Administration CIP Engineering - Administration 15 per project Project Proponent Facilities Maintenance 40 per project Environmental Review Planning 4 per project Anticipated Facility Life Span: Varies based upon building element and described above. Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (952)$67,400 $100,050 $29,800 $28,000$225,250Construction (953)$453,700 $536,850 $777,100 $245,000 $147,200$2,159,850Total$0 $521,100 $636,900 $806,900 $273,000 $147,200 $2,385,100Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalMajor Facility Replacement$513,900 $593,700 $806,900 $273,000 $147,200$2,334,700Sewer Fund$3,600 $21,600$25,200Water Fund$3,600 $21,600$25,200Total$0 $521,100 $636,900 $806,900 $273,000 $147,200 $2,385,100 Packet Pg 3252
ENTERPRISE FUNDS
Summary of Proposed 2017/19 Capital Improvement Plan Projects
Capital Improvement Plan Write-Ups:- By Fund
FUNDS INCLUDED:- Water Fund- Sewer Fund- Whale Rock Fund- Parking Fund- Transit Fund
ATTACHMENT B-2:CAPITAL IMPROVEMENT PLAN
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Project Title 2017-18 2018-19 2019-20 2020-21 2021-22
South Hills Radio Site Upgrade and Radio Enhancements 22,662$ 16,363$ -$ -$ -$ VoIP Telephone System -$ -$ -$ -$ 20,360$ UPS Battery Backup System -$ 1,885$ -$ -$ -$ Tait Radio System Backend Upgrade -$ 37,357$ -$ -$ -$ Microsoft Office (Total Project $225,000)-$ 9,620$ -$ -$ -$ Firewall Replacement (Total Project $186,500)-$ -$ 15,259$ -$ -$ Virtual Private Network Replace (VPN (Total cost $130,000)-$ -$ 9,028$ -$ -$
Server Operating System Software (Total Project $50,000)-$ -$ -$ 1,848$ -$ Wireless System Citywide -$ -$ -$ -$ 7,174$ UPS Battery Backup System (Total Project $51,000)-$ -$ -$ -$ 1,885$ Facilities Maintenance Master 3,600$ 21,600$ -$ -$ -$ LAN Tablet System -$ 34,100$ -$ -$ -$ Water Treatment Plant Tank Maintenance 40,000$ -$ 275,000$ 50,000$ -$ Water Treatment Plant Energy Efficiency Project 450,000$ 8,500,000$ 5,800,000$ -$ -$ Water Treatment Plan - Major Facility Maintenance 360,000$ 163,000$ 171,000$ 179,000$ 189,000$ Water Distribution Telemetry System Improvements 50,000$ 50,000$ -$ -$ -$ Water Distribution System Improvements 2,307,500$ 380,000$ 360,000$ 2,520,000$ 1,920,000$ Water Reservoir Replacement -$ 200,000$ 10,500,000$ -$ -$ Fleet Replacement - Water Fund 70,000$ 35,000$ 35,000$ 35,000$ 40,000$ Total Proposed Water Fund $ 3,303,762 $ 9,448,925 $ 17,165,287 $ 2,785,848 $ 2,178,419
Project Title 2017-18 2018-19 2019-20 2020-21 2021-22
South Hills Radio Site Upgrade and Radio Enhancements 14,923$ 10,775$ -$ -$ -$ Fire Radio Receive Site at Fire Station #4 -$ -$ -$ -$ -$ VoIP Telephone System -$ -$ -$ -$ 15,789$ Radio Handhelds & Mobiles -$ -$ -$ -$ -$ UPS Battery Backup System -$ 4,345$ -$ -$ -$ Tait Radio System Backend Upgrade -$ 42,960$ -$ -$ -$ Microsoft Office (Total Project $225,000)-$ 13,700$ -$ -$ -$ VM Infastructure (Total Project $242,000)-$ -$ -$ -$ -$ Firewall Replacement (Total Project $186,500)-$ -$ 8,918$ -$ -$ Virtual Private Network Replace (VPN (Total cost $130,000)-$ -$ 18,958$ -$ -$ Network Switching Infrastructure Equipment (Total Project $550,000)-$ -$ -$ -$ -$
Finance System Replacement (Total Project $750,000)-$ -$ -$ -$ -$ MP2 Maintenance Software System -$ -$ -$ -$ -$ iFix SCADA System - Controls wastewater alarms -$ -$ 250,000$ -$ -$ Hach Wims (Prev. OPS32)-$ -$ 30,000$ -$ -$
Server Operating System Software (Total Project $50,000)-$ -$ -$ 4,260$ -$ Wireless System Citywide -$ -$ -$ -$ 5,739$ UPS Battery Backup System (Total Project $51,000)-$ -$ -$ -$ 4,345$ Facilities Maintenance Master 3,600$ 21,600$ -$ -$ -$ Wastewater Lift Station Replacement 1,085,000$ -$ -$ -$ 1,980,000$ Wastewater Collection System Improvements 1,250,000$ 1,474,000$ 1,570,000$ 1,630,000$ 1,870,000$
Wastewater Collection Telemetry System Improvements 100,000$ 38,000$ -$ -$ -$ Water Resource Recovery Facility Project 19,500,000$ 56,500,000$ 35,000,000$ 29,000,000$ -$ Water Distribution System Improvements 82,500$ 90,000$ 90,000$ 90,000$ 90,000$ Fleet Replacement - Sewer Fund 25,000$ 60,000$ 480,000$ 186,000$ 125,000$ Total Proposed Sewer Fund $ 22,061,023 $ 58,255,380 $ 37,447,876 $ 30,910,260 $ 4,090,873
Project Title 2017-18 2018-19 2019-20 2020-21 2021-22
South Hills Radio Site Upgrade and Radio Enhancements 6,633$ 4,789$ -$ -$ -$ VoIP Telephone System -$ -$ -$ -$ 6,233$ UPS Battery Backup System -$ 646$ -$ -$ -$
2017/19 PROPOSED CAPITAL IMPROVEMENT PLAN PROJECTSSUMMARY OF ENTERPRISE FUNDS
Water Fund Capital Outlay
Sewer Fund Capital Outlay
Parking Fund Capital Outlay
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Tait Radio System Backend Upgrade -$ 9,339$ -$ -$ -$ Microsoft Office (Total Project $225,000)-$ 4,080$ -$ -$ -$ Firewall Replacement (Total Project $186,500)-$ -$ 4,069$ -$ -$
Server Operating System Software (Total Project $50,000)-$ -$ -$ 633$ -$ Wireless System Citywide -$ -$ -$ -$ 2,870$ UPS Battery Backup System (Total Project $51,000)-$ -$ -$ -$ 646$ Palm - Nipomo Parking Structure 250,000$ -$ 6,000,000$ -$ -$ Marsh Street Parking Structure Maintenance 575,000$ -$ -$ -$ -$ Fleet Replacement - Parking Fund -$ -$ -$ 70,000$ -$ Parking Access Revenue Control System -$ 650,000$ -$ -$ -$ Total Proposed Parking Fund $ 831,633 $ 668,854 $ 6,004,069 $ 70,633 $ 9,749
Project Title 2017-18 2018-19 2019-20 2020-21 2021-22 01. South Hills Radio Site Upgrade and Radio Enhancements 3,317$ 2,395$ -$ -$ -$ 06. VoIP Telephone System -$ -$ -$ -$ 1,247$ 10. UPS Battery Backup System -$ 1,001$ -$ -$ -$ 15. Tait Radio System Backend Upgrade -$ 52,299$ -$ -$ -$ 23. Microsoft Office (Total Project $225,000)-$ 875$ -$ -$ -$ 26. Firewall Replacement (Total Project $186,500)-$ -$ 2,035$ -$ -$ 42. Server Operating System Software (Total Project $50,000)-$ -$ -$ 982$ -$
51. UPS Battery Backup System (Total Project $51,000)-$ -$ -$ -$ 1,001$ Transit - Bus Shelter Replacement 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ Transit - Bus Replacement -$ 1,060,000$ 1,590,000$ 1,590,000$ 250,000$ Transit - Automatic Vehicle Location System 310,000$ -$ -$ -$ -$ Total Proposed Transit Fund $ 338,317 $ 1,141,570 $ 1,617,035 $ 1,615,982 $ 277,248
Project Title 2017-18 2018-19 2019-20 2020-21 2021-22 UPS Battery Backup System -$ 417$ -$ -$ -$ Microsoft Office (Total Project $225,000)-$ 875$ -$ -$ -$ Firewall Replacement (Total Project $186,500)-$ -$ 1,356$ -$ -$
Server Operating System Software (Total Project $50,000)-$ -$ -$ 409$ -$
51. UPS Battery Backup System (Total Project $51,000)-$ -$ -$ -$ 417$ Whale Rock Reservoir-Automatic Control Valve Replacement -$ 36,000$ -$ -$ -$ Whale Rock Reservoir Pipeline Reliability Assessment 500,000$ -$ -$ -$ -$ Fleet Replacement - Whale Rock -$ 20,000$ -$ -$ 60,000$ Total Proposed Whale Rock Fund $ 500,000 $ 57,292 $ 1,356 $ 409 $ 60,417 Total Enterprise Funds 27,034,735$ 69,572,021$ 62,235,623$ 35,383,132$ 6,616,706$
Whale Rock Fund Capital Outlay
Transit Fund Capital Outlay
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CAPITAL IMPROVEMENT PLAN – PUBLIC UTILITIES LAN TABLET SYSTEM - FY 2018-19 Project Description Community Priority ☒ New IT Request ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The Utilities Department, Water Treatment Plant (WTP), and IT have identified areas for improved operational oversight and increased efficiency through the integration of a wireless Local Area Network (LAN) and tablet system to remotely access the WTP’s Supervisory Control and Data Acquisition (SCADA) system. Similar systems are already successfully in use at the Water Resource Recovery Facility, and with Wastewater Collection staff. Currently, WTP SCADA system access, monitoring, and control is limited to the SCADA terminals in the WTP Control Room. The WTP Maintenance staff is also looking to integrate remote access into its Computerized Maintenance Management database for similar increased efficiencies in the future. This LAN system will facilitate that integration. This project will cost $34,100.00 in FY2018/19 with an ongoing licensing cost of $3,100. Status This is a new project and was not included in the 2015-17 Financial Plan. Project Team Lead Department: Utilities Operating Program Number & Title: 55150 – Water Treatment Assignment Program/Work Group Estimated Hours Water Treatment 40 Information and Technology 120 Packet Pg 3292
CAPITAL IMPROVEMENT PLAN – PUBLIC UTILITIES Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalComputer Acquisition (963)$0$34,100$34,100Total$0$0 $34,100$0$0$0 $34,100Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalUtilities$0Maintenance Materials$0Staff$0Contract Services$3,100 $3,100 $3,100$9,300Total$0$0$0 $3,100 $3,100 $3,100 $9,300Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalWater Fund$0$34,100$34,100Total$0$0 $34,100$0$0$0 $34,100 Packet Pg 3302
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE WATER TREATMENT PLANT – MAJOR FACILITY MAINTENANCE - FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The City’s Water Treatment Plant was originally constructed in 1961. In 1995, a significant upgrade to the plant was completed to meet changing water quality requirements. In April of 2008, another major upgrade project was completed that replaced older equipment, added additional treated water storage, and enhanced treatment processes. The ongoing maintenance of the facilities and equipment at the Water Treatment Plant is necessary in order to prolong the useful life of the facilities and ensure staff’s ability to operate the plant and treat water to State and Federal standards. Performing routine maintenance of facilities at the City’s Water Treatment Plant, in order to ensure proper operation and prolong the useful life of equipment and other facilities, will cost $360,000 in 2017-18, $163,000 in 2018-19, and $539,000 in 2019-22 for the ongoing maintenance and upkeep of the plant’s equipment listed in this request. Status This is an existing project shown in the 2015-17 Financial Plan Specification No. 99653. Project Team Lead Department: Utilities Department Operating Program Number & Title: 55150 – Water Treatment Assignment Program/Work Group Estimated Hours Project Proponent Utilities, Water Treatment Plant 260 hours/yearSite List – For multi-year projects Location Estimated Year of Construction Pavement Area (for projects in right-of-way) Water Treatment Plant On going N/A INSERT LOCATION MAP/PHOTO HERE Packet Pg 3312
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE Projects List 2018-19 PROJECT LIST Cost Estimate Ozone System Maintenance $108,000 Chemical System Maintenance Air Compressor & Dryer Maintenance Total$29,000 $26,000 $163,000 2019-20 PROJECT LIST Cost Estimate Ozone System Maintenance* $113,000 Chemical System Maintenance Air Compressor & Dryer Maintenance Total $30,000 $28,000 $171,000 2020-21 PROJECT LIST Cost Estimate Ozone System Maintenance* $119,000 Chemical System Maintenance Air Compressor & Dryer Maintenance* Total $31,000 $29,000 $179,000 2021-22 PROJECT LIST Cost Estimate Ozone System Maintenance $125,000 Chemical System Maintenance Air Compressor & Dryer Maintenance* Total $33,000 $31,000 $189,000 *Note – There could be cost savings if Ozone and Air Prep Systems are replaced as part of the proposed Water Treatment Plant Energy Efficiency Project. Anticipated Facility Life Span: The recommended Water Treatment Plant Energy Efficiency project will identify ways to prolong the anticipated facility life span. 2017-18 PROJECT LIST Cost Estimate Replace Compressor* $130,000 Ozone System Maintenance $108,000 Chemical System Maintenance Air Compressor & Dryer Maintenance Water Meter Replacement $27,000 $25,000 $70,000 Total $360,000 Packet Pg 3322
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalMaintenance Materials$360,000 $163,000 $171,000 $179,000 $189,000$1,062,000Total$0 $360,000 $163,000 $171,000 $179,000 $189,000 $1,062,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalWater Fund$360,000 $163,000 $171,000 $179,000 $189,000$1,062,000Total$0 $360,000 $163,000 $171,000 $179,000 $189,000 $1,062,000 Packet Pg 3332
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE WATER TREATMENT PLANT TANK MAINTENANCE - FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The City’s Water Treatment Plant was originally constructed in 1961. In 1995, a significant upgrade to the plant was completed to meet changing water quality requirements. In April of 2008, another major upgrade project was completed that replaced older equipment, added additional treated water storage, and enhanced treatment processes. The ongoing maintenance of the facilities and equipment at the Water Treatment Plant is necessary in order to prolong the useful life of the facilities and ensure staff’s ability to operate the plant and treat water to State and Federal standards. The ongoing maintenance includes recoating of the wash water tanks that provide water to clean treatment filters. In 2012, a consultant was hired to inspect the interior and exterior of the tanks and package thickener unit. A written assessment report was completed for each tank and thickener unit with observations, recommendations, and preliminary cost estimates. Following the inspection of the tanks, staff worked with the consultant to assign a priority ranking to each capital project. The conditions of the tanks that need to be addressed are: Wash Water Tank No. 1 is experiencing excessive corrosion on the inner roof area. In order to prevent the tank structure from deteriorating and prolong the tank lifespan, the report recommends new interior and exterior coatings, and safety improvements to the structural members of the roof. Package Thickener Unit is experiencing corrosion on the interior surfaces, and a new interior and exterior coating is recommended to prevent the corrosion from spreading into the structural members. In general, re-coating projects are intended to be a preventative maintenance to prolong the life span of the equipment, and avoid costly repairs to the structural components. Status This is an existing project shown in the 2015-17 Financial Plan Specification No. 91152. Packet Pg 3342
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE Project Team Utilities Department Operating Program Number & Title: 55150 – Water Treatment Assignment Program/Work Group Estimated Hours Project Management Utilities Staff 40 hours/year Project Support Utilities, Water Treatment Plant, Public Works 60 hours/year Environmental Review Community Development, Consultant 4 hours/year Construction Management Public Works, Inspection 100 hours/year Project Proponent Utilities, Water Treatment Plant 60 hours/year Anticipated Facility Life Span: 40 years Initial Projects Costs by PhaseDesign (952)$40,000$40,000Construction (953)$250,000 $50,000$300,000Const. Management (954)$25,000$25,000Total$0 $40,000$0 $275,000 $50,000$0 $365,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalWater Fund$40,000$275,000 $50,000$365,000Total$0 $40,000$0 $275,000 $50,000$0 $365,000 Packet Pg 3352
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION WATER DISTRIBUTION TELEMETRY SYSTEM IMPROVEMENTS – FY 2017-18 THROUGH 2018-19 Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The proposed project is being proposed for two reasons. The first reason is to address the expansion of the current telemetry system area in order to serve the Orcutt Area Specific Plan identified in the approved 2015 Water Master Plan. The second reason is to update the water distribution system’s ancillary pieces of telemetry equipment. These few original components date back to the late 1990s, and operate on a different software system, which are now obsolete and need replacement. The core telemetry system is currently under construction, and is anticipated that the upgrades to the ancillary pieces of equipment will begin after completion of the core telemetry system. The recycled water transmission system will also be studied to document locations where additional controllers are required. Status This is an existing project shown in the 2015-17 Financial Plan Specification No. 91062. Project Team Lead Department: Utilities Department Operating Program Number & Title: 55160 – Water Distribution Assignment Program/Work Group Estimated Hours Project Management IT Department, Control System Technicians 60 hours/year Project Support Utilities, Water, Water Distribution Supervisor and Staff 40 hours/year Project Proponent Utilities, Deputy Director - Water 20 hours/year Packet Pg 3362
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Location Estimated Year of Construction Pavement Area (for projects in right-of-way) Industrial Way/Tank Farm SCADA Station 2017-2018 N/A Tanglewood/ Johnson SCADA Station 2017-2018 N/A Water Distribution Shop HMI 2018-2019 N/A WATER DISTRIBUTION TELEMETRY SYSTEM IMPROVEMENTS – FY 2017-18 THROUGH 2018-19 Anticipated Facility Life Span: 50 years Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalMaintenance Materials$50,000 $50,000$100,000Total$0 $50,000 $50,000$0$0$0 $100,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalWater Fund$50,000 $50,000$100,000Total$0 $50,000 $50,000$0$0$0 $100,000 Packet Pg 3372
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION WATER DISTRIBUTION SYSTEM IMPROVEMENTS - FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The City operates a complex potable water distribution system that is comprised of 16 distribution zones, ten potable water storage tanks, two reservoirs, five hydro‐pneumatic tanks, eight pump stations, 21 pressure reducing valves (PRVs) and over 180 miles of pipe with diameters ranging in size from four inches to 30 inches. Some City water distribution lines are undersized to adequately serve the required amount of water needed for firefighting while other pipes were installed decades ago and are now deteriorating due to age. The expected useful life of a water pipeline is approximately 50 years, which corresponds with a replacement schedule of approximately two percent of the distribution system each year. Listed projects include those to improve distribution system operations, replace undersized mains in areas that require increased fire flows, and replacement of aging water mains that have experienced multiple failures - which in turn require expensive emergency repairs and leave people temporarily without water. Projects were selected and prioritized to have the greatest impact in reducing disruptions to water service and improving fire flows. Trench repairs and raising valve covers are routine activities associated with emergency water line repairs and street paving. These projects occur on an as-needed basis, routinely several times per year. Water meters and fire hydrants are a vital component of the City’s water distribution and fire safety system. Their upkeep is an ongoing effort with a portion of the inventory of almost 15,000 meters and 1,867 hydrants being replaced annually. Replacement of water distribution pipes, mainlines, water meters, fire hydrants, and related infrastructure is an ongoing program for reliable water distribution and fire protection. The program’s replacement schedule will address existing deficiencies, and the potential for near-term failure according to priority. Opportunities to consolidate water distribution zones will be evaluated in efforts to simplify operations, reduce pumping needs, and eliminate pump stations that would otherwise require replacement. Status This is an existing project shown in the 2015-17 Financial Plan Specification No. 90227. Project Team Lead Department: Utilities Department Operating Program Number & Title: 55160- Water Distribution Packet Pg 3382
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Assignment Program/Work Group Estimated Hours 17-18 18-19 19-20 20-21 21-22 Project Management Public Works, Engineering 800 700 700 800 800 Project Support Utilities, Water, Water Distribution Supervisor and Staff Public Works, Administration 100 80 80 100 100 Construction Management Public Works, Inspection 360 360 360 360 360 Environmental Review Community Development 8 8 8 8 8 Project Proponent Utilities, Water, Water Division Manager 80 70 70 80 80 Site List – For multi-year projects 2017-2018 Project List: Location Pavement Area Length (feet) Cost Water Distribution System Improvements Design (contract services) Casa - Murray to Deseret (increase to 12”) Stenner (Murray to end) Chorro (intersection of Chorro/Meinecke and Chorro/Murray) Murray - Santa Rosa to Hathway Pacific – Nipomo to Higuera (increase from 10” to 12”) Boysen - Santa Rosa Street to N. Chorro Street Chorro – Pacific to Pismo Street Sierra – Ella to Bishop 8 900 $1,700,000 8 580 8 100 8 1,350 4 2,100 7 1,200 4 400 2 1,400 Total: 8,030 Construction Management (contract services) $170,000 Trench Repair N/A N/A $200,000 Raise Valve Covers on Paving Projects N/A N/A $25,000 Water Meters and Water Meter Boxes N/A N/A $165,000 Fire Hydrants and Parts N/A N/A $40,000 Hydraulic Model Updates N/A N/A $20,000 Recycled Water System Meters and System Storage Pilot Study N/A N/A $70,000 Total$2,390,000 Packet Pg 3392
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 2018-2019 Project List: Location Pavement Area Length (feet) Cost Water Distribution System Improvements* Trench Repair N/A N/A $200,000 Raise Valve Covers on Paving Projects N/A N/A $30,000 Water Meters and Water Meter Boxes N/A N/A $180,000 Hydraulic Model Updates N/A N/A $20,000 Fire Hydrants and Parts N/A N/A $40,000 Total$470,000 * Pipeline improvements are included in the Reservoir 2 Project. 2019-2020 Project List: Location Pavement Area Length (feet) Cost Water Distribution System Improvements* Trench Repair N/A N/A $200,000 Raise Valve Covers on Paving Projects N/A N/A $30,000 Water Meters and Water Meter Boxes N/A N/A $180,000 Fire Hydrants and Parts N/A N/A $40,000 Total$450,000 * Pipeline improvements are included in the Reservoir 2 Project. 2020-2021 Project List: Location Pavement Area Length (feet) Cost Water Distribution System Improvements Design (contract services) $180,000 Craig (increase from 6” to 12”) Craig – Patricia to Jeffrey (increase from 4” to 8”) Christina – Warren to Craig (increase from 4” to 8”) Jaycee (8”) Westmont – Jeffrey to Stanford La Canada – Tolosa to Cerro Romauldo (inc. from 4” and 6” to 8”) Cerro Romauldo – Patricia to Los Cerros 7 260 $1,800,000 7 750 7 600 7 1,350 8 500 7 850 7 1,080 Total: 5,390 Packet Pg 3402
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Construction Management (contract services) $180,000 Trench Repair N/A N/A $200,000 Raise Valve Covers on Paving Projects N/A N/A $30,000 Water Meters and Water Meter Boxes N/A N/A $180,000 Fire Hydrants and Parts N/A N/A $40,000 Total$2,610,000 2021-2022 Project List: Location Pavement Area Length (feet) Cost Water Distribution System Improvements Design (contract services) $130,000 Chorro Street – Broad Street to Upham Street El Paseo – Flora to El Cerrito (increase from 8” to 10”) El Cerrito – El Paseo to end Wilding – Ella to south end Iris – Johnson to Fixlini Boulevard Del Campo – Bishop to San Carlos 4 1,000 $1,300,000 1 290 1 670 1 600 1 320 2 800 Total: 3,680 Construction Management (contract services) $130,000 Trench Repair N/A N/A $200,000 Raise Valve Covers on Paving Projects N/A N/A $30,000 Water Meters and Water Meter Boxes N/A N/A $180,000 Fire Hydrants and Parts N/A N/A $40,000 Total$2,010,000 Anticipated Facility Life Span: The anticipated life span for a new PVC waterline is 50 years and 100 for ductile iron. Packet Pg 3412
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$180,000 $130,000$310,000Construction (953)$1,770,000$1,800,000 $1,300,000$4,870,000Const. Management (954)$170,000$180,000 $130,000$480,000Total$0 $1,940,000$0$0 $2,160,000 $1,560,000 $5,660,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalMaintenance Materials$450,000 $470,000 $450,000 $450,000 $450,000$2,270,000Total$0 $450,000 $470,000 $450,000 $450,000 $450,000 $2,270,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalWater Fund$2,307,500 $380,000 $360,000 $2,520,000 $1,920,000$7,487,500Sewer Fund$82,500 $90,000 $90,000 $90,000 $90,000$442,500Total$0 $2,390,000 $470,000 $450,000 $2,610,000 $2,010,000 $7,930,000 Packet Pg 3422
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION WASTEWATER LIFT STATION REPLACEMENT – FY 2017-18, FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Laguna. The interior of the Laguna Lift station wet well, constructed in 2014, is becoming discolored and blistered. The discoloration is an initial symptom of corrosive liquids and gases present within the lift station’s wet well, but the small blistering appears to suggest that the coatings may have been damaged. A study is required to evaluate the level of the damage to the protective coatings in order to perform the appropriate re-sealing of the wet well’s coating to prevent damage to structure’s concrete and steel reinforcement. Margarita. The Margarita Lift Station was put into service in 1971. In 1995, the floor of the sump pump was leaking and repairs were made. Cathodic protection was added in 1996 to extend the life of the lift station structure. In 2010, leaks were repaired on the floor and walls. An inspection report of the coatings confirmed signs of accelerated deterioration causing the dry well to be structurally unsound. The inspection report noted a high risk of failure at the station as both the wet and dry well walls were deteriorating, causing leaks and structural issues. Because of its age and condition, replacement of the lift station has been prioritized with the other necessary system components that include the wet well and force main. The force main is approximately 225 feet in length and is cast iron pipe. Based on a pipe condition assessment, the pipeline is operating beyond its useful life expectancy. These replacements will ensure that all components function effectively as a system. The replacement lift station will accommodate a portion of the future development anticipated in the Margarita Area Specific Plan. Foothill. The Foothill Lift Station is the oldest in the City’s wastewater collection system and is in a location with minimal access. This station is over 50 years old and is operating beyond its life expectancy. The equipment was originally installed in 1962 to serve the Broad Street and Orcutt area, but was removed and warehoused, then reconfigured and installed in its present location in 1986. Due to external corrosion the sump pump floor was repaired in 1995. Although cathodic protection was installed in 1996 to extend the life of the station, it is experiencing exterior corrosion and leaking ground water through internal welds in the structure. The existing force main is approximately 325 feet in length and is cast iron pipe. In 2013 the force main failed due to corrosion and pipe age. A pipeline condition assessment has shown it should be replaced. Because of its age and condition, replacement of the lift station has been prioritized with the other necessary system components. It is recommended that the station be relocated approximately 500 feet west of its current location to serve future development. Relocating the station would require an addition of 500 feet of gravity and force main and property and easement acquisition Status This is an existing project shown in the 2015-17 Financial Plan Specification No. 91214. INSERT LOCATION MAP/PHOTO HERE Packet Pg 3432
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Project Team Lead Department: Utilities Department Operating Program Number & Title: 55310 Wastewater Collection Assignment Program/Work Group Estimated Hours Project Management Public Works, Engineering 400 hours/year Project Support Utilities, Wastewater, Public Works, Administration, Wastewater Collection Supervisor and Staff 300 hours/year Construction Management Public Works, Inspection 200 hours/year Environmental Review Community Development 8 hours/year Project Proponent Utilities, Wastewater Division Manager 75 hours/year Site List – For multi-year projects Location Estimated Year of Construction Pavement Area (for projects in right-of-way) Laguna Lift Station Wet Well Coating 2017 N/A Margarita Lift Station 2017 5 Foothill Lift Station 2021 7 Anticipated Facility Life Span: 50 yearsInitial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (952)$25,000$25,000Construction (953)$900,000$1,800,000$2,700,000Const. Management (954)$160,000$180,000$340,000Total$0 $1,085,000$0$0$0 $1,980,000 $3,065,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 TotalSewer Fund$1,085,000$1,980,000$3,065,000Total$0 $1,085,000$0$0$0 $1,980,000 $3,065,000 Packet Pg 3442
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION WASTEWATER COLLECTION SYSTEM IMPROVEMENTS -FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Replacement of the wastewater collection system’s manholes, sewer pipes, and related appurtenances is a program required to improve reliability and to reduce inflow and infiltration (I/I). The program’s replacement schedule will address existing structural deficiencies, and the potential for near-term failure according to priority. Addressing I/I into the wastewater collection system is a long-term effort involving investigation and correction. Flow studies and field investigations have been successful in identifying sources of I/I in both City and privately-owned sewer infrastructure. Funding will be required to monitor, correct and reduce I/I sources. The City’s wastewater collection system includes approximately 138 miles of sewer lines and related operational equipment. Some pipes are over 100 years old and are undersized. Maintenance requirements increase dramatically as pipeline and equipment approach the end of their useful life. Pipeline and operational equipment requires ongoing maintenance and condition assessment to prioritize periodic replacement, ensure proper function, and prolong service life. With an expected service life of 60 years, approximately two percent of the wastewater collection system is targeted for replacement or rehabilitation per year. Status This is an existing project shown in the 2015-17 Financial Plan Specification No. 90239. Project Team Utilities Department Operating Program Number & Title: 55310 – Wastewater Collection Assignment Program/Work Group Estimated Hours Project Management Public Works, Engineering 700 hours/year Project Support Utilities, Wastewater, Public Works, Administration, Wastewater Collection Supervisor and Staff 50 hours/year Construction Management Public Works, Inspection 500 hours/year Environmental Review Community Development 8 hours/year Project Proponent Utilities, Wastewater, Wastewater Division Manager 40 hours/year Site List – For multi-year projects Packet Pg 3452
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 2017-2018 Project List: Location Pavement Area Length (feet) Cost Sewerline Replacement (Trench and Pipe Bursting) Design (contract services) $60,000Santa Barbara - Morro / Osos Osos - at 1819 Osos / Buchon Church - at 1054 Church / Osos Leff - Santa Rosa / Osos 4 656 $780,0004 1,194 4 341 4 380 Total: 2,571 Construction Management (contract services) $70,000Inflow/Infiltration Reduction N/A N/A $200,000Trench Repairs N/A N/A $25,000Raise manholes after paving N/A N/A $25,000Easement – East of Chorro at Meinecke to Murray Study N/A N/A $30,000Infrastructure Renewal Strategy – Foothill at Chorro to Lincoln Study N/A N/A $60,000Total$1,250,000 2018-2019 Project List: Location Pavement Area Length (feet) Cost Sewerline Replacement (Cured In Place Pipe) Design (contract services) $17,000Walnut - HWY 1 / Morro Morro - Mill / Peach Morro - Palm / Mill 4 717 $170,0004 246 4 361 Total: 1324 Construction Management (contract services) $17,000Sewerline Replacement (Cured In Place Pipe) $38,000Design (contract services) (Easement) Albert- Longview / McCollum Mill - Toro / Morro Santa Rosa - Palm / Monterey 4 1340 $380,0004,1 1368 9 288 Total: 2996 Construction Management (contract services) $38,000Packet Pg 3462
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Sewerline Replacement (Pipe Bursting) $10,000Design (contract services) (Easement) - Foothill / Rougeot 7 335 $100,000 Construction Management (contract services) Total: 335 $10,000Sewerline Replacement (Open Trench) $37,000Design (contract services) (Easement) - Chorro- Meinecke / Murray (Easement) - Murray- Chorro / HWY 1 (Easement) - Murray / Murray 7 303 $370,0007 669 7 150 Total: 1122 Construction Management (contract services) $37,000Inflow/Infiltration Reduction N/A N/A $200,000Trench Repairs N/A N/A $25,000Raise manholes after paving N/A N/A $25,000Total$1,474,000 2019-2020 Project List: Location Pavement Area Length (feet) Cost Sewerline Replacement (Trench and Pipe Bursting) Design (contract services) $110,000(Easement) Off Westmont at 260 Westmont Westmont – at 260 Westmont / Jeffrey Jeffrey - Westmont / Cerro Romauldo Cerro Romauldo - Jeffrey / Tassajara 8 165 $1,100,0008 308 7,8 2265 7 833 Total: 3571 Construction Management (contract services) $110,000Inflow/Infiltration Reduction N/A N/A $200,000Trench Repairs N/A N/A $25,000Raise manholes after paving N/A N/A $25,000Total$1,570,000 2020-2021 Project List: Packet Pg 3472
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Location Pavement Area Length (feet) Cost Sewerline Replacement (Trench and Pipe Bursting) Design (contract services) $110,000Luneta – Tassajara / Verde Verde – Luneta / Ramona Easement – Luneta / Verde Serrano – at 180 Serrano / Broad Penman – Penman / Serrano Easement – at 121 Penman / Penman Bressi – sewer main into Bressi Palomar – at 95 Palomar / Serrano 7 350 $1,160,0007 572 7 175 7 1851 7 476 7 159 7 166 7 89 Total: 3838 Construction Management (contract services) $110,000Inflow/Infiltration Reduction N/A N/A $200,000Trench Repairs N/A N/A $25,000Raise manholes after paving N/A N/A $25,000Total$1,630,000 2021-2022 Project List: Location Pavement Area Length (feet) Cost Sewerline Replacement (Trench and Pipe Bursting) Design (contract services) $135,000Johnson - San Luis Drive / Buchon Buchon - Johnson / Morro Santa Rosa - Islay / Buchon Santa Rosa - Pismo / Buchon Morro - Buchon / Pacific Pacific - Morro / Chorro Chorro - Pacific / Marsh 1 444 $1,350,0001,4 1911 4 290 4 294 4 728 9 423 9 326 Total: 4,416 Construction Management (contract services) $135,000Inflow/Infiltration Reduction N/A N/A $200,000Trench Repairs N/A N/A $25,000Raise manholes after paving N/A N/A $25,000Packet Pg 3482
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Total$1,870,000 Anticipated Facility Life Span: 60 years Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalLand Acquisition (950)$30,000$30,000Study (951)$60,000$60,000Design (952)$60,000 $102,000 $110,000 $110,000 $135,000$517,000Construction (953)$780,000 $1,020,000 $1,100,000 $1,160,000 $1,350,000$5,410,000Const. Management (954)$70,000 $102,000 $110,000 $110,000 $135,000$527,000Total$0 $1,000,000 $1,224,000 $1,320,000 $1,380,000 $1,620,000 $6,544,000Ongoing Costs by TypeBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalMaintenance Materials$250,000 $250,000 $250,000 $250,000 $250,000$1,250,000Total$0 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalSewer Fund$1,250,000 $1,474,000 $1,570,000 $1,630,000 $1,870,000$7,794,000Total$0 $1,250,000 $1,474,000 $1,570,000 $1,630,000 $1,870,000 $7,794,000 Packet Pg 3492
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION WASTEWATER COLLECTION TELEMETRY SYSTEM IMPROVEMENTS - FY 2017-18, FY 2018-2019 Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The wastewater collection system’s telemetry controllers and radios are unreliable and becoming obsolete. Proactively maintaining hardware and equipment is critical task of the wastewater operations to ensure year round functionality for the operations of sewer lift stations during normal operations, and emergency conditions. The upgrades to the telemetry system will provide new hardware, and software system that are easier to program and maintain. Status This is an existing project shown in the 2015-17 Financial Plan Specification No. 91370. Project Team Lead Department: Utilities Department Operating Program Number & Title: 55310 – Wastewater Collections Assignment Program/Work Group Estimated Hours Project Management IT Department, Control Systems Staff 80 hours/year Project Support Utilities, Wastewater, Wastewater Collection Supervisor and Staff 50 hours/year Project Proponent Utilities, Wastewater Division Manager 30 hours/year Site List – For multi-year projects Location Estimated Year of Construction Pavement Area (for projects in right-of-way) Margarita Lift Station 2017-2018 N/A Calle Joaquin Lift Station 2017-2018 N/A Foothill Lift Station 2017-2018 N/A Packet Pg 3502
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Anticipated Facility Life Span: 50 years Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalUtilities$0Maintenance Materials$100,000 $38,000$138,000Staff$0Contract Services$0Total$0 $100,000 $38,000$0$0$0 $138,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalSewer Fund$100,000 $38,000$138,000Total$0 $100,000 $38,000$0$0$0 $138,000 Packet Pg 3512
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION WHALE ROCK RESERVOIR-AUTOMATIC CONTROL VALVE REPLACEMENT – FY 2018-2019 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Automatic control valves are an integral part of the Whale Rock Reservoir pump stations. Control valves are actively protecting the Whale Rock pipeline from damage due to pressure fluctuations. The current control valves were installed in 1960 and are at the end of their useful life. Replacing the control valves will help ensure water is delivered to the San Luis Obispo Water Treatment Plant, Cal Poly, and California Men’s Colony. Status This is an existing project shown in the 2015-17 Financial Plan. Project Team Lead Department: Utilities Operating Program Number & Title: 55500-Reservoir Operations Assignment Program/Work Group Estimated Hours Project Proponent Utilities/Water Division40 Project Management- Utilities /Water Division 100 WR Staff Utilities /Water Division 110 Site List – For multi-year projects Location Estimated Year of Construction Pavement Area (for projects in right-of-way) Whale Rock Pump Station A & B 2018-19 NA Packet Pg 3522
