HomeMy WebLinkAbout201719PreliminaryFinancial
PREFACE
A
2017-19 Financial Plan
July 1, 2017
HEIDI HARMON, MAYOR
DAN RIVOIRE, VICE MAYOR
CARLYN CHRISTIANSON, COUNCIL MEMBER
AARON GOMEZ, COUNCIL MEMBER
ANDY PEASE, COUNCIL MEMBER
KATIE LICHTIG, CITY MANAGER
Prepared by the Finance Department
Xenia Bradford, Interim Director of Finance
Courtney Steck, Contract Budget Manager
Rico Pardo, Accounting Manager / Controller
Mika McGee, Administrative Assistant
2017-18 Preliminary Budget
REPORT PRODUCTION AND ANALYSIS
Budget Review Team
Katie Lichtig, City Manager
Xenia Bradford, Interim Director of Finance
Derek Johnson, Assistant City Manager
Monica Irons, Director of Human Resources
Shelly Stanwyck, Director of Parks & Recreation
Michael Codron, Director of Community Development
Staff Support to the Committee
Courtney Steck, Budget Manager
Greg Hermann, Assistant to the City Manager
CIP Review Committee
Daryl Grigsby, Director of Public Works
Xenia Bradford, Interim Director of Finance
Derek Johnson, Assistant City Manager
Michael Codron, Director of Community Development
Carrie Mattingly, Utilities Director
Shelly Stanwyck, Director of Parks & Recreation
Deanna Cantrell, Police Chief
Staff Support to the Committee
Ryan Betz, Administrative Analyst
Courtney Steck, Budget Manager
Department of Finance
Xenia Bradford, Interim Director of Finance
Courtney Steck, Budget Manager
Rico Pardo, Accounting Manager/Controller
Traci Kawaguchi, Accountant
Mika McGee, Administrative Assistant
Budget Software Administrator
Vinay Jathanna, Technology Projects Manager
Department Fiscal Officers
Greg Hermann, Administration
Kelly White, City Attorney
Cori Ryan, Community Development
Mika McGee, Finance
Julie Cox, Fire
Lynn Wilwand, Information Technology
Nickole Sutter, Human Resources
Lindsey Stephenson, Parks & Recreation
Melissa Ellsworth, Police
Ryan Betz, Public Works
Cheryl Blair, Utilities
1
RESOLUTION NO. (2017 SERIES)
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO
APPROVING THE 2017-19 FINANCIAL PLAN AND 2017-18 BUDGET
WHEREAS, in accordance with San Luis Obispo Charter Section 802, the City Manager has
submitted the 2017-19 Financial Plan to the Council for its review and consideration consistent with
budget policies and objectives established by the Council; and
WHEREAS, the 2017-19 Financial Plan is based upon extensive public comment and direction of
the Council after scheduled budget workshops and public hearings.
NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of San Luis Obispo as
follows:
SECTION 1. The 2017-19 Financial Plan is hereby approved and that the operating, debt service and
capital improvement plan budget for the fiscal year beginning July 1, 2017 and ending June 30, 2018 is
hereby adopted.
SECTION 2. The City Manager is hereby delegated authority to allocate funds from assigned fund
balances where assignment of funds for an intended use was previously approved by the Council.
On motion of ___________________, seconded by _______________________, and on
the following vote:
AYES:
NOTE:
ABSENT:
the foregoing Resolution was passed and adopted on June , 2017.
______________________________
Mayor Heidi Harmon
ATTEST:
Carrie Gallagher, City Clerk
APPROVED:
Christine Dietrick, City Attorney
2
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The City of San Luis Obispo serves as the commercial, governmental, and cultural hub of San Luis Obispo County. One
of California’s oldest communities, it began with the founding of Mission San Luis Obispo de Tolosa in 1772 by Father
Junípero Serra as the fifth mission in the California chain of 21 missions. The mission was named after Saint Louis, a
13th century Bishop of Toulouse, France. The City was first incorporated in 1856 as a General Law City, and became a
Charter City in 1876.
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With a population of 47,339, the City is located eight miles from the Pacific Ocean and
is midway between San Francisco and Los Angeles at the junction of Highway 101 and
scenic Highway 1.
San Luis Obispo is the County Seat, and a number of federal and state regional offices
and facilities are located here, including Cal Poly State University, Cuesta Community
College, Regional Water Quality Board and Caltrans District offices.
The City’s ideal weather and natural beauty provide numerous opportunities for outdoor
recreation at nearby City and State parks, lakes, beaches and wilderness areas.
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While San Luis Obispo grew relatively slowly during most of the 19th century, the
coming of Southern Pacific Railroad in 1894 opened up the area to the rest of California. The City’s distance from major
metropolitan areas to the north (San Francisco Bay Area) and south (Los Angeles) have allowed it to retain its historic
and scenic qualities, which contribute to the superb quality of life residents enjoy, and attract visitors from many other
areas. In fact, in 2010, the City was dubbed the “Happiest City in North America” by National Geographic Author Dan
Buettner.
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Another key feature contributing to the City’s great quality of life is its delightful downtown. The heart of downtown is
Mission Plaza. With its wonderful creek side setting and beautifully restored mission (that continues to serve as a parish
church to this day), Mission Plaza is the community’s cultural and social center.
This historic plaza is complemented by a bustling downtown offering great shopping, outdoor and indoor dining, night
life, and its famous Thursday Night Farmers’ Market, where you can buy locally grown fresh produce and enjoy an
outdoor BBQ.
This unique blend of history, culture, commerce and entertainment make San Luis Obispo’s downtown one of the most
attractive, interesting and economically vibrant downtowns in America.
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The City operates under the Council-Mayor-City Manager form of government. Council members are elected at-large
and serve overlapping, four-year terms. The Mayor is also elected at-large but for a two-year term, and serves as an equal
member of the Council. The Council appoints the City Manager and City Attorney. All other department heads are
appointed by the City Manager.
San Luis Obispo is a full-service city that provides police, fire, water, sewer, streets, transit, parking, planning, building,
engineering, and parks & recreation services to the community.
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Heidi Harmon, Mayor
Dan Rivoire, Vice Mayor
Carlyn Christianson, Council Member
Aaron Gomez, Council Member
Andy Pease, Council Member
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Administrative Review Board
Architectural Review Commission
Bicycle Advisory Committee
Construction Board of Appeals
Cultural Heritage Committee
Housing Authority
Human Relations Commission
Investment Oversight Committee
Jack House Committee
Mass Transportation Committee
Parks and Recreation Commission
Personnel Board
Planning Commission
Promotional Coordinating Committee
Citizen’s Revenue Enhancement Oversight Commission
Tourism Business Improvement District Board
Zone 9 Advisory Committee
Tree Committee
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Appointed Officials
Katie Lichtig City Manager
Christine Dietrick City Attorney
Department Heads
Derek Johnson Assistant City Manager
Xenia Bradford Interim Director of Finance
Michael Codron Director of Community Development
Garret Olson Fire Chief
Monica Irons Director of Human Resources
Deanna Cantrell Police Chief
Shelly Stanwyck Director of Parks & Recreation
Daryl Grigsby Director of Public Works
Carrie Mattingly Director of Public Utilities
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Patrol Fire, Medical & Haz Mat Engineering Water Long Range Planning
Traffic Safety Emergency Response Transportation Sewer Development Review
Investigations Hazard Prevention Creek & Flood Protection Utilities Resource Building & Safety
Neighborhood Services Fire Inspections Maintenance Services:Conservation CDBG Administration
Support Services Disaster Planning Streets, Parks, Fleet, Bldgs Whale Rock Reservoir Housing
Recreation Programs Recruitment Budget General Administration
Ranger Services Labor Relations Accounting Economic Development
Park Planning Fair Employment Purchasing Cultural Activities
Golf Course Risk Management Revenue Natural Resources
Public Art Human Relations Support Services
GIS Management
City Clerk Service
Appointed by the City Council 'HSW Appointed by the City Manager
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BUDGET PROCESS OVERVIEW
The City of San Luis Obispo has received national recognition for its use of a two -year budget process that
emphasizes long-range planning and effective program management. Significant features of the City’s two-year
Financial Plan include the integration of Council goal setting into the budget process and the extensive use of formal
policies and measurable objectives. The Financial Plan includes operating budgets for two years and a capital
improvement plan (CIP) covering five years.
While appropriations continue to be made annually under this process, the Financial Plan is the foundation for
preparing the budget in the second year. Additionally, unexpended operating appropriations from the first year may
be carried over into the second year with the approval of the City Manager.
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The fundamental purpose of the City’s Financial Plan is to link what we want to accomplish for the community
with the resources necessary to do so. The City’s Financial Plan process does this by clearly setting major city goals
and other important objectives, establishing reasonable timeframes and organizational responsibility for achieving
them, and allocating resources for programs and projects.
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Linking important objectives with necessary resources requires a process that identifies key goals at the very
beginning of budget preparation. Setting goals and priorities should drive the budget process, not follow it. For this
reason, the City begins each two-year Financial Plan process with in-depth goals setting workshops where the
Council invites candidate goals from community groups, Council advisory bodies and interested individuals;
reviews the City’s General Fund fiscal outlook for the next five years and the status of prior goals; presents their
individual goals to fellow Council members; and then set and prioritize major goals and work programs for the next
two years. City staff then prepares draft workplans which are considered at Strategic Budget Direction. Then staff
presents the Preliminary Financial Plan based on the Council’s policy guidance.
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Formally articulated budget and fiscal policies provide the foundation for preparing and implementing the Financial
Plan while assuring the City’s long-term fiscal health. Included in the Financial Plan itself, these policies cover a
broad range of areas such as user fee cost recovery goals, enterprise fund rates, investments, capital improvement
management, debt management, capital financing, fund balance and reserves, human resources management and
productivity.
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Under the City Charter, the City Manager is responsible for preparing the budget and submitting it to the Council
for approval. Although specific steps will vary from year to year, the following is an overview of the general
approach used under the City’s two-year budget process:
)LUVW<HDUAs noted above, the Financial Plan process begins with Council goals-setting to determine major
objectives for the next two years. The results of Council goal-setting are incorporated into the budget instructions
issued to the operating departments that are responsible for submitting initial budget proposals. After these
proposals are comprehensively reviewed, the City Council then reviews Major City Goal work programs and
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,1752'8&7,21
BUDGET PROCESS OVERVIEW
proposed significant operating program changes and capital improvement projects and a detailed financial forecast
that are being considered to be presented in the Preliminary Financial Plan. T he City Manager proposes the
Preliminary Financial Plan for public comment. A series of workshops and public hearings are then held leading to
Council adoption of the Financial Plan by June 30th.
6HFRQG<HDU. Before the beginning of the second year of the two-year cycle, the Council reviews progress during
the first year, makes adjustments as necessary and approves appropriations for the second fiscal year.
0LG<HDU5HYLHZV. The Council formally reviews the City’s financial condition and amends appropriations, if
necessary, six months after the beginning of each fiscal year.
,QWHULP)LQDQFLDODQG3URMHFW6WDWXV5HSRUWV. On-line access to “up-to-date” financial information is provided
to staff throughout the organization. Additionally, comprehensive financial reports are prepared monthly to monitor
the City’s fiscal condition, and more formal reports are issued to the Council on a quarterly basis. The status of
major program objectives, including CIP projects, is also periodically reported to the Council on a formal basis.
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As set forth in the City Charter, the Council may amend or supplement the budget at any time after its adoption by
majority vote of the Council members. The City Manager has the authority to make administrative adjustments to
the budget as long as those changes will not have a significant policy impact nor affect budgeted year-end fund
balance.
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The City's operating expenditures are organized into the following hierarchical categories:
Function
Operation
Program
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The highest level of summarization used in the City's Financial Plan, IXQFWLRQV represent a grouping of related
operations and programs that may cross organizational (departmental) boundaries aimed at accomplishing a broad
goal or delivering a major service. The six functions in the Financial Plan are:
Community Safety
Culture & Recreation
Infrastructure & Transportation
Community Neighborhood & Livability
Environmental Health & Open Space
Fiscal Health & Governance
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An RSHUDWLRQ is a grouping of related programs within a functional area such as 3ROLFH3URWHFWLRQ)LUH6DIHW\DQG
6WRUPZDWHU within Community Safety.