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Anticipated Facility Life Span: New Automatic Control Valves will provide pipeline protection and help insure reliable water deliveries for 25-50 years. Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalEquipment Acquisition (956)$36,000$36,000Total$0$0 $36,000$0$0$0 $36,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalWhale Rock Fund$36,000$36,000Total$0$0 $36,000$0$0$0 $36,000 Packet Pg 3532
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION WHALE ROCK RESERVOIR-PIPELINE RELIABILITY ASSESSMENT – FY 2017-2018 Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The 17.6 miles of pipeline conduit that transport water from the Whale Rock Reservoir (WRR) to the Cityof San Luis Obispo, Cal Poly, and California Mens Colony is 55 years old. Given the aging infrastructure, an assessment of the pipeline’s condition is needed to properly schedule repairs or replacement projects. Understanding the condition of the WRR pipeline will assist in planning for long term pipeline reliabilityand associated maintenance needs, minimizing pipeline failures and associated disruptions, cost, and water waste. Status This is an existing project shown in the 2015-17 Financial Plan. Project Team Lead Department: Utilities Operating Program Number & Title: 55500-Reservoir Operations Assignment Program/Work Group Estimated Hours Project Proponent Utilities/Water Division 100 Project Management Whale Rock Staff 120 Site List – For multi-year projects Location Estimated Year of Construction Pavement Area (for projects in right-of-way) Whale Rock pipeline alignment 2017-18 NA Packet Pg 3542
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Anticipated Facility Life Span: With proper repairs the lifespan of the pipeline conduit could last an additional 25 years. Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalStudy (951)$500,000$500,000Total$0 $500,000$0$0$0$0 $500,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalWhale Rock Fund$500,000$500,000Total$0 $500,000$0$0$0$0 $500,000 Packet Pg 3552
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION WATER RESERVOIR REPLACEMENT – FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives: Fiscal Sustainability and Responsibility ☐ Measure G Priority Purpose and Need The City currently operates two potable reservoirs (#1 and #2) that are estimated to be 60 years old. Reservoir #2 is a 7.44 million gallon (MG) reservoir equipped with floating covers that had previously been identified to be replaced in 2015. This reservoir supplies about half of the City’s potable water needs. Because the reservoir is one big basin, the entire storage volume must be taken out-of-service for reservoir maintenance. The recently completed water distribution system hydraulic modeling identified opportunities to consolidate water distribution zones to improve operations, reduce pumping needs, eliminate tanks and pump stations that would otherwise require replacement, improve fire flow, and improve available fire storage. Replacement of Reservoir #2 will include construction of two new 2.5 MG above-ground tanks at the existing reservoir site. This will provide critical redundancy and allow for tank maintenance without service interruption. It will also be designed to increase water mixing in the reservoir, which will in turn lessen the overall age of water. Older water age contributes to disinfection by-products, a regulated substance which may be harmful to human health. The study phase will research constructability and identify project components such as whether electrical upgrades are necessary to the transfer pump station to ensure system reliability during construction. Status This is an existing project shown in the 2015-17 Financial Plan Specification No. 91368. Project Team Lead Department: Utilities Department Operating Program Number & Title: 55150- Water Treatment Site List – For multi-year projects Location Estimated Year of Construction Pavement Area (for projects in right-of-way) 1900 Stenner Creek – Water Treatment Plant 2019-21 N/A INSERT LOCATION MAP/PHOTO HERE Packet Pg 3562
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Assignment Program Estimated Hours 17-18 18-19 19-20 20-21 21-22 Project Management Public Works, Engineering, 50 50 100 100Project Support Utilities, Water Distribution Supervisor and Staff, Public Works, Administration, Water Treatment Plant 400 300 300Environmental Review Community Development 4 4 4Construction Management Public Works, Inspection 0 200 200Project Proponent Utilities, Water, Water Division Manager 40 2020Anticipated Facility Life Span: 70 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$184,400$140,000$324,400Construction (953)$10,000,000$10,000,000Const. Management (954)$500,000$500,000Equipment Acquisition (956)$60,000$60,000Total$184,400$0 $200,000 $10,500,000$0$0 $10,884,400Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalWater Fund$184,400$200,000 $10,500,000$10,884,400Total$184,400$0 $200,000 $10,500,000$0$0 $10,884,400 Packet Pg 3572
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL PROTECTION WATER TREATMENT PLANT ENERGY EFFICIENCY PROJECT (FY 2017-18 THROUGH FY 2021-22) Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives: Fiscal Sustainability and Responsibility ☐ Measure G Priority Purpose and Need The City’s Water Treatment Plant receives surface water from three reservoirs. One of the reservoirs, Nacimiento Lake, delivers water into the treatment plant at such a high force that the water pressure needs to be lowered to a controllable level before it enters the plant. In effort to increase the efficiency of the Water Treatment Plant, this energy efficiency project would install a hydropower turbine that would convert the energy in the high pressure water line into electricity. The electricity generated on-site would offset the treatment plant’s overall power demand while utilizing a more environmentally sound electricity supply. Concurrently, the energy efficiency project will assess several projects already identified in the adopted 2015 Potable Water Master Plan such as: pump efficiencies within plant, the ozone disinfection system, water quality in storage tanks, distribution main inter-ties between service zones, and settings of related controls needed for SCADA integration. The assessment will be completed in the study phase of the energy efficiency project and will make recommendations to replace aging infrastructure in a holistic manner from the surface water source, to the treatment plant, and within the distribution system. The individual components of this energy efficiency project will be better defined after completion of the study phase. Staff will return to Council with a report of the project’s options and request direction to proceed with some or all of the study’s recommendations. Status This is a new project not included in the 2015-17 Financial Plan, though the majority of projects being considered for incorporation into the proposed energy efficiency project have been previously identified and budgeted for. Project Team Lead Department: Utilities Department Operating Program Number & Title: 55150 Water Treatment Packet Pg 3582
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL PROTECTION Assignment Program/Work Group Estimated Hours per FY 17-18 18-19 19-20 20-21 21-22 Project Management Utilities Staff 100 40 100 100 0 Project Support Utilities, Water Treatment Plant, Public Works 200 150 300 300 0 Environmental Review Community Development, Consultant 20 40 0 0 0 Construction Management Public Works, Inspection 0 0 200 200 0 Project Proponent Water Treatment Plant 100 40 100 100 0 Anticipated Facility Life Span: 35 yearsInitial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalStudy (951)$150,000$150,000Design (952)$300,000$300,000Construction (953)$8,000,000 $5,000,000$13,000,000Const. Management (954)$500,000 $800,000$1,300,000Total$0 $450,000 $8,500,000 $5,800,000$0$0 $14,750,000Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalWater Fund$450,000 $8,500,000 $5,800,000$14,750,000Total$0 $450,000 $8,500,000 $5,800,000$0$0 $14,750,000 Packet Pg 3592
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE WATER RESOURCE RECOVERY FACILITY PROJECT – FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives: Fiscal Sustainability and Responsibility ☐ Measure G Priority Purpose and Need The City’s Water Resource Recovery Facility (WRRF) must be upgraded to comply with stricter discharge limits required by the Central Coast Water Board (CCWB), to increase capacity to serve the City’s population at General Plan build out, and to replace existing aged facilities that have reached the end of their service life. The draft 2015 WRRF Facilities Plan identifies the related upgrades and associated costs. Study of these improvements began in 2014-15, with design and environmental permitting beginning in 2015-16 and 2016-17. Stricter discharge limits will require new treatment processes as well as changes to current processes at the WRRF to remove nutrients and disinfection by-products prior to releasing environmental water to San Luis Obispo Creek. These limits are required to meet the CCWB’s Basin Plan for inland waterbodies. Recently the Regional Water Quality Control Board adopted a revised National Pollutant Discharge Elimination System Permit with stricter discharge requirements that went into effect December 1, 2014 and requires the City to meet these new standards by November 2019. The WRRF’s capacity will be increased from its current 5.1 million gallons per day (MGD) to approximately 5.4 MGD to meet the projected growth for the next 20 years while several aged or obsolete processes will require upgrades or removal. This project will also maximize recycled water production and include much needed upgrades to buildings and communication infrastructure to assist in the optimal operation and maintenance of the facility. All aspects of the upgrade will consider a triple bottom line approach to ensure the facility becomes a valuable community asset. Status This is an existing project shown in the 2015-17 Financial Plan. Project Team Utilities Department Operating Program Number & Title: 55330 – Water Resource Recovery Facility Assignment Program/Work Group Estimated Hours per FY 17-18 18-19 19-20 20-21 21-22Project Management Consultant Services 600 600 400 200 100 Environmental Review Utilities, Community Development 80 80 0 0 0 Packet Pg 3602
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE Construction Management Contract Services (with assistance from Public Works Engineering) 0 1,000 1,000 1,000 500 Project Support WRRF Supervisor, WRRF Staff, and Public Works Engineering 400 700 700 600 100 Project Proponent Utilities, Wastewater, Deputy Director 300 300 300 200 100 Location Estimated Year of Construction Pavement Area (for projects in right-of-way) 35 Prado Road 2018-2020 N/A Anticipated Facility Life Span: 40 years Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (952)$1,500,000$1,500,000Construction (953)$15,209,000 $50,000,000 $30,000,000 $24,000,000$119,209,000Const. Management (954)$3,000,000 $6,500,000 $5,000,000 $5,000,000$19,500,000Total$0 $19,709,000 $56,500,000 $35,000,000 $29,000,000$0 $140,209,000Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalSewer Fund$19,500,000 $56,500,000 $35,000,000 $29,000,000$140,000,000General Capital Outlay$209,000$209,000Total$0 $19,709,000 $56,500,000 $35,000,000 $29,000,000$0 $140,209,000 Note: The Sewer Fund allocation will come from the State Revolving Loan Funds (SRF) and the General Capital Outlay is funding a portion of the weed abatement in preparation of the gun range demolition on the project site. Packet Pg 3612
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION MARSH STREET PARKING STRUCTURE MAINTENANCE - FY 2017-18 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Parking structures have an expected life span of up to 50 years if preventative maintenance is performed on a regular basis. Preventative maintenance including resealing decks, painting, light fixture replacement, and elevator upgrades and must occur every 10 to 15 years in order to extend the maximum life span of any structure. The original Marsh Street Parking Structure was completed in 1990 and the expansion of the Marsh Street Parking Structure was completed in 2002. Since completion, the bottom deck of the parking structure has never been resealed to protect the concrete from moisture and other corrosive elements. The elevator located at the corner of Marsh Street and Chorro Street is original from 1990; refurbishment or replacement of the elevator cart, doors, and thresholds have not occurred. The City receives and responds to calls of individuals stuck in the elevator on a weekly basis. Republic Elevator Company, the City’s current elevator contractor, provided a quote for door replacement, new car and hall fixtures, and cladding of elevator interior and floor for a total of $41,850. The upgrades to the elevator are programmed into the first year of the two-year budget cycle given the staff time from various departments spent addressing current elevator issues. The interior of the structure, both original and expansion, have never been repainted. The last paint project that occurred was in fiscal year 2013-14 when the exterior of the expansion was painted due to the failing of the stucco. Interior painting is another way to protect against corrosion, improve the look and appeal of the structure, and assist parkers in wayfinding while inside the structure. The existing lighting fixtures in the expansion section of the Marsh Street parking structure are original to construction in 2002. Currently, the lighting is being replaced as it fails, which increases the cost per fixture, and uses a large amount of staff time. LED fixtures will be more efficient, cost less for electricity, and require less maintenance. Status This is a new project not included in the 2015-17 Financial Plan Project Team Lead Department: Public Works Operating Program Number & Title: 50600 Parking Operations and Maintenance Assignment Program/Work Group Estimated Hours Project Management Parking Services 40 Contract Administration / Management Parking Services 50 Construction Management CIP Engineering - Construction 120 Packet Pg 3622
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION MARSH STREET PARKING STRUCTURE MAINTENANCE - FY 2017-18 Anticipated Facility Life Span: The proposed maintenance to the Marsh Street Parking Structure is expected to last 10-15 years based on use of the structure. Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$25,000$25,000Construction (953)$500,000$500,000Const. Management (954)$50,000$50,000Total$0 $575,000$0$0$0$0 $575,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalUtilities$0Maintenance Materials$0Staff$0Contract Services$0Total$0$0$0$0$0$0$0Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalParking Fund$575,000$575,000Total$0 $575,000$0$0$0$0 $575,000 Packet Pg 3632
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION PALM-NIPOMO PARKING STRUCTURE - FY 2017-18, FY 2018-19 Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The City’s fourth parking structure needs to be constructed to adequately handle the downtown parking demand generated by developments occurring in the next 5 to 10 years. If there is not enough available parking it could deter access and decrease commercial and cultural activities in the downtown. As the economy improves, smaller redevelopments like the Art Museum, Marsh Street Commons, and Monterey Place (Leitcher House property) will be completed and attract more people downtown. Larger projects like Chinatown and Garden Street Terraces, that are currently under construction, have eliminated approximately 204 metered surface parking lot spaces and will increase the demand for additional parking as the project phases are completed. Conservatively, the City will need to replace the lost parking spaces as well as build new parking spaces to accommodate the demand for future developments. Although some of the parking demand will be distributed throughout the existing parking supply, the City will have to construct additional parking. The Downtown Concept Plan calls for that parking to be in the form of a parking structure. A portion of the proposed site location for Palm-Nipomo is currently a surface parking lot which includes 77 metered spaces. This lot will be closed permanently once construction on Palm-Nipomo begins. The total number of parking spaces proposed for Palm-Nipomo is 410 which means that the structure will add 333 net new spaces to the City’s parking supply. For reference, below is a table outlining the changes in the City’s parking supply from 2014 to 2016 as well as an estimate of the parking supply once Palm-Nipomo is completed. No. of Parking Spaces by Type 2014 2015 2016 Completion of Palm-Nipomo Structures 1,127 1,127 1,127 1,537 Metered Surface Lot Spaces 390 270 186 109 On-Street Metered Spaces 1,149 1,151 1,147 1,147 TOTAL 2,666 2,548 2,460 2,793 Status This is an existing project shown in the 2015-17 Financial Plan. This project is a Parking Fund CIP with the need for Debt Financing support for implementation. It has received multiple Council reviews and direction for implementation to support Downtown activities. The City owns all the land needed for the project and a consultant has been hired to develop the design, conduct environmental review, and take the project through the public hearing process. Through this process, a potential significant impact to historic resources has been identified. In January 2016, the City Council directed staff to prepare a focused environmental impact report (EIR). A consultant team is currently working on the environmental review and processing a final project conceptual design. Large major capital projects like a parking structure will take approximately two years to construct. The cost estimate used for this request will need to be finalized once the final design and environmental review is completed. Packet Pg 3642
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Project Team Lead Department: Public Works Operating Program Number & Title: 50600 – Parking Operations Maintenance Assignment Program/Work Group Estimated Hours Project Proponent Public Works – Parking Services 200 hours per year Project Manager CIP Engineering – Design 500 hours per year – During Construction Document PreparationContract Management CIP Engineering – Administration 40 hours per year Construction Management CIP Engineering – Construction 500 hours per year – During Construction Packet Pg 3652
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Anticipated Facility Life Span: 50 Years for Building StructureInitial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalLand Acquisition (950)$2,328,200$2,328,200Design (952)$1,350,000 $250,000$1,600,000Construction (953)$0 $22,000,000$22,000,000Const. Management (954)$0 $1,600,000$1,600,000Environmental Review (957)$300,000$300,000Total$3,978,200 $250,000 $0 $23,600,000 $0$0 $27,828,200Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalUtilities$0$0 $52,779 $54,890$107,669Maintenance Materials$0$0 $14,800 $15,392$30,192Staff$0$0 $71,800 $74,672$146,472Contract Services$0$0 $60,250 $62,660$122,910Total$0 $0 $0$0 $199,629 $207,614 $407,243Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalParking Fund$3,978,200 $250,000 $0 $6,000,000$10,228,200Debt Financing$0 $17,600,000$17,600,000Total$3,978,200 $250,000 $0 $23,600,000 $0$0 $27,828,200 Packet Pg 3662
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION PARKING ACCESS REVENUE CONTROL SYSTEM – FY 2017-18 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The purpose of this project is to fully replace the outdated and no longer supported parking access and revenue control system (PARCS) for the three existing parking structures. Replacing the current PARCS equipment with new equipment will increase decrease staff time performing maintenance and repairs while increasing staff’s ability to accommodate and manage different parking demands placed on the system as well as improve overall efficiency of garage operations for patrons and staff. The new equipment will also be used in the Palm Nipomo Structure or other future structures build or managed by the City. As part of the 2009-11 Financial Plan, Council approved the allocation of $113,000 for parking structure equipment upgrade. At that time, some of the existing equipment at 842 Palm Street parking structure and 871 Marsh Street parking structure was already beyond the typical 10-year life span for structure equipment while other equipment components were close to reaching that 10-year life expectancy. The plan was to purchase equipment through the manufacturer of the existing equipment (Federal APD); however, in 2012 Federal APD was purchased by 3M which ultimately shut down production of Federal APD equipment in 2014. Around the time 3M was closing Federal APD, the City had the option to purchase Federal APD equipment at a significant discount but the lack of support and the discontinuation of manufacturing of replacement parts would have made the purchase imprudent. Staff has been researching different PARCS equipment manufacturers and gathering rough estimates for new equipment. Considering a full equipment replacement as opposed to an upgrade will cost well above the previously approved $113,000 but, at this point, it is essential if Parking Services is to continue to offer a high-level of customer service. Costs for all new equipment is estimated to be an additional $650,000 including contingencies which brings the total cost to $763,000. There will also be on-going annual costs associated with the support and maintenance of new equipment. These costs will depend on the equipment manufacturer as well as the level of support the City requires to meet the needs of the parking structure users. Status This is an existing project with initial funding approved in the 2009-11 Financial Plan. Project Team Lead Department: Public Works Operating Program Number & Title: 50600 Parking Assignment Program/Work Group Estimated Hours Project Management Parking Services 80 Contract Admin/Mgnt. Parking Services 80 Construction Management CIP Engineering-Construction 120 Packet Pg 3672
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION PARKING ACCESS REVENUE CONTROL SYSTEM – FY 2017-18 Anticipated Facility Life Span: Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$0$0Construction (953)$0Equipment Acquisition (956)$113,000$650,000$763,000Computer Acquisition (963)$0Total$113,000 $0 $650,000$0 $0$0 $763,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalUtilities$0Maintenance Materials$0Staff$0Contract Services$50,000 $50,000 $50,000$150,000Total$0 $0 $0 $50,000 $50,000 $50,000 $150,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalParking Fund$113,000$650,000 $50,000 $50,000 $50,000$913,000Total$113,000 $0 $650,000 $50,000 $50,000 $50,000 $913,000 Packet Pg 3682
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION TRANSIT BUS REPLACEMENT – FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Replacement of Eight Transit fleet vehicles which have reached the end of their useful life. Status This is an existing project shown in the 2015-17 Financial Plan. All federally funded transit vehicle purchases come with useful life thresholds. These thresholds dictate that all 30’ heavy duty vehicles remain in service for 10 years or 400,000 miles and that all 40’ heavy duty bus either remain in service for 12 years or 500,000 miles; whichever comes first. There are eight buses and one trolley reaching the end of their 12 years’ useful life during this CIP cycle and which could be replaced as shown in Transit Vehicle Replacement Schedule shown below: Unit Make Length Model Year Manu.Age (yrs.) Remain Years Replacement Year (Best Case) 754 Gillig 30' Low Floor 2007 9 1 2018 755 Gillig 30' Low Floor 2007 9 1 2018 857 Gillig 40' Low Floor 2008 8 4 2021 858 Gillig 40' Low Floor 2008 8 4 2021 859 Gillig 40' Low Floor 2008 8 4 2021 860 Gillig 40' Low Floor 2008 8 4 2021 861 Gillig 35' Low Floor 2008 8 4 2021 862 Gillig 35' Low Floor 2008 8 4 2021 856 DOUBLE K 30' TROLLEY 2008 8 4 2022 Note: vehicle replacement is subject to the availability of grant and local matching funds and does not assume a change in powertrain (e.g. electric buses) Project Team Lead Department: Public Work - Transit Division Operating Program Number & Title: 50700 Transit Based on current SLO Transit bus specification prices, and with room for price escalation, it can be anticipated that it will cost approximately $530,000 per heavy duty vehicle and $250,000 for the Trolley. Packet Pg 3692
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION Assignment Program/Work Group Estimated Hours Project Manager Transit Manager 40 Initial Project Project Admin Transit Coordinator 20 Initial Project Project Support Transit Assistant 20 Initial Project Anticipated Facility Life Span: N/A Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalEquipment Acquisition (956)$0 $1,060,000 $1,590,000 $1,590,000 $250,000$4,490,000Total$0 $0 $1,060,000 $1,590,000 $1,590,000 $250,000 $4,490,000Ongoing Costs by TypeBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalTotal$0 $0 $0$0 $0$0$0Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalTransit Fund$0 $1,060,000 $1,590,000 $1,590,000 $250,000$4,490,000Total$0 $0 $1,060,000 $1,590,000 $1,590,000 $250,000 $4,490,000 Packet Pg 3702
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION TRANSIT BUS SHELTER REPLACEMENT – FY 2017-18 THROUGH FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Replacement of Transit Bus Shelters which have reached the end of their useful life. Status This project was identified in the 2015-17 Financial Plan. The SLO Transit system has exceeded over one million passengers in each of the last five fiscal years, reaching a system high of over 1.2 million passengers in FY 15/16. Under the performance guidelines of the 2009 & 2016 adopted Short Range Transit Plan (SRTP), shelters should be provided at bus stops that have a minimum twenty-five daily passenger boarding’s. The SLO Transit system has approximately forty-nine (49) bus shelters and over 235 bus stops and many of the existing shelters using a concrete pad are older models with glass panels that are past their useful life and are subject to graffiti and vandalism. With the older models glass replacement is an ongoing expense due to vandalism. This project will replace five old dilapidated shelters and benches as well as install five new shelters in high boarding locations. Project costs are expected to include replacement or expanded concrete pads if a larger replacement shelter is installed or the existing pad is damaged or worn. Project Team Lead Department: Public Work - Transit Division Operating Program Number & Title: 50700 Transit Assignment Program/Work Group Estimated Hours Project Manager Transit Manager 40 Initial Project Project Admin Transit Coordinator 20 Initial Project Project Support Transit Assistant 20 Initial Project Packet Pg 3712
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION TRANSIT BUS SHELTER REPLACEMENT – FY 2017-18 THROUGH FY 2021-22 Anticipated Facility Life Span: Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalEquipment Acquisition (956)$25,000 $25,000 $25,000 $25,000 $25,000$125,000Total$0 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalTotal$0$0$0$0$0$0$0Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalTransit Fund$25,000 $25,000 $25,000 $25,000 $25,000$125,000Total$0 $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 Packet Pg 3722
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION TRANSIT – AUTOMATIC VEHICLE LOCATION SYSTEM - FY 2018-19 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need Replacement Automatic Vehicle Location System for the City of San Luis Obispo’s Public Transit System, SLO Transit. Status This is a new project not included in the 2015-17 Financial Plan. In 2009, the City of San Luis Obispo procured an Automatic Vehicle Location system (AVL) for its transit fleet from a provider then known as Digital Recorders. This company has since been bought out by another company known as Clever Devices. Clever Devices has since put transit systems which still have the DR 600 AVL systems from Digital Records on notice that they will no longer be supporting this equipment sometime after 2017. AVL systems have become an indispensable tool for transit systems. AVL systems provide real-time information on the safety, location, driver/route (on-time) performance, and other statistical information for operational analysis which lead into system planning and improvements. Furthermore, AVL systems have become the preferred method by which transit systems comply with ADA requirements such as “next stop” audio announcements and visual route information displays. This project can be funded with a combination of City of SLO awarded 2015-16 and 2016-17 California Prop 1B grants totaling $310,000. Project Team Lead Department: Public Work - Transit Division Operating Program Number & Title: Transit 50700 Assignment Program/Work Group Estimated Hours Project Manager Transit Manager 40 Initial Project Project Admin Transit Coordinator 20 Initial Project Project Support Transit Assistant 20 Initial Project Project Support Information Sys Dept. 40 Annually Packet Pg 3732
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION TRANSIT AUTOMATIC VEHICLE LOCATION SYSTEM FY 2016-17 Anticipated Facility Life Span: Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalEquipment Acquisition (956)$310,000$310,000Total$0 $310,000 $0$0 $0$0 $310,000Ongoing Costs by TypeBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalTotal$0 $0 $0$0 $0$0$0Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalTransit Fund$310,000$310,000Total$0 $310,000 $0$0 $0$0 $310,000 Packet Pg 3742
UNFUNDED CAPITAL PROJECTS
To assist the City Manager in developing the recommended Capital Improvement Plan (CIP) projects for the 2017-19 Financial Plan, a designated CIP Review Committee evaluated all departmental requests. Projects included in the attached summary were not recommended for funding in the 2017-19 Financial Plan, due to financial constraints. Projects on this list are usually reevaluated during the development of the next Financial Plan or brought forward if other funding sources can be acquired to complete them, such as grants.
ATTACHMENT B-3:CAPITAL IMPROVEMENT PLAN
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Project Title MCG/OIO 2017-18 2018-19 2019-20 2020-21 2021-22 Urban Forest Management Master OIO: Downtown Vitality 168,800$ 410,000$ 360,000$ 370,000$ 370,000$
Johnson Ranch Open Space Conservation Plan Implementation Climate Action 50,000$ 150,000$ -$ -$ -$ Laguna Lake Dredging and Sediment Management Project Implementation 200,000$ 900,000$ 850,000$ 825,000$ 825,000$
Pacheco and Bishop Peak Safe Routes to School Construction MCG: Multi-Modal Transportation -$ 50,000$ 250,000$ -$
Broad Street Bike Boulevard Construction MCG: Multi-Modal Transportation -$ 150,000$ 300,000$ -$ -$ Electronic Submital and Review for Development Services -$ -$ -$ 142,160$ 27,160$ Special Events Tailer -$ -$ -$ 13,500$ -$ Neighborhood Traffic Improvements MCG: Multi-Modal Transportation 80,000$ 230,000$ 130,000$ 30,000$ 30,000$
California & Taft Roundabout MCG: Multi-Modal Transportation 60,000$ 902,453$ -$ -$ -$ Bishop Peak Emergency Access & Egress Project 150,000$ 75,000$ -$ -$ -$
ADA Transition Plan Implementation MCG: Fiscal Sustainability & Responsibility -$ 95,000$ 1,000,000$ 750,000$ 730,000$
Prado Road Interchange MCG: Multi-Modal Transportation -$ -$ 750,000$ -$ -$ Swim Center Safety and Program Enhancements -$ -$ -$ 76,000$ -$ Mission Plaza Extension Safety Lighting Maintenance 30,000$ 130,000$ -$ -$ -$ Stormwater Program Assessment and Funding 50,000$ 150,000$ -$ -$ -$ Fire Station 2 Exterior Driveway Concrete Ramp Replacement 33,000$ -$ -$ -$ -$ Senior Center Needs Assesment -$ 50,000$ -$ -$ -$ Jack House Arbor & Patio Seating Area 100,000$ -$ -$ -$ -$ Orcutt Road at Tank Farm Roundabout MCG: Multi-Modal Transportation -$ -$ -$ -$ -$
Ahearn Ranch Open Space Conservation Plan Implementation -$ -$ -$ 75,000$ 425,000$
Bob Jones Trail Octagon Barn Connection MCG: Multi-Modal Transportation 100,000$ 675,000$ -$ -$ -$ Fox Hollow Rainwater Harvesting Project -$ 100,000$ 2,500$ -$ 2,500$ Remodel of Fire Apparatus Repair Facility 50,000$ 315,000$ -$ -$ -$ Fire Station 4 Remodel -$ 12,000$ 102,000$ -$ -$ Aquatic Inflatable Obstacle Course -$ -$ -$ 15,000$ 1,000$ Speed Feedback Sign Replacements (Broad & Johnson) MCG: Multi-Modal Transportation 50,000$ 60,000$ -$ -$ -$
Wayfinding Kiosks MCG: Multi-Modal Transportation 10,000$ 25,000$ 50,000$ -$ -$ Downtown Farmer's Market Traffic Control Upgrade none 220,000$ 221,000$ 220,100$ 220,150$ 220,200$ Laguna Lake Golf Course Sustainability Initiatives -$ -$ -$ 105,000$ -$ Mid-Higuera Bypass 125,000$ 840,000$ -$ -$ -$ Green Fleet Expansion Transportation for Parks and Recreation Satellite Offices MCG: Climate Action -$ -$ 7,500$ -$ -$ Landscaping at Fire Station 4 74,500$ -$ -$ -$ -$ Not Proposed for Funding in 2017/19 CIP $ 1,551,300 $ 5,490,453 $ 3,822,100 $ 2,871,810 $ 2,630,860
Project Title MCG/OIO 2017-18 2018-19 2019-20 2020-21 2021-22
Radio Handhelds & Mobiles (Total Project Cost $508,045 GF)*328,445$ -$
Document Scanners (Total project cost $18,000)18,000$ -$ -$ -$ Timecard Program (Intellitime)112,500$ -$ -$ -$ -$ Fleet Management Software 110,000$ -$ -$ -$ -$ VoIP Telephone System (Total project $256,371 GF) moved to 2021-22 256,371$ -$ -$ -$
Irrigation (Rainmaster/Rainbird) (Total Project Cost $35,000)*-$ 23,000$ -$ -$ -$
SAN Controllers - City -$ 80,000$ -$ -$ -$ Police CAD/RMS Study -$ 50,000$ -$ -$ -$ AutoCAD - Engineering Software -$ 25,000$ -$ -$ -$ Police CAD Hardware Servers/storage (Current upgrade extends system to 22/23)-$ 350,000$ -$ -$ -$ Firewall Replacement (Total Project $186,500)*-$ -$ 31,637$ -$ -$ Virtual Private Network Replace (VPN (Total cost $130,000)*-$ -$ 27,986$ -$ -$ Fire Radio Receive Site at Fire Station #4 -$ -$ 486,777$ -$ -$ Public Safety MDC's (Total Project Cost $693000)-$ -$ 693,000$ -$ -$ ECC Audio Visual System -$ -$ 275,000$ -$ -$ Signal & Light Management (Cartegraph)-$ -$ 50,000$ -$ -$ Signs Management (Cartegraph)-$ -$ 65,000$ -$ -$
General Fund Capital Outlay
IT Replacement Fund (GF)
2017/19 UNFUNDED CAPITAL IMPROVEMENT PLAN PROJECTS
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Project Title MCG/OIO 2017-18 2018-19 2019-20 2020-21 2021-22 Microsoft Office (Total Project $225,000)-$ -$ 188,182$ -$ -$ Enterprise Storage Growth -$ -$ 50,000$ -$ -$ VM Infrastructure (Total Project $242,000)-$ -$ 202,644$ -$ -$ Network Switching Infrastructure Equipment (Total Project $550,000)-$ -$ 496,221$ -$ -$ Laserfiche -$ -$ 65,000$ -$ -$ Access Control (Automatic Gate Card System)-$ -$ 125,000$ -$ -$
Finance System Replacement (Total Project $750,000)-$ -$ 375,000$ -$ -$
Body Worn Cameras, Video Storage and Interview Rooms -$ -$ 376,300$ -$ -$ Server Operating System Software (Total Project $50,000)*-$ -$ -$ 8,132$ -$ Shoremicro (Radio System Redundant Bypass Link)-$ -$ -$ 50,000$ -$ Security Video System Replacement (Camera&Software:Milestone)-$ -$ -$ 55,500$ -$ 911 Phone System -$ -$ -$ 500,000$ -$ Fire Scheduling (Telestaff)-$ -$ -$ 38,000$ -$ Utility Billing System -$ -$ -$ -$ 150,000$ Asset Management -$ -$ -$ -$ 50,000$ Land Use System (Energov)-$ -$ -$ -$ 1,250,000$ Police CAD Hardware - Servers & Storage -$ -$ -$ -$ 350,000$ EPCR (Electronic Patient Care Reporting)-$ -$ -$ -$ 57,000$ Critical Community Connectivity Project -$ -$ -$ -$ 25,000$ EOC AV System (Equipment in Fire 1 Bay)-$ -$ -$ -$ 35,000$ Human Resources Information System -$ -$ -$ -$ 50,000$ Not Proposed for Funding in 2017/19 CIP $ 825,316 $ 528,000 $ 3,507,747 $ 651,632 $ 1,967,000
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Attachment C
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ATTACHMENT C:MAJOR CITY GOALS & OTHER IMPORTANT OBJECTIVES
MAJOR CITY GOALS & OTHER IMPORTANT OBJECTIVESThe fundamental purpose of the City’s Financial Plan is to link what the City wants to accomplish over the two-year period with the resources available to do so. The Financial Plan process used by the City Council accomplishes this through a public engagement process that helps the Council identify Major City Goals, establishing a timeframe and organizational responsibility for achieving them, and allocating the resources needed to do so. In order to identify the goals to drive the budget process, the City begins its Financial Plan process by asking its advisory bodies to submit goals, soliciting feedback from the public with a survey, and holding a community forum, in addition to other outreach efforts. This input helps the Council determine the major objectives it wants to accomplish over the next two years in addition to the ongoing services the City provides to the community. At the Goal-Setting Workshop in January 2017, Council established four Major City Goals and one Other Important Council Objective, listed below. The proposed work programs and funding to accomplish the Major City Goals and Other Important Objective are presented in this section.
Climate Action• Implement Climate Action Plan, assess requirements to achieve a “net-zero carbon City” target, and implement cost-effective measures, including implementation of a Sustainability Coordinator and formation of a Green Team.Fiscal Sustainability & Responsibility• Continue to implement the City’s Fiscal Responsibility Philosophy with a focus on economic development and responsiveness, unfunded liabilities, and infrastructure financing.Housing• Facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents, through increased density and proximity to transportation corridors in alignment with the Climate Action PlanMulti-Modal Transportation• Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range Transit PlanDowntown Vitality*• Continue to improve safety, infrastructure investment, and maintenance in the Downtown and support Downtown Association’s proposal to consider a Downtown improvement district.
*Other Important Objective
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MAJOR CITY GOALS/OTHER IMPORTANT OBJECTIVE FUNDING SUMMARY
MAJOR CITY GOALS/OTHER IMPORTANT OJECTIVE GOAL STATEMENT EXPENDITURE TYPE 2017/18 2018/19 2017/18 2018/19
Ongoing -$ -$ -$ -$
Reallocation -$ -$ -$ -$
New Programs/Projects 115,500$ 87,000$ 30,000$ 75,000$
Ongoing 1,371,585$ 821,080$ -$ -$
Reallocation -$ -$ -$ -$
New Programs/Projects 75,000$ -$ -$ -$
Ongoing 177,484$ 184,637$ -$ -$
Reallocation -$ -$ -$ -$
New Programs/Projects -$ -$ -$ -$ Ongoing 5,296,480$ 5,431,858$ -$ -$ Reallocation -$ -$ -$ -$ New Programs/Projects -$ -$ 3,690,500$ 14,691,455$
Ongoing 969,703$ 977,257$ -$ -$
Reallocation 75,000$ -$ -$ -$
New Programs/Projects -$ -$ 465,000$ 75,000$ TOTAL WORK PROGRAMS 8,080,752$ 7,501,832$ 4,185,500$ 14,841,455$ *Other Important Objective
Expenditure Type Summary Table Operating Capital
Ongoing $ 15,230,084 $ - Reallocation $ 75,000 $ - New Programs/Projects $ 277,500 19,026,955$ Total 15,582,584$ 19,026,955$
Housing
Facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents, through increased density and proximity to transportation corridors in alignment with the Climate Action Plan.
Multi-Modal Transportation Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range Transit Plan.
Downtown Vitality*
Continue to improve safety, infrastructure investment, and maintenance in the Downtown and support Downtown Association’s proposal to consider a Downtown improvement district.
Operating Capital Improvement Plan
Climate Action
Implement Climate Action Plan, assess requirements to achieve a “net-zero carbon City” target, and implement cost-effective measures, including implementation of a Sustainability Coordinator and formation of a Green Team.
Fiscal Sustainability and Responsibility
Continue to implement the City’s Fiscal Responsibility Philosophy with a focus on economic development and responsiveness, unfunded liabilities, and infrastructure financing.
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MAJOR CITY GOALS CLIMATE ACTION GOAL STATEMENT Implement Climate Action Plan, assess requirements to achieve a “net-zero carbon City” target, and implement cost-effective measures, including implementation of a Sustainability Coordinator and formation of a Green Team. OUTCOME – FINAL WORK PRODUCT The Climate Action Major City Goal will further the community’s effort to achieve environmental goals that address climate change adaptation and the reduction of greenhouse gas (GHG) emissions. DISCUSSION The Climate Action Plan (CAP) was adopted by Resolution in 2012 and serves as the City’s policy document that sets forth objectives and strategies that the City and community can in turn use as a road map to achieve the City’s GHG reduction goals. The CAP is a dynamic strategic document that requires continual updates to address changes in State policies, technologies and the natural environment. One of the overarching reasons is that if the City is not meeting GHG reduction goals as measured and reported, then the City should adjust strategies and policies as necessary. In August 2016 two assessments, the 2016 Climate Action Plan Progress Report (Progress Report) and the City of San Luis Obispo Energy Baseline Report (Energy Baseline Report), were prepared to: 1. assess the progress of the near-term CAP implementation strategies to reduce GHG emissions, and, 2. assess the City’s energy use and cost for City-owned facilities between June 2013 and May 2016. Both assessments concluded that although the City was making progress towards achieving the objectives identified in the CAP, there were several action items that could be pursued in the near-term. The identified actions would position the City for continued success at achieving the 2020 GHG emissions reduction targets, and position the City to be a leader in the development, implementation and export of renewable energy and emissions reduction programs. These activities would create local economic opportunities, enhance community well-being and resilience, and inspire and enable our regional partners to participate in reducing carbon emissions and stabilizing the climate. Building upon the recommendations from the Progress Report and the Energy Baseline Report a cohesive climate change strategy, that includes existing and future work efforts, will be developed and implemented over the next two fiscal years. Proposed Scope of Work The proposed work program includes the following key actions: Reprioritizing and assigning Sustainability Coordinator responsibilities to the Special Projects Manager to oversee the implementation of the City’s strategies to address climate change adaptation and the reduction of GHG emissions. Create a City “Green Team” to assist the Sustainability Coordinator with the implementation of the City’s CAP strategies. The Green Team will be comprised of representatives from each department with expertise in environmental policy, transportation/mobility, energy efficiency, water conservation, recycled water, consumption and solid waste reduction, food and agriculture, open space conservation/wildland protection, flood control and hazard mitigation, urban forestry, housing, land uses planning and building construction, government operations, climate change adaptation and resiliency, advocacy and public outreach/education. Assess and report the requirements to achieve the “net-zero carbon City” target. Including feasibility analysis and implementation of Community Choice Energy program.
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MAJOR CITY GOALS CLIMATE ACTION Re-evaluate the feasibility or relevance of the GHG emissions reduction implementation measures in the CAP, and identify implementation funding sources. Support the establishment of a “Community Climate Action Coalition” by engaging other jurisdictions, professionals, elected officials, and residents to enhance community education, participation, and advocacy in all City and regional climate action adaptation and GHG emission reduction efforts. Update the City’s GHG emissions inventory. Update the Climate Action Plan to reflect changes in State and Regional legislative policies, technologies and resilience due to changes in the natural environment. Ensure accountability and monitoring of the effectiveness and progress for all CAP implementation strategies and measures. Develop enhanced incentive programs to encourage energy efficiency and reduction of GHG emissions in the community. Perform energy assessments/audits on all City-owned facilities. Implement energy and cost saving measures and projects identified in the energy assessments. Monitor and measure City-owned facility and infrastructure performance on a biennial basis. Prepare an Energy Baseline Report and Rate Analysis for City-owned facilities and infrastructure on an annual basis. Report on the effectiveness of individual climate action adaptation and GHG emission reduction strategies and measures to provide City Council with an indication of the overall achievement towards the defined objectives and targets annually. Work Underway or Ongoing The following is a list of work efforts being conducted by the City that are currently underway or are ongoing in nature. All the activities have some bearing on the City’s ability to achieve its climate action goals. With the Major City Goal of Climate Action, the Sustainability Coordinator and the Green Team will evaluate these work efforts to ensure consistency with the Climate Action Plan, and identify and recommend adjustments or modifications on a prioritized basis. Work Efforts Underway (Responsible Department) Subdivision Regulations Update (Community Development) Zoning Regulations Update (Community Development) Accessory Dwelling Unit Ordinance Update (Community Development) Conversion of City Fleet to Electric/Alternative Fuel Vehicles (Public Works) Water Resource Recovery Facility (WRRF) project (Utilities) Toilet Retrofit (Utilities) Green Waste Composting Facility (Utilities) Plastic Bottle Reduction (Administration) Community Choice Energy Assessment (Administration) Ongoing Work Efforts (Responsible Department) Green and Energy Conservation Building and Construction Code Updates (Community Development) Construction and Demolition Recycling Plan (Community Development) Housing Element Update and Implementation (Community Development) Land Use Element Update and Implementation (Community Development) Near-Term GHG Emission Reduction Implementation Measures (All Departments) Circulation Element Update and Implementation (Public Works) Short Range Transportation Plan Implementation (Public Works) Bicycle Transportation Plan Implementation (Public Works) Bicycle Path Maintenance Program (Public Works) Sustainable Solutions Turnkey (SST) project (Public Works) Building Maintenance and Improvement Program Implementation (Public Works)
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MAJOR CITY GOALS CLIMATE ACTION Urban Water Management Plan and Water Shortage Contingency Plan (Utilities) Water and Wastewater Element Update and Implementation (Utilities) Wastewater Collection Infrastructure Renewal Strategy (Utilities) Water Efficient Landscaping Standards (Utilities) Recycled Water Master Plan (Utilities) Historic Resource Protection, Preservation and Reuse of City Owned Facilities (Parks & Recreation) Open Space and Trails (Natural Resources and Parks and Recreation Ranger Service) Trees and Urban Forestry (Public Works) Creek and Flood Control Program Implementation (Public Works and Natural Resources) Wildlands Fire Protection (Natural Resources, Parks and Recreation Ranger Service and Fire) Vegetation Management Program Implementation (Natural Resources, Parks and Recreation Ranger Service, and Fire) Local Hazard Mitigation Plan Implementation (Fire) Natural Resource Protection Program Implementation (Natural Resources & Parks and Recreation Ranger Service) Greenbelt Protection Program Implementation (Natural Resources) SLO Stewards Program Implementation (Natural Resources, Parks and Recreation Ranger Service and non-profit partners) Laguna Lake Natural Reserve Conservation Plan Implementation (Natural Resources and Public Works) Environmental Restoration and Invasive Species Management (Natural Resources, Parks and Recreation Ranger Service, and non-profit partners) Trip Reduction Incentive Program (TRIP) for City Employees (Human Resources) Economic Development Strategic Plan Implementation (Administration) Support of Empower and other financing programs designed to specifically retrofit existing commercial and residential buildings. WORK PROGRAM CONSTRAINTS AND LIMITATIONS Greenhouse gas emissions are contributing to the warming of the atmosphere which is resulting in drastic changes to our climate. The current trajectory of global warming is alarming and requires significant and critical actions to prevent further escalation of the GHG emissions that have already caused changes in the climate, resulting in noticeable and significant impacts. The associated consequences of increased temperatures are extreme weather events, acceleration of polar ice melt, rising sea levels, increasing ocean acidity, accelerated species loss, increased risk of high intensity wildfires, and increasing numbers of “excessive heat days” (above 95 degrees Fahrenheit). Actions to address climate change require significant financial and resource investment. However, there are grants, state and federal funding, and public/private partnership opportunities available to help offset the cost associated with some climate action adaptation and GHG emission reduction implementation strategies and measures. When the CAP was adopted the estimated cost was $1.3 million dollars over a ten-year time frame to implement all the identified CAP strategies. The estimate to implement the proposed work plan over the 2017-2019 Financial Plan period is $307,500, this includes $105,000 in Capital Improvement Plan projects. Provided below is a line item break down of the estimated expenses: Implementation FY 17-18 (one-time/ongoing) FY 18-19 (one-time/ongoing) .75 FTE – Sustainability Coordinator $84,163 (one-time) $89,066 (one-time)
Offset by Department Budget: 0.75 FTE Special Projects Manager -$84,163 (one-time) -$89,066 (one-time)
.25 FTE – Green Team Support Efforts $28,054 (one-time) $29,688 (one-time)
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MAJOR CITY GOALS CLIMATE ACTION Offset by Department Budget: 0.25 FTE Deputy Director CDD – Long Range Planning
-$28,054 (one-time) -$29,688 (one-time)
Consultant Services: GHG Inventory Update $15,000 (one-time) $0
Training $10,000 (one-time) $5,000 (one-time) Offset by Department Budget: Training -$10,000 (one-time) -$5,000 (one-time)
Consultant Services: Energy Assessments/Audits of City-Owned Facilities and Infrastructure
$15,000 (one-time) $10,000 (one-time)
Potentially Offset by Matching Grant Funds: Energy Assessments/Audits of City-Owned Facilities and Infrastructure
-$7,500 (one-time) -$5,000 (one-time)
City facilities and infrastructures energy efficiency and cost saving projects
$55,000 (one-time) $40,000 (one-time)
Potentially Offset by Matching Grant Funds: City facilities and infrastructures energy efficiency and cost saving projects
-$27,500 (one-time) -$20,000 (one-time)
Green Fleet Charging Stations (CIP) $30,000 (one-time) $75,000 (one-time)
Enhanced Incentive Programs to encourage energy efficiency and GHG emissions reduction
$0 $50,000 (one-time)
CAP Update $35,000 (one-time) $0 Potentially Offset by Matching Grant Funds: CAP Update -$17,500 (one-time) $0
Assessment of Net-Zero Carbon City $10,000 (one-time) $0
Community Choice Energy -Engage in JPA Formation $25,000 $0
Community Choice Energy Initial Operations $0 $TBD
Community Climate Action Coalition Support $5,000 (one-time) $5,000 (one-time)
Public Education and Outreach $5,000 (one-time) $5,000 (one-time) Monitoring and Reporting of Progress $3,000 (one-time) $2,000 (one-time)
Subtotal $320,217 $310,754 Offsets -$174,717 -$148,754 Total $145,500 $162,000 There are several other constraints that might limit program implementation and success, beyond cost. Climate action adaptation requires commitment from residents, business owners, developers, other local jurisdictions, energy providers, etc. Collaboration and consolidation of resources will be necessary to achieve success on a large scale. Provided below are a list of some of the specific obstacles that can reasonably be expected during implementation of this goal.
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MAJOR CITY GOALS CLIMATE ACTION 1. Ongoing compliance with State and Federal regulations may require periodic amendment and or update of our climate action adaptation and GHG emission reduction policies and implementation strategies. 2. The availability of grant funding may be limited, uncertain, or highly competitive to secure. 3. Competing staff priorities which may delay implementation of the work program over a longer period than originally anticipated. 4. Significant public involvement or coordination with business, community or neighborhood groups will be required since more than 2/3 of the GHG emissions produced in the city come from the community. Therefore, it will require voluntary behavioral changes throughout the community to make significant progress toward achieving the GHG emission reductions targets. 5. Willingness to implement regulations that require shared costs between the public and private sectors to achieve GHG reduction goals. 6. Ongoing reliance on support from jurisdictional partners (e.g. County of San Luis Obispo Energy Watch and Energy Wise programs) However, by utilizing local and regional resources and collaborating with jurisdictional partners to consolidate scarce resources and efforts, the challenges listed above may be overcome. For example, the County of San Luis Obispo Energy Watch and Energy Wise programs have resources (funding and staffing) to assist with the technical preparation of the energy assessments/audits, GHG emissions inventory update, CAP update, grant writing, the development of annual monitoring and reporting tools and best practices. STAKEHOLDERS Due to the broad nature of this goal stakeholder involvement will need to be equally broad. City residents remain the primary stakeholders. Generally, outreach will also be targeted to other government agencies associated with projects and programs, in addition to interested parties, advocacy groups and neighborhoods near the vicinity of projects will be consulted. Other stakeholders include the County of San Luis Obispo, Air Pollution Control District (APCD), San Luis Obispo Council of Governments (SLOCOG), Caltrans, Cal Poly University, Cuesta College, California Men’s Colony, SLO Regional Transit Authority (RTA), Chamber of Commerce, Home Builders Association, City sponsored advisory bodies (i.e. PC, ARC, BAC and MTC), bike advocacy groups, citizen groups, neighborhood groups, and environmental and business associations. The involvement of each stakeholder will vary by implementation measure. ACTION PLAN
Task Lead Department Target Date
1. Introduce Sustainability Coordinator to the City. 2. Creation of a City “Green Team” and establishment of roles and responsibilities. 3. Assessment of the requirements to achieve a “net-zero carbon City” target, including
ADMIN ADMIN ADMIN
July 2017 September 2017 June 2018
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MAJOR CITY GOALS CLIMATE ACTION a feasibility analysis and implementation of a Community Choice Energy Program. 4. Re-evaluation of the feasibility or relevance of some of the identified GHG emissions reduction implementation measures that are identified in the CAP, and identification of potential implementation funding sources. 5. Support for the establishment of a “Community Climate Action Coalition”. 6. Updating the City’s GHG emissions inventory. 7. Updating the Climate Action Plan. 8. Ongoing accountability and monitoring of the effectiveness and progress for all CAP implementation strategies and measures. 9. Development of enhanced incentive programs. 10. Performance of energy assessments/audits on all City-owned facilities. 11. Implementation of energy and cost saving measures and projects that were identified in the energy assessments/audits on all City-owned facilities. 12. Monitoring and measuring of City- owned facility and infrastructure performance. 13. Preparation of an Energy Baseline Report and Rate Analysis for City-owned facilities and infrastructure. 14. Biennial reporting on the effectiveness of individual climate action adaptation and GHG emission reduction strategies.
CDD ADMIN CDD CDD CDD ADMIN PW/UTILITIES PW/UTILITIES PW/UTILITIES PW/UTILITIES CDD
March 2018 November 2017 June 2018 December 2018 June 2019 June 2019 March 2018 August 2018 July 2018 March 2019 May 2019
KEY WORK PROGRAM ASSUMPTIONS 1. The City will commit the necessary staff and financial resources to implement this work program. 2. The City cannot solve Climate Action Adaptation and GHG emission reductions on its own or in a financial plan or two. Achieving the targets set forth in the CAP will require ongoing commitments and
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MAJOR CITY GOALS CLIMATE ACTION involvement/coordination with residents, local businesses, community/neighborhood groups, and local/regional government agencies. 3. The City will receive significant technical assistance from the County of San Luis Obispo Energy Watch and Energy Wise programs and staff. 4. The City will be awarded grant funding to offset the cost associated with the energy assessments/audits for City-owned facilities and infrastructure, GHG emissions inventory update, CAP update, grant submittals, and the development of monitoring and reporting tools and best practices. 5. Discontinuation of the availability of assistance from the County of San Luis Obispo or grant funding will result in significant changes to the operational budget. RESPONSIBLE DEPARTMENTS The Administration Department will be the lead department responsible for coordination and implementation of the Climate Action Major City Goal. All City Departments will provide implementation support as needed for specific tasks. Each assigned City Department will be accountable for completing the identified action plan tasks by the target date. The primary role of the Sustainability Coordinator will be coordinate all of the existing and proposed work efforts that have bearing on the City’s ability to address climate change adaptation and reduction of GHG emissions by the 2020 target. Specifically, the Sustainability Coordinator will be directly responsible for securing grant funding; coordinating the efforts of the Green Team; providing assistance and support to community “Climate Action Coalition” group(s); overseeing the update and maintenance of the Climate Action Plan web page and resources; overseeing the update of the City’s GHG emissions inventory and CAP; development and monitoring of incentives programs; and supporting energy efficiency programs such as PACE and Community Choice Energy. Community Development will provide ongoing support and assistance to the Sustainability Coordinator. Community Development will be directly responsible for updating the City’s GHG emissions inventory and CAP documents, monitoring and reporting on implementation progress, and assessing the effectiveness of individual climate action adaptation and GHG emission reduction strategies. Public Works and Utilities will provide support work efforts associated with energy efficiency and cost saving improvements to City-owned facilities and infrastructure. All departments will designate at least one staff member to serve as the Green Team representative for their department/division. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Accomplishing this goal will require leadership commitment and ensuring appropriate staff and financial resources are available to work on and fund these efforts. The Administration Department does not have the capacity or expertise to take on the efforts outlined in the work program without adding 1.0 Full Time Equivalent (FTE) staff in additional resources. This additional staff resource will consist of 1.0 total FTE (0.75 FTE Sustainability Coordinator and 0.25 FTE Green Team). The Sustainability Coordinator role will be provided by allocating 0.75 FTE of the Special Projects Manager position, and Green Team support efforts will be offset by 0.25 FTE of the Deputy Director CDD - Long Range Planning position to achieve the identified work efforts during the 2017-19 Financial Plan. The Green Team will consist of approximately 0.25 FTE in the form of various positions from each City department with expertise to assist the Sustainability Coordinator. All City Departments will contribute a portion of their departmental training budget to offset any necessary training that is requested for the Sustainability Coordinator and/or the Green Team representatives. It is anticipated that there will be a series of Minor Capital Improvement Plan (CIP) requests related to the work program because of the energy efficiency and cost saving projects that are identified via energy assessments and audits. One-time funds in the amount of $55,000 in fiscal year 2017-18 and $40,000 in 2018-19 have been budgeted, using one-time savings in the Community Development Department’s 2016-17 budget, for anticipated energy efficiency projects. In addition, a new Capital Improvement Project is proposed to install electric City vehicle
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MAJOR CITY GOALS CLIMATE ACTION charging stations in the 919 Parking Structure. The stations will support the City’s Fleet of five plug-in hybrid vehicles and proposed five additional plug-in hybrids over the next two years and allow the City to consider full electric vehicle options for the City’s fleet. The cost of the charging stations is estimated to be $30,000 for design in 2017-18 and $75,000 for construction in 2018-19. FISCAL IMPACT This program will be funded by the General Fund and Enterprise Funds (CIP); however there are opportunities for grant funding, which the Sustainability Coordinator will pursue to offset anticipated costs. Another long-term cost will be the enhanced incentive programs and the implementation of energy and cost saving measures and projects. These enhanced incentive programs may lead to additional expenses associated with services for implementation and program management. Climate action adaptation is a long-term goal that will require future requests for funding associated with maintaining the GHG emissions inventory and the CAP implementation strategies. Cost Summary and Funding Source (attached table)
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Cost Summary and Funding Source
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$
Total -$ -$ -$ -$
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Sustainability Coordinator 84,163$ 1$ 89,066$ 1$ Special Projects Manager - Offset (84,163)$ (1)$ (89,066)$ (1)$ Green Team Representatives*28,054$ 0$ 29,688$ 0$ Deputy Director CDD - Long Range - Offset (28,054)$ (0)$ (29,688)$ (0)$ Total -$ -$ -$ -$ -$ -$
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Training & Conferences 10,000$ 5,000$ Offset: Training & Conferences**(10,000)$ (5,000)$ GHG Inventory Update 15,000$ -$ Energy Assessments/Audits 15,000$ 10,000$ Offset: Energy Assessments/Audits***(7,500)$ (5,000)$ Energy Efficiency and Cost Saving Projects 55,000$ 40,000$ Offset: Energy Efficiency and Cost Saving Projects (27,500)$ (20,000)$ Green Fleet Charging Stations 30,000$ 75,000$ Energy Efficiency Incentive Programs -$ 50,000$ CAP Update 35,000$ -$ Offset: CAP Update***(17,500)$ -$ Net-zero Carbon City Assessment 10,000$ -$ Community Choice Energy Feasibility Study 25,000$ -$
Community Choice Energy Initial Operations -$ TBDClimate Action Coalition Support 5,000$ 5,000$ Education & Outreach 5,000$ 5,000$ Monitoring & Reporting 3,000$ 2,000$ Total 115,500$ 87,000$ 30,000$ 75,000$
*Each Department Head will designate a representative who has the technical expertise to assist the Sustainability Coordinator with the CAP implementation and update. Their staff time will be fully captured under their existing duties.
Function Program Task
EXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDEDOperating Capital Improvement Plan
Environmental ComplianceEnvironmental Health & Open Space
**Each Department will contribute funds for training from their existing operations training budgets***Assumes that 1:1 matching grant funds and/or regional funding resources will be awarded for the specified task
Environmental Health & Open Space
REALLOCATION OF RESOURCES (NET ZERO FISCAL IMPACT)Operating Capital Improvement Plan
NEW PROGRAMS/PROJECTSOperating Capital Improvement PlanFunctionProgramTask
Function Program Task
Environmental Compliance
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Special Projects Manager(Sustainability Coordinator)
Natural Resources Manager PW Facilities Supervisor
Fleet Manager Wastewater Supervisor
Water Supervisor LRP Deputy Director
Transit Manager Purchasing Analyst
GREEN TECHNICAL TEAM
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Special Projects Manager (Sustainability Coord)
Assistant City Manager CDD Director City Engineer Utilities Director
GREEN STEERING TEAM
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MAJOR CITY GOALS FISCAL SUSTAINABILITY AND RESPONSIBILITY GOAL STATEMENT Continue to implement the City’s Fiscal Responsibility Philosophy with a focus on economic development and responsiveness, structurally balanced fiscal outlook, unfunded liabilities, and infrastructure financing. PROPOSED SCOPE OF WORK The outcome associated with this Major City Goal is soundly articulated in the City’s Fiscal Responsibility Philosophy that states in part “Fiscal Responsibility is the balanced approach to providing the infrastructure maintenance and services that preserve and enhance the quality of life in our community as identified and prioritized through community input.” Specific outcomes of this Major City Goal include activities in the following areas: Economic Development and Responsiveness The planned closure of Diablo Canyon Power Plant will drive a study of the economic and fiscal impacts on the region and the City, an updated Economic Development Strategic Plan with identified strategies to address impacts of the closure, and a comprehensive plan of how to invest closure settlement funds in economic development activities. Key revenue sources (property, sales, and Transient Occupancy Tax (TOT) will receive continued focus. Fiscal Responsibility Including Actions to Ensure Structurally Balanced Fiscal Outlook The significant financial impacts beginning in Fiscal Year 2018 -19 of the reduced discount rate by the CalPERS Board of Administration (discussed in more detail below) combined with an anticipated slowing of economic growth drives continued focus on fiscal responsibility addressing both short and long-term financial challenges. The City’s well-established foundation in strong fiscal health policies and practices sets the stage for many items in this work plan to be continuation of efforts already in place. Reviewing and updating those sound practices along with engaging employees and community members, in light of changed circumstances, will be the basis for recommendations to Council. Addressing Unfunded Liabilities As CalPERS evaluates and makes changes to ensure the long-term financial sustainability of the pension fund, the City’s focus is not only on reducing unfunded liabilities consistent with existing financial policies but also on developing contingency plans anticipating further changes by CalPERS. Staff anticipates continued review and analysis of Other Post-Employment Benefits (such as retiree medical insurance) liabilities with an eye towards addressing unfunded liabilities associated with this benefits. Pursue Infrastructure Financing Opportunities and Sources Investing in infrastructure maintenance and development is an essential part of fiscal responsibility. This work plan will provide a comprehensive strategy to finance transportation and other critical infrastructure along with a financing plan to construct the replacement and development of essential public safety facilities (i.e. Police Station and Fire Stations). DISCUSSION The adoption of Fiscal Sustainability and Responsibility major city goal for the 2017-19 marks the third consecutive financial planning period that features financial sustainability as an organizational and community priority. The City has a history of being fiscally responsible and the activities described in this work plan build on the progress made as part of implementing the 2013-15 and 2015-2017 Major City Goals.
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MAJOR CITY GOALS FISCAL SUSTAINABILITY AND RESPONSIBILITY In the 2013-15 Financial Plan, the City was able to: 1. Maintain resident satisfaction through the ongoing provision of essential services, as evidenced through the results of the Citizen Satisfaction Survey; 2. Secure a diverse revenue stream through the approval of an eight-year extension to the City’s half-cent local sales tax (Measure G) that generates over $7 million dollars per year; 3. Implement contingency planning if Measure G was not approved resulted in the availability of an additional $1.7 million in one-time funding following the approval of Measure G; 4. Move from a retrospective to prospective funding model with higher confidence levels for workers’ compensation and liability programs which required additional payment of $1.4 million; 5. Analyze opportunities to control pension costs and additional unfunded liabilities, including deferred maintenance and retrospective insurance costs; 6. Conduct a compensation study, consistent with the Compensation Philosophy, to inform negotiations with City labor groups; and 7. Adopt the Fiscal Responsibility Philosophy, establishing the framework for fiscal health through balanced and informed decision-making. In the 2015-2017 Financial Plan, the City was able to: 1. Launch new public informational dashboards online to provide the public with easy access to important information about the City’s performance and progress towards achieving stated goals; 2. Make additional payments of $750,000 in 2015-16 and another $750,000 in 2016-17 towards reducing the City’s unfunded pension liabilities with California Public Employee Retirement System (CalPERS); 3. Make additional payment of $250,000 in 2015-16 and another $250,000 n 2016-17 toward reducing the City’s unfunded Other Post-Employment Benefits (OPEB); 4. Moved liability coverage from general insurance pool to a self-insured retention of $500,000 with secondary or excess insurance due the City’s good claims history; 5. Negotiate successor labor agreements consistent with labor relations objectives that address fiscal responsibility, including shared responsibility between the City and employees for pension and health insurance costs. 6. Increase investments in the City’s Capital Improvement Plan to address deferred maintenance and aging infrastructure (approximately $9 million in 2015-16 and $15 million in 2016-17), including $2.8 million towards replacement of the City’s outdated financial system with an Enterprise Resource Planning (ERP) system. 7. Focus on economic development to move towards more diversified revenue sources. Payrolls in the City of San Luis Obispo grew 2.0% from the fourth quarter of 2014 to the fourth quarter of 2015, trailing the 3.1% mark set in the rest of San Luis Obispo County. Wages in the City of San Luis Obispo have also increased over the last year, with the average annual wage across all sectors growing by 4.1%, compared to 2.1% in the rest of the county. The Professional, Scientific, Technical, and Management sector (10.5%), Other Services sector (5.3%), and Leisure and Hospitality sector (4.4%) led industry level job growth during this period. The following work program identifies the outcomes expected from implementation of the Fiscal Responsibility Philosophy over the next two-year period, and the action plan to achieve those outcomes. This work program is particularly pertinent given the California Public Employees’ Retirement System (CalPERS) Board of Administration’s decision in December 2016 to lower the discount rate from 7.5%
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MAJOR CITY GOALS FISCAL SUSTAINABILITY AND RESPONSIBILITY to 7.0% over the next three fiscal year. The impact of this decision is significant for the City, resulting in an approximate $8 million increase in pension costs between 2017-18 and 2024-25 based on preliminary cost estimates. Additionally, revenue projections were less than budgeted in the 2016-17 budget and estimated revenues in the five-year forecast were reduced accordingly. Lastly, there is anticipated impacts from the closure of Diablo Canyon Power Plant and these impacts should be considered when considering the City’s future financial sustainability and responsibilities. With immediate action as well as long-term systemic adjustments necessary, this work program builds on the City’s long-standing sound financial management and Fiscal Health Contingency Plan activated immediately following the February 21, 2017 Council meeting. WORK PROGRAM CONSTRAINTS AND LIMITATIONS The following are potential constraints and limitations of the proposed work program that may limit staff’s ability to achieve the desired results or add unanticipated challenges. 1. Reliance on the PG&E monetary settlement to fund the update to the Economic Development Strategic Plan, especially given constrained financial resources. 2. Changing actuarial or other assumptions (i.e. changes in investment rate of return) by CalPERS may result in additional increases in CalPERS costs. 3. Some portion of workers’ compensation and liability insurance costs are beyond the City’s direct control (e.g. weather may cause falling tree limbs or flooding resulting in increased liability claims, other insurance pool members may have increased losses that impacts the City’s workers’ compensation costs). 4. Inherent risk of economic fluctuations. 5. Good faith negotiations with labor groups are required prior to changing employee compensation and benefits. Legal limitation on changes to the retirement options available to the City. STAKEHOLDERS Residents and visitors Chamber of Commerce All City departments Downtown Association County of San Luis Obispo Economic Vitality Corporation California Joint Powers Insurance Authority Cal Poly
ACTION PLAN
ECONOMIC DEVELOPMENT AND RESPONSIVENESS Date
1. Update the Economic Development Strategic Plan (EDSP) that considers and leverages regional strategies to address the planned closure of the Diablo Canyon Nuclear Power Plant.