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3URJUDPV are the basic organizational units and cost centers of the Financial Plan. A program is a set of related
activities intended to produce a desired result. Funds are allocated to programs based on policies, goals and objectives
that define the nature and level of services to be provided.
Sample Relationship:
The following is an example of the hierarchical relationship between functions, operations, programs.
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352*5$0 => Aquatics
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HOW TO USE THE FINANCIAL PLAN DOCUMENT
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The Financial Plan reflects the City's continued use of a two-year financial plan that emphasizes long-range
planning and effective program management. The benefits identified when the City's first two -year plan was
prepared for 1983-85 continue to be realized:
Reinforcing the importance of long-range planning in managing the City's fiscal affairs.
Concentrating on developing and budgeting for the accomplishment of significant objectives.
Establishing realistic timeframes for achieving objectives.
Creating a pro-active budget that provides for stable operations and assures the City's long-term fiscal health.
Promoting more orderly spending patterns.
Reducing the amount of time and resources allocated to preparing annual budgets.
Appropriations continue to be made annually; however, the Financial Plan is the foundation for preparing the
budget for the second year. Additionally, unexpended operating appropriations from the first year may be carried
over into the second year with the approval from the City Manager.
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Although the City's Financial Plan document itself may introduce new pl ans or policy goals, its major purpose is
to serve as the Council's primary tool for programming the implementation of existing plans and policies by
allocating the resources necessary to do so.
Through a variety of policy documents and plans—such as the General Plan, Waterway Management Plan,
Economic Development Strategic Plan, Bicycle Transportation Plan, Pavement Management Plan, Short-Range
Transit Plan, and Facilities Master Plan—the City has set forth a number of long-term goals for the City to
accomplish. However, limited resources require the development of a process for evaluating priorities and
determining which of the goals included in these plans will be accomplished over a given period of time.
This is the fundamental purpose of the City's Financial Plan: to link what we want to accomplish in the near term
with the resources required to do so.
The City's Financial Plan process does this by:
Identifying the most important things for us to accomplish for our community.
Establishing a reasonable timeframe and organizational responsibility for achieving them.
Allocating the resources necessary to do so.
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In achieving its purpose of identifying the most important things for the City to accomplish over the next two
years and allocating the resources necessary to do so, the Financial Plan serves four roles:
13
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HOW TO USE THE FINANCIAL PLAN DOCUMENT
3ROLF\'RFXPHQW Sets forth goals and objectives to be accomplished and the fundamental fiscal principles
upon which the budget is prepared.
)LVFDO 3ODQ Identifies and appropriates the resources necessary to accomplish objectives and deliver
services; and ensures that the City's fiscal health is maintained.
2SHUDWLRQV*XLGH Describes the basic organizational units and activities of the City.
&RPPXQLFDWLRQV7RRO Provides the public with a blueprint of how public resources are being used and
how these allocations were made.
In meeting these roles, the Financial Plan is organized into the following nine sections. Each of these sections is
introduced by an overview that comprehensively describes its purpose, format and content.
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This section provides information about the City of San Luis Obispo including demographic & statistical
summaries, an organizational chart, the City’s Mission Statement and Organizational Values, the budget process
overview, the budget process schematic, and information on how to use the Financial Plan document.
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This section includes the Budget Message from the City Manager, financial highlights, a Local Revenue Measure
(Measure G) funding summary, summary of Major City Goals/Other Important Objective work programs, and a
summary of Significant Operating Program Changes. This section also includes revenue and expenditure
summaries, key revenue assumptions, and a summary of authorized Full-Time Equivalent Staffing.
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This section provides detailed information about the City of San Luis Obispo’s established budget and fiscal
policies.
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This section provides information on the City’s Major City Goals and Other Important Objective including their
related work programs. It also provides detailed schedules of Local Revenue Measure (Measure G) expenditures .
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This section presents the City's operating programs that form the City's basic organizational units, allow for
providing essential services to citizens and enable the City to accomplish the following tasks:
Establish policies and goals that define the nature and level of services to be provided.
Identify activities performed in delivering program services.
Propose objectives for improving the delivery of service.
Identify and appropriate the resources required to perform activities and accomplish objectives.
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,1752'8&7,21
HOW TO USE THE FINANCIAL PLAN DOCUMENT
The City's operating programs are organized into six major functional areas which in many instances cross
departmental boundaries and funding sources:
- Community Safety
- Environmental Health & Open Space
- Infrastructure & Transportation
- Cultural & Recreation
- Community & Neighborhood Livability
- Fiscal Health & Governance
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This section summarizes the City's Capital Improvement Plan (CIP) that includes all of the City's construction
projects and equipment purchases that cost $25,000 or more.
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This section summarizes the City's debt obligations at the beginning of the Financial Plan period.
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Includes a summary of major policy documents, changes in the City’s financial position, inter -fund transactions,
pension obligation cost trends, retiree health care obligations, appropriations limit history; budget preparation
guidelines, and a Budget Glossary of terms that may be unique to local government.