Administration
Summer 2018
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MAJOR CITY GOALS FISCAL SUSTAINABILITY AND RESPONSIBILITY 2. Develop the relevant policies and action plans to allocate the $1.82 million in funding restricted for Economic Development anticipated with the Diablo Canyon Power Plant closure settlement agreement, if approved. 3. Complete an update of the City’s Development Impact Fee Program (AB 1600). 4. Increase revenues from property, sales, and Transient Occupancy Tax (TOT) by implementing strategies in the EDSP. 5. Continue partnership with Hothouse 1to create and expand economic activities.
Administration Community Development Administration Administration
Spring 2019 Winter 2018 Ongoing Ongoing FISCAL RESPONSIBILITY INCLUDING ACTIONS TO ENSURE STRUCTURALLY BALANCED FISCAL OUTLOOK 1. Continue to implement Fiscal Health Contingency Plan measures that address short and long-term financial challenges. 2. Engage employees in Fiscal Health Contingency measures such as categorizing programs and services, promoting cost savings through suggestion programs, and identifying budget balancing ideas. 3. Establish a Citizen Task Force to make recommendations to the City Council to address budget challenges. 4. Develop a budget balancing plan for City Council actions consistent with the
Administration Administration Administration Administration
Ongoing Summer 2017 Fall 2017 Spring 2018
1 The SLO Hothouse is a community space created through the efforts of Cal Poly, the city and county of San Luis Obispo, the business community, and the Cal Poly Center for Innovation and Entrepreneurship (CIE). The goal of the SLO Hothouse is to support students and community members as they work to create new innovations and start business ventures.
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MAJOR CITY GOALS FISCAL SUSTAINABILITY AND RESPONSIBILITY Fiscal Health Contingency Plan based on Citizens Task Force input that identifies actions and operational changes needed to achieve fiscal responsibility. 5. Return with Strategic Budget Direction for 2018-2019.
Administration
Winter 2017/Spring 2018
6. Implement Fee Study changes and maintain fees consistent with Council policies on cost recovery.
Administration Ongoing
7. Continue to align Local Revenue Measures with voter priorities as determined by the Revenue Enhancement Oversight Committee. 8. Conduct a long-term fiscal study that incorporates the anticipated financial impacts related to the planned closure of the Diablo Canyon Power Plant 9. Conduct a comprehensive review of fiscal policies and fund balance requirements. 10. Provide a recommendation for strategic budget direction prior to submitting a 2018-19 Supplemental Budget that achieves long-term structurally balanced fiscal outlook. 11. Implement operating cost reductions consistent with adopted 2018-19 budget. 12. 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.
Administration Administration Finance Finance All Departments Administration
Ongoing Spring 2018 Winter 2017 Spring 2018 Spring 2018 Through Summer 2019 Ongoing
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MAJOR CITY GOALS FISCAL SUSTAINABILITY AND RESPONSIBILITY 13. Monitor and report performance measures at Budget Supplement and Financial Plan adoption. 14. Work with the City Council to review Labor Relations Objectives and define negotiating parameters consistent with the Fiscal Responsibility Philosophy and the Compensation Philosophy. 15. Monitor liability self-insured/excess insurance program and explore options with CJPIA to control workers’ compensation costs. 16. Develop a policy to address the funding status of volatile insurance programs (liability, workers’ compensation). Evaluate the purpose and use of the Insurance Benefit Fund to lessen the financial impacts of the fluctuations in insurance costs. 17. Implement actions aimed at reducing workers’ compensation and liability claims by 30% in 3 years (by June 30, 2019). 18. Continue to monitor legislation that could impact City revenues and expenditures. 19. Analyze fleet replacement policies with the goal of minimizing replacement costs and maximizing fleet utilization.
Administration Human Resources Human Resources Finance/Human Resources Human Resources/All Departments All Departments Public Works
Ongoing Summer 2017 Ongoing Spring 2018 Ongoing Ongoing Spring 2018
LONG TERM UNFUNDED LIABILITIES Date
1. Develop a contingency plan to address potential additional changes to long-term unfunded CalPERS and OPEB liabilities. 2. Make recommendation for allocation of one-time funds.
Finance Finance
Spring 2018 Ongoing
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MAJOR CITY GOALS FISCAL SUSTAINABILITY AND RESPONSIBILITY INFRASTRUCTURE FINANCING Date
1. Develop a creative financing plan to construct the replacement and development of critical public safety facilities (i.e. Police Station and Fire Stations). 2. Develop creative infrastructure financing options (grants, land based funding, local revenues) for Council consideration and implement as directed. 3. Explore expanding utility fees to include storm water activities.
Administration Public Works Utilities
Summer 2018 Spring 2018 Spring 2019
RESPONSIBLE DEPARTMENTS The Administration Department is the lead department with support from Finance, Human Resources, Utilities, Public Works, Community Development Department, Police Department and the Fire Departments. FISCAL IMPACT This Major City Goal is foundational to the overall health of the community. The work program builds on the City’s long-standing history of demonstrated, sound financial management while proposing new and enhanced existing funding sources to address the long-term goals. The long-term impact is a balanced budget consistent with financial plan policies. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL The bulk of the tasks related to individual objectives and the overall goal can be accomplished with existing resources. Many existing programs and activities within the City align with this Major City Goal because it follows on the heels of two previous Major City Goals and the Fiscal Sustainability and Responsibility Philosophy and the Compensation Philosophy. This request includes $100,000 in funding from the settlement with PG&E to update the EDSP. Should this settlement ultimately not be approved, substitute funding would be required to complete an update of the EDSP. Cost Summary and Funding Source (attached table)
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Cost Summary and Funding Source
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$City Administration Continue Revenue Enhancement Oversight Committee Support 25,000$ 45,000$ City Administration Community Survey (2015-2016 Carryover)25,000$ H.R. Risk Management Safety Policy Implementation/Training (Encumbrance carry-forward) 20,000$ Community Development Long Range Planning AB 1600 Fee Update 125,000$
Diablo Regional Economic and Fiscal Impact Analysis (PG&E Settlement Dependent)250,000$ Economic Strategic Plan (EDSP) Update (PG&E Settlement Dependent)100,000$ Economic Strategic Plan Update (Staff Resources)39,000$ 0.29 39,000$ 0.29Diablo Canyon Nuclear Power Plant economic allocation fund policies 6,240$ 0.05 6,240$ 0.05Increases Revenues from Sales Tax, Property Tax, TOT by implementing EDSP 249,600$ 1.86 249,600$ 1.86Continue Hothouse Partnership to create and expand economic activities 28,120$ 0.02 28,120$ 0.02
City Administration Implement Fiscal Health Contingency Plan Measures 44,400$ 0.23 44,400$ 0.23City Admin./Finance Admin./H.R. Risk Mgmt. Engage Employees in Fiscal Health Contingency Plan measures 55,500$ 0.29 55,500$ 0.29City Administration Establish a Citizen Task Force to address budget challenges 17,760$ 0.09 -$ 0.09City Admin./Finance Admin.Develop and present Strategic Budget Direction for 2018-19 22,200$ 0.12 -$ 0.12City Admin./Finance Admin.Implement fee study changes and maintain updated fees consistent with Council policies 27,750$ 0.14 27,750$ 0.14City Administration Align and Report Local Revenue Measures with adopted priorities 33,300$ 0.17 33,300$ 0.17Finance Administration Conduct a comprehensive review of all fund balance requirements 7,215$ 0.04 -$ 0.04Finance Administration Review and update General Fund Five Year Forecast and make recommendations of long term fiscal sustainability and funding structure.18,700$ 0.16 18,700$ 0.16City Admin./Finance Admin.Implement operating cost reductions consistent with adopted 2018-19 budget.20,400$ 0.17 20,400$ 0.17City Administration Track and report operational efficiencies, including best management practices and cost containment measures.16,650$ 0.09 16,650$ 0.09City Admin./Finance Admin.Monitor and report performance measure at Budget Supplement and Financial Plan adoption.4,440$ 0.02 4,440$ 0.02H.R. Risk Management Develop labor relations objectives consistent with Fiscal Responsibility Philosophy and Compensation Philosophy.4,440$ 0.02 1,110$ 0.01
H.R. Risk Management Monitor liability self insured/excess insurance program and excess insurance options with CJPIA to control workers' compensation insurance.33,000$ 0.29 33,000$ 0.29
Function Program Task
Fiscal Health & Governance
Economic DevelopmentFiscal Health & Governance
Fiscal Health & Governance
EXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDEDOperating Capital Improvement Plan
ECONOMIC DEVELOPMENT AND RESPONSIVENESS
FISCAL RESPONSBILITY INCLUDING ACTIONS TO ENSURE STRUCTURALLY BALANCED FISCAL OUTLOOK
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Cost Summary and Funding Source
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Function Program Task
EXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDEDOperating Capital Improvement Plan
H.R. Risk Management Develop policy to address funding status of volatile insurance programs. Evaluate the purpose and use of the Insurance Benefit Fund to lessen the financial impacts of the fluctuations in insurance costs.13,200$ 0.12 13,200$ 0.12H.R. Risk Management Implement actions aimed at reducing workers' compensation and liability claims by 30% in 3 years (by June 30, 2019)88,500$ 0.87 88,500$ 0.87All Departments Continue to monitor legislation that could impact City revenues and expenditures.7,920$ 0.07 7,920$ 0.07Infrastructure & Transportation Vehicle Equipment Maintenance Analyze fleet replacement policies with the goal of minimizing replacement costs and maximizing fleet utilization.18,150$ 0.16 18,150$ 0.16
Develop a contingency plan to address potential additional changes to long -term unfunded CalPERS and OPEB liabilities.13,200$ 0.12 13,200$ 0.12Recommend allocation of available one-time funds consistent with Financial Policies to reduce unfunded liabilities.13,200$ 0.12 13,200$ 0.12
Community Safety/Fiscal Health & Governance
Police/Fire/Finance Administration Create a financing plan to construct the replacement and development of critical public safety facilities (i.e. Police Station and Fire Stations).11,200$ 0.06 11,200$ 0.06Infrastructure & Transportation Transportation Planning/Engineering Develop creative infrastructure financing options (grants, land based funding, local revenues) for Council consideration and implement as directed.13,000$ 0.12 13,000$ 0.12Fiscal Health & Governance Water Admin./Engineering Explore expanding utility fees to include storm water activities.19,500$ 0.17 19,500$ 0.17Total1,371,585$ 5.85 821,080$ 5.83 -$ -$
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Utilities Rate Study - Consultant 50,000$ Utilities Rate Study - Staff Resources 25,000$ Savings from Sewer & Water Funds (75,000)$ Total 75,000$ -$ -$
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$
Total -$ -$ -$ -$
Fiscal Health & Governance Water & Wastewater Admin./Engineering
Fiscal Health & Governance Finance Administration
REALLOCATION OF RESOURCES (NET ZERO FISCAL IMPACT)Operating Capital Improvement Plan
NEW PROGRAMS/PROJECTS Operating Capital Improvement PlanFunctionProgramTask
Function Program Task
LONG TERM UNFUNDED LIABILITIES
INFRASTRUCTURE FINANCING
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MAJOR CITY GOALS HOUSING GOAL STATEMENT Facilitate increased production of all housing types designed to be economically accessible to the area workforce and low and very low-income residents, through increased density and proximity to transportation corridors in alignment with the Climate Action Plan. SCOPE OF WORK 1. Implement key Housing Element programs to increase production of housing affordable to a range of income levels (workforce to extremely low income), in alignment with the City’s Climate Action Plan. 2. Create and define a new “workforce” affordability level (carryover goal started in 2016-17). 3. Produce a new Affordable Housing Nexus Study to ensure that the Affordable Housing Program has the appropriate resources available to address demand for affordable housing created by new commercial and residential development. 4. Update the City zoning regulations and any other applicable regulations to increase density and facilitate opportunities for new housing to accommodate diverse housing types, particularly along transportation corridors (carryover goal started in 2016-17). 5. Continue to promote streamlined residential development review, particularly for developments located within Special Focus Areas, in support of increased housing production. DISCUSSION As the Housing enters its second consecutive financial plan as a Major City Goal, this work program focuses on the increased production of housing affordable to a range of income levels including the creation of a “workforce” affordability level. In addition, this work program focuses on the creation of housing in conformance with the City’s Climate Action Plan objectives to create sustainable growth in the community. Important tasks associated with the work plan include: work with non-profit and for-profit development groups to facilitate production of affordable and ‘workforce’ housing; leverage the City’s affordable housing funds and proactively look for new ways to use these funds to increase affordable housing production; and, streamline and promote efficiency in the entitlement and building permit process for new housing projects. The City has several existing policies and programs including in the Housing Element (HE), the Land Use Element (LUE), the Climate Action Plan (CAP), and the Circulation Element (CE) that are demonstrative of the significant work already accomplished in the area of housing and consistent with the scope of the proposed work program. The statements below summarize the theme of the associated General Plan policies. 1. Create a Formal Workforce Housing Program (HE 2.16) 2. Increase residential density (HE 2.17, HE 6.28) 3. Encourage Downtown dwellings (HE 3.10, LUE 2.12, HE 6.12, 6.13 & 6.27 & LUE 4.0.28) 4. Increase affordable housing amenities (HE 4.6) 5. Focus on housing variety and tenure (HE 5.5, HE 6.14) 6. Rezone areas for high-density, infill housing (HE 6.15, HE 6.18) 7. Incentivize accessory dwelling units, and allow efficiency units, small lot subdivisions and small planned developments (HE 6.29, 6.30, HE 9.12 & LUE 3.5.7.1) 8. Scale impact fees to the size of units (HE 6.31) 9. Improve Jobs/Housing Balance (CAP TLU 8.1) 10. Support Infill Housing (CAP TLU 8.2)
EXISTING SITUATION Current Residential Units and Growth Rates in the City of San Luis Obispo
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MAJOR CITY GOALS HOUSING As of December 31, 2016, there are a total of 21,155 housing units in the City of San Luis Obispo. Based on the Community Development Department’s running total of residential construction permits, as shown in the General Plan Annual Report, the annual growth rate in 2016 was 0.65 percent, which includes new single-family and multi-family market-rate residential construction. This is well within the limit of the 1 percent annual residential growth rate identified in the Land Use Element. This limit excludes housing that meets the City’s affordable housing requirements. The five-year average growth rate also remains well below the 1 percent at 0.39 percent and the 10 year average growth rate was 0.34 percent. While the City’s housing growth continues to be within our annual growth rate, the development numbers are still well below the Regional Housing Needs Allocation (RHNA) as outlined in the Housing Element. The table below shows the status towards the 2014-2019 Housing Element planning period RHNA. To fully accomplish the RHNA, 771 units would need to be developed during the 2017-19 Financial Plan equating to 385 new dwelling units per year. Income Category (% of County Median Income)
Regional Housing Need Allocation
SFH QO2 SFH Built1 MFH QO2 MFH Built1 Total QO Total Built1 Extremely Low (< 30%) 0 0 142 6 142 6 Very Low (30-50%) 0 0 143 30 143 30 Low (51-80%) 72 0 107 38 179 38 Moderate (81-120%) 81 2 121 12 202 14 Above Moderate (> 120%) 191 164 287 122 478 286 TOTAL UNITS 344 166 800 207 1,144 373 Source: 2015 Housing Element, City of San Luis Obispo, 2016 Community Development Department 1 Reflects net units constructed 01/01/14 thru 6/30/19. 2 Reflects Quantified Objectives for each category Affordable Housing Advocacy The City’s Housing Programs Manager (HPM) implements the Housing Element, which contains policies and programs that support housing and service agencies whose mission it is to develop and provide housing for the community. The HPM promotes collaborative efforts and opportunities to address housing needs of the community and is a Board member of the Workforce Housing Coalition and the SLO County Housing Trust Fund loan commission member. The City should continue to expand partnerships with the County, other cities, non-profit entities and developers to provide housing that meet the needs of the community as outlined in the Housing Element. The proposed work program includes continuing and increasing these efforts. WORK PERFORMED TO DATE Inclusionary Housing In addition to generating 250 deed restricted affordable dwelling units and approximately $10 Million in affordable housing funds, the Affordable Housing Fund (AHF) has provided approximately $8 Million in direct assistance and leveraged other grant and tax credit financing to various affordable housing projects throughout the City. City staff monitored each inclusionary unit in Winter 2016; very few units were out of compliance and those that were out of compliance are currently working to correct their issues. Affordable Housing Funding Sources Affordable Housing Fund (AHF) o The AHF has provided approximately $8 Million in direct assistance and leveraged other grant and tax credit financing to various affordable housing projects throughout the City.
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MAJOR CITY GOALS HOUSING Community Development Block Grant Program o Grant funding for the City’s Community Development Block Grant (CDBG) program is awarded by the U.S. Department of Housing and Urban Development (HUD) and provides annual funding for eligible affordable housing projects and support for the homeless shelter. Over the past five years the Program has provided over $1,250,000 towards affordable housing and approximately $500,000 towards homeless services. The proposed work program includes continuing to prioritize the use of CDBG funds towards development of affordable housing, however CDBG funding allocations continue to decrease rapidly and future CDBG funding should not be assumed. Grants-In-Aid Program o The City’s Grants-In-Aid (GIA) program provides financial support to non-profit organizations that promote the economic and social well-being of the City’s citizens. In fiscal year 2016-2017 the City allocated $138,500 to the GIA program, with funding requests typically two to three times as much. During the 2015-17 Financial Plan GIA funding levels increased incrementally based on Consumer Price Index (CPI). San Luis Obispo County Housing Trust Fund o The San Luis Obispo County Housing Trust Fund (HTF) is a Community Development Financial Institution (CDFI) that provides financing, technical assistance and advocacy to increase the supply of affordable housing in the City. Since 2005, the HTF has provided over $3 million for affordable housing projects in the City, contributing to the creation or preservation of 136 affordable dwelling units. The Affordable Housing Fund (AHF) has been used to help support the operating costs of the HTF over the past 12 years, for a total of $360,000. The proposed work program includes continued use of the AHF to support the HTF’s operating expenses to provide below-market financing and technical assistance to affordable housing developers. First Time Homebuyer Down Payment Assistance o During the 2015-17 Financial Plan, Housing Major City Goal, all $380,000 in down payment assistance was distributed to qualified households purchasing affordable housing. In the future as those homes sell, the funding will be reused for new down payment assistance loans. Infrastructure Investment Fund o During the 2015-17 Financial Plan, Housing Major City Goal, $250,000 was set aside for assistance with infrastructure development in the City. Housing projects that can deliver major infrastructure, such as the Prado Road overcrossing, would be likely candidates for strategic investment. While there is no additional funding budgeted for the 2017-19 Financial Plan, the money remains in the fund to be used for future projects once enough funding is available. Affordable Housing Existing Incentives The City uses a combination of regulatory and financial incentives to facilitate affordable housing development. These include development review fee waivers, AHF loans, density bonuses, permit streamlining, fee deferral loans, flexible property development standards and other incentives. Accessory Dwelling Unit Streamlining City staff is currently working to bring our existing Secondary Dwelling Unit ordinance into compliance with the new state law SB 1069. This legislation streamlines the production of now called Accessory Dwelling Units (ADU) and reduces barriers that may have previously hindered construction. The new process of permitting an ADU is now ministerial and limits the amount of City discretion on parking, size, setbacks, and certain connection and impact fees. While ADUs remain exempt from density calculations, the City can now count ADUS towards the RHNA.
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MAJOR CITY GOALS HOUSING Subdivision Regulations Community Development Staff is currently undertaking the update to the City’s Subdivision Regulations. This work effort includes the creation of small lot subdivisions to promote more ‘affordable by design’ type housing. Workforce Housing Definition The HPM and Community Development Staff have completed an initial research component to Housing Element Program 2.16 which focuses on “evaluating and considering including a workforce level of affordability to increase housing options for those making between 121-160% of the Area Median Income”. The research identifies key barriers and solutions towards the production of workforce housing and established development incentives which could be used by the City to create new workforce housing. This task will be rolled into the update of the Zoning Regulations with additional community outreach.
Timely Review and Permitting of Current Large Housing Developments As of Spring 2016, there are three large specific plans currently under planning review: San Luis Ranch (580 units), Avila Ranch (720 Units), and Froom Ranch (480 units). Construction of those specific plan areas is anticipated over the course of the next ten to fifteen years. 200 affordable units are anticipated within those specific plan areas. In addition, there are approximately 2,000 new units, primarily located within the Orcutt Area and Margarita Area specific plan boundaries, that are in planning or building permit review. The construction of those units is anticipated over the next ten years. The Housing Major City Goal will focus on timely review and permitting of these units, in addition to timely building inspections during the construction process. Of those projects currently under review, over 200 units will be deed restricted affordable housing with the majority being built by the Housing Authority of San Luis Obispo or other local non-profit housing developers. WORK PROGRAM CONSTRAINTS AND LIMITATIONS 1. Declining federal and state funds for affordable housing and more competitive grants require the City to be creative in its efforts to find funding sources to assist housing developers. 2. Competing priorities for resources needed to address housing issues. 3. Reliance on non-profit and for profit developers to come forward with development proposals to increase the supply of housing since the City does not own, manage, or build affordable housing itself. 4. Minimal land, if any, of City owned property is suitable for housing development. 5. The City’s limited ability to control the decisions and funding of outside agencies and housing providers. The provision of housing and implementation of the Housing Element requires a variety of City Departments, outside agencies and housing providers to commit to, and accomplish, their related work programs. 6. Required land use entitlements for housing projects (use permit, architectural review, environmental review, etc.) and lengthy appeal process. 7. Significant public involvement is housing development projects. 8. Vast number and divergent objectives of stakeholders or decision makers including housing agencies, non-profit organizations, business and property owners, residents and neighborhood groups (see “Stakeholders” below). 9. Public infrastructure that can be funded with a combination of development impact fees and other funds to meet the growth needs of the City. What are the key assumptions? 1. The City will commit sufficient staff and resources to complete the work plan. 2. The City cannot solve all housing issues in the community, due to resource constraints and inability to control housing and financing market factors. STAKEHOLDERS
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MAJOR CITY GOALS HOUSING Residents Housing Authority of San Luis Obispo (HASLO) Workforce Housing Coalition (WHC) Affordable housing and market rate developers People’s Self Help Housing Corporation San Luis Obispo County Housing Trust Fund (HTF) Mid and Large Scale Employers Habitat for Humanity Economic Vitality Corporation (EVC) General Workforce Non-profit organizations Chamber of Commerce City Departments (Administration, City Attorney, Finance, Fire, Public Works)
ACTION PLAN
Task Lead Department Target Date
New 1. Update of City Zoning Regulations to comply with the Land Use Element. CDD 06/18
2. Affordable Housing Nexus Study CDD 12/18
3. HE 2.16: Evaluate and consider including a workforce level of affordability to increase housing options for those making between 121-160% of the Area Median Income. CDD 06/18
4. HE 4.6: Consider amending the City’s Inclusionary Housing Ordinance and Affordable Housing Incentives to require that affordable units in a development be of similar number of bedrooms, character and basic quality as the non-restricted units in locations that avoid segregation of such units.
CDD 12/18
5. HE 6.12, 6.13 & 6.27 & LUE 4.0.28: Continue to develop incentives to encourage additional housing in the Downtown Core (C-D Zone), including alternatives to calculating residential density, to encourage the development of smaller efficiency units. CDD 06/19
6. HE 6.15: Consider General Plan amendments to rezone commercial, manufacturing or public facility zoned areas for higher-density, infill or mixed use housing where land development patterns are suitable and impact to Low-Density Residential areas is minimal. CDD 12/18
7. HE 6.28: Evaluate how lot patterns (i.e. size, shape, slope) in the City’s multi-family zones affect the City’s ability to meet housing production policies. If warranted, consider setting a minimum number of dwellings on each legal lot in the R-2, R-3 and R-4 zones, regardless of lot size, when other property development standards, such as parking, height limits and setbacks can be met
CDD 06/19
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MAJOR CITY GOALS HOUSING 8. HE 6.30: Eliminate the one-acre minimum lot area for PD overlay zoning, and identify incentives to conventional subdivision design. CDD 06/18
9. HE 6.31: Consider scaling development impact fees for residential development based on size, number of bedrooms, and room counts. CDD 06/19
10. HE 9.12 & LUE 3.5.7.1: Consider incentivizing dwelling units to a minimum size of 150 square feet, consistent with the California Building Code, by reduced impact fees and property development standards. CDD 06/19
Task Lead Department Target Date
Ongoing
11. Continue to prioritize streamlining and expediting projects that facilitate increased production of all housing types that are economically accessible to the area workforce, low, and very low-income residents. CDD Ongoing
12. Continue to implement Housing Element programs and housing production goals. CDD Ongoing
13. Provide timely building permit review and inspections for new housing developments. CDD Ongoing
14. Support employer/employee and employer/developer financing programs and partnerships to increase housing opportunities specifically targeted towards the local workforce. CDD Ongoing
15. Continue the City’s participation with the Workforce Housing Coalition, San Luis Obispo County Housing Trust Fund to identify, evaluate, and implement strategies to increase the production of housing. CDD Ongoing
16. CAP TLU 8.1: Improve the City’s jobs-housing balance to reduce VMT from commuting. CDD Ongoing
17. HE 2.17: Continue to consider increasing residential densities above state density bonus allowances for projects that provide housing for low, very low and extremely low income households CDD Ongoing
18. HE 3.10: Continue to encourage the creation of dwellings in the Downtown Core (CD Zone) and the Downtown Planning Area by continuing the no net loss program. CDD Ongoing
19. HE 5.5: Review new developments for compliance with City regulations and revise projects or establish conditions of approval as needed to implement housing variety and tenure policies. CDD Ongoing
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MAJOR CITY GOALS HOUSING 20. HE 6.14: Specific plans for any new expansion area identified shall include R-3 and R-4 zoned land to ensure sufficient land is designated at appropriate densities to accommodate the development of extremely low, very-low and low income dwellings. CDD Ongoing
21. HE 6.18: Seek opportunities with other public agencies and public utilities to identify, surplus land for housing, to convert vacant or underutilized public, utility or institutional buildings to housing CDD Ongoing
22. CAP TLU 8.2: Support infill housing projects that implement General Plan policies, especially BMR housing close to job opportunities. CDD Ongoing
RESPONSIBLE DEPARTMENTS The Community Development Department will take the lead on this Major City Goal with assistance from Administration, City Attorney, Finance, Fire, Public Works, and Utilities. All departments and Community Development Department divisions associated with development entitlements and building permitting will play a key role in the review of the increased levels in housing production. The City Attorney’s office will assist with consistency with State and Density Bonus law and review affordable housing loans, contracts and agreements. FISCAL IMPACT A portion of the Housing Programs cost will continue to be offset by CDBG and the AHF. Grant opportunities and partnerships will be pursued to offset General Fund work plan costs. As the number of residential permits and inspections increase due to the increase in production of housing the long-term financial stability will eventually increase as the amount impact fees, development review/building permit fees, and property taxes are paid by residents. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Accomplishing this goal will require leadership commitment and ensuring appropriate staff and financial resources are available to work on and fund these efforts. The MCG will require an appropriate prioritization of service delivery in all departments that review and permit and inspect new residential development. As seen below, the City’s Housing Programs are fully subscribed and there is no more capacity to take on efforts outlined in the work plan without continuing the one Full Time Equivalent (FTE) contract Planning Technician, and 10% of the Supervising Administrative Assistant’s time for Housing Programs administration. In addition, with the limited resources available, various housing programs tasks must be reduced to accommodate the new tasks aligned with the Major City Goal. Should the Planning Technician position not be funded in the 2018-19 fiscal year, further reductions to the HPM task list will be required to continue progress on the Major City Goal. These staff resources are requested in the 2017-19 Financial Plan Development Services staffing and Contract Services SOPC approval. Staff Resource Analysis
HOUSING PROGRAMS FTE1 (Ongoing Work Load)
FTE1 (MCG Work Plan)2
FTE1 (FY 2017-19 Projected Work Load) Housing Programs Manager (1 FTE)
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MAJOR CITY GOALS HOUSING 1 CDBG program administration 0.05 0.05 2 Housing Element implementation 0.15 0.20 0.35 3 Inclusionary Housing program 0.15 -0.02 0.13 4 AHF management & award program 0.02 0.02 5 Grant research & applications 0.02 -0.01 0.01 6 Homebuyer & rental services 0.05 -0.03 0.02 7 Development Review project referrals 0.15 -0.05 0.10 8 Homeless Services & 10-Year Plan 0.10 -0.05 0.05 9 WHC, HTF, HSOC & FPDC meetings & Support 0.05 0.05 10 Advisory Body & Council meetings & support 0.08 0.08 11 Regional Coordination 0.02 -0.01 0.01 12 Department training & meetings 0.05 0.05 13 HRC liaison 0.10 -0.03 0.07 14 BEGIN First-Time Homebuyer program 0.01 0.01 Subtotal 1.00 0.00 1.00 Full Time Contract Planning Technician (1 FTE) 3 16 CDBG program administration 0.05 -0.02 0.03 17 Inclusionary Housing program 0.20 0.20 18 Housing Element implementation 0.50 0.05 0.55 19 AHF management & award program 0.05 0.03 0.08 20 BEGIN First-Time Homebuyer program 0.01 -0.01 0.00 21 Advisory Body & Council meetings & support 0.07 0.07 22 Grant research & applications 0.05 0.05 23 Homeless Services & 10-Year Plan 0.07 -0.05 0.02 Subtotal 1.00 0.00 1.00 Administration Support (.1 FTE) 3,4 25 Inclusionary, CDBG, AHF, GIA, BEGIN Support 0.10 0.10 Subtotal 0.10 0.10 Total Subscribed 2.00 0.10 2.10 Actual Staff Resources 1 0.10 1.10 Continued Contract Staff 1 0 1.00 Available for New Projects 0.00 0.00 0.00 1 Full Time Equivalent (FTE) = 1,703 productive staff hours annually. 2 Includes additional and expanded work tasks in the MCG work plan 3 Pending 2017-19 Financial Plan SOPC approval.
4 10% of Supervising Administrative Assistant and/or Analyst time allocated to Housing Programs administration
HOUSING PROGRAMS FTE1 (Ongoing Work Load)
FTE1 (MCG Work Plan)2
FTE1 (FY 2017-19 Projected Work Load)
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MAJOR CITY GOALS HOUSING Housing Programs Manager (1 FTE) 1 CDBG program administration 0.05 0.05 2 Housing Element implementation 0.15 0.20 0.35 3 Inclusionary Housing program 0.15 -0.02 0.13 4 AHF management & award program 0.02 0.02 5 Grant research & applications 0.02 -0.01 0.01 6 Homebuyer & rental services 0.05 -0.03 0.02 7 Development Review project referrals 0.15 -0.05 0.10 8 Homeless Services & 10-Year Plan 0.10 -0.05 0.05 9 WHC, HTF, HSOC & FPDC meetings & Support 0.05 0.05 10 Advisory Body & Council meetings & support 0.08 0.08 11 Regional Coordination 0.02 -0.01 0.01 12 Department training & meetings 0.05 0.05 13 HRC liaison 0.10 -0.03 0.07 14 BEGIN First-Time Homebuyer program 0.01 0.01 Subtotal 1.00 0.00 1.00 Full Time Contract Planning Technician (1 FTE) 3 16 CDBG program administration 0.05 -0.02 0.03 17 Inclusionary Housing program 0.20 0.20 18 Housing Element implementation 0.50 0.05 0.55 19 AHF management & award program 0.05 0.03 0.08 20 BEGIN First-Time Homebuyer program 0.01 -0.01 0.00 21 Advisory Body & Council meetings & support 0.07 0.07 22 Grant research & applications 0.05 0.05 23 Homeless Services & 10-Year Plan 0.07 -0.05 0.02 Subtotal 1.00 0.00 1.00 Administration Support (.1 FTE) 3,4 25 Inclusionary, CDBG, AHF, GIA, BEGIN Support 0.10 0.10 Subtotal 0.10 0.10 Total Subscribed 2.00 0.10 2.10 Actual Staff Resources 1 0.10 1.10 Continued Contract Staff 1 0 1.00
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MAJOR CITY GOALS HOUSING Available for New Projects 0.00 0.00 0.00 1 Full Time Equivalent (FTE) = 1,703 productive staff hours annually. 2 Includes additional and expanded work tasks in the MCG work plan 3 Pending 2017-19 Financial Plan SOPC approval.
4 10% of Supervising Administrative Assistant and/or Analyst time allocated to Housing Programs administration Cost Summary and Funding Source (attached) In addition to the staff resource allocations to complete the Major City Goal above, the following table identifies General Funds and Affordable Housing Funds used to support this goal.