15
Section A
BUDGET SUMMARY
BUDGET MESSAGE May 15, 2017 TO: Honorable Mayor and City Council FROM: Katie E. Lichtig, City Manager INTRODUCTION On behalf of the entire City staff it is an honor to present the 2017-19 Financial Plan to the City Council for consideration. A substantial amount of work has been accomplished over the past eight months to bring the budget forward. This effort has been guided by a well-defined process, clearly articulated goals, and a commitment to financial sustainability. The result is a two-year financial plan that is both responsible and responsive to resident and community member input. This Financial Plan continues to take the City down the path toward long-term financial sustainability. It identifies and funds vital services important to the community, enables the implementation of the Major City Goals and Other Important Council Objectives determined by Council, reinvests in infrastructure, and provides employees with the tools, equipment, and training to deliver meaningful services to our community in the most effective and efficient way. Most importantly, the proposed plan balances the provision of essential services with the resources available now. Yet, with all that it does, the financial plan does not identify solutions to significant fiscal challenges and uncertainties that lay ahead. As is part of the City’s tradition, the Financial Plan contains a work program that will engage residents, staff, the business community and other interested community members to develop a strategy to address the fiscal challenges with a focus on long-term financial sustainability. In other words, we will spend the next fiscal year mapping out a plan and actions to continue on the pathway to financial stability. Remember, fiscal sustainability and responsibility is a journey, not a destination. Financial Responsibility Philosophy On July 1, 2014, the City Council adopted a Financial Responsibility Philosophy as a means for promoting community health and well-being. The philosophy calls on the City to commit to fiscal responsibility through good economic times, as well as economic downturns, and includes the following directives: Informed Decision-making. The City will identify and consider immediate and long-term economic, social, and environmental impacts of all decisions considered by the Council. Shared responsibility. The City recognizes a shared responsibility between the employee and employer to appropriately fund employee benefits, including pension benefits. Ensuring an appropriate balance is a valuable tool in attracting and retaining well qualified employees that deliver services to the community, while maintaining a long-term, sustainable, and balanced budget. Increased Transparency. The City will conduct all business, including labor negotiations and other employee compensation matters, with transparency pursuant to all applicable laws and regulations. The City will continue to develop tools, such as key measures and dashboards that make information readily available to community members in a timely and useful manner. Aligned Investments. The City shall allocate resources in alignment with community needs and priorities for maintaining and/or adding capital projects, assets, or services. Diversified and Aligned Revenue Sources. The City will pursue diversified revenue sources that are aligned with expenditures and community priorities.
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BUDGET MESSAGE Long-Term Unfunded Liabilities. The City will identify all long-term liabilities, including unfunded pension obligations and strive to achieve a higher funded portion of pension obligations; and shall manage all liabilities to maintain and enhance fiscal responsibility. Continued Efficiency and Effectiveness. The City will explore and implement operational efficiencies including alternative service delivery, best management practices, and cost containment measures while preserving effectiveness. PROPOSED FINANCIAL PLAN – HIGHEST PRIORITIES 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. The proposed budget allocations are focused on achieving the highest priorities as determined by the Council adopted Major City Goals and Other Important Objective. The Major City Goals of Housing, Multi Modal Transportation, Climate Action, and Fiscal Sustainability and Responsibility and Downtown was adopted as a Other Important Objective and were adopted and represent the focus and priorities for the next two years. Fiscal Forecasts The proposed 2017-19 Financial Plan is developed within the context of Expenditures Outpacing Revenue Growth. The General Fund Five-Year Forecast showed a budget gap starting in 2018-19 fiscal year primarily due to rapid growth in pension costs coupled with slowing down growth in revenues. The growth in expenditures is driven by significant increases in required contributions toward California Public Employees’ Retirement System (CalPERS). CalPERS have implemented mitigation strategies to increase long-term sustainability of the retirement system. Starting in 2015, CalPERS implemented a fixed timeline to pay-off unfunded liabilities within 30 years. Most recently, in December 2016, CalPERS announced that anticipated rate of return will be lowered from 7.5% to 7% over a three year period. CalPERS has also implemented a risk mitigation strategy moving to a more conservative investments over time. These mitigation strategies focus on stabilization of the pension funds but require participant agencies across California to contribute significantly more toward funding the pension plans until unfunded liabilities are paid-off. Revenue outlook continues to show positive growth; however, revenue growth rate is significantly outpaced by expenditures growth leading to a structural budget gap with expenditures exceeding revenues. Over the next five year, pension costs will almost double, with a total projected increase of $7.3 million. The General Fund Capital Improvement Program (CIP) five-year outlook proposes to match expenditures with available revenue however, even taking advantage of the supplemental Local Revenue Measure revenue, infrastructure needs continue to outpace the availability of 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 improvement 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 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
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BUDGET MESSAGE 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. 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 thus requiring reinstatement of multi-year parking rate adjustments that have not changed since 2009. These changes will create structural alignment of the fund, meeting 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. There are currently several variables involving the Transit Fund. The Federal budget for transit is currently under discussion in Washington. In addition, 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 have yet to be determined. Proposed Expenditure Allocations With the outlook for General and Enterprise funds continuing to indicate expenditures outpacing revenues, the Financial Plan focuses on highest priorities and work programs to achieve long-term fiscal sustainability. In accordance with Fiscal Health Contingency Plan that provides guidance toward re-alignment when faced with adverse fiscal conditions, the proposed Financial Plan and work programs are based on limited increases in ongoing expenditures due to factors outside the City’s control and such as inflation, health and safety requirements and critical efficiency and effectiveness measures. The City 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 will lay the groundwork and pathway for a structurally balanced fiscal forecast into the future. Council Major City Goals/Other Important Objectives The proposed expenditure allocations fund work programs to achieve Council adopted highest priorities. The 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 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 routine, ongoing services the City provides to the community. The goal-setting process for 2017-19 followed the same approach that the City has used successfully for a number of years. Two major elements of the goal-setting process are the Community Forum and the Council Goal-Setting Workshop which were both held in January. At the Goal-Setting Workshop, Council established three Major City Goals and four Other Important Council Objectives, as follows. The Council Goals adopted as a result of community input for the 2017-19 Financial Plan are listed below.
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BUDGET MESSAGE 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: 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. In April 2017, Council reviewed proposed work programs for the Council goals and gave direction which has been incorporated into the work programs described in detail in Section A. Fund Reserves and Diversified Revenues The Financial Plan maintains the minimum undesignated fund reserves consistent with the Budget and Fiscal policies adopted by the City Council. This is true for the General Fund as well as the Enterprise Funds, except Transit which is not allowed to maintain a significant reserve under its State and Federal funding programs. For the General Fund that level is 20% of operating expenditures. These undesignated reserves are an essential first line of defense against unexpected economic emergencies or natural or manmade disasters. These reserves are the cornerstone of the sound and prudent financial practices that have allowed the City Council and City staff to manage the organization through the economic challenges of the past and maintain the City as a great place to live and work. Local Revenue Measure, the local half-percent sales tax that was reauthorized by City voters in November 2014 with over 70% of the vote, is an indicator of success that also enables the City to achieve these fiscal outcomes. This general purpose revenue measure is projected to generate over $7 million annually. As a local funding source, it enables the City to provide important and valued services to the community in the form of day-to-day operating programs and capital improvement projects. The Council prioritizes the use of this resource, just as it prioritizes the use of all City resources, using the City’s financial planning process. With the approval of the Local Revenue Measure and the establishment of the Citizen’s Revenue Enhancement Oversight Commission, the Council is now further supported by an advisory body that has made recommendations for expenditures of local sales tax revenues, further demonstrating transparency and accountability to the public. The recommended list of uses of Local Revenue Measure funding can be found later in this Section, as well as a more detailed list in Section C – Major City Goals and Local Revenue Measure. While all of this is encouraging for the City’s future financial sustainability, the City faces some financial challenges which will require the City to re-align its revenues and expenditures in order to maintain long-term fiscal sustainability and close the budget gap.
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BUDGET MESSAGE Maintaining Financial Sustainability Now and In the Future The City enters the 2017-19 Financial Plan 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 summer 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. 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 30 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 significant impacts to participating agencies. The lowering of the discount rate or expected rate of return, directly translates into higher required contribution rates for normal 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 for community vitality; 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 the County of San Luis Obispo and six of the seven Cities in the County 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 tied to 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
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BUDGET MESSAGE Funds proportional to City share of the study (still to be determined). The study will inform City as we 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. 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. In sum, the Financial Plan is proposed with a keen understanding of actions to maintain revenues and control costs must continue in order to preserve financial sustainability in the years to come. The 2017-19 Financial Plan takes a measured approach, based on the City’s Fiscal Responsibility Philosophy, the Council highest priorities and fiscal policies, and proposes work programs to return to Council in 2017-18 fiscal year with recommendations to close the projected budget gap. The proposed Financial Plan continues to focus on priorities and service needs, reinvest in critical infrastructure to maintain levels of service and avoid even more expensive replacement costs when maintenance levels are not adequate, and address unfunded liabilities to ensure our ability to maintain San Luis Obispo’s quality of life now and in the future. All are signs of success on our journey to maintain financial sustainability. BUDGET OVERVIEW Budget Document The 2017-19 Financial Plan document incorporates a number of new features. The document has been restructured to separate top level financial highlights from detailed information available in the latter sections of the document. Graphical displays are presented to enhance the reader’s experience. The financial document displays expenditure information based on the newly adopted Functions displayed in the Preface. The fund position summaries and five-year forecasts are included for all major funds, including Enterprise Funds. This Financial Plan incorporates a work program established by the 2015-17 Other Important Objective of Fiscal Sustainability and Responsibility, to incorporate performance measurement into the financial process. Each department presents three proposed performance measures. This is the first step in developing a system to budget for outcomes and measure program performance on ongoing basis. Performance measures will be presented to Council each fiscal year with proposed budget and during Mid-Year budget presentations Budget Summary The recommended 2017-19 budget for all funds, as presented for Council consideration, totals $140 million in 2017-18 and increasing to $201 million in 2018-19 primarily due to significant increase in planned Capital Improvement projects such as the Water Resource Facility Upgrade and Palm Nipomo Parking Structure. The table below shows proposed funding for Operating programs, Capital Improvement Plan and Debt Service.
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BUDGET MESSAGE
The overall recommended 2017-18 operating budget for all funds is 1.1% higher than the adopted 2016-17 budget. The 2017-18 recommended budget is aligned with Fiscal Health Contingency Plan. Proposed significant changes in operating programs are focused on re-allocation of resources, public safety requirements and critical efficiency factors for ongoing work programs. The proposed 2017-18 operating budget includes a total of $1,079,977 in additional funding of which $130,870 is funded by the Water Fund, $725,000 by expected over-realized Development Review revenue from 2016-17 fiscal year, and $224,107 by the General Fund. $142,500 is proposed as ongoing increase in operating expenditures, which represents $130,000 increase to fund construction of a new regional Animal Shelter (partnering with the County of San Luis Obispo) and $12,500 for cellular services. In addition, $202,500 in one-time funding is proposed to complete Council highest priorities as part of Major City Goals.
The table below informs by showing the operating programs by Function for Fiscal Year 2017-18, which provides a citywide perspective for funds allocated toward these priorities.
Capital Improvement Program proposed allocations for the 2017-19 Financial Plan are shown below by fund. Local Revenue Measure Funding is proposed to fund $5 million dollars toward the Capital Improvement Program each fiscal year for a total of $10 million dollars for the Financial Plan. This represents approximately 67% of the total Local Revenue Measure estimated to be received during this time. The remaining 33% in Local Revenue Measure funds ongoing operations servicing the Capital Improvement Program. Capital Improvement Program expenditures rise significantly in fiscal year 2018-19 due to debt financed projects in the Water, Sewer and
Expenditure Type 2017-18 2018-19Operating Programs 99,480,759 101,439,423 Capital Improvement Plan 34,574,100 92,810,617 Debt Service 7,969,872 8,860,368 TOTAL 142,024,731$ 203,110,408$
Major City Goal/Other Important Objective Operating Capital
Ongoing $ 15,230,084 $ - Reallocation $ 510,796 $ - New Programs/Projects $ 202,500 19,995,500$ Total 15,943,380$ 19,995,500$
Function Governmental Funds Enterprise and Other Funds Total
Community Safety 29,782,942$ -$ 29,782,942$ Culture & Recreation 3,613,123$ -$ 3,613,123$ Infrastructure & Transportation 11,281,049$ 19,009,374$ 30,290,423$ Community & Neighborhood Livability 8,558,952$ 515,893$ 9,074,845$ Environmental Health & Open Space 1,023,313$ 7,680,907$ 8,704,220$ Fiscal Health & Governance 14,976,666$ 3,038,541$ 18,015,207$ TOTAL 69,236,044$ 30,244,715$ 99,480,760$
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BUDGET MESSAGE expenditures rise significantly in fiscal year 2018-19 due to debt financed projects in the Water, Sewer and Parking funds, which will be paid by the Enterprise Funds revenue sources.