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Cost Summary and Funding Source
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Housing Programs Manager *130,130$ 1.00 136,925$ 1.00 Administration Support**8,969$ 0.10 9,313$ 0.10 Grants in Aid**1,385$ 1,399$ SLO HTF Support*30,000$ 30,000$ 40 Prado**7,000$ 7,000$ Total 177,484$ 1.10 184,637$ 1.10 -$ -$ * The Affordable Housing Fund is the source of funding**The General Fund is the source of funding
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Contract Planning Technician 63,410$ 1.00 66,415$ 1.00
Contract Planning Technician***(63,410)$ (1.00) (66,415)$ (1.00) Total -$ -$ -$ -$
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$
Total -$ - -$ - -$ -$ ***Cost to be offset with Over-Realized Development Services Revenue - Requested in Development Services Staffing SOPC.
Function Program
Community & Neighborhood Livability Housing Assistance
Task
EXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDEDOperating Capital Improvement Plan
REALLOCATION OF RESOURCES (NET ZERO FISCAL IMPACT)
Housing AssistanceCommunity & Neighborhood Livability
Operating Capital Improvement Plan
NEW PROGRAMS/PROJECTSOperating Capital Improvement PlanFunction Program Task
Function Program Task
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MAJOR CITY GOALS MULTIMODAL TRANSPORTATION GOAL STATEMENT Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range Transit Plan. SCOPE OF WORK 1. Implement the Bicycle Master Plan & Prioritize Pedestrian Safety. 2. Develop an Active Transportation Plan focusing on pedestrian and bicycle facilities and programs 3. Implement the Short-Range Transit Plan DISCUSSION Background Promoting Active Transportation, traversing a community powered by human energy (primarily walking and bicycling) has long been a priority with the City of San Luis Obispo. The City’s adopted Land Use and Circulation Element of the General Plan contains visionary mode split objectives and policies. This Major Council Goal continues the adopted 2015-17 Multimodal Transportation Goal with focus on pedestrian safety in addition to the implementation of the Bicycle Master Plan and Short-Range Transit Plan. Accomplishing this goal will require the development of an Active Transportation Plan to address comprehensively multimodal transportation. The Active Transportation plan will marry goals and objectives to benefit both bicycles and pedestrians. The construction of projects associated with this goal requires significant developer contribution (for newly constructed residential and commercial projects) as well as the City successfully obtaining outside funding (grants) for many Capital Improvement Projects. It will also include continued maintenance and enhancements to the City’s streets, sidewalks and paths as well as programs that improve safety through enhanced traffic management. Both developer and City built new infrastructure for streets, paths, and traffic management will benefit bicycles, pedestrians, and transit upon completion. The Circulation Element of the General Plan establishes Multimodal Transportation objectives and policies for the City which the objectives of this goal will endeavor to accomplish. 1. Development and maintenance of a circulation system that balances the needs of all circulation modes . 2. Protection of the environment by reducing dependence on single-occupant use of motor vehicles resulting in meeting health standards for air quality. 3. Reduced use of cars by supporting and promoting alternatives such as walking, riding buses and bicycles, and using car pools. 4. Provision of streets that are well maintained, appropriately sized, and safe for all forms of transportation. 5. Improved infrastructure in Downtown to increase functionality for pedestrians. 6. Coordination of transportation planning with other local agencies. Highlights of the Three Goal Objectives 1. Implement the Bicycle Master Plan Consistent with the Bicycle Master Plan, construction of new bikeway facilities will occur with new residential development projects such as Avila Ranch, Righetti Ranch and San Luis Ranch. The expansion of the Rail Road Safety Trail from Taft to Pepper is planned for construction during spring 2019. Planning and design of the Rail Road Safety trail from Pepper to the Railroad Station is scheduled for summer 2019. If grant funding is successfully secured, the construction of Bob Jones Prefumo Creek Bike Path will occur in Spring 2019. Packet Pg 412
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MAJOR CITY GOALS MULTIMODAL TRANSPORTATION 2. Develop an Active Transportation Plan that focuses on pedestrian safety, bicycles, facilities, and programs. The City does not presently have a pedestrian plan. To increase pedestrian safety a comprehensive planning effort to establish an integrated Active Transportation Plan will be pursued and will integrate the Bicycle Master Plan. The Active Plan will focus on pedestrian issues, including pedestrian specific goals and objectives, as well as improvements to sidewalks and pathways. 3. Implement the Short-Range Transit Plan The adopted Short Range Transit Plan’s objectives will continue to be implemented. The City’s Transit system will continue to promote its use to new and existing users, make system improvements, and maintain a ridership goal of one million passengers per year. A capital investment in the Automatic Vehicle Locator AVL) system will provide ongoing system monitoring and enhancements in performance. WORK PROGRAM CONSTRAINTS AND LIMITATIONS 1. Partially New Development Dependent. The City must rely on new development to implement plans for and construct new facilities and infrastructure to address this goal. Chevron, Avila Ranch, San Luis Ranch, Orcutt Area Specific Plan developments, and the Margarita Area Specific Plan all require infrastructure and facilities that will ultimately result in new bikeways, pedestrian, roadway, and transit improvements. The timing of this construction is dependent upon market forces, use of fee collections, developer agreements, and the City’s infrastructure financing program. 2. Limited Availability of Funding. There will be limited City Transportation Impact Fee (TIF) revenue available due to the City’s current reimbursement commitment to the Los Osos Valley Road Interchange. The available State and Federal Infrastructure funding to local agencies has fallen drastically in recent years. Additionally, the State of California estimates that the Highway Users Tax Account (HUTA) allocations will about 4.6% lower than the previous year. Regionally, the failure of Measure J in 2016 has made it doubtful that regional funding will be available during the next four years. Staff will continue to examine new methods of funding for projects to improve infrastructure benefiting bicycles, pedestrians, and transit. 3. Partnerships and Participation Required. Regional infrastructure projects within the City, such as the Prado Road Interchange, require participation and cooperation with other agencies in the region including the San Luis Obispo Council of Local Governments (SLOCOG), Caltrans, and San Luis Obispo County. This takes time and effort to succeed and a uniformed approach from multiple agencies on what is a priority project. Ongoing negotiations with Cal Poly State University regarding the funding in full of the Transit subsidy program (Cal Poly students riding buses for free) have not been concluded. Minimum farebox requirements of 20% must be met and addressed in summer 2017 and this could affect ridership. Relied upon Federal funds for Transit are also becoming more limited and with this comes a delay in the replacement of buses and other Transit capital improvement project. Lastly, many transportation projects require more time and resources to complete, as there are many inputs to mitigate. What are the key assumptions? Funding from sources other than the City’s General Fund have been assumed for many projects. Both grant funding assistance and/or developer contributions are assumed. If either or both these alternate funding sources do not become reality projects will need to be deferred, funded via other City sources or not implemented. Also, some projects will require approval and cooperation from other jurisdictions or agencies to implement (i.e. Union Pacific Rail Road, San Luis Obispo County, San Luis Obispo Council of Local Governments, and Caltrans) Lack of approval or time delays could result in project delays or implementation difficulties. Packet Pg 413
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MAJOR CITY GOALS MULTIMODAL TRANSPORTATION STAKEHOLDERS AND COMMUNITY PARTNERS Residents Cyclists Pedestrians Transit Riders Bicycle Coalition Bike Advisory Committee Mass Transit Committee New Housing Developers SLO Council of Local Governments CalTrans Union Pacific Rail Road San Luis Obispo County Environmental Organizations Neighborhood Groups Business Associations ACTION PLAN Task Lead Department Target Date
Implement the Bicycle Master Plan & Prioritize Pedestrian Safety.
1. Begin Construction of Railroad Safety Trail – Taft to Pepper Public Works 3/2019
2. Begin Construction of Bob Jones Trail - Prefumo Creek to Oceanaire (grant funding dependent) Public Works 3/2019
3. Begin Study of Penny Lane Bridge across the Union Pacific Railroad Public Works 8/2018
4. Implement Minor Bicycle Facility Improvements 5. Broad Street Corridor Access Improvements 6. Complete Pedestrian & Bikeway Maintenance 7. Complete Sidewalk Replacements & New Installations 8. Complete New Streetlight Installations
Public Works Public Works Public Works Public Works Public Works
Ongoing 6/2019 Ongoing Ongoing Ongoing
Develop an Active Transportation Plan
9. Begin Bicycle Transportation Plan update to Active Transportation Plan Public Works 1/2018
10. Develop Parklet Application Guide Public Works 3/2018
11. Work with Senior Councils and Commissions to include senior citizen issues in the upcoming Active Transportation Public Works ongoing
12. Continue Deployment of Advance Pedestrian Signal Timing Public Works Ongoing
Implement the Short-Range Transit Plan
13. Implement revised routes and schedules for Short Range Transit Plan Public Works 7/2017
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MAJOR CITY GOALS MULTIMODAL TRANSPORTATION 14. Upgrade and replace the SLO Transit Automatic Vehicle Locators (AVL) system Public Works 6/2018
15. Work with SLOCOG, RTA and the County of San Luis Obispo to advance the relocation of the Downtown Transit Center
Public Works ongoing
Infrastructure Projects to Benefit Multimodal Transportation and Transit
16. Begin construction of Higuera Street Widening – Elks to Chumash Village 17. Begin Construction of Prado Road Bridge Widening at SLO Creek 18. Complete Caltrans’ PAED (environmental) process for the Prado Road Interchange 19. Continue Traffic Safety & Operations Programs 20. Implement 2015 Traffic Safety Report Projects 21. Complete Design of California & Taft Roundabout 22. Complete Design of Tank Farm & Orcutt Roundabout 23. Complete Bridge Maintenance Projects 24. Complete Street Reconstruction & Resurfacing 25. Continue to support multimodal infrastructure installation and upgrade thru new development.
Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works
9/2018 4/2019 6/2019 Ongoing 6/2019 10/2017 6/2018 Ongoing Ongoing Ongoing
RESPONSIBLE DEPARTMENTS Public Works FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL No increase in staffing or operating resources is necessary to implement this goal, however any reduction in existing Transportation, Transit, or CIP Engineering operating resources would require an equivalent reduction in this Major Council Goal’s projects and program. Some projects identified in this goal are dependent on grant funding that has yet to be secured, if the funds are ultimately not secured these projects will not be able to proceed. If Council opts to include additional projects in this work effort additional staff resources and capital funding may need to be increased accordingly to complete them.
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MAJOR CITY GOALS MULTIMODAL TRANSPORTATION FISCAL IMPACT The following table summarizes the funding identified for implementation the Capital Improvements identified above. Debt financing or alternative funding strategies may be required for various project proposed in this program, such as Palm & Nipomo Parking Structure, Prado Rd. Creek Bridge Widening, Prado Road Interchange. No increase in baseline operating costs are proposed. Funding Sources FY 2017-18 FY 2018-19General Fund 2,135,000$ 2,105,000$ Grant - CDBG 105,000$ -$ Grant - CMAQ 60,000$ 902,455$ Grant - USHA -$ 175,000$ Grant - Unspecified -$ 750,000$ Grant - HBR 540,000$ 9,000,000$ Parking Fund 250,000$ -$ City TIF 285,500$ 1,009,000$ AASP Fees 55,000$ 750,000$ Transit Fund 260,000$ -$ 3,690,500$ 14,691,455$ Cost Summary and Funding Source (attached table)
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Cost Summary and Funding Source
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Transportation Pln/Eng.50500 Approx. 80% of Operating Program 530,739$ 4 497,723$ 4Traffic Signals & Street Lights 50330 Approx. 40% of Operating Program 218,779$ 1 214,315$ 1Transit Operations 50700 Approx. 100% of Operating Program 3,448,368$ 3.0 3,561,925$ 3.0Streets & Sidewalk Maint 50300 Approx. 50% of Operating Program 681,231$ 733,932$ CIP Engineering 50410 Approx. 20% of Operating Program 417,363$ 423,963$ Total 5,296,480$ 5,431,858$ -$ -$
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$
Total -$ -$ -$ -$
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Projects Existing in the 2015-17 Fianncial PlanInfrastructure and Transporation 50500 PEDESTRIAN AND BICYCLE PATHWAY MAINTENANCE 60,000$ Infrastructure and Transporation 50500 SIDEWALK REPLACEMENT AND INSTALLATION 130,000$ 50,000$ Infrastructure and Transporation 50500 STREET RECONSTRUCTION AND RESURFACING (ANNUAL)1,685,000$ 1,454,000$ Infrastructure and Transporation 50500 TRAFFIC SIGNS & STRIPING MAINTENANCE 25,000$ 25,000$ Infrastructure and Transporation 50500 2015 TRAFFIC SAFETY REPORT IMPLEMENTATION 60,000$ 175,000$ Infrastructure and Transporation 50500 BICYCLE FACILITY IMPROVEMENTS 100,000$ 100,000$ Infrastructure and Transporation 50500 BOB JONES TRAIL – PREFUMO CREEK CONNECTION TO OCEANAIRE 1,060,000$ Infrastructure and Transporation 50500 PRADO ROAD BRIDGE & ROAD WIDENING 595,000$ 9,750,000$ Infrastructure and Transporation 50500 TRANSPORTATION SAFETY & OPERATIONS 30,000$ 90,000$ Infrastructure and Transporation 50600 PALM-NIPOMO PARKING STRUCTURE 250,000$ Infrastructure and Transporation 50500 PEDESTRIAN AND BICYCLE PATHWAY MAINTENANCE 60,000$ 60,000$ Infrastructure and Transporation 50500 CALIFORNIA TAFT ROUNDABOUT 60,000$ 902,455$ New StartsInfrastructure and Transporation 50500 NEW STREET LIGHTS 20,000$ 20,000$ Infrastructure and Transporation 50500 ACTIVE TRANSPORTATION PLAN 40,000$ Infrastructure and Transporation 50500 HIGUERA STREET WIDENING: BRIDGE TO ELKS & FONTANA TO CHUMASH 35,500$ 330,000$ Infrastructure and Transporation 50500 ORCUTT & TANK FARM ROUNDABOUT 100,000$ -$ Infrastructure and Transporation 50500 PENNY LANE BRIDGE AT UPRR -$ 50,000$ Infrastructure and Transporation 50500 PRADO ROAD INTERCHANGE 150,000$ 450,000$ Infrastructure and Transporation 50500 RRST PEPPER STREET TO THE TRAIN STATION 30,000$ 150,000$ Infrastructure and Transporation 50500 BROAD ST. CORRIDOR ACCESS IMPROVEMENTS -$ 25,000$ Infrastructure and Transporation 50700 TRANSIT – AUTOMATIC VEHICLE LOCATION SYSTEM 260,000$ Total -$ -$ 3,690,500$ 14,691,455$
Function Program Task
EXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDEDOperating Capital Improvement Plan
REALLOCATION OF RESOURCES (NET ZERO FISCAL IMPACT)Operating Capital Improvement Plan
NEW PROGRAMS/PROJECTS Operating Capital Improvement PlanFunctionProgramTask
Function Program Task
Funding Sources 2017-18 2018-19General Fund 2,135,000$ 2,105,000$ Grant - CDBG 105,000$ -$ Grant - CMAQ 60,000$ 902,455$ Grant - USHA -$ 175,000$ Grant - Unspecified -$ 750,000$ Grant - HBR 540,000$ 9,000,000$ Parking Fund 250,000$ -$ City TIF 285,500$ 1,009,000$ AASP Fees 55,000$ 750,000$ Transit Fund 260,000$ -$ 3,690,500$ 14,691,455$ Packet Pg 417
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OTHER IMPORTANT OBJECTIVE DOWNTOWN VITALITY GOAL STATEMENT Continue to improve safety, infrastructure investment, and maintenance in the Downtown and support the Downtown Association’s proposal to consider a Downtown Improvement District. SCOPE OF WORK 1. Maintain and improve Downtown infrastructure. 2. Maintain and improve public safety in the Downtown. 3. Develop implementation plan for adopted Downtown Concept and Mission Plaza Master Plans. 4. Develop a policy framework to ensure the continued vitality and success of Downtown which includes consideration of Downtown Improvement District. DISCUSSION Background Downtown San Luis Obispo is the community’s core. It serves as a vibrant social and commercial center. Downtown is home to numerous businesses that provide shopping, dining, special events, cultural, and social activities. Investment in infrastructure and continued maintenance in the Downtown has been a high priority for the City Council for many budget cycles. Beginning with the City’s adopted 2009-11 Financial Plan, the City Council has supported projects to improve the appearance and condition of the City’s Downtown core. Capital project investments have included: sidewalk repair and replacement, tree trimming and planting, pedestrian level lighting, replacement of street furniture, Wayfinding signage, support of the Downtown Association’s efforts to provide tree lighting and electrical power for street events, increased restroom availability, and increased police presence. Ongoing operational expenditures include: sidewalk scrubbing, manual trash pickup, graffiti removal, news rack monitoring, and more frequent street sweeping. The update of the Downtown Concept Plan and drafting of the Mission Plaza Concept Plan have generated significant public input related to the community’s vision for the Downtown of the future. Both plans are in their draft form and are scheduled to be considered by Council for adoption in Fall 2017. While neither of these plans are in their final forms at the time of writing this objective’s work program, many of the action plan items responsive to this objective reflect public input received to date. Highlights of Four Major Objectives 1. Maintain and Improve Downtown Infrastructure Maintenance and improvements to Downtown Infrastructure will continue to occur with the implementation of the Council’s adopted Capital Improvement Plan (CIP) for 2017-19. Three examples of CIPs proposed for funding that benefit the Downtown include the construction of the Palm/Nipomo Parking Structure, the continued Downtown Renewal Project, and the construction of the Regional Transit Center in Downtown. Additionally, various City Program operating budgets will support ongoing infrastructure replacements and maintenance in Downtown, such as sidewalk repair and ongoing cleaning. 2. Continued Focus on Downtown Safety The San Luis Obispo Police Department continues to provide a significant and multifaceted police presence in Downtown both day and night. During daytime hours, two bicycle officers are deployed with the specific focus of safety in the downtown area. These officers have enhanced connectivity with the Downtown merchants, citizens, and tourists and serve as vital educational and enforcement resources. There are also two bicycle officers and a Sergeant that are deployed at night to respond to calls for service in the downtown
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OTHER IMPORTANT OBJECTIVE DOWNTOWN VITALITY core. The Police Department’s CAT (Community Action Team) Program adds another dimension of education and enforcement with particular focus on frequent offenders. CAT team members partner with mental health professionals, social service providers, and the courts to provide focused case management and alternatives to enforcement. In addition to staffing resources deployed to the Downtown, the Police Department has collaborated with the Downtown Association in developing safety training. The City’s “Make Change Count” program provides residents with an opportunity to donate funds toward local social service efforts while discouraging the giving of funds to those engaged in adverse behaviors. With a great deal of the calls for service in the downtown being nuisance type crimes the Police Department will be focusing new efforts and resources on crimes such as disorderly conduct, trespassing, and loitering. To supplement officers, the Police Department will continue to utilize mounted video cameras in many areas of the Downtown. 3. Implementation of Adopted Downtown and Mission Plaza Concept Plans Two major work efforts are in progress downtown: the update of the City’s Downtown Concept Plan and the development of a Mission Plaza Concept Plan. The consideration of each by Council is anticipated in 2017. Work will begin on plan implementation following adoption. 4. Develop the Policy Framework to Ensure the continued success of the Downtown The current success of the Downtown relies on a policy framework started more than 40 years ago. In order to ensure continued progress in line with the long-term goals of the City, key policies related to zoning, retail, commercial and residential expansion, transportation planning and management in the Downtown will be evaluated and brought to Council for direction. Future long-term community vision for the Downtown will be addressed by the continued work on the Mission Plaza Concept Plan, Upper Monterey Plan and the Downtown Concept Plan. WORK PROGRAM CONSTRAINTS AND LIMITATIONS 1. Funding and Resources. Constraints on the availability of General Funds to fully fund capital improvement projects and operational budgets could affect the degree to which this objective is fulfilled. Many capital improvement projects are “scalable” but if scaled too small the impacts sought in this objective may not be met. The Police Department proposes incorporated added Mental Health Services into its Downtown operations requiring fiscal participation and partnership with County Services. 2. Review and adoption of plans and policies could impact timelines and projects. The review and adoption of the Downtown Concept Plan and Mission Plaza Master Plan each provide foundation for project implementation. As they are not yet adopted changes to them and delay in adoption may impact infrastructure projects. Additionally, further policy reviews to benefit the Downtown include the zoning update and several feasibility studies. These policy reviews will have significant public involvement, community engagement, and hearings whose outcomes cannot be fully predicted. Lastly the review and approval of the Palm/Nipomo Parking Structure may take longer than anticipated. STAKEHOLDERS AND PARTNERSHIPS Residents Neighbors Visitors Property Owners Workers Businesses Downtown Association County of San Luis Obispo Cultural Groups Museums Mission de Tolosa
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OTHER IMPORTANT OBJECTIVE DOWNTOWN VITALITY ACTION PLAN
Task Lead Department Date
Maintain/Improve Downtown Infrastructure
1. Complete Design and begin Construction of the Palm/Nipomo Park Structure. 2. Construct next phase of Downtown Renewal capital improvement project focused on the 800 block of Higuera Street. 3. Actively work with San Luis Obispo Council of Local Governments (SLOCOG) and Regional Transit Association (RTA) to relocate the current Downtown Transportation Center to a new location east of Santa Rosa Street. 4. Following the adoption of the Mission Plaza Concept Plan design Mission Plaza Restroom Replacement. 5. Continued downtown tree maintenance, sidewalk scrubbing, and street sweeping 6. Begin construction of Marsh Street Bridge replacement at the southern gateway to Downtown.
Public Works Public Works Public Works Public Works Public Works Public Works
Summer 2019 Spring 2018 Ongoing Spring 2019 Ongoing Spring 2019
Continued Focus on Downtown Safety
1. Assist noncompliant properties to achieve compliance with the Downtown Fire Sprinkler Ordinance. 2. Continued operation of the Community Action Team (CAT) in Downtown. 3. Continued Downtown Bicycle Patrol 4. Coordination between the Police Department and County of San Luis Obispo to achieve expanded mental Health Services focused on Downtown. 5. Identification and implementation by Police Department of best practice tools designed to decrease nuisance calls in the Downtown.
Fire Police Police Police Police
Winter 2018 Ongoing Ongoing Ongoing Ongoing
Implementation of Adopted Downtown and Mission Plaza Concept Plans
1. Council and community review and consideration of Downtown Concept Plan 2. Council and community review and consideration of Mission Plaza Master Plan 3. Following adoption, oversee the implementation of the Downtown Concept Plan.
CDD PW CDD
Summer 2017 Fall 2017 Ongoing
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OTHER IMPORTANT OBJECTIVE DOWNTOWN VITALITY 4. Following adoption, develop a phasing and resources needed plan for the implementation of the Mission Plaza Concept Plan, and design the Mission Plaza restroom replacement (see Maintain/Improve Downtown Infrastructure, Task 4)
PW PW
Summer 2018 Spring 2019
Policy Framework for Downtown
1. Complete the City’s Zoning Regulations Update 2. Complete a Feasibility Study for the Upper Monterey Area Plan Parking District. 3. Complete a Feasibility Study of Downtown Maintenance District 4. Coordinate, in partnership with the Downtown Association, exploration of opportunities to provide enhanced maintenance or other services to maintain Downtown vitality.
CDD CDD & PW Administration Administration
Summer 2018 Summer 2019 Summer 2019 Ongoing
RESPONSIBLE DEPARTMENTS The Public Works Department is the lead department overseeing the overall Downtown Vitality other important objective. The Department will manage various improvement and operational projects in different stages of delivery to the community. The Police Department will be involved in providing continued services to the Downtown and in evaluating expanded service opportunities. The Community Development Department will provide support services for the policy related projects including the considerations of the Mission Plaza Concept Plan, the Downtown Concept Plan, the Zoning Regulation Update, and a feasibility assessment of the Upper Monterey Area Plan parking district. Administration will partner with the Downtown Association in exploring opportunities to provide enhanced maintenance and other services to the Downtown. FISCAL IMPACT The largest fiscal impacts associated with this Other Important Objective include the Enterprise Funded construction project for building the Palm/Nipomo Parking Structure. The debt financing costs associated with this project will be offset by parking facilities use revenues. General Fund resources aligned with this Objective are proposed for one-time funding needs or facility replacement projects. Continued investment in the Downtown is anticipated to both provide an enhanced community asset as well as increase the likelihood of realization of additional funding due to increased sales tax revenue. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Existing and new resources directed toward achieving the Downtown Vitality Other Important Objective during the 2017-19 Financial Plan are shown below. The costs shown include both funding for operating programs as well as Capital Improvement Plan (CIP) projects for: 1. Operating Program Cost for Downtown sidewalk scrubbing funded at a level to complete twice per year, 2. Operating Program Cost for Downtown street sweeping, 3. Operating Program Cost for Feasibility Study to support the Downtown Maintenance District, 4. CIP Project for Palm/Nipomo Parking Structure, 5. CIP Project for Downtown Renewal, 6. CIP Project for Relocated Transit Center East of Santa Rosa Street, 7. CIP Project for Mission Plaza Restroom Replacement and Enhancements, and, 8. CIP Project for Railing Replacement at Mission Plaza. Largely for both operating cost expenditures and CIP expenditure will not increase the City’s on-going needs for funding since the proposed projects primarily maintain or improve existing facilities. Increased annual maintenance
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OTHER IMPORTANT OBJECTIVE DOWNTOWN VITALITY cost will be incurred due to the construction of the new Palm/Nipomo Parking Structure of approximately $200,000 per year after it is constructed and will be funded through that Enterprise Fund. Cost Summary and Funding Source (attached)
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Cost Summary and Funding Source
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Sidewalk Scrubbing 29,000$ 29,000$ Street Sweeping 6,800$ 6,800$ Downtown Renewal 41,400$ -$ Mission Plaza Restroom Replacement and Enhancements 33,120$ 33,120$ Mission Plaza Railing Replacement -$ 30,360$ Community Safety Police Patrol Downtown Safety 859,383$ 6 877,977$ 6Total969,703$ 977,257$ -$ -$
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Governance City Administration Feasibility Study to support Downtown Maintenance District 75,000$ -$ Total 75,000$ -$ -$ -$
2017-18 2018-19 2017-18 2018-19$FTE $FTE $$Parking Operations & Maintenance Parking Structure 250,000$ Streets & Sidewalk Maintenance Downtown Renewal 190,000$ Mission Plaza Restroom Replacement and Enhancements 25,000$ 45,000$ Mission Plaza Railing Replacement 30,000$ Total -$ -$ 465,000$ 75,000$
Program Task
Function Program Task
EXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDEDOperating Capital Improvement Plan
Streets & Sidewalk MaintenanceInfrastructure and Transportation
Community and Neighborhood Livability
Infrastructure and Transportation
CIP Project Engineering
Landscape & Park Maintenance
REALLOCATION OF RESOURCES (NET ZERO FISCAL IMPACT)Operating Capital Improvement Plan
NEW PROGRAMS/PROJECTS Operating Capital Improvement PlanFunctionProgramTask
Function
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Fiscal Health Contingency Plan
Originally Prepared in October 2001
Plan Purpose
The purpose of this plan is to establish a framework
and general approach in responding to adverse fiscal
circumstances.
What It’s Not: This plan is not intended to be a
specific “recipe” for expenditure cuts or revenue
increases: this needs to be determined on a case-by-
case basis. Preparing detailed reduction options
before they are truly needed is not recommended for
three reasons:
If not taken seriously, quality thought will not be
given to them.
If taken seriously, this is likely to result in
needless anxiety, and sends a conflicting
message if “times are good.”
And even if these were not constraints, they
would have a short shelf-life: needs and
priorities change over time.
However, this plan does set forth the foundation of
principles and values upon which specific responses
will be based.
Triggers
This plan will be “triggered” by any of the
following:
Any adverse fiscal circumstances as determined
by the City Manager, such as:
z Natural or human-made disasters.
z State budget takeaways.
z Large, unexpected costs.
z Economic downturns.
Whenever there are two consecutive quarters of
adverse fiscal results in one or more the City’s
top five General Fund revenues:
z Sales tax
z Property tax
z Transient occupancy tax (TOT),
z Utility users tax
z Vehicle license fee (VLF) “swap”
Adverse results include:
z Actual declines in revenues.
z Significant variances from projected
revenues.
General Fund Focus
This plan is focused on the General Fund, but
Enterprise Funds (water, sewer, parking, transit and
golf) will also fully participate for two key reasons:
We are one organization: all parts need to
participate.
It is strategically important to limit Enterprise
Fund rate increases (rate decreases would also
be nice) at a time when we may be considering
General Fund revenue increases.
Key Plan Elements
There are six key elements to this plan:
Maintaining minimum fund balance at policy
levels.
Following other key budget and fiscal policies.
Monitoring the City’s fiscal health on an
ongoing basis.
Assessing the challenge: short or long-term
problem?
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Fiscal Health Contingency Plan Page 2
Identifying options.
Preparing and implementing the action plan.
n Minimum Fund Balance
First Line of Defense in Adverse Circumstances
Maintaining minimum fund balances at policy
levels:
Allows continued operations and projects in
responding to short-term problems.
Provides a bridge—“breathing room”—in
addressing longer-term problems while
comprehensive response plans are developed.
This is especially important under Proposition
218, since there are limited opportunities to
implement new revenues.
o Other Key Budget and Fiscal Policies
Following our other key budget and fiscal policies
will prevent problems to begin with, and keep them
from getting bigger when they do happen. These are
set forth in Section B of the Financial Plan, and
include:
Balanced budget
Conservative investment practices
Diversified revenues
User fee cost recovery
Enterprise funds
New development pays its own way
Limited use of debt financing
Fleet replacement
Contracting for services
Productivity improvements
Z Fiscal Health Monitoring
In accordance with our budget and fiscal policies,
the City will develop and implement effective
ongoing systems for reporting and monitoring our
fiscal condition. These include:
Interim Reporting
Reliable automated financial management
system
On-line access organization-wide via the
network
Monthly financial reports
Quarterly “Newsletter” (provided electronically
to all employees)
Capital Improvement Plan (CIP) project-to-date
expenditure report
Mid-Year Budget Review
Special Reports: Sales Tax, TOT, Investments
Annual Reporting
Preparing audited financial statements in accordance
with generally accepted accounting principles and
highest standards.
q Assess: Short or Long-Term Problem?
Different Strategies for Different Problems
Short-Term: One-time event or downturn that
is not likely to continue indefinitely.
“One-time” fixes are an appropriate response for
“one-time” problems.
Long-Term: Ongoing downturn in revenues or
increases in costs that are systemic.
In this case, “one-time” fixes won’t work: this
requires new ongoing revenues or ongoing
expenditure reductions.
Assessment: Short-Term Problem
Hiring Chill. City Manager approval will be
required to fill vacant regular positions. To fill a
vacant position, department heads must
demonstrate that it is necessary in meeting
public health, safety or other high-priority
service needs that cannot be met on an interim
basis through contract, overtime or temporary
staffing. In implementing the “chill,” the goal is
not just short-term savings, but preserving future
options if the problem turns-out to be ongoing.
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Travel Chill. We will limit travel and training:
City Manager approval will be required for all
Travel Authorizations.
CIP Project Deferrals. The CIP Review
Committee will identify candidate projects for
possible deferral or deletion.
“One-Time” Operating Cost Review. The
Budget Review Team will identify special
projects in the operating budget for possible
deferral or deletion.
Fund Balance. The City will consider use of
fund balance below policy levels.
Other. The City will consider other short-term
expenditure curtailments as appropriate.
Assessment: Long-Term Problem
Implement “short-term” actions. (This follows
the first rule of holes: when you find yourself in
one, stop digging.)
Prepare long-term forecast to define the
problem.
Prepare revenue increase and expenditures
reduction options tailored to problem definition
via the forecast.
z It is likely to take 3-6 months to prepare
plans; and another 3-6 months to implement
them.
z This underscores the importance of strong
fund balance and short-term expenditure
reductions to create the time needed to
prepare and implement reasonable long-term
plans.
r Identify Options
In the long-term, there are only two basic budget-
balancing options:
Increase revenues.
Reduce expenditures (and related service levels).
In the short-term, use of fund balance is an option,
but not it is not a viable long-term solution: we can
only spend reserves once. An exception is the
strategic use of fund balance that reduces future year
operating costs or increases ongoing revenues.
Expenditure Reduction Options
Tough But Simple Fact: Meaningful ongoing
expenditure reductions require reductions in regular
staff costs, including public safety personnel:
.
85% of General Fund costs are operating.
80% of General Fund operating costs are for
staffing.
90% of General Fund staffing costs are for
regular staffing.
Over 50% of General Fund staffing costs are for
public safety.
General Strategy
Department Heads are responsible for crafting
operating expenditure reduction options that:
Are real and “doable.”
Reflect the least service impacts to the
community—no game-playing in proposing
least-likely reductions and non-starters.
Are ongoing.
Describe service impacts.
Are within the City’s ability to do
independently—no speculative reductions
contingent upon actions by others.
Can be implemented within three months after
adoption.
Are net of any related revenues from fees or
grants.
Maintain essential facilities, infrastructure and
equipment at reasonable levels—no deferred
maintenance posing as genuine cost reductions.
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Fiscal Health Contingency Plan Page 4
Reflect participation from throughout their
organization.
Option “Targets”
Targets for surfacing operating expenditure
reduction options will generally be:
Based on percentage reductions from current
operating budgets, less significant one-time
costs.
The same for all departments.
Targets are likely to exceed the “gap” identified in
forecast in order to surface an array of reasonable
policy choices based on priority considerations, and
not driven by arbitrary across-the-board decreases.
Stated simply, like making choices at a restaurant,
making priority-based decisions depends on having
more options on the menu than we plan on ordering.
Operating expenditure reductions are not likely to be
sole “budget-balancers,” but identifying their service
impact is critical to attracting support for new
revenues and other mitigation strategies.
Key Principles in Preparing Operating Expenditure
Reduction Options
Any service reductions will be balanced, and
ensure that highest priority services are retained.
Reductions will be based on service priorities,
not vacant positions: attrition is a helpful tactic,
but will not be the driving strategy in reducing
costs. On the other hand, one of the key
purposes of the “hiring chill” is to create
flexibility in making reductions based on
priorities while mitigating the need for lay-offs.
Our focus will be on retaining “front-line” core
services, and reducing services with the least
impact on the community at-large.
On the other hand, we need to preserve
“organizational” infrastructure, and ensure that
appropriate and necessary internal review
functions remain.
CIP Projects
The CIP Review Committee will be responsible
for identifying ongoing reduction opportunities.
Projects intended to maintain existing
infrastructure and facilities will generally have
higher priority over “new” facilities. Likely
exceptions include:
z Direct adverse impacts to public health and
safety.
z Outstanding contractual commitments.
z Significant outside resources or related one-
time revenues.
Revenues: Limited Options
The Budget Review Team, working with
representatives from the operating departments, will
have the lead responsibility for identifying revenue
options. However, it is likely that any new
significant revenues will require voter approval
under Proposition 218; and most likely, this election
cannot be held until the next regular municipal
election (November of even-numbered years).
There are two exceptions when revenue elections
can be held at any time:
Emergency declared by unanimous vote of the
Council.
Two-thirds voter approval for “earmarked”
revenues.
Nonetheless, there may be options for increased user
fees, fines or use of property. (On the other hand, if
these were easy to do, we would probably have
already done them!) Employees throughout the
organization will be encouraged to surface revenue-
raising options, with the recognition that expenditure
reductions are likely to play the play the leading role
in balancing the budget.
Significant New Revenues: Voter Support Required
Voter approval will require time for effective
preparation before a measure is placed on the
ballot.
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Fiscal Health Contingency Plan Page 5
Critical Success Factor: An effective,
community-based group that will work hard to
pass measure.
Legislative Advocacy
Depending on the reason for the adverse
circumstances (and especially if they are driven by
state or federal budget actions), the City will work
closely with its elected representatives and others
(such as the League of California Cities) in
mitigating service (and related cost) reductions.
Unlikely Long-Term Budget Balancers
Fund balance below policy levels. Using fund
is balance is a one-time course of action; it
cannot fix a structural imbalance.
Significant reductions in training. With fewer
employees, it will be even more important to
ensure that we have a highly-skilled, well-
trained work force.
Involvement and Participation
The City will actively solicit and encourage
participation by key stakeholders in the budget-
balancing process including:
Organization as a whole.
Employee associations.
Community groups.
This will require effective and ongoing
communication with them.
The Budget-Balancing Paradox. Balancing the
budget and closing the “forecast gap” from a strictly
numbers perspective is easy. However, after cutting
CIP projects, reducing staff, and negotiating and
implementing employee concessions, emerging from
the process with a vibrant, high-morale, high-
productivity organization is hard. Which leads to
the budget-balancing paradox: at a time when the
organization is at its nadir with downsizing, the
resulting smaller organization needs its employees to
be even more energized, fired-up and motivated to
perform.
In our experience, there is only one way to beat this
paradox: believing that the process used in
communicating with employees and meaningfully
engaging them in finding solutions matters. To use
Steven Coven’s metaphor, how we go about this
process is an opportunity to make deposits in our
credibility bank, not just withdrawals. It’s an
opportunity to both show our organizational
character and values, and to build them.
Employee Involvement
Department heads will encourage employee
participation and involvement in preparing
expenditure reduction options.
The City will strive to identify likely position
reductions resulting from this plan six months
before implementation in order to:
z Be straight forward with affected employees
about their employment outlook.
z Provide transfer opportunities.
z Allow affected employees a reasonable
amount of time to make other plans.
Key Value: Respect. There are downsides to this
approach, and many organizations consciously keep
force-reduction actions under wraps as long as
possible because of them. However, treating
employees with respect means informing them about
City plans that affect them as soon as possible.
It also means sharing the hard facts (and
consequences) in a straightforward and timely way,
even if this is painful at times for the organization.
Because ultimately, respect means believing
(contrary to Jack Nicholson's Marine Colonel Jessup
in A Few Good Men) that employees can handle the
truth.
Communication Strategies
The following identifies possible communication
strategies with employees and the community.
Employees
Ongoing employee briefings with City Manager,
Finance & IT Director and Department Heads.
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Ongoing updates via voice mail or email.
Periodic “newsletters” and “rumor control
corner” on the Intranet
Ongoing briefings with employee association
representatives.
Special organization-wide briefings as
appropriate.
Community
Viewpoint articles in The Tribune and editorial
board briefings.
New releases.
Presentations to interested community groups.
Periodic “newsletters” via direct mail or utility
billing inserts.
Web site updates.
Community forums and workshops.
Possible Formation of Community Advisory Group
We may form an “ad hoc” advisory group depending
on the circumstances, with careful consideration of:
When should they become involved in the
process?
Who should be on it?
What’s their role?
s Finalize and Implement Action Plan
With advice from Department Heads and the
Budget Review Team, the City Manager is
responsible for preparing the recommended
action plan.
Council approval is required for implementation.
Finance will closely monitor results of the action
plan in achieving its goal, and will quickly
report any significant deviations to the City
Manager and Council.
SUMMARY
While the specifics of both the process will change
based on the circumstances, having a clear strategy
in place as the foundation for decision-making in
tough fiscal times that reflects our organizational
values has been a key factor in the City’s success in
preserving our long-term fiscal and our
organizational vitality.
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Attachment D
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ATTACHMENT D:SIGNIFICANT OPERATING PROGRAM CHANGE REQUESTS
SIGNIFICANT OPERATING PROGRAM CHANGE REQUESTSSignificant Operating Program Change (SOPC) requests are written descriptions that are required whenever a program operating budget increases or decreases in a significant manner. SOPCs are also included in the budget to explain any staffing related changes, regardless of the cost.
Overview:
Table of Contents:
SECTION CONTENTS
SOPC Requests –Summary by Fund
Summary of Proposed SOPCs including:- Department- SOPC Title- Summary of Change- Fund- One-Time and Ongoing Expenses
SOPC Requests by Fund
Bar Chart for One-Time and Ongoing expensesduring the 2017-19 Financial Plan period
SOPC Write-Ups Detailed SOPC Requests
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SIGNIFICANT OPERATING PROGRAM CHANGE REQUESTSSummary by Fund
DEPARTMENT& SOPC TITLE SUMMARY OF CHANGE FUND One-Time Ongoing
YEAR 1 TOTAL One-Time Ongoing
YEAR 2 TOTAL
COMMUNITY DEVELOPMENT Development Service Staffing and Contract Services
The Community Development Department, Fire Department, IT Department and Public Works Department are requesting to continue the use of eight full time contract employees and four part-time temporary employees to serve the present high workload associated with development review and support the Housing Major City Goal. In addition, consultant and contract services totaling $213,000 are needed to assist the departments by providing technical support and timely response to applications. This will be a one-time cost of approximately $862,220 in fiscal year 2017-18 and $206,350 in 2018-19. Fiscal year 2017-18 costs will be offset with anticipated over-realized revenues from Development Services Fees for service. If revenues do not reach anticipated thresholds, the budget will be reduced accordingly.
GENERAL FUND 862,219$ -$ 862,219$ 206,349$ -$ 206,349$
COMMUNITY DEVELOPMENTCode Enforcement Priorities
On March 7, 2017, the City Council introduced an ordinance to repeal Chapter 15.10 of the Municipal Code, effectively repealing the Rental Housing Inspection Program. The program was the City’s major pro-active inspection initiative for safe housing. In the absence of an inspection program to address safe housing in the community, Council directed staff to consider a variety of alternatives to educate property owners and tenants, and incentivize compliance with minimum health and safety code standards. This request is for one-time funding of approximately $60,000 to support staffing costs for the purpose of managing the project to engage with the public and develop revised priorities for code enforcement.
GENERAL FUND 60,388$ -$ 60,388$ -$ -$ -$
POLICE DEPARTMENTSLO County Animal Shelter Replacement
This request is to appropriate $130,000 per year for the next 25 years (through fiscal year 2044) to jointly finance and construct the replacement of an animal services shelter consistent with a Memorandum of Agreement with the County of San Luis Obispo and the Cities of Arroyo Grande, Atascadero, Grover Beach, Morro Bay, Pismo Beach and Paso Robles.
GENERAL FUND -$ 130,000$ 130,000$ -$ 130,000$ 130,000$
POLICE DEPARTMENTPolice Patrol - Reorganization
This request is to reorganize the Police Support Services Program due to the retirement of the current Communications and Records Manager. The position will be filled at a lower salary and savings will be re-allocated to fill a temporary part-time Crime Analyst position at a net-zero cost.
GENERAL FUND -$ -$ -$ -$ -$ -$
INFORMATION TECHNOLOGYCellular Services Funding
The City uses cellular data technology to more efficiently perform daily functions, such as increased connectivity, functionality, and responsiveness. This request is for an increase in the cellular services budget of $12,500 to reflect increases in data/voice services due to the increased use of technology.
GENERAL FUND -$ 12,500$ 12,500$ -$ 12,500$ 12,500$
INFORMATION TECHNOLOGYOffice 365 Funding
Office 365 is the City’s primary platform for Microsoft Office Productivity and Collaboration Software - Outlook, Word, Excel, Access, PowerPoint, OneNote, Skype and SharePoint. This request is for the one-time increase of $26,500 in operating expenditures in licensing subcription costs and the movement of capital outlay funds to the Information Technology operating budget 2018-19 in order to permanently classify these expenditures as operating, instead of capital. This request includes adding $125,000 to the Information Technology operating budget to cover ongoing licensing subscription costs beginning in 2019-20, which were previously budgeted for in the capital improvement plan. The remaining Office 365 licenseing costs will be cost-allocated to other Department operating budgets.
GENERAL FUND 26,500$ -$ 26,500$ -$ -$ -$
FINANCEMotion Project - Business Analyst This request is for the transfer of funds from the approved Organizational Efficiency, Effectiveness & Transparency initiative to hire a Business Systems Analyst with technical and business skills and knowledge to join the Motion project during the Implementation Phase starting around July 2017.GENERAL FUND -$ -$ -$ -$ -$ -$
FINANCEMotion Project - User Licenses
This request is for $200,000 in ongoing licensing costs for the Enterprise Resource Planning (ERP) system, beginning in fiscal year 2018-19. This is a movement from original estimated costs based on project timeline where we were estimating the licensing ongoing costs to begin in 2018-19. This is due to the fact that we now have a developed project plan and the estimated time to start using the system has moved up to beginning of the 2018-19 fiscal year.
GENERAL FUND -$ -$ -$ -$ 200,000$ 200,000$
FINANCEProgram Restructuring This request is to restructure Finance Department Programs to be better aligned with work performed. Create a new Purchasing Program (25130) and a Budget Program (25110) by moving existing budget resources from Financial Administration (25100), Revenue Management (25120), and Accounting (25140).GENERAL FUND -$ -$ -$ -$ -$ -$
HUMAN RESOURCESDay of Welcome This request is for ongoing funding for the City of San Luis Obispo’s Day of Welcome and welcome guides portion of the City’s on-boarding program. GENERAL FUND -$ -$ -$ -$ -$ -$ 949,107$ 142,500$ 1,091,607$ 206,349$ 342,500$ 548,849$
UTILITIESWater Treatment-Temporary Staffing The request is to continue the funding for two temporary employees in order to augment the Water Treatment Plant operating budget to allow for treatment plant operational flexibility and maximum water deliveries from the Nacimiento Project.WATER FUND 130,870$ -$ 130,870$ -$ -$ -$
130,870$ -$ 130,870$ -$ -$ -$ 1,079,977$ 142,500$ 1,222,477$ 206,349$ 342,500$ 548,849$
2017-18 2018-19
Subtotal: General Fund
Subtotal: Water FundTOTAL SOPC REQUESTS
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
One-Time Ongoing One-Time Ongoing2017-18 2018-19
SIGNIFICANT OPERATING PROGRAM CHANGE REQUESTS BY FUND
General Fund Water Fund
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10 - Community Safety 85300 - HAZARD PREVENTION
One-time cost of $862,220 in fiscal year 17-18 and one-time cost of $206,350 in 2018-19. The 2017-18 one-time
costs will be offset by 75% of fiscal year 2016-17 over-realized Development Service Fee revenues (projected at
approximately $725,000) as well as revenue in excess of the General Fund fiscal forecast due to an anticipated fee
increase for fees-for-service, coupled with increased development review activity (Attachment 3 - Anticipated Projects
Chart, Attachment 4 – CDD Revenue Projections 2017-2019 Financial Plan). If revenues do not reach anticipated
thresholds, the budget will be reduced, respectively, for 2017-18 and 2018-19.
The revised fiscal forecast projects an increase of $2,328,587 in forecasted General Fund revenue. As a result,
$1,746,440 (75% of over realized revenue) may be eligible for appropriation to the Development Services
Designation per City policy. This request is to appropriate one-time funds of $862,219 for staffing and contract
services during 2017-18 and $206,349 for staffing and contract services during 2018-19.
Several assumptions have been made to arrive at current revenue forecast and development review activity
projections. The anticipated fee update restructures the fee schedule slightly, which makes it difficult to utilize trend
methodology in the forecast. Revenues and activities will be monitored very closely to ensure that assumptions are
holding true. Staff will reassess revenues and costs at the time of 2017-18 Mid-Year Review and 2017-19 Financial
Plan Supplement Review to recommend adjustments to resources to address workload demands.
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Community Development
Title: Development Service Staffing and Contract Services
Function Program
25 - Community & Neighborhood Livability 40100 - COMMUNITY DEVEL. ADMIN.
25 - Community & Neighborhood Livability 40200 - DEVELOPMENT REVIEW
25 - Community & Neighborhood Livability 40400 - LONG RANGE PLANNING
25 - Community & Neighborhood Livability 40600 - DEVELOPMENT SERVICES
25 - Community & Neighborhood Livability 40700 - BUILDING AND SAFETY
25 - Community & Neighborhood Livability 50220 - TREE MAINTENANCE
SUMMARY OF CHANGE
The Community Development Department, Fire Department, IT Department and Public Works Department are
requesting to continue the use of eight full-time contract employees and four part-time temporary employees to serve
the present high workload associated with development review and support the Housing Major City Goal. In addition,
consultant and contract services totaling $213,000 are needed to assist the departments by providing technical support
and timely response to applications. This will be a one-time cost of approximately $862,220 in fiscal year 2017-18
and $206,350 in 2018-19. Fiscal year 2017-18 costs will be offset with anticipated over-realized revenues from
Development Services Fees for service. (Attachment 1 - Costing Detail) (Attachment 2 – Organizational Chart). If
revenues do not reach anticipated thresholds, the budget will be reduced accordingly.
Economic forecasts are reporting that development services are stabilizing at pre-recessionary levels. Development
services activities remain high within the City of San Luis Obispo and are projected to remain at this level or slightly
higher over the next five years. The City has monitored staffing closely and has been conservative about adding
regular positions back into Development Services to ensure resources align with the demand for fee-based services. In
2016-17, ten full time contract positions, three part-time temporary positions and $1.3M in Consultant Services have
been relied upon to meet the service demands.
FISCAL IMPACT
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Community Development
Title: Development Service Staffing and Contract Services
Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2018 100 9.67
2018 Regular Staffing 100 7010 17,062
2018 Contract
Staffing
100 7012 422,331
2018 Temporary
Staffing
100 7014 112,769
2018 Operating 100 Various 97,057
2018 Contract
Services
100 7227 213,000
2018
9.67 862,219
2019 100 9.17
2019 Regular Staffing 100 7010 5,235
2019 Contract
Staffing
100 7012 129,588
2019 Temporary
Staffing
100 7014 45,825
2019 Operating 100 Various 25,701
9.17 206,349
1,068,568
17,062
One-Time
213,000
112,769
97,057
422,331
5,235
129,588
Sub-Total: 2018 862,219
Sub-Total: 2019 206,349
45,825
25,701
Total 1,068,568
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. This demand impacts development review, building
plan check, fire plan check, arborist plan check and engineering development review services. Requested staffing is
required to keep up with permit activity that has remained consistently high since 2012-13 and is expected to continue
through 2018-19 and beyond. Should these resources not be available, permit volumes will overwhelm the
development review process, impairing the City’s ability to keep pace with permit volumes and implement Major City
Goals and other objectives. Long term temporary staff has been used to fill these positions since September 2013.
Advisory Body Coordination Support
A Full-time Contract Administrative Assistant I is requested for fiscal year 2017-18 to assist the City Clerk’s Office
with Advisory Body coordination activities while the Clerk’s Office is in a state of transition. This will give the
Clerk’s Office a year to fill vacancies and train staff before taking on the coordination of the Planning Commission,
Architectural Review Commission, Cultural Heritage Commission and Human Relations Commission. This position
will also help develop the transition plan to shift the duties from Community Development to the City Clerk’s Office.
Application System Specialist – EnerGov
The City has entered Phase II of the replacement of the permitting software and has been utilizing a fulltime resource
to maintain and coordinate process and procedure modifications of the EnerGov software to ensure the efficient tools
for providing development services to our community. The Application System Specialist has been working closing
with the Database Administrator and Development Services staff to learn the software, the business processes and the
culture of the City. The EnerGov software development, maintenance and implementation need a full-time resource
for the next two years to coordinate efforts to develop the Citizen’s Self-Serve Portal, Impacts Module, e-reviews
module, EnerGov training program and lead fee updates in the EnerGov system.
Packet Pg 434
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Community Development
Title: Development Service Staffing and Contract Services
5. Reallocation of Existing Resources – This request will allow several departments to reallocate resources to
streamline a significant citywide task. Funding of an Administrative Assistant will give the Clerk’s office an
opportunity to get fully staffed and trained before taking on the Advisory Body Coordination from Community
Development. The Application System Specialist will take work load off the Database Administrator so efforts can be
reallocated to work on other city databases including involvement in the Motion project.
BACKGROUND & SUPPORTING EVIDENCE
Existing Situation: Factors Driving the Need for Change
1. High levels of permit activity projected to level out and remain high – resources needed to meet processing times
2. Large and complex project submissions – require professional staff and consultants to process permits
3. Transition of Development Review Software to EnerGov
4. Need to bring development review business processes into the age of technology
Key Objectives: Making the Change Happen
1. Match resources available to services being requested
2. Maintain established levels of service
3. Satisfaction of both external and internal customers
Goal & Policy Criteria
1. 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.
2. 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.
3. Revenue Generation and/or Cost Savings – The use of contract employees is more cost effective than the use of
consultants. For example, from February 2014 to September 2014 $286,790 was paid out to consultants for plans
examining and building inspections. It cost $214,482 to use full-time, regular staffing for a Plans Examiner and a
Building Inspector for one year. This request will enable the processing of more applications in house resulting in
lower operating cost.
4. Reorganization within or across Departments – This request includes support for better efficiency and new
initiatives the City is taking on. EnerGov systems management will assist IT to reorganize or reallocate workload and
develop specialization amongst positions to provide quicker response times. This will keep the database system
working efficiently and therefore improve the efficiency of frontline staff. In addition, support will be provided to the
Clerk’s office to assist with the transition of advisory body coordination, which is planned to be centrally located in
Clerk’s office.
As part of the Continual Improvement Group process, all CDD positions will be utilized to either work directly on
identifying, developing and implementing development services process improvements, or will cover other work to
free up regular staff to engage in process improvement activities. Process improvement opportunities will play a key
role in developing a strategic plan to reorganize/reallocate workloads during the second year of the 2017-19 Financial
Plan and beyond. Approval of this SOPC will support reorganization within and across departments to achieve these
objectives.
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Community Development
Title: Development Service Staffing and Contract Services
1.July, 2017
IMPLEMENTATION PLAN
TASK DATE
Extend existing employee contracts
The project team will consist of the Community Development Department’s Fiscal Officer, Deputy Directors, Chief
Building Official, Supervising Civil Engineer, the Fire Chief, the Fire Marshall, City Clerk, Deputy City Clerk,
Human Resources, Community Development’s Supervising Admin Assistant, Director of Public Works, Information
Systems Supervisor and Assistant City Manager.
Major City Goal or Other Important Objective Addressed
This request supports long standing Major City Goals, including Housing, Climate Action, and Downtown by
providing a Planning Technician to support the staff that directly manages and implements these goals. In addition,
these positions support implementation of the Economic Development Strategic Plan (EDSP) by providing the
resources needed to ensure timely processing of permits and planning entitlements, hands on customer service and
thorough communication with the community. These staffing resources will also support the major strategy of the
EDSP of streamlining the development review process to remove barriers to creating head-of-household jobs.
STAKEHOLDERS
Development Services affect the entire community. Development projects have the potential to go through three
departments, five divisions, three advisory bodies and the City Council.
PROGRAM MANAGER
The Director of Community Development, Michael Codron, will be responsible for the management of this program.
PROJECT TEAM
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Community Development
Title: Development Service Staffing and Contract Services
1. Continue the Status Quo. The number and cost of requested positions are lower than what has been requested in the
last three years, yet permit levels are not predicted to go down in the next two years, therefore the request would be
continuing the status quo. If these resources are not available, permit volumes will generate workload that exceeds the
capacity of the development review process, impairing the City’s ability to meet cycle times and provide the
community with the level of service they have come to expect from the City.
2. Implementation in a Different Way. The program request is for a fairly balanced use of contract staff, temporary
staff and contract services. A trend has been determined that would suggest a need for full time regular staffing while
still maintaining the flexibility of temporary staffing or the use of consultants to adjust to the fluctuating nature of
permit activity. 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
(taking over workload, additional training for new hires, etc.) becomes unsustainable and inefficient.
3. Existing Program Evaluation. The last four years have provided the opportunity to evaluate the requested program.
Temporary staffing and consultants have been used to meet the resource demand created by elevated permit activity.
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 continues its recovery. All requests
for staffing have been discussed with Human Resources (HR), and preliminary SOPC was reviewed by HR prior to
submittal.
ALTERNATIVES
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Attachment 2
16‐17 17‐18 18‐19
$71,955 $26,794 $0
16‐17 17‐18 18‐19
$114,539 $88,744 $0
$76,541 $69,973 $0
$76,541 $65,149 $0
16‐17 17‐18 18‐19
$76,541 $63,410 $66,415
16‐17 17‐18 18‐19
$73,583 $64,964 $0
$85,411 $66,302 $0
16‐17 17‐18 18‐19
$119,751 $88,712 $93,253
$694,862 $534,048 $159,668
16‐17 17‐18 18‐19
$84,662 $46,682 $46,682
16‐17 17‐18 18‐19
$21,000 $25,808 $0
16‐17 17‐18 18‐19
$35,000 $30,931 $0
$5,000 $11,751 $0
$145,662 $115,172 $46,682
16‐17 17‐18 18‐19
$500,000 $100,000 $0
16‐17
$98,000 $98,000 $0
$0 $15,000 $0
16‐17
$119,156 $0 $0
$717,156 $213,000 $0
$1,557,680 $862,220 $206,350
EnerGov Reporting (Contract)
Development Review
Plan Check Services (Consultant)
One Time Consultant/Contract Services Subtotal:
Total One Time Cost:
Plan Check Services (Consultant)
Senior Civil Engineer
Public Works
Arborist Support
Fire
Fire Inspector I
Temp Fire Staff
One Time Temp Staffing Subtotal:
Consultant/Contract Services
Building & Safety
Plan Check Services (Consultant)
Fire
Development Review
Planning Tech ‐ (Contract) (Step 2/EE+1)
Planning Tech ‐ Counter (Mid range/EE+2)
Long Range Planning
Planning Tech ‐ (Contract) (Step 2/EE+1)
Building & Safety
Permit Technician II ‐ (Contract) Step 4/Opt Out
Assistant Plans Examiner ‐ Counter (Top Step/EE+2)
IT(EnerGov)
Application System Specialist (Contract) (Step 2/Opt Out)
One Time Contract Request Subtotal:
Continue Part Time Temporary Staffing
Associate Planner (Contract) (Step 2/EE)
17‐19 Financial Plan Staffing SOPC ‐ Attachment 1
Continue Contract Staffing
CDD Administration
Admin Assistant I (Contract) ‐ 6 months
Development Review
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Replace Contract with TempContinue as ContractContinue as Part Time TemporaryDiscountinue UseBBold Font Represents Supervising PositionsContinue Regular 6 Months Cont App Sys SpecialistContract Planning Tech Temp Senior Civil EngineerContract Asst Plans ExamineContract Planning TechTemp Fire InspectorTemp Admin ‐ EGPUBLIC WORKSTemp Arborist SupportITFIREPlanning InternsContract Planning TechPermit Tech IIPlans ExaminerCode Tech IContract Associate Planner Contract Engineering Tech IPlans ExaminerCode Officer IPlanning InternsAssistant PlannerEngineering Tech IContract Planning Tech Building Inspector IBuilding InternCode Tech IContract Admin AsstAssociate PlannerSenior Civil EngineerAssociate PlannerBuilding Inspector I Contract Permit Tech IICode Enforce SupervisorAdmin Asst IIAssociate PlannerSenior Civil EngineerSenior PlannerBuilding Inspector IPermit Tech IICode Officer ISupervising Admin AsstDeputy DirectorDeputy DirectorChief Building OfficialAdmin Asst IIPrincipal PlannerSupervising Civil EngineerHousing Programs ManagerBuilding & Safety Super Permit Services CoordinatorCommunity Development FY 16‐17 Staffing with Color Coded 2017‐19 Financial Plan SOPC Request ‐ Attachment 2Department HeadAdministrative AnalystADMINISTRATION DEVELOPMENT REVIEWLONG RANGE PLANNINGBUILDING & SAFETYPacket Pg 4392
Community Development ‐ Development Service Staffing and Contract Services SOPC Attachment 3Anticipated Projects ChartApproxConstruction CostSFRCommercialMFRAvila Ranch Specific Plan 6.6m410 units15000 sq ft310 unitsPIP 500,000PIP500,000 Constr.Constr.Constr.San Luis Ranch Specific Plan 6.6m500 units350000 sq ft/200 hotel roomsPIP Planning521,000PIP500,000 Constr.Constr.Constr.Froom Ranch Specific Plan 6.6m84445000 sq ftPIP 900,000 Constr. Constr.East Airport AnnexationPlanning 22094 PIP 50,000Bishop Knoll Annexation12Planning 22094PIPConstr.Righetti Ranch7.6m304 unitsPIP Constr.500,000 Constr. Constr. Constr. Constr.Jones 1.4m65 units15000 sq ftConstr.Constr.Constr.Constr.Constr.West Creek1.4m67 units112PIP 1,200,000 Constr.Constr.Constr.Constr.Imel500k18 unitsPIPConstr.Constr.Wingate Homes 1m142 units5000 sq ftPIPConstr.Ellsworth Tract35 lotsConstr.Constr.Hidden HillsXXPlanningPIPConstr.Tank Farm and BroadPlanningPIPConstr.Constr.MartinellixPlanningPIPConstr.Villa Toscano161 unitsConstr.Constr.Constr.Constr.Serra Meadows Mixed Use?? Sq ft36 AH unitsConstr.Constr.Damon GarciaPlanningPIPConstr.Twin Creeks500k6566102PIPConstr.Constr.Shell Station Development10000 sq ftPlanningConstr.Long Bonetti Ranch47000 sq ftConstr.Constr.French HospitalConstr.Bank of AmericaPlanningConstr.Fremont SquarePlanningConstr.San Luis Square21322 sq ft60 unitsPlanningConstr.Motel Inn52 motel rooms w/25 bungalowsConstr. 81437Monterey Place25000 sq ft/12 hotel rooms 23 unitsConstr.Constr.TownePlace Suites114 hotel rooms ‐ 4 story Constr. 162874McDonalds on FoothillPlanning 1,105Constr.Other projectsSpecific Plans and AnnexationsOrcutt Area Specific PlanAirport Area Specific PlanMargarita Area Specific PlanProject NameProject TypeFiscal Year2017‐182018‐192019‐202020‐212021‐22Packet Pg 4402
2017-19 Financial Plan Revenue Projections - Attachment 42012-13 2013-14 2014-15 2015-16 2016-17 2016-17 2017-18 2018-19Revised Projected Projected ProjectedActual Actual Actual Actual Budget Budget Budget Budget45480 Planning & Zoning Fees 244,634 598,752 327,608 731,828 490,913 611,484 648,619 406,09745485 Development Review318,316 410,968 803,504 614,740 612,558 743,838 336,731 350,33543335 SGC Grant (Luce)385,466 337,541 93,13200045540 Credit Card Fees(2,536) (27,419) (83,151) (67,692) (97,464) (109,133) (116,406) (112,637) Total Planning:945,880 1,319,842 1,141,093 1,278,876 1,006,007 1,246,189 868,944 643,79545510 Infrastructure. Plan Ck/Insp 264,000 510,000 741,571 845,203 525,050 926,881 1,400,000 1,428,000 45520 Encroachment Permits 143,500 150,000 138,917 165,902 140,626 142,187 244,745 249,640 45380 Maintenance of St Hwys N/A N/A N/A N/AN/A- 45550 Engineering Dev. Rev. Fee 114,100 92,322 270,948 203,168 218,771 231,693 485,900 505,336 45440 Zone 9 Streambed51,000 85,000 48,907 - Total Eng & Dev Review: 572,600 837,322 1,200,344 1,214,273 884,447 1,300,761 2,130,645 2,182,97645490 Building Permits674,701 1,131,031 1,728,5841,585,8251,714,988 1,812,599 1,854,289 1,928,46045497 Code Enforcement Fees 36,687 4,242 28,347 55,548 60,661 21,617 50,000 50,00045500 Plan Check 554,755 907,944 827,022788,496664,620 816,693 800,000 714,00045495 RHIP Registration N/A N/A N/A 211,216260,000 9,9240045496 RHIP Inspections N/A N/A N/A 30,830185,000 139,75600Total Building:1,266,143 2,043,217 2,583,9532,671,915 2,885,269 2,800,589 2,704,289 2,692,46045505Waterway Mgmt Fee33030Total CDD:2,787,926 4,200,381 4,925,390 5,165,064 4,775,723 5,347,539 5,703,878 5,519,23145530Fire Plan Check & Inspection 449,476 396,607 350,000 449,451 400,000 412,000Total Dev Services Revenue5,319,6255,647,310 6,103,878 5,931,231Budgeted Revenue3,734,0004,680,723 6,103,878 5,931,231Overrealized Revenue1,585,625966,587Available for appropriation1,189,219724,940Assumptions:COMMUNITY DEVELOPMENT15-17 Financial Plan Revenues were forecasted using the Beacon economics report on building valuation. A 21% decrease from 14/15 Mid Year Revised revenue budgets was projected for 15-16 revenues and a 10% increase from 15/16 for the 16/17 fiscal year. The 15-16 FY revenues have realized a 98% increase in Planning and Zoning Fees, 8% increase in Infrastructure Plan Check/Inspections, a 3% decrease rather than 21% in Building Permit Fees and an 11% decrease rather than 21% in Plan Check Fees. FY 16/17 projected revenues have been revised assuming a 10% increase from revised FY 15/16 revenues for all fees associated with the issuance of building permits. Planning and Zoning fees are assuming a 25% decrease from FY 15/16 revised budget. A 0.07% increase has been assumed for all fees except Code Enforcement Fees (set by municipal code) to account for CPI adjustment. Credit Card Fees have been adjusted to approximately 2% of projected revenue based on Actuals from FY 14/15 and revised projection for FY 15/16. RHIP Fees Revenues adjusted based on assumptions of processing 4000 registrations/yr and 1000 inspections/yr rather than 60% of cost as budgeted during the Financial Planning process.Packet Pg 4412
Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2018 100 0.50
2018 Staffing 100 7010 60,388
0.42 60,388
60,388Total60,388
SERVICE LEVEL IMPACT
BACKGROUND & SUPPORTING EVIDENCE
Existing Situation: Factors Driving the Need for Change
The City Council has expressed specific objectives it hopes to achieve with revised code enforcement
priorities, focused on safe housing.
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Community Development
Title: Revised Code Enforcement Priorities
Function Program
25 - Community & Neighborhood Livability 40700 - BUILDING AND SAFETY
One-time funding of approximately $60,000 will support staffing costs for the purpose of managing the project
to engage with the public and develop revised priorities for code enforcement. One-time funding of $60,000
will support staffing costs for the purpose of managing the project. Project activities include public
engagement, research on programs implemented by other communities, and fiscal impact analysis to ensure
there is a balance between additional program costs and new revenues to support those costs. The project will
be managed by a Code Enforcement Supervisor, which will ensure that the overall Code Enforcement Program
continues to function at a high level under the guidance of a supervisor. As part of this process, a variety of
alternatives for program supervision will be evaluated. As a result, only six months of funding is being
requested to support the ongoing responsibilities of the Code Enforcement Supervisor.
60,388
SUMMARY OF CHANGE
On March 7, 2017, the City Council introduced an ordinance to repeal Chapter 15.10 of the Municipal Code,
effectively repealing the Rental Housing Inspection Program. The program was the City’s major pro-active
inspection initiative for safe housing. In the absence of an inspection program to address safe housing in the
community, Council directed staff to consider a variety of alternatives to educate property owners and tenants,
and incentivize compliance with minimum health and safety code standards. In addition, Council provided
direction to staff regarding priorities for its overall code enforcement program, including consideration of
increased fines, and more prescriptive exercise of penalties associated with code enforcement activities to
improve cost recovery and to deter illegal construction and other code violations.
FISCAL IMPACT
Operating Expense: One-time costs of $0 in 2018 and ongoing costs of $60,388.