The table below outlines the recommended expenditures for the General Fund including the Local Revenue Measure Sub-fund. This fund supports many of the City’s basic services, such as police, fire, road maintenance, and parks and open space. The General Fund comprises approximately 49% of the City’ total expenditures, with the City’s four enterprise funds representing 44%, and other funds (such as Community Development Block Grants, Transportation Development Act, Tourism Business Improvement District) totaling 7% of total expenditures.
Airport Area Impact Fee1%
Community Development Block Grant Fund0%
Fleet Replacement Fund1%
General CIP Grant Fund11%
General Purpose CIP1%Information Technology Replacement Fund1%Local Revenue Measure Sub-Fund8%Major Facility Replacement Fund0%Parking Fund1%
Parkland Development Fund1%
Public Art Fund0%
Sewer Fund63%
Transit Fund1%
Transportation Impact Fee1%Water Fund10%
2017-19 CIP by FUND
2017-18 2018-19Staffing50,362,946$ 51,853,205$ Contract Services 6,301,155$ 6,041,270$ Other Operating Expenditures 10,804,688$ 10,837,794$ Capital Improvement Plan Projects 5,479,655$ 6,645,000$ TOTAL 72,948,444$ 75,377,269$
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BUDGET MESSAGE THE SAN LUIS OBISPO ESSENTIAL SERVICES LOCAL REVENUE MEASURE The Local Revenue Measure funding enables the City to provide important and valued essential services to the community via day-to-day operating programs and one-time capital improvements. The Council prioritizes the use of this resource – just as it prioritizes the use of all City resources – using the City’s financial planning process. The ordinance implementing the voter authorized ballot measure includes specific oversight provisions: A. Revenue Enhancement Oversight Commission. A citizen's commission will be established to provide transparency and maximize City accountability. The Commission will be responsible for reviewing and making budget recommendations directly to the City Council regarding expenditures from the essential services transactions (sales) and use tax, and reporting annually to the community on the City's use of these tax revenues. B. Accounting and Tracking Expenditures. The funds collected through the City of San Luis Obispo essential services transactions (sales) and use tax ordinance shall be accounted for and tracked by the City Treasurer separately to facilitate citizen oversight. C. Independent Annual Financial Audit. The amount generated by this general purpose revenue source and how it was used shall be included in the annual audit of the city's financial operations by an independent certified public accountant. D. Integration of the Use of Funds into the City's Budget and Goal-Setting Process. The estimated revenue and proposed use of funds generated by this measure shall be an integral part of the city's budget and goal- setting process, and significant opportunities will be provided for meaningful participation by citizens in determining priority uses of these funds. E. Annual Community Report. A written report shall be reviewed at a public hearing by the Revenue Enhancement Oversight Commission, and a summary will be provided annually to every household in the community detailing how much revenue is being generated by the measure and how funds are being spent. F. Annual Citizen Oversight Meeting. An invitation will be extended each year to the entire community inviting them to participate in a forum to review and discuss the use of the revenue generated by this measure. City staff will also be available to meet with any group that requests a specific briefing with their members to discuss and answer questions about the revenues generated by the measure and their uses.
Local Revenue Measure ballot language (Measure G) To protect and maintain essential services and facilities – such as open space preservation; bike lanes and sidewalks; public safety; neighborhood street paving and code enforcement; flood protection; senior programs; and other vital services and capital improvement projects – shall the City’s Municipal Code be amended to extend the current one-half percent local sales tax for eight years, with independent annual audits, public goal-setting and budgeting, and a Citizens’ Oversight Commission?
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BUDGET MESSAGE Measure G is a general purpose measure and, as such, the proceeds are not restricted to specific purposes. This provides the Council with flexibility to respond to new circumstances and challenges. However, the voter-approved ballot language provides direction to use local sales tax revenue to protect and maintain essential services and facilities, and identifies examples of services and projects that achieve this objective. The following chart breaks down the mix of local revenue expenditures that respond to these community spending priorities in the 2017-19 Financial Plan.
The chart above includes both operating and capital expenditures that have been reviewed and recommended by the Citizens’ Revenue Enhancement Oversight Commission. The balance between the two is about 67 percent capital and 33 percent operating over the life of the two-year Financial Plan. Further details on these expenditures are described in the Local Revenue Measure Funding Summary. The City has also set up a sub-fund to track local sales tax revenues and expenditures separately within the General Fund to enhance transparency and accountability.
5%8%
4%
24%
30%
4%
12%
11%
2%
2017-19 LOCAL REVENUE MEASURE USES(Operating and Capital $15.2M)
1. Open Space Preservation
2. Bicycles and PedestrianImprovements3. Traffic Congestion Relief (SafetyImprovements)4. Public Safety
5. Neighborhood Street Paving
6. Code Enforcement
7. Flood Protection
8. Parks and Recreation/SeniorPrograms and Facilities9. Other Vital Services and CapitalProjects
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BUDGET MESSAGE CONCLUSION Although the City continues to operate in a slow but steady economic growth environment, the focus of the 2017-19 Financial Plan will be to develop a plan that continues to invest in the City’s fiscal health and in the future. As a result, the plan takes a measured approach focusing on the highest priorities and recognition of fiscal challenges that will require us to work together with a Fiscal Responsibility Philosophy approach. Preparation of the 2017-19 Financial Plan has benefitted from input about community priorities from the City’s dedicated and caring advisory bodies, involved citizens, and community partners. In addition, our talented and dedicated staff has participated in the process to ensure that resources are allocated in a way that allows the City to continue to provide high quality services to the community. Respectfully submitted for your consideration, Katie E. Lichtig City Manager ACKNOWLEDGEMENTS It is important to thank the residents, advisory body members and other valued community stakeholders who played a critical role in defining and prioritizing the objectives for the coming two years. Preparing the Financial Plan at the staff level was a team effort, involving the time and talents of a wide variety of City employees: department heads; staff members from Administration, Finance and Information Technology; special review groups such as the CIP Review Committee and Budget Review Team; department fiscal officers; and department operating staff. The task was made even more complicated by the addition of new elements of the process (inclusion of REOC recommendations), a new budget software system and several new key staff members. Without the dedication of these City staff members, this Financial Plan would not have been possible. I am extremely grateful for staff’s dedication, commitment, and quality work that have made this Financial Plan possible. Ultimately, the benefits associated with this budget formulation effort would not exist without the Council’s support of long-term planning and modern, comprehensive budgeting practices as well as their willingness to devote long hours to the budget review and decision-making process.
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FINANCIAL HIGHLIGHTS
OVERVIEW The City continues to benefit from a steady but slow economic expansion; however, this revenue growth is projected to slow down. On the expenditure side of the ledger, pension costs will rapidly increase due to lower projection for return on investment by CalPERS. Cumulatively, these revenue and expenditure projections will require budgetary realignment in order to achieve long-term balanced fiscal outlook. The City fiscal policies guide and ensure the path to financial sustainability. Fiscal policies includes five top tenets: All funds meet their approved Fund Reserve balance (as an example, the General Fund meets the required undesignated reserve minimum equal to 20% of operating costs); Fund balance above the required minimums is used for one-time, not ongoing, purposes; The City’s deferred maintenance and unfunded liabilities are addressed; Continued investment in the future by funding maintenance and improvements to City essential infrastructure, fleet, existing facilities, and information technology; and Honor and implement priority uses of Local Revenue Measure funds (½ percent local sales tax approved by voters). Total proposed appropriations for 2017-18 are $142 million summarized as follows:
What is a balanced budget? The City’s fiscal policies define a balanced budget as one where: 1. Operating revenues are equal to or greater than operating expenditures, including debt service. 2. Ending fund balance (or working capital in the enterprise funds) meets minimum policy levels. For the general and most of the enterprise funds this level has been established at 20% of operating expenditures. Not all funds are subject to this requirement due to their funding sources or their intended use as a replacement program. For example, the Transit Fund is exempt from this requirement because it receives most of its funding from state and federal subvention and grant sources which do not allow it to retain a discretionary reserve since these funding sources require the use of local revenues first to pay for the cost of the transit programs. The Fleet and Information Technology Replacement Funds have different requirements since they do not represent ongoing operations and serve to accumulate the resources needed to maintain the steady replacement of the City’s fleet and technology assets. This definition of a balanced budget means that it is allowable for total expenditures to exceed revenues in a given year, with an understanding that fund balance above the policy requirement may be used to finance capital improvement plan projects, or other one-time, non-recurring expenditures.
Expenditure Type 2017-18 Operating Programs 99,480,759 Capital Improvement Plan 34,574,100 Debt Service 7,969,872 TOTAL $ 142,024,731
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FINANCIAL HIGHLIGHTS
FINANCIAL CONDITION SUMMARY As discussed in the Budget Message, the City is experiencing expenditures that are outpacing revenue growth. Thus, the Council concurred with the City Manager’s recommendation to activate the Fiscal Health Contingency Plan. 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 developing a plan for structural re-alignment to achieve a long-term balanced fiscal forecast. With the outlook for General and Enterprise funds continuing to indicate expenditures outpacing revenues, significant efforts will be made 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 the winter of 2017 and spring of 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 2018-19 and are intended to the lay the groundwork and pathway for a structurally balanced forecast into the future. Budget Compared with the Forecast On Target with Recent Forecast. The forecast revenue and expenditure projections are consistent with the results of the recent five-year General Fund Forecast (Forecast) presented to the Council in April as part of the 2017-19 Strategic Budget Direction. These changes include an increase in Cost Allocation Plan reimbursements in the General Fund based on services provided to the City’s Enterprise Funds, updates to the City’s revenue estimates based on revised actual data and Cost of Service fees from Utilities and updates to revenue projections based on the Council’s adoption of new fees based on the fee study (also presented at the April 18th meeting). These changes were taken into consideration in the Preliminary Financial Plan. 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. General Fund - Revenue Highlights Sources used in preparing General Fund revenue projections include: Analysis of key revenue trends for the past fifteen years compared with changes in the consumer price index, population growth and other demographic factors as well as legislative and other structural changes. Economic trends as reported in the national media. Forecast data for the State prepared by various economists, including HDL and the Central Coast Economic Forecast and a study prepared by Beacon Economics which focused on local economic changes related to the City’s past and current revenue and development trends. Economic and fiscal trends provided by the State Legislative Analyst and the State Department of Finance.
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FINANCIAL HIGHLIGHTS
Revenue estimating materials prepared by the County Tax Assessor, the State Controller’s Office, the California Public Employees’ Retirement System (CalPERS), the League of California Cities and the City’s sales tax advisor. Ultimately, however, the 2017-19 revenue projections reflect staff’s best judgment about how the local economy will perform over the next two years, and how it will affect the City’s key revenues. The following provides a brief description of the City's top ten General Fund revenues along with an overview of the assumptions used in preparing revenue projections. These "top ten" revenues account for over 94% of total 2017-18 General Fund projected revenues, with the top 25 sales tax payers accounting for over approximately 50% of this revenue category.
Major Revenues of the General Fund (Details of the major revenues for the General Fund over the five-year forecast.)