One-Time
Sub-Total: 2018 60,388
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Community Development
Title: Revised Code Enforcement Priorities
1.
2.
3.
Full Project Plan Completed April 7, 2017
Anne Schneider, Chief Building Official, Community Development
Anne Schneider, Project Manager
Michael Codron, Executive Sponsor
Teresa Purrington, Community Enforcement Supervisor
PROJECT TEAM
IMPLEMENTATION PLAN
TASK DATE
PROGRAM MANAGER
Key Objectives: Making the Change Happen
A public process, led by staff, is needed to ensure that the recommendations that go back to the City Council
are supported by the community.
Goal & Policy Criteria
The work is further implementation of Neighborhood Wellness goals and policies that have been pursued by
the City since 2003.
Major City Goal or Other Important Objective Addressed
2015-17 Neighborhood Wellness Carryover Goal
STAKEHOLDERS
Stakeholders will include:
• Residents
• Tenants and Property owners
• Property management companies
• Other real estate professionals
• Students
• Cal Poly and Cuesta College
City Council Approval of Revised Code Enforcement Priorities
Other tasks TBD based on Project Plan September 19, 2017
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Community Development
Title: Revised Code Enforcement Priorities
ALTERNATIVES
1. Complete Project with Existing Staff Resources: The project could be completed with existing staff
resources in the Community Development Department. This alternative is not recommended because the
timeframe for project completion would be extended by at least three months due to existing assignments and
workload in the Building Division. In addition, the Community Development Director strongly recommends
that a Code Enforcement Supervisor be maintained until the program transitions to new priorities to ensure the
ongoing productivity of code enforcement staff, and ensure a smooth transition in program activities and
responsibilities.
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Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2018 Operating 100 7211 130,000 130,000
130,000 130,000
2019 Operating 100 7211 130,000 130,000
130,000 130,000
260,000 260,000
One-Time
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Police
Title: Police Administration - SLO County Animal Shelter Replacement
Function Program
10 - Community Safety 80100 - POLICE ADMINISTRATION
SUMMARY OF CHANGE
Appropriate $130,000 per year for the next 25 years (through FY 2044) to jointly finance and construct the
replacement of an animal services shelter consistent with a Memorandum of Agreement with the County of San Luis
Obispo and the Cities of Arroyo Grande, Atascadero, Grover Beach, Morro Bay, Pismo Beach and Paso Robles.
FISCAL IMPACT
Operating Expense: One-time costs of $0 in 2018 and ongoing costs of $130,000.
Operating Expense: One-time costs of $0 in 2019 and ongoing costs of $130,000.
Entering into a Memorandum of Agreement with the County of San Luis Obispo to jointly finance and construct the
replacement of an animal services shelter will be an ongoing cost of $130,000 annually through FY 2044.
Sub-Total: 2018
Sub-Total: 2019
Total
SERVICE LEVEL IMPACT
The Board of Supervisors directed County staff to pursue the construction of a new 15,000 square foot facility
(approximate) to fully address the facility needs and implement many of the recommendations contained in the
Humane Society of the United States and (HSUS) and SPA report. Further programming was required to define the
proper size for the facility and ultimately landed on the program description as noted below:
Area Square Feet
Building Floor Area 16,000
Outdoor Runs 3,000
Incinerator, Cold Storage 2,000
Sally Port, Truck Wash, Truck Parking
(8 trucks)4,200
Disaster Response Equipment 1,200
Visitor Parking (15 spaces)5,300
Staff Parking (20 spaces)7,000
Large Animal Pens 27,000
Subtotal:65,700
Additional 20% for Circulation,
Landscaping:13,140
TOTAL SQUARE FEET: 78,840
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Police
Title: Police Administration - SLO County Animal Shelter Replacement
Existing Situation: Factors Driving the Need for Change
BACKGROUND & SUPPORTING EVIDENCE
The Animal Services shelter was constructed in approximately 1975 on a site which had formerly been a landfill
utilized in the 1940's by the US Army and Camp San Luis Obispo. As initially designed, the structure totaled 6,600
square feet and was intended primarily for the kenneling of dogs, with less than 38 square feet dedicated to the care
and housing of cats; no accommodations were made for other types of animals. Since then, additional building
modifications were constructed to accommodate dog runs adjacent to the kennels, corrals for ranch animals, a small
structure for cats, night drop-off kennels, an expansion for staff administration, and renovation for the public lobby.
Current industry standards and public expectations of animal shelters have shifted substantially and many of the
shelter's original design features and characteristics are now outdated or inconsistent with the current understanding
of humane animal sheltering. The consequences of these design issues relative to their impact on humane animal care
are further compounded by the effects of deferred maintenance, healthy utilization, and harsh environmental
conditions. Over time, roofing leaks have developed, walls and door frames have begun to deteriorate, and the
capacity of electrical and drainage systems have been overloaded. The lack of heating, poor ventilation, and general
facility layout promotes stress, illness, and behavioral problems in sheltered animals. The austere and unwelcoming
environment often discourages the general public from visiting and is believed to have an adverse impact on adoption
and stray reclaim rates.
In 2010, the County contracted with Ravatt Albrecht & Associates to develop design plans for Phase I of the remodel.
Quickly, it became apparent that the scope of this project exceeded the available funding and the dog kennel remodel
component of the remodel was dropped. The ability to design a remodel which could be constructed within budget
was further complicated by soil stability and potential methane off-gassing issues resulting from the shelter's location
on an abandoned landfill. During the environmental permitting process, it was determined that a permit was required
through CalRecycle , adding additional time and cost to the development process. Since then, the project received a
post landfill closure permit through CalRecycle, and a permit from the Air and Water Quality Control Boards.
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Police
Title: Police Administration - SLO County Animal Shelter Replacement
In November 2013, the County received five construction bids from contractors· for the Animal Services Cattery and
Lobby Expansion project. Bids ranged between $1,245,200 and $1,382,000. The lowest bid received exceeded the
estimated construction cost or budget by $350,250, which was 39% above the engineers estimated construction cost.
In January 2014, staff recommended and the Board of Supervisors rejected all bids for the Animal Services Cattery
and Lobby Expansion project. In light of the significant disparities between the project budget, operational needs, and
projected construction costs, the project was reassessed and an effort was made to identify design modifications and
alternative operational measures which might bring construction costs within budget. During this reassessment, the
identification of additional structural problems, including the development of a large sinkhole directly adjacent to the
building, caused concern that further investment and attempts to rehabilitate the facility would be fiscally
irresponsible.
The County explored a potential partnership with Woods Humane Society to build and operate a replacement facility.
The County concluded the it was infeasible due to a number of factors with the primary one being that Woods was
not amendable to managing an expansion of services that they provided to the community. In April 2015, the County
Board of Supervisors concluded based on the totality of factors that remodeling the existing facility would be
imprudent, partnerships unlikely and therefore directed staff to pursue the development of a replacement facility.
On January 7, 2017, the City Council approved an agreement with the County of San Luis Obispo and the Cities of
Arroyo Grande, Atascadero, Grover Beach, Morro Bay, Paso Robles, and Pismo Beach to jointly finance and
construct a replacement animal services shelter.
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Police
Title: Police Administration - SLO County Animal Shelter Replacement
1.
Derek Johnson, Assistant City Manager
Key Objectives: Making the Change Happen
The key objective is to protect public safety and promote animal welfare by jointly replacing the animal services
shelter collectively with the County and other seven cities as this is the most economic approach to providing regional
services and a modern shelter. A modern shelter that is appropriately sized and creates a pleasant environment for
animals and visitors is expected to increase adoption rates, thus reducing overall operating costs for all Cities and the
County.
Goal & Policy Criteria
N/A
Major City Goal or Other Important Objective Addressed
None.
STAKEHOLDERS
1. Police Department
2. County of San Luis Obispo
3. Cities in San Luis Obispo County
4. Community Members
PROGRAM MANAGER
ALTERNATIVES
The City of San Luis Obispo could choose not to approve the agreement. That would leave the City in the position of
having to provide its own sheltering and field services in July 2020 at its sole expense. These costs are estimated to
be significantly higher than partnering with the other six cities and County. This would mean that the City would not
benefit from the economies of scale of sharing both capital and service costs. Staff has determined that the City
cannot provide its own animal field services or shelter services and build its own facility for less that approximately
$305,000** per year.
**Approximately $175,000 for field and shelter services and $130,000 per year for the proposed shelter capital costs.
PROJECT TEAM
Derek Johnson, Assistant City Manager
Deanna Cantrell, Police Chief
Melissa Ellsworth, Senior Administrative Analyst
IMPLEMENTATION PLAN
TASK DATE
See attached
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Packet Pg 4492
Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2018 TBD 100 0.48
2018 TBD 100 7010 -1.00 -27,807 -27,807
2018 TBD 100 7014 36,513 36,513
2018 TBD 100 7016 -1,265 -1,265
2018 TBD 100 7018
2018 TBD 100 7040 -14,839 -14,839
2018 TBD 100 7042 -17,604 -17,604
2018 TBD 100 7044 108 108
-0.52 -24,894 -24,894
2019 TBD 100 0.48
2019 TBD 100 7010 -1.00 -28,313 -28,313
2019 TBD 100 7014 36,513 36,513
2019 TBD 100 7016 -1,265 -1,265
2019 TBD 100 7018
2019 TBD 100 7040 -14,853 -14,853
2019 TBD 100 7042 -17,604 -17,604
2019 TBD 100 7044 108 108
-0.52 -25,415 -25,415
-1.04 -50,309 -50,309
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Police
Title: Police Support Services - Reorganization
Function Program
10 - Community Safety 80400 - SUPPORT SERVICES
SUMMARY OF CHANGE
Request to reorganize the Police Support Services Program due to the retirement of the current Communications and Records
Manager at a net-zero cost.
FISCAL IMPACT
Operating Expense: One-time costs of $0 in 2018 and ongoing costs of $0.
There are no costs associated with re-organizing the structure of the Support Services program. Savings will be incurred by hiring a new position
(Communications Manager) at a lower salary; this savings will be used to partially fund a part time temporary Crime Analyst position.
One-Time
Sub-Total: 2018
Sub-Total: 2019
Total
SERVICE LEVEL IMPACT
The Police Department will be reorganizing the management of Support Services as a result of an upcoming retirement; this
will retain maximum efficiency within the program, while also allowing the Police Department to hire a part time, non-
benefited crime analyst that will increase efficiency in the areas of Patrol, Communications, Records and related law
enforcement functions.
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Police
Title: Police Support Services - Reorganization
Existing Situation: Factors Driving the Need for Change
BACKGROUND & SUPPORTING EVIDENCE
The Department’s Communications and Records Manager will be retiring in September 2017. This position oversees both
Dispatch and Records. In dispatch, there are 11 Communications Technician positions and 2 Communications Supervisors;
in Records, there are 5 Clerks and 1 Supervisor.
After analyzing the current structure it became clear that the Department could realize a better organizational structure in
support services program. As a result, the Department intends to reorganize how Communications and Records are managed.
Staff is requesting to change the following:
The current Communications and Records Manager position will be separated. The new Communications Manager will
oversee all of the Emergency Communications Center (ECC) and any state or federal regulations that may affect the center
(including project management of those regulations and/or changes). The position will continue to oversee the two supervisor
positions in dispatch. Additionally, the Records Supervisor will not change work duties but will now be reporting to the
Investigative Lieutenant. Consequently, the Evidence and Property Clerk will report to the Records Supervisor (instead of
reporting to the Investigative Sergeant); this is due to the fact that many regulations relating to property and/or evidence
storage and release is a record’s management function.
Staff is requesting that the salary for the current Communications and Records Manager be used for the new Communications
Manager position. The savings will be used to fund a Crime Analyst position (which will be a part-time temporary
employee).
With regard to the Crime Analyst position, which would be a net-zero new cost, the Police Department is working towards a
transition to a smart, statistical and predictive organization model of data analysis and informed, proactive decision making.
As part of that transition, large amounts of data need to be gathered, analyzed, effectively formatted, and shared. To
adequately meet this need, and to efficiently direct Police and City resources, the department requires a crime analyst.
Having a Crime Analyst position will help identify crime trends to more efficiently focus policing efforts and hopefully result
in a reduction of crime. As an example; 10% reduction in Part I crime would result in 220 less victims, 220 less calls to
dispatch, 220 less calls for officers, 220 less reports for records and so on.
Key Objectives: Making the Change Happen
1. Increase community safety.
2. Reduce crime by using data analysis to develop a predictive policing model.
3. Maximize work efficiency.
4. Reorganize to appropriately provide managerial effectiveness.
5. Enhance the Department’s community policing efforts.
Goal & Policy Criteria
1. 2017-19 Financial Plan, Police Patrol Services Objective – continue to develop and implement proactive policing
strategies.
2. 2017-19 Financial Plan, Police Administration – initiate intelligence lead policing by hiring a Crime Analyst.
Major City Goal or Other Important Objective Addressed
N/A
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Police
Title: Police Support Services - Reorganization
1.
2.
3.
Chris Staley, Police Administrative Captain
STAKEHOLDERS
1. Residents, businesses, and visitors of the City of San Luis Obispo
2. Support Services Program (Records and Communications)
3. Police Department
PROGRAM MANAGER
The Police Department could choose not to implement change with the Support Services Program; however, with an
upcoming retirement, staff is looking at ways to maximize efficiency within Support Services (which includes both Records
and Communications) and to add a Crime Analyst at no net cost to the City.
PROJECT TEAM
Chief of Police
Police Administrative Captain
Communications and Records Manager
IMPLEMENTATION PLAN
TASK DATE
Hire Communications Manager August, 2017
Implement new reporting structure August, 2017
Retirement of existing Communications and Records Manager September, 2017
ALTERNATIVES
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Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2018 Operating 100 7618 12,500 12,500
12,500 12,500
2019 Operating 100 7618 12,500 12,500
12,500 12,500
25,000 25,000
One-Time
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Information Technology
Title: Information Technology - Cellular Services Funding
Function Program
20 - Infrastructure & Transportation 25300 - NETWORK SERVICES
SUMMARY OF CHANGE
This request is for an increase in the Cellular Services budget of $12,500 to reflect increases in data/voice services
due to the increased use of technology.
-The increase in cellular services includes basic phone, smart phones and air cards (laptops). From 2014 to 2017 the
total number of devices increased by 110, which increased the annual cost by $55,200 due to the increase in data
services as departments added 75 smart phones $2,625/mo. and 58 mobile laptops/tablets or iPads ($2,320/mo.).
- IT staff is proposing activating the hot spot feature (data tethering) on City smart phones and deactivating the data
services on laptop or tablet devices for staff using a city cell phone and laptop. Staff is estimating an immediate
savings of $12,200 per year. In addition, departments are revisiting the use of devices to ensure the necessity of each.
- IT and Verizon have completed a plan analysis and Verizon has recommended a change in data plans which will
save $30,484 per year.
FISCAL IMPACT
Operating Expense: One-time costs of $0 in 2018 and ongoing costs of $12,500.
Operating Expense: One-time costs of $0 in 2019 and ongoing costs of $12,500.
Sub-Total: 2018
Sub-Total: 2019
Total
SERVICE LEVEL IMPACT
Departments are using cellular data technology to more efficiently perform daily functions, such as increased
connectivity, functionality, and responsiveness. Enhancements include the move to connected tablets for faster
alerting and response for water system issues; connected laptop computers for Department Heads that allow a virtual
office anywhere; connected tablets for firefighter-paramedics to electronically capture and transmit medical patient
information; tablet allow access to the SCADA system, and using air cards for radio provides backup services for
telemetry
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Information Technology
Title: Information Technology - Cellular Services Funding
Existing Situation: Factors Driving the Need for Change
BACKGROUND & SUPPORTING EVIDENCE
PROJECT TEAM
The number of cellular devices has increased over the last 2 ½ years, along with the movement of basic phones to
smart phones and the addition of laptops or tablets that require data services to be used by mobile workforce.
Department Head approval is required for all new cell phone requests or changes and the requesting department is
responsible for covering the cost for the remainder of the budget period which now requires an increase in the cellular
services budget to continue services.
Additionally, the move to smartphones, when approved, provides a significant enhancement in communications
capabilities. Not only can all City smartphones be programmed with PulsePoint, thus enhancing emergency response
capabilities in the City, but these devices also allow for greater remote data access and smart alerting, such as when
key staff needs to be made aware of important information via the City’s various emergency operations center text
groups or Nixle. When discussing the justification for increased cellular access, IT commonly hears departments
advocate for connectivity as a means of maximizing the effectiveness and efficiency of staff.
Key Objectives: Making the Change Happen
Increase the operating budget to continue services and comply with City Policy
Goal & Policy Criteria
Per IT Policies and Procedures Manual - Section 340 – Cellular Phones Policy:
Existing Cell Phones. For existing cell phones, each budget period IT is responsible for requesting adequate funds to
support existing cell phones at current rates and any needed replacements.
Additional Cell Phones. For new cell phone service requests occurring mid-budget, the requesting department will be
responsible for providing funding. This will include both the purchase cost and money sufficient to cover the
monthly service charge and per minute usage for the remainder of the budget period
Major City Goal or Other Important Objective Addressed
N/A
STAKEHOLDERS
City Departments and Community
PROGRAM MANAGER
IT Manager, IT Support Services Supervisor
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Information Technology
Title: Information Technology - Cellular Services Funding
1.
ALTERNATIVES
Deactivate Verizon services or drastically reduce the number of devices. This would impact internal efficiency or
service provided by departments that are using the technology in their daily functions. As a result, this alternative is
not recommended.
IMPLEMENTATION PLAN
TASK DATE
Continue to decrease costs by departments continuing to more effectively use
services Ongoing
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Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2018 Operating 100 7229 140,500
2018 Operating 100 7229 -27,854 -27,854
2018 Fund Balance 412 -86,146 -86,146
-114,000 26,500
2019 Operating 100 7229 154,500
2019 Capital 412 7229 -125,350 -125,350
2019 Operating 100 7229 -29,150 -29,150
-154,500
-268,500 26,500
One-Time
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Information Technology
Title: Information Technology - Office 365 Funding
Function Program
20 - Infrastructure & Transportation 25300 - NETWORK SERVICES
SUMMARY OF CHANGE
Move IT Replacement Fund projected fund balance of $86,146 to Information Technology Network Services operating
budget to offsets the Annual Microsoft Office 365 Subscription Licensing costs in 2017-18.
Contribute less than was projected toward IT Replacement Capital Improvement Plan (CIP) projects due to migration to
a cloud-based information storage system (Microsoft Office 365). The CIP funds will be allocated within the
Information Technology Network Services operating budget for the Annual Microsoft Office 365 Subscription
Licensing in 2018-19, instead of capital.
The Enterprise Funds will be captured in the cost allocation plan and a Budget Amendment Request will move funds to
the IT operating budget.
FISCAL IMPACT
Operating Expense: One-time costs of $26,500 in 2018 and ongoing costs of $0.
The Information Technology operating budget will include approximately $125,000 in ongoing licensing subscription
costs beginning in 2019-20. The remaining Office 365 licenseing costs will cost-allocated to other Department
operating budgets.
Total 295,000
140,500
Sub-Total: 2018 140,500
154,500
Sub-Total: 2019 154,500
SERVICE LEVEL IMPACT
Office 365 is the City’s primary platform for Microsoft Office Productivity and Collaboration Software - Outlook,
Word, Excel, Access, PowerPoint, OneNote, Skype and SharePoint.
2017‐18 2018‐19
Office 365 Costs 140,500.00$ 154,500.00$
Offset from CIP Projects (125,350.00)$
IT Operating Budget (27,854.00)$
IT Operating Budget
(Cost Allocation) (29,150.00)$
Offset IT Replacement (86,146.00)$
TOTAL SOPC Request 26,500.00$ ‐$
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Information Technology
Title: Information Technology - Office 365 Funding
1.
2.
STAKEHOLDERS
BACKGROUND & SUPPORTING EVIDENCE
Existing Situation: Factors Driving the Need for Change
In June 2016, the City entered into a contract with Dell Computer Corporation for Microsoft Office 365 Government
plan subscription licenses. This change represented a fundamental change in the way software products are purchased,
maintained, and serviced. The new model is software as a service and is maintained by the software provider in the
cloud. Previously software was purchased as a product and maintained on city-owned servers and computers (local
computer-based). The previous traditional model is being phased out by the software companies and the City decided
to make the transition to the new model at a time when we were contemplating a major investment in new servers and
software under the traditional model.
IT utilized funding to cover the first two years of this contract from CIP projects to upgrade the City’s traditional (local
computer-based) Microsoft Office environment. We are requesting the transfer of funds and funding for 2017-2019 to
continue the contract.
Key Objectives: Making the Change Happen
To fund Microsoft Office 365 Government plan subscription licenses citywide for the future years as the Microsoft
Office Productivity Software – Outlook, Word, Excel, Access, PowerPoint, OneNote, Skype and SharePoint – is the
City’s primary platform for essential business practices.
Goal & Policy Criteria
Properly fund the Microsoft Office 365 Government plan subscription license contract as an operating budget item.
Major City Goal or Other Important Objective Addressed
Infrastructure
Create BARs to transfer funds from IT Replacement and Enterprise Funds to
Operating Budget May 2019
PROGRAM MANAGER
IT Manager
PROJECT TEAM
All City Departments
IMPLEMENTATION PLAN
TASK DATE
Create BARs to transfer funds from Enterprise and Fund Balance to Operating May 2018
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Information Technology
Title: Information Technology - Office 365 Funding
Migrate the email infrastructure back into the city and return to a basic Microsoft Office Suite CIP upgrading every 5
years, along with additional email storage. At the 5-year point, the software would lack sufficient functionality to
support the future city’s business needs. In addition, city staff would go through steep learning curves in migrating to
new software versions. This would not include additional features such as Skype and SharePoint.
-Include all City Departments general fund portion of the cost into this SOPC. The total request for 2017-18 would be
$98,000 from the General Fund and $7,500 from Enterprise Funds (along with the $35,000 CIP identified for O365).
The total request for 2018-19 would be $133,000 from the General Fund and $7,500 from Enterprise Funds. These
alternatives are not recommended as they are less efficient and the transition has already been accomplished.
ALTERNATIVES
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Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2018 Operating 500 2.00
2018 Operating 500 7014 116,844 116,844
2018 Operating 500 7042 192 192
2018 Operating 500 7044 1,694 1,694
2018 Operating 500 7040 12,140 12,140
2.00 130,870
130,870
One-Time
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Utilities
Title: Utilities - Water Treatment-Temporary Staffing
Function Program
30 - Environmental Health & Open Space 55150 - WATER TREATMENT
SUMMARY OF CHANGE
Continue the funding for two temporary employees in order to augment the Water Treatment Plant operating budget to
allow for treatment plant operational flexibility and maximum water deliveries from the Nacimiento Project.
FISCAL IMPACT
Operating Expense: One-time costs of $130,870 in 2018 and ongoing costs of $0.
Operating Expense: One-time costs of $0 in 2019 and ongoing costs of $0.
One time cost for temporary staffing of $130,780 to the Water Fund. Staffing needs will be evaluated during FY 2018 for
long-term operational needs.
Existing Situation: Factors Driving the Need for Change
Sub-Total: 2018 130,870
Sub-Total: 2019
Total
SERVICE LEVEL IMPACT
Due to the smaller diameter pipe size that delivers Naciemiento water to the Water Treatment Plant, longer operating
hours are required to process the full allocation of Nacimiento water - 5,482 acre feet.
BACKGROUND & SUPPORTING EVIDENCE
In order to process the full allocation of water from the Nacimiento Reservoir (5,482 acre feet), the Water Treatment Plant
must operate for extended hours each day. This need for extended hours of operation and staffing is due to the smaller
diameter pipe size that delivers Nacimiento water to the Water Treatment Plant. Compared to the pipeline that delivers
water from Salinas and Whale Rock Reservoirs, the Nacimiento pipeline must flow constantly to deliver all of the
allocated water. This longer operational time will require additional funding to cover temporary staffing to cover
vacation, training, holidays, and sick time and also serve to provide additional support staff and safety during the extended
operational hours.
This request is the continuation of additional staffing needs identified in 2016 which was approved by SOPC with the
2015-17 Financial Plan Supplement for calendar year 2017.
Additioanlly, to aid in succession planning, these added temporary positions are being utilized as training positions. With
a majority of current staff eligible to retire, it’s imperative to maintain knowledge and skill continuity at the Water
Treatment Plant.
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Utilities
Title: Utilities - Water Treatment-Temporary Staffing
1.
2.
3.
Dean Furukawa - Water Treatment Plant Supervisor
These positions have also been critical to allow operations staff to be assigned additional high-level workload in the areas
of regulatory compliance, advanced treatment optimization, Capital Improvement Projects, climate change and water
supply management. An example of this operational flexibility is the early winter rain events which have resulted in
reservoir water that is more difficult to treat and requires additional staff time and attention. These storm events are
characteristic of forecasted impacts of climate change.
This request is ongoing until further evaluation of the staffing needs of the program in the next fiscal year.
Key Objectives: Making the Change Happen
1. Maximize the use and resiliency of the City’s multi-source water supplies.
2. Maintain operational flexibility.
3. Succession Planning opportunities for Water Treatment Plant.
Goal & Policy Criteria
Major City Goal or Other Important Objective Addressed
N/A
STAKEHOLDERS
All City water users benefit from maximizing water resiliency and succession planning.
PROGRAM MANAGER
PROJECT TEAM
Water Treatment Plant staff
IMPLEMENTATION PLAN
TASK DATE
Additional shifts could be covered by scheduled overtime. Because this is an ongoing need, this is not a cost effective or
efficient alternative. Requiring existing employees to work constant overtime would place an unsustainable strain on
current staff.
Overtime budget remains necessary due to emergencies or unusual conditions that require licensed water treatment plant
operators on-site. Temporary employees, per water plant operator requirements, are not qualified to work independently to
cover this type of work. Therefore the current overtime budget cannot offset the cost of this temporary staffing request.
Each line item of the water treatment plant operating budget has been developed using zero-based budgeting. While it
ultimately may show cost-savings, this is unknowable until the end of the fiscal year.
July 2017 - June 2018
September 2017
June 2018
Staff begins evaluation of long-term staffing needs at the Treatment Plant.
Staff returns with recommendation for the 2018-19 Supplement of the 2017-
19 Financial Plan.
ALTERNATIVES
Temporary staffing operations will be continuing during 2017-18.
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Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2018 Operating 100 7012 -80,000
2018 Operating 100 7040 8,312 -8,312
2018 Operating 100 7041 800 -800
2018 Operating 100 7042 192 -192
2018 Operating 100 7044 1,160 -1,160
2019 Operating 100 7012 -80,000
2019 Operating 100 7040 8,312 -8,312
2019 Operating 100 7041 800 -800
2019 Operating 100 7042 192 -192
2019 Operating 100 7044 1,160 -1,160
-180,928
80,000
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Finance
Title: Finance - Motion Project - Request Business Systems Analyst
Function Program
35 - Fiscal Health & Governance 25100 - FINANCIAL ADMINISTRATION
SUMMARY OF CHANGE
Request transfer of funds from the approved Organizational Efficiency, Effectiveness & Transparency initiative to hire
a Business Systems Analyst with technical and business skills and knowledge to join the Motion project during the
Implementation Phase starting around July 2017. As the Motion project proceeds into the implementation phase, the
project team will be ramped up with the resources required for the design, configuration and implementation of the
new software.
FISCAL IMPACT
Operating Expense: One-time costs of $90,464 in 2017-18 and one-time cost of $90,464 in 2018-19. Costs will be
offset by a transfer from the Motion Project Capital Budget.
This net-zero request is to start utilizing the funds for the implementation of an ERP system approved under the
Foundational Technology Systems section of the Organizational Efficiency, Effectiveness & Transparency initiative of
the 2015-17 Supplemental Financial Plan. This is one-time cost of $90,464 in 2017-18 and one-time cost of $90,464 in
2018-19 (offset by Capital Budget) for a Business Systems Analyst who will join the Motion team as the project goes
into implementation phase. It is anticipated that the implementation phase will commence in the summer of 2017, once
a software vendor has been selected, based on the requirements currently being gathered and documented for the new
system.
One-Time
Sub-Total: 2018 90,464
80,000
Sub-Total: 2019 90,464
Total 180,928
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Finance
Title: Finance - Motion Project - Request Business Systems Analyst
Key Objectives: Ensure Integrity of ERP Configuration and Data Transfer
SERVICE LEVEL IMPACT
Per GFOA recommendations to augment the team with a technical team member, this proposal is to add Business
Systems Analyst with technical skills to be fully committed to the Motion project through out ERP implementation.
The request is to add a contract position for a period of two-years. This position will be key to analyze transactional
flow and test the system to ensure that business requirements are met throughout the ERP implementation. This
position will be within Finance Department and will work with Technology Projects Manager and Database
Administrator to ensure accuracy of data transfer and identify areas of failure in the system to deliver desired results.
BACKGROUND & SUPPORTING EVIDENCE
Existing Situation: Factors Driving the Need for Change
As per the GFOA assessment and recommendation and with Efficiency & Effectiveness (E&E) Initiative , Motion
Project was initiated to implement an ERP system for Finance, HR, Procurement and Payroll. In the Finance System
Replacement Recommendation report, GFOA suggested the staffing needs and resource requirements for the project.
They have recommended a Technical Lead/Technical Support resource, part-time, at the readiness phase and at 1 FTE
during the implementation. There is $75,000 allocated for technical support in 2017-18 as part of the E&E Initiative.
These funds are recommended to be used for GFOA consulting services.
This request is for a resource who will be dedicated fully to the project and will work with the City's Database
Administrator (DBA part-time).
Following is a high-level list of skills and qualification being requested:
- Act as liaison between business and technical teams
- Decipher business requirements into functional specification.
- Proven ability to transform business rules into system requirements
- Experience and understanding of life cycle and methodology of systems implementation;
- Experience with Enterprise Resource Planning packages.
- Hands-on experience developing requirements and configuring ERP packages.
- Experience with SQL and/or other programming languages;
- Considerable experience with relational databases; understating of Financial data structures
- Good understanding and working knowledge of appropriate software platform and systems
Goal & Policy Criteria
Major City Goal or Other Important Objective Addressed
This request is in alignment with the Fiscal Sustainability and Responsibility Major City Goal, the Fiscal
Responsibility Philosophy, and with the Council Policy “Addressing the Long Term Costs” adopted on February 17,
2015 which was incorporated into the 2015-2017 Financial Plan.
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.
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.
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Finance
Title: Finance - Motion Project - Request Business Systems Analyst
1.
2.
3.
IMPLEMENTATION PLAN
PROGRAM MANAGER
Xenia Bradford, Interim Finance Director
PROJECT TEAM
Xenia Bradford, Interim Finance Director
Vinay Jathanna, Technology Project Manager
Business Systems Analyst will begin required work September, 2017
ALTERNATIVES
1) Status Quo. Without the Business Systems Analyst, the Project Manager will be required to perform the technical
workload needed during implementation of the ERP Software system. As a result, implementation could potentially be
delayed up to 12 months. Delays in project implementation would drive costs higher for the overall project, since the
vendor would require payment throughout the implementation period.
2) Approve this Request for One Year, instead of Two. The workload required of the Business Systems Analyst is
estimated to take two years, during implementation of the ERP System. Reducing the amount of time this position will
have to perform these duties would then place the remaining workload on the Project Manager. As a result,
implementation could be delayed. Delays in project implementation would drive costs higher for the overall project,
since the vendor would require payment throughout the implementation period.
3) Use Existing Staff to Cover Workload Needs. Existing Staff do not have the necessary technical and business skills
and knowledge necessary to perform the duties required of the Business Systems Analyst.
4) Hire a consultant or consulting firm to perform required services. This alternative is not recommended since the
costs for consulting services would be much greater than costs for hiring contract staff.
TASK DATE
Human Resources will establish a temporary classification and work with the Project
Team to develop a Duty Statement for the Business Systems Analyst July 2017
Project Team and Program Manager will advertise, interview, and select a Business
Systems Analyst August, 2017
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Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2019 Operating 100 Licensing 200,000 200,000
200,000 200,000
200,000 200,000
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Finance
Title: Finance - Motion Project - License Fees
Function Program
35 - Fiscal Health & Governance 25100 - FINANCIAL ADMINISTRATION
SUMMARY OF CHANGE
This request is for $200,000 in ongoing licensing costs for the Enterprise Resource Planning (ERP) system, beginning
in fiscal year 2018-19. This is a movement from original estimated costs based on project timeline where the City
estimated the licensing ongoing costs to begin in 2018-19. This is due to the fact that we now have a developed
project plan and the estimated time to start using the system has moved up to beginning of the 2018-19 fiscal year.
FISCAL IMPACT
Operating Expense: Ongoing costs of $200,000 in 2018-19 for ERP system user licenses.
One-Time
Sub-Total: 2018
Sub-Total: 2019
Total
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.
BACKGROUND & SUPPORTING EVIDENCE
Existing Situation: Factors Driving the Need for Change
Implementation of Government Finance Officers Association (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.
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Finance
Title: Finance - Motion Project - License Fees
1.
Key Objectives
IMPLEMENTATION PLAN
Approving this request will allow the ERP system project schedule to remain on track. The primary objectives of the
ERP system include:
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 ERP 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.
Goal & Policy Criteria
Major City Goal or Other Important Objective Addressed
This request is in alignment with the Fiscal Sustainability and Responsibility Major City Goal, the Fiscal
Responsibility Philosophy, and with the Council Policy “Addressing the Long Term Costs” adopted on February 17,
2015 which was incorporated into the 2015-2017 Financial Plan.
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 Implement a system for ongoing tracking management and reporting of performance and service metrics
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.
PROGRAM MANAGER
Xenia Bradford, Interim Finance Director
PROJECT TEAM
Xenia Bradford, Interim Finance Director
Vinay Jathanna, Technology Project Manager
TASK DATE
Purchase the appropriate number of user licenses in order to "go-live" with the new
ERP system. July, 2018
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Finance
Title: Finance - Motion Project - License Fees
ALTERNATIVES
1. Defer or Deny the Request. This option 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. In addition, delays in project
implementation would drive costs higher for the overall project, since the vendor would require payment throughout
the implementation period.
2. Change the Scope of the Request. Overhauling business practices and systems is highly time-consuming. The ERP
system project is already well under way, with the total anticipated implementation time at about 3-4 years to
complete and become fully operational. Changing scope in the middle of this project is not recommended and may
force the City to lose out on current investments and/or revert back to old ways. Appropriate license funding in 2018-
19 will keep the ERP system project on track and help avoid potential pitfalls.
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Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2018 Operating 100 -3.50
2018 Operating 100 3.50
2018 Operating 100 -268,791 -268,791
2018 Operating 100 268,791 268,791
35 - Fiscal Health & Governance 25100 - FINANCIAL ADMINISTRATION
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Finance
Title: Finance - Program Restructuring
Function Program
Operating Expense: One-time costs of $0 in 2018 and ongoing costs of $0.
Net-Zero Change to the Finance Department Program Structure.
35 - Fiscal Health & Governance 25110 - BUDGETS
35 - Fiscal Health & Governance 25120 - REVENUE MANAGEMENT
35 - Fiscal Health & Governance 25130 - PURCHASING
35 - Fiscal Health & Governance 25140 - ACCOUNTING
SUMMARY OF CHANGE
Restructure Finance Department Programs to align with work performed. Create a new Purchasing Program (25130)
and a Budget Program (25110) by moving existing budget resources from Financial Administration (25100), Revenue
Management (25120), and Accounting (25140). No new positions or services are requested.
FISCAL IMPACT
Key Objectives: Making the Change Happen
One-Time
Sub-Total: 2018
SERVICE LEVEL IMPACT
It will provide more detailed and transparent budgeting and accounting of Finance Department Programs that will
provide better alignment of work completed.
BACKGROUND & SUPPORTING EVIDENCE
Existing Situation: Factors Driving the Need for Change
This restructure is necessary to accommodate the new positions and duties under the Finance Department (formerly
the Finance and Information Technology Department).
1) Define the new Purchasing Program and Budgets Program utilizing the newly created Finance structure.
2) Increase efficiency and effectiveness of budgeting and reporting for Finance Department workload.
3) Align workload with budgeting and reporting.
Goal & Policy Criteria
This request is in alignment with the Government Finance Officers Association (GFOA) assessment and
recommendation to separate Budgets, Accounting Purchasing staffing and resource requirements to maximize
efficiencies and effectiveness.
Major City Goal or Other Important Objective Addressed
Fiscal Sustainability and Responsibility
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Finance
Title: Finance - Program Restructuring
1.
2.
3.
IMPLEMENTATION PLAN
STAKEHOLDERS
Finance Department, IT Department
PROGRAM MANAGER
Xenia Bradford, Interim Finance Director
PROJECT TEAM
Xenia Bradford, Interim Finance Director
Courtney Steck, Interim Budget Manager
Kristin Eriksson, Purchasing Analyst
The Accounting Manager/Controller will ensure the Programs were properly
established in the Accounting system.July, 2017
ALTERNATIVES
1) Status Quo: Leave Purchasing and Budgeting tasks lumped into the existing Finance Department Programs and
continue reporting these functions at the current level of detail (currently budgeted in Finance Administration and
Finance Accounting Programs). The current reporting level is not in line with the City's Internal Controls Concept
regarding Separation of Duties. In an effort to remain transparent in reporting, the Finance Department recommends
adoption of this net-zero impact in the Financial Management Manual.
2) Implementation in a Different Way: This request is based on the recommendation of the GFOA to clearly align
roles and responsibilities of support departments as the organization transitions to an Enterprise Resources Planning
system.
TASK DATE
Once approved, the existing Questica budgets system will automatically populate
the new Purchasing and Budgets Programs with budgeted resources, while
simultaneously removing budgeted resources from existing Finance Programs, in
order to create a net-zero effect.
July, 2017
The Budget Manager will ensure the Programs were properly established in the
Questica budgeting system.July, 2017
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Fiscal
Year
Expense
Type Fund Account FTEs Ongoing Offsets Net Cost
2018 Operating 100 7279 8,000 8,000
2018 Operating 100 7459 -8,000 -8,000
2019 Operating 100 7279 8,000 8,000
2019 Operating 100 7459 -8,000 -8,000
SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Human Resources
Title: Human Resources - Day of Welcome
Function Program
35 - Fiscal Health & Governance 30100 - HUMAN RESOURCES
SUMMARY OF CHANGE
Ongoing funding for the City of San Luis Obispo’s Day of Welcome and welcome guides portion of the City’s
on-boarding program.
FISCAL IMPACT
Operating Expense: One-time costs of $0 in 2018 and ongoing costs of $0.
The total estimated cost of Day of Welcome will be paid for within the Human Resource Administration existing budget, having
a net zero cost.
One-Time
Existing Situation: Factors Driving the Need for Change
Sub-Total: 2018
Sub-Total: 2019
Total
SERVICE LEVEL IMPACT
While on-boarding is not the only driver of employee success, an effective on-boarding process directly contributes to
the overall success of new employees and enhances the performance of the City as an organization. One-time funds
were authorized in 2016-17 to support recruitment and retention activities. An employee team who participated in the
City’s Leadership Lab developed the framework for more effective on-boarding, including a Day of Welcome (DOW)
and welcome guides launched in August 2016. To date, 41 participants have attended with great positive feedback on
the program. Without funding we would be forced to discontinue this program.
Paying for DOW within our current HR budget results in $8,000 that was set aside for various citywide trainings that
will not be able to be funded going forward. The amount remaining for various training will go from a previously
budgeted amount of $10,400 to $2,400.
BACKGROUND & SUPPORTING EVIDENCE
The direct and indirect costs of employee turnover has a major impact on the financial performance, effectiveness,
and efficiency of an organization and may impede its ability to carry out its mission. Engaged employees directly
contribute to the success of the City. By successfully on-boarding an employee, they can contribute sooner and will
stay longer.
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SIGNIFICANT OPERATING PROGRAM CHANGE
Department Name: Human Resources
Title: Human Resources - Day of Welcome
1.
2.
PROJECT TEAM
Key Objectives: Making the Change Happen
Effectively on board employees.
Ensure alignment with the Vision and Mission of the organization as well as the organizational values.
Ensure employees are quickly able to effectively and efficiently carry out their roles and responsibilities.
Goal & Policy Criteria
Not applicable.
Major City Goal or Other Important Objective Addressed
Not Applicable.
STAKEHOLDERS
All employees and community members.
PROGRAM MANAGER
Monica Irons
Coordinate facilities, speakers, participants, transportation, food.
Monthly January to June and
August to October, 2017-18 &
2018-19
ALTERNATIVES
1. Reduce Frequency of Day of Welcome and scale back costs proportionally based on fewer attendees.
2. Do not approve the funding Day of Welcome and maintain our various training budget of $10,400.
Day of Welcome Onboarding Committee
IMPLEMENTATION PLAN
TASK DATE
Prepare Day of Welcome materials.January, April, July, October
2017-18 & 2018-19
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Attachment E
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ATTACHMENT E:LOCAL REVENUE MEASURE
LOCA REVENUE MEASUREAttached are the proposed 2017-19 Local Revenue Measure operating and capital outlay expenditures; which were developed using community input, the Major City Goals and Other Important Objective established by the City Council, updated revenue projections, and the funding priorities developed from the ballot language.
Operating ExpenditurePercentage
Capital Expenditure Percentage2017-18 33%($2,529,758)67%($5,073,555)
2018-19 34%($2,624,935)66%($5,027,068)
Introduction:
Revenue and Expenditure Forecast Highlights:
•Revenue projections reflect slowed growth that is aligned with trends in other revenue sources for the City and statewide. This forecast of revenues may change over time and updates will be provided to the REOC and Council.•Increase in the operating expenditures from previous years are due to increases in staffing costs primarily driven by CalPERS retirement benefits.•This trend will be monitored and re-evaluated with a focus to maintain consistent investment in Capital Improvement Program.
Previous input from the community and Revenue Enhancement Oversight Commission has been to prioritize Local Revenue Measure funds for capital investments. Historically expenditures have been approximately 60% capital and 40% operating. Operating program costs are a necessary part of implementing capital projects. In addition, operating programs deliver essential services that align with Local Revenue Measure priorities. As such, it would not be sustainable to allocate all Local Revenue Measure dollars to capital projects without related operating program support to implement the projects. The balance of capital and operating costs for the 2017-19 Financial Plan are listed below:
Balance of Capital Versus Operating:
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ATTACHMENT E:LOCAL REVENUE MEASURE
LOCA REVENUE MEASUREExpenditures are broken into the following categories developed from the Measure G (Local Revenue Measure) ballot language:
•Open Space Preservation, •Bicycle and Pedestrian Improvements, •Traffic Congestion Relief/Safety Improvements, •Public Safety, •Neighborhood Street Paving, •Code Enforcement, •Flood Protection, •Parks and Recreation/Senior Programs and Facilities, and •Other Vital Services and Capital Projects.
Local Revenue Measure operating and capital outlay expenditures total $7.6 million in 2017/18 and $7.7 million in 2018/19. A detailed list of the projects and services funded through the Local Revenue Measure is attached. Specific projects include the Bob Jones Trail connection from Prefumo Creek to Oceanaire, traffic signal and striping maintenance, street and sidewalk maintenance services, public safety vehicle replacements, emergency dispatch center building maintenance, bride maintenance, silt removal, park playground equipment replacement and parks and landscape maintenance services.
Local Revenue Measure Uses:
2017-18 2018-19 2017-18 2018-19 Open Space Preservation $ 144,685 $ 152,068 $ 160,000 $ 160,000 Bicycle and Pedestrian Improvements $ 189,099 $ 201,675 $ 415,000 $ 456,000 Traffic Congestion Relief / Safety Improvements $ 111,001 $ 112,138 $ 135,000 $ 155,000 Public Safety $ 892,388 $ 936,077 $ 965,455 $ 792,868 Neighborhood Street Paving $ 214,594 $ 217,194 $ 2,165,500 $ 1,833,250 Code Enforcement $ 252,729 $ 269,025 $ 30,000 Flood Protection $ 641,742 $ 652,195 $ 246,000 $ 737,800 Parks & Recreation/Senior Programs and Facilities $ 83,520 $ 84,563 $ 733,100 $ 862,150 Other Vital Services and Capital Projects $ 253,500 Total $ 2,529,758 $ 2,624,935 $ 5,073,555 $ 5,027,068
2017-19 FINANCIAL PLAN - LOCAL REVENUE MEASUREPROPOSED OPERATING AND CAPITAL BUDGET
Category Operating Programs Capital Improvement Plan
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2017-18 Proposed Budget 2018-19 Proposed Budget
2017-18 Proposed Budget
2018-2019 Proposed Budget
1 Ongoing Open Space Maintenance 60,000 60,000 120,000 C
Funding for the ongoing maintenance of Open Space protects natural resources. Efforts include enhancement to existing trailheads, maintenance and construction of trails and open space facilities for passive recreation purposes, removal of illicit materials, land restoration and stewardship projects, erosion control and stabilization, and education.
2 Open Space Acquisition 100,000 100,000 200,000 C
Funding to pursue and purchase land and conservation easement to enhance the Greenbelt surrounding the City. The Greenbelt protects watershed values, habitat connectivity and provides passive recreation opportunities.3 Open Space Wildfire Fuel Reduction 5,000 5,000 10,000 C Funding to implement Open Space fire prevention efforts.4 Ranger Services (Ranger Staffing; FTE = 2) 139,685 147,068 286,753 C Funding to provide two Ranger Maintenance Workers.Subtotal 144,685 152,068 160,000 160,000 616,753
5 Pedestrian and Bicycle Pathway Maintenance 60,000 60,000 120,000 C,T
This funding is used to maintain the pathway surface, replacing damaged portions of the surfacing and placing a slurry topping to extend the service service life. There are approx. 6.5 miles of asphalt concrete pathways and bike paths within the City. Examples of these paths are the Railroad Safety Trail, the Bob Jones Trail and various pathways located within City Parks.
6 Bicycle Facility Improvements 100,000 100,000 200,000 C,T
This funding allows the City to complete small-scale bicycle facility improvements in a cost efficient manner by incorporating them into larger projects such as the City's annual pavement maintenance project. These funds typical focus on safety improvements that normally would not be completed.
7 Sidewalk Replacement and Installation 25,000 50,000 75,000 C,T
This funding provides for replacement of damaged sidewalk and installation of a limited amout of new sidewalk. This program continues the City's commitment to provide a complete and assessable pedestrian path of travel. Replacing defective sidewalk improves accessiablity and reduces risk to users and the City.
8 Bob Jones Trail - Prefumo Creek Connection to Oceanaire - 216,000 216,000 T
This project will construct the Bob Jones Trail from Calle Joaquin to Oceanaire Ave. past the Target shopping center in the second year of the financial plan. This funding is used to augment grant funding to complete the installation.
FY 2017-19 LOCAL REVENUE MEASURE EXPENDITURES
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure G, and the recommendations of the Citizens' RevenueEnhancement Oversight Commission (REOC).
Bicycle and Pedestrian Improvements
Description # MCGOIOOpen Space Preservation
Operating Programs CIP
2-yr Total Funding Project Title
Major City Goal (MCG) = Housing (H); Multi-Modal Transportation (T); Climate Action (C); Fiscal Sustainability and Responsibility (F)Other Important Objective (OIO) = Downtown Vitality (D)Packet Pg 474
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2017-18 Proposed Budget 2018-19 Proposed Budget
2017-18 Proposed Budget
2018-2019 Proposed Budget
FY 2017-19 LOCAL REVENUE MEASURE EXPENDITURES
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure G, and the recommendations of the Citizens' RevenueEnhancement Oversight Commission (REOC).
Description # MCGOIO
Operating Programs CIP
2-yr Total Funding Project Title
9 Railroad Safety Trail - Pepper Street to Train Station - 30,000 30,000 C,T
This project will complete a gap in the Railroad Safety Trail from Pepper Street to the Train Station. This funding will support the design phase with antipcated construction work being completed in 2019-20.
10 Active Transportation Plan 40,000 - 40,000 C,T
This project will update and expand the Bicycle Transportation Plan scope to include pedestrians, creating and Active Transportation Plan that address both Bicycle and Pedestrian transportation.
11 Downtown Renewal 190,000 - 190,000 C,D,T
This work continues to improve the aesthetic and the safety of the Downtown core. With each project, the addition of pedestrian lighting and conduits to support tree lighting and other Downtown Association activities is incorporated. The specific location of this work is planned for 858 Higuera Street and that design has been completed. Funding will support construction activities.
12 Transportation Planning and Engineering (Engineers, Bike Coordinator; FTE = 1.6) 189,099 201,675 390,774 C,D,T Engineer and Bicycle Coordinator positions. Subtotal 189,099 201,675 415,000 456,000 871,000
13 Traffic Safety Improvements 60,000 - 60,000 T
This funding support will implement one of the projects identified in the 2015 Traffic Safety Report: Speed Feedback Signs. Future projects will include the Marsh & Broad Traffic Signal and Laurel Lane Road Diet $180,000. These projects are anticpated to decrease vehicular collisions, increase pedestrian safety, and reduce vehicle speeds.
14 Transportation Safety & Operations 30,000 30,000 60,000 T
This funding is used to analyzes vehicular collision, multimodal travel patterns, rank and prioritizes locations, development and construction of mitigation measures to improve safety. Additionally, bi-annual traffic volume counts are completed citywide to identify and monitor levels-of service on streets resulting from travel pattern shifts.
15 Traffic Signals & Striping Maintenance 25,000 25,000 50,000 T This funding is used to replace traffic signs and roadway striping in order to increase visibility and increase safety in compliance with Federal requirements.
16 City Facility Parking Lot Maintenance 20,000 100,000 120,000
The City maintains approxiamately 8.3 acres of parking lots of which 50% of the parking surface is considered to be in good condition. In order to increase the percent of lot surfaces in good condition, regular maintenance needs to be completed. This funding will be used to make repairs in the Police Department parking lot.
17 Signal and Light Maintenance (Technician; FTE = 1) 111,001 112,138 223,138 T Signal Technician position.
Subtotal 111,001 112,138 135,000 155,000 453,138
Traffic Congestion Relief / Safety Improvements
Major City Goal (MCG) = Housing (H); Multi-Modal Transportation (T); Climate Action (C); Fiscal Sustainability and Responsibility (F)Other Important Objective (OIO) = Downtown Vitality (D)Packet Pg 475
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2017-18 Proposed Budget 2018-19 Proposed Budget
2017-18 Proposed Budget
2018-2019 Proposed Budget
FY 2017-19 LOCAL REVENUE MEASURE EXPENDITURES
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure G, and the recommendations of the Citizens' RevenueEnhancement Oversight Commission (REOC).
Description # MCGOIO
Operating Programs CIP
2-yr Total Funding Project Title
18 Police Patrol Vehicles 102,000 153,000 255,000 Funding to replace five police patrol vehicles. 19 Police Motorcycle 34,000 34,000 Funding for one police motorcycle.
20 Fire Emergency Response Vehicle - 135,000 135,000
Funding to replace the Fire Emergency Response Vehicle will result in replacing Fire Engine 3 per the City’s fleet replacement policy. This apparatus is a front-line vehicle assigned to our southernmost fire station and provides 24/7 fire, rescue and emergency medical services.
21 Fire Training Service Vehicle 58,000 - 58,000
Funding to replace the Fire Training Services Vehicle will result in replacing a pickup truck per the City’s fleet replacement policy. This vehicle is assigned to Fire Station 2 and serves multiple purposes, including the deployment of special rescue equipment, which does not fit on the fire engine, for open space rescues.
22 Emergency Dispatch Center Building Maintenance 27,000 145,000 172,000
Funding to replace HVAC system at the Emergency Dispatch Center Computer Room including the cooling for the data center. The unit has experienced several catastrophic failures and has cost $50,000 in repairs in the past 6 years.
23 Emergency Dispatch Center Technology and Equipment Replacement 82,023 82,023
Replacement of battery backup system which is vital to provide maximum power capacity so that City systems such as servers, data and storage networks don’t experience data loss or corruption. Also includes computers and equipment replacement that provide computing environments that are critical to the day-to-day operations of our Public Safety Dispatch Center. These computers and equipment are kept “always on” so in case of a failure or an emergency,. This ‘always on’ state shortens the working life of the equipment.
24 Police Station Building Maintenace 35,000 20,000 55,000 Funding to replace roof on evidence storage building, install cooling system for IT equipment and lobby improvements at the Police Department.
25 Fire Stations Building Maintenance 126,700 57,300 184,000
Funding to perform various maintenance activities at the City's fire stations included sewer lateral replacement, HVAC system replacement, exterior painting and pest control.
Public Safety
Major City Goal (MCG) = Housing (H); Multi-Modal Transportation (T); Climate Action (C); Fiscal Sustainability and Responsibility (F)Other Important Objective (OIO) = Downtown Vitality (D)Packet Pg 476
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2017-18 Proposed Budget 2018-19 Proposed Budget
2017-18 Proposed Budget
2018-2019 Proposed Budget
FY 2017-19 LOCAL REVENUE MEASURE EXPENDITURES
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure G, and the recommendations of the Citizens' RevenueEnhancement Oversight Commission (REOC).
Description # MCGOIO
Operating Programs CIP
2-yr Total Funding Project Title
26 South Hills Radio Site Upgrade 254,255 254,255
Radio signal strength used by public safety staff has greatly degraded due to new building construction and tree growth. This project includes: a new 100’ radio tower that will replace the existing undersized street light poles at South Hills, a new correctly sized emergency generator and a concrete radio shelter to replace the existing fiberglass shelter built in 1980. Total project cost is $437,837 with the balance coming from the General Fund.
27 Police Digital Storage Equipment Replacement 80,000 - 80,000
The Police Storage Area Network consists of a primary and backup controller. These controllers store all police documents, files and images. It is critical that Police maintain a totally separate file storage system to comply with Department of Justice requirements. The controllers were last replaced in 2012 and are at end of life.
28 Police Handheld and Vehicle Radio Replacement 180,000 180,000
All City radio end user equipment (public safety and non-public safety) are reaching end-of-support and/or end-of-life. The public safety portion of the equipment is heavily used and requires a high degree of reliability. This funding will cover the replacement of 80 Police handheld radios.
29 Facility Security Cameras 26,500 26,500 D
This project will replace the public safety video systems including cameras, camera housings, mounts, servers, storage and a control system located at the Golf Course, City Hall, and the City Pool facility.
30 Fire and Police Radio System Upgrade 108,045 108,045
This project replaces the radio systme used by Police and Fire which is nearing end of life. The upgrade will eliminate points of failure in the system, which significantly reduces the impact of a site loss while improving radio coverage for the City’s Police and Fire personnel. Total cost $508,045 with the balance coming from the General Fund.
31 Fire Station 4 Emergency Backup Generator 7,000 72,500 79,500 The project replaces an existing 38 year old emergency back-up generator at Fire Station 4 and constructs a soundproof concrete block wall enclosure.
32 Street Lighting 20,000 20,000 40,000 C,T
Currently the City does not have a program to respond to requests for new street lighting. This funding is proposed to support requests for new street lighting to fill this need.
33 Police Station Replacement Study 15,000 15,000
Funding to develop a concept plan, implementation plan, and cost estimate for new Police Department Buidling. The existing building was built in 1969, modified over time, and does not meet current operation needs.
34 PuslePoint CPR Software 8,000 8,000 16,000 F Funding supports an app that allows community members to act as first responders.35 Patrol Services (Officers, Sergeant; FTE = 4) 884,388 928,077 1,812,465 Funding support three Patrol Officers and one Police Sergeant.Subtotal 892,388 936,077 965,455 792,868 1,582,337
Major City Goal (MCG) = Housing (H); Multi-Modal Transportation (T); Climate Action (C); Fiscal Sustainability and Responsibility (F)Other Important Objective (OIO) = Downtown Vitality (D)Packet Pg 477
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2017-18 Proposed Budget 2018-19 Proposed Budget
2017-18 Proposed Budget
2018-2019 Proposed Budget
FY 2017-19 LOCAL REVENUE MEASURE EXPENDITURES
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure G, and the recommendations of the Citizens' RevenueEnhancement Oversight Commission (REOC).
Description # MCGOIO
Operating Programs CIP
2-yr Total Funding Project Title
36 Street Reconstruction and Resurfacing 1,685,000 1,454,000 3,139,000 C,T
Funding for pavement maintenance is used to increase roadway life, smoothness, and usability. Maintaining pavement on a regular basis results in decreased risks to the community and lower pavement maintenance costs in the future. Over the two year period this funding is planned to be used for roadway maintenance on Los Osos Valley Road, Madonna Road, Broad Street and Areas 2 and 3 of the Pavement Management Plan.
37 Streets Maintenance Dump Truck and Street Sweeper Unit 130,000 130,000 260,000 Funding for equipment used to haul asphalt concrete from asphalt batch plant to job site and equipment used to clean up work site.
38 Streets Maintenance Crack Sealant Machine 53,000 53,000
Funding for equipment used to seal pavement gaps and cracks. Filling cracks in pavement stops water from getting into the road section which causes pavement failure.
39 Streets Maintenance Loader with Skip & Drag Attachment 133,000 133,000 Funding for equipment used to remove portions of existing streets that require repair and repaving.40 Streets Maintenance Slide in Patcher 205,000 205,000 Funding for equipment that is used to place the asphalt concrete.
41 Streets Maintenace Medium Duty Truck 120,000 120,000 Funding for replacement heavy duty truck and trailer used daily for traffic control device transportation and weekly for Farmers Market traffic control.
42 Electric Forklift 35,000 35,000 Funding for equipment used to move heavy materials at the Corporation Yard.
43 Streets Maintenance Portable Message Board 20,000 20,000 Funding for replacement traffic control device used to detour vehicles away from roadway work zone.
44 Corporation Yard Building Maintenance 9,500 24,250 33,750
Funding for Corporation Yard fuel island maintenance and replacement of roll up doors. Protecting the fuel islands and the wash bay from the elements is a requirement of the City’s Hazardous Materials Business Plan and Stormwater Management Plan. The metal siding of the fuel island at the Corporation Yard has suffered from severe long-term corrosion.45 CIP Project Engineering (Inspector; FTE = 1) 113,899 115,325 229,224 Funding supports a Field Engineering Inspector position.
46 Streets and Sidewalk Maintenance (Maintenance Worker; FTE = 1) 100,695 101,869 202,564 Funding supports a Streets Maintenance Worker position. Subtotal 214,594 217,194 2,165,500 1,833,250 826,000
Neighborhood Street Paving
Major City Goal (MCG) = Housing (H); Multi-Modal Transportation (T); Climate Action (C); Fiscal Sustainability and Responsibility (F)Other Important Objective (OIO) = Downtown Vitality (D)Packet Pg 478
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2017-18 Proposed Budget 2018-19 Proposed Budget
2017-18 Proposed Budget
2018-2019 Proposed Budget
FY 2017-19 LOCAL REVENUE MEASURE EXPENDITURES
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure G, and the recommendations of the Citizens' RevenueEnhancement Oversight Commission (REOC).
Description # MCGOIO
Operating Programs CIP
2-yr Total Funding Project Title
47 Mission Plaza Railing Upgrade 30,000 30,000 D
Funding is used to replace or reconstruct existing railings in the Mission Plaza to meet current ADA and Building Codes as well as increase safety for the community. Currently, the vertical railing pickets of the railing are spaced too widely and would not prevent a small child from going through the guard railing or getting stuck between the pickets.
48 Building and Safety (Code Enforcement Officer, Neighborhood Services Specialists; FTE = 3) 252,729 269,025 521,754 H Funding supports a Building Code Enforcement Officer and two Neighborhood Services Specialists.Subtotal 252,729 269,025 30,000 30,000
49 Storm Drain System Replacement 171,000 537,800 708,800 C
This funding is used to replace and improve the City's storm drain system including pipes, culvert and drainage inlets. Maintenance of the City's storm drain system provides for increased flood protection and reduces the likelihood of property loss. Without periodic maintenance repair, these structures will eventually fail and result in unplanned street closures and impacts to the City's drainage system.
50 Bridge Maintenance - 50,000 50,000 T
This funding is used to complete minor bridge maintenance tasks that include deck surfacing and replacement of broken concrete which will extend the bridge's service life. The City of San Luis Obispo has 38 vehicular bridges and 11 pedestrian bridges ranging in age from one to 100+ years old.
51 Silt Removal 75,000 150,000 225,000 C
This funding is used to permit silt removal projects through regulatory agencies and complete removal of the silt. Slit carried by storm water settles at points in the creek where the storm water's velocity decreases. This reduction in velocity allows solids suspended in the water to settle out. As these deposits build up, the capacity of the creek decreases and risk of flooding of the surrounding area increase.
52 Creek and Flood Protection (Collection Operators, Stormwater Management Plan; FTE = 6) 641,742 652,195 1,293,937 C Funding supports a Stormwater Code Enforcement Officer, Stormwater Collection Operators and implementation of the Stormwater Management Plan.Subtotal 641,742 652,195 246,000 737,800 275,000
Code Enforcement
Flood Protection
Major City Goal (MCG) = Housing (H); Multi-Modal Transportation (T); Climate Action (C); Fiscal Sustainability and Responsibility (F)Other Important Objective (OIO) = Downtown Vitality (D)Packet Pg 479
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2017-18 Proposed Budget 2018-19 Proposed Budget
2017-18 Proposed Budget
2018-2019 Proposed Budget
FY 2017-19 LOCAL REVENUE MEASURE EXPENDITURES
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure G, and the recommendations of the Citizens' RevenueEnhancement Oversight Commission (REOC).
Description # MCGOIO
Operating Programs CIP
2-yr Total Funding Project Title
53 Parks Maintenance Pickup Truck 35,000 35,000 Funding for equipment used to transport maintenance staff, tools, equipment and supplies between the Corporation Yard and parks.
54 Parks Maintenance Tractor 42,000 42,000 Funding for equipment used to maintain park system. The tractor is used maintain play turf areas.
55 Parks Maintenance Utility Cart 26,000 26,000
Funding to replace the utility cart used at Damon Garcia Sports Fields. This equipment is used daily and is critical to the maintenance function of the Damon Garcia Sports Fields.
56 Parks Maintenance Equipment Replacement 41,000 41,000 Funding for equipment replacement used to maintain play turf and to refurbish the portable movable restrooms used for Farmer's Market. 57 Golf Course Mower 33,000 33,000 Funding for mower at Laguna Lake Golf Course.
58 Golf Course Utility Carts 56,000 56,000 Funding for two utility carts used for moving equipment, materials and supplies at the Laguna Lake Golf Course.
59 Swim Center Building Maintenance and Equipment Replacement 18,500 27,000 45,500
Funding to replace Swim Center filter controls, Swim Center bath house roof, and to re-plaster the therapy pool. The Swim Center filter backwash controls are old rotary valves and are failing. The project will replace them with a modern valve system to keep the filters in the clean and sanitary conditions called for by the County Health Department. The bath house roof is past the expected service life and and in need of replacement. The warm water therapy pool at the Swim Center requires re-plaster due to the year-round high heat level, the chemicals needed to keep warm water, and the user direct and extended contact which contributes to a degrading of the plaster in an accelerated manner.
60 Swim Center Co-Generation Plant - 85,000 85,000 Funding for design services to replace the co-generation plant at the Swim Center which burns natural gas to heat the pool water.
61 Ludwick Center Gym Lights 15,500 - 15,500
Funding for to purchase lighting for the Ludwick Center Gym. The lighting will be L.E.D. retro-fit lighting fixtures for the gym that City staff will install. The new lighting will improve lighting quality, lower electrical use, minimize maintenance needs and costs.
62 Ludwick Center and Jack House Shell Assessment - 57,500 57,500
Funding to assess exterior shell of the Jack House and Ludwick Center. The Ludwick Center is a key recreation site and the Jack House is historically significant and are in need of professional assessment for needed repairs. In both cases, siding has begun to deteriorate and some structural issues are beginning to appear.
63 Jack House Building Maintenance - 16,500 16,500 Funding to complete the design and permitting for roof, window, and walk railing replacement at the Jack House. Construction is estaimted to occur in 2019-20.
Parks and Recreation/Senior Programs and Facilities
Major City Goal (MCG) = Housing (H); Multi-Modal Transportation (T); Climate Action (C); Fiscal Sustainability and Responsibility (F)Other Important Objective (OIO) = Downtown Vitality (D)Packet Pg 480
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2017-18 Proposed Budget 2018-19 Proposed Budget
2017-18 Proposed Budget
2018-2019 Proposed Budget
FY 2017-19 LOCAL REVENUE MEASURE EXPENDITURES
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure G, and the recommendations of the Citizens' RevenueEnhancement Oversight Commission (REOC).
Description # MCGOIO
Operating Programs CIP
2-yr Total Funding Project Title
64 Parks and Recreation Building Maintenance 7,200 43,200 50,400
Funding for the design and replacement of the HVAC system at the Parks and Recreation Administration building. The City averages approciately 700 hours of labor to repair aged HVAC systems that are in service past useful life. This request will replace ageing equipment in a proactive lifecycle costing process.
65 Park Playground Equipment Replacement - 80,000 80,000
Replacing playground equipment in the City's parks limits the City's liability exposure and keeps the City in compliance with State regulations. This funding would support project design services for equipment replacement at Islay Hill Park (Tank Farm Road at Spanish Oaks).
66 Park Major Maintenance and Repairs 155,000 275,000 430,000 C,T
Parks require ongoing maintenance in order to continue to provide users a safe and quality experience. This funding will address bridge replacements at Meadow Park, reconstruct hardscape at Sinsheimer Court and replacement the irrigation system at Sinsheimer Park.
67 City/County Library Remodel, Major Maintenance and ADA Compliance 408,900 22,950 431,850
The City/County Library is a joint project between the City and County. A major remodel project was recently intiated which included the replacement of the elevator, flooring, and roof as well as other various maintenance and accesibility projects.
68 Mission Plaza Restroom and Enhancements 25,000 125,000 150,000 D
This project will replace the Mission Plaza restroom with a new restroom, cafe, and equipment storage room implementing a portion of the Mission Plaza Concept Plan. The identified funding will further scope the design and complete the environmental review. Construction funds will be requested in a the 2019-21 Financial Plan.
69 Parks and Landscape Maintenance (Maintenance Worker; FTE = 1) 83,520 84,563 168,083 Funding for a Parks Maintenance Worker position.Subtotal 83,520 84,563 733,100 862,150 503,400
Other Vital Services and Capital Projects
70 City Hall Building Maintenace 229,500 229,500
This funding will replace the City Hall chiller and lock systems. Both items are failing, discontinued by the manufacturer, and replacement parts are not available. The chiller provides cooling to one of the City's data centers located at City Hall.
71 Multi-Site Energy Management Software 24,000 24,000 C,F
This funding will replace Energy Management System software with a modern application that integrates with the City's computer network allowing for more efficient tracking energy use and improved conservation efforts.Subtotal 253,500 253,500 2,529,758 2,624,935 5,073,555 5,027,068 15,262,316 Total Local Revenue Measure Uses
Major City Goal (MCG) = Housing (H); Multi-Modal Transportation (T); Climate Action (C); Fiscal Sustainability and Responsibility (F)Other Important Objective (OIO) = Downtown Vitality (D)Packet Pg 481
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Packet Pg 482
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