($ in thousands)2016-17 2017-18 2018-19 2019-20 2020-21 2021-22Sales Tax 16,584 16,932 17,277 17,186 17,659 18,170 Measure Y/G Sales Tax 7,391 7,607 7,679 7,636 7,790 7,959 Sales Tax Prop 172 428 437 445 445 454 463 Sub-Total Sales Tax 24,403 24,976 25,401 25,267 25,903 26,592 Percent Variance from Prior Year -2.7% 2.3% 1.7% -0.5% 2.5% 2.7%Property Taxes 10,767 10,950 11,607 12,245 12,858 13,501 Percent Variance from Prior Year 5.7% 1.7% 6.0% 5.5% 5.0% 5.0%Property Tax in Lieu of VLF 4,365 4,593 4,846 5,088 5,343 5,610 Percent Variance from Prior Year 6.1% 5.2% 5.5% 5.0% 5.0% 5.0%Transient Occupancy Tax 7,186 7,294 7,440 7,663 8,008 8,368 Percent Variance from Prior Year 1.0% 1.5% 2.0% 3.0% 4.5% 4.5%Utility Users Tax 5,506 5,568 5,617 5,690 5,779 5,870 Percent Variance from Prior Year 1.7% 1.1% 0.9% 1.3% 1.6% 1.6%Franchise Fees 1,540 1,527 1,527 1,527 1,527 1,527 Percent Variance from Prior Year 0.1% -0.8% 0.0% 0.0% 0.0% 0.0%Business Tax 2,500 2,747 2,884 3,028 3,180 3,339 Percent Variance from Prior Year 0.3% 9.9% 5.0% 5.0% 5.0% 5.0%Real Property Transfer Tax 373 381 388 396 404 412 Percent Variance from Prior Year 1.9% 2.1% 2.0% 2.0% 2.0% 2.0%Development Review Fees 5,647 6,154 5,950 6,068 6,188 6,311 Percent Variance from Prior Year 0.4% 9.0% -3.3% 2.0% 2.0% 2.0%Recreation Fees 1,640 1,810 1,846 1,883 1,921 1,959 Percent Variance from Prior Year -6.8% 10.4% 2.0% 2.0% 2.0% 2.0%Other Service Charges 1,750 1,633 1,657 1,682 1,707 1,733 Percent Variance from Prior Year -10.3% -6.7% 1.5% 1.5% 1.5% 1.5%TOTAL: TOP 10 GENERAL FUND REVENUES 65,677 67,632 69,164 70,538 72,817 75,221 Percent Variance from Prior Year 0.1% 3.0% 2.3% 2.0% 3.2% 3.3%
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FINANCIAL HIGHLIGHTS
Sales Tax (Includes Local Revenue Measure G) – 35% of Total General Fund Resources The City receives an "effective" rate of 1% from all taxable retail sales occurring in its limits. In addition, City voters approved a 1/2 percent local sales tax increase (known as Measure G). The same assumptions for sales tax growth were applied to this transaction tax in preparing revenue estimates for 2017-18; however, the Local Revenue Measure has a slightly broader tax base. Property Tax – 15% of Total General Fund Resources Under Proposition 13 adopted in June of 1978, property taxes for general purposes may not exceed 1% of market value and are limited to growth of 2% per year regardless of changes in market valuation. Property tax assessment, collection and apportionment are performed by the County. The City receives approximately 14% of the levy within its limits. Assessment increases to reflect current market value are allowed when property ownership changes or when improvements are made; otherwise, increases in assessed value are limited to 2% annually. Transient Occupancy Tax – 10% of Total General Fund Resources Transient occupancy taxes (TOT) are levied on all individuals occupying their dwelling for 30 days or less. This is generally most applicable to room rentals at motels and hotels, although it is also applicable to other types of short term rentals. The TOT rate is 10% of the room rental rate. Although the tax is collected for the City by the operators, it is a tax on the occupant, not the hotel or motel. Development Review Fees – 9% of Total General Fund Resources Development review fees recover costs for planning, building & safety, engineering and fire plan check services. Cost recovery for these services is generally set at 100% of total costs. These fees support the added resources needed by the Community Development Department to maintain its performance obligations during this period of increased development activity. Utility Users Tax – 8% of Total General Fund Resources The City levies a 5% tax on all residences and businesses using the following utilities: telephone, electricity, natural gas, water and cable television. Government agencies are exempt. Although the tax is collected for the City by the utility companies, it is a tax on the user, not the utility. Property Tax in Lieu of Vehicle License Fees (VLF) – 6% of Total General Fund Resources In 2004, the State reduced the VLF revenue rate by 65%, but made up the difference for several years to local agencies through the State General Fund. As part of a subsequent long-term solution, the State adopted a complicated swap of the "VLF Backfill," for a comparable increase in property tax revenues. Growth is tied to the growth in assessed property tax values. Business Tax Certificates – 4% of Total General Fund Resources Anyone conducting business in the City is subject to a municipal business tax. The tax is not regulatory, and is only imposed to raise general purpose revenues. Recreation Fees – 3% of Total General Fund Resources Fees are charged for a wide variety of recreation activities including adult and youth athletics, classes, special events, facility rentals, aquatics, youth and senior services, and before and after school programs. Franchise Fees – 2% of Total General Fund Resources Franchise fees are levied by the City on a variety of utilities at various rates. The State sets franchise fees for utilities regulated by them (most notably gas and electricity) at 2% of gross revenues. Beginning in fiscal year 2014-15, the City no longer assesses a franchise fee on the water and sewer
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enterprise funds. City utilities pay the costs of service tied to utility fund impacts on the City as calculated each year. Other Fees & Charges – 2% of Total General Fund Resources Fees and service charges are also assessed for a wide range of public safety, transportation and general government services. Slow growth is anticipated at approximately 1.5% annually, beginning in 2018-19.
“Top Five” of the General Fund (Trend chart of the top five major revenue sources of the General Fund.) Of these major General Fund Revenues, five make up approximately 77% of total resources in 2017-18; 1) Sales Tax, 2) Property Tax, 3) Transient Operating Tax, 4) Utility Users Tax, and 5) Development Review Fees. These revenues are projected to increase an average of 2.5% over the five-year forecast period. Below is a trend chart for these “Top Five” revenue sources.
General Fund – Expenditure Highlights Expenditures are projected to increase at a rapid rate for a number of reasons but most significantly due to significant increases in pension costs. The City’s required contributions both for normal cost and unfunded liability CalPERS pension payments will continue to increase. Increases in required contributions to CalPERS based on CalPERS changes in demographic assumptions and set timeline to 30 years to pay down unfunded liabilities had already been incorporated into the City’s long term forecasts. The most recent decision by CalPERS to lower the discount rate from 7.5 to 7. 0% was an uncertainty that became a reality and will require the City to further increase payments toward pension plans starting in 2018-19 fiscal year. The impact will be phased in over
$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
"Top Five" General Fund Revenues($ in thousands)
Sales Tax Property TaxTransient Occupancy Tax Utility Users TaxDevelopment Review Fees*Projected
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FINANCIAL HIGHLIGHTS
a three year period gradually lowering the discount rate and the increases in required contributions based on this change in discount rate will be phased in over the next eight years. 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. Yet the costs are going to drive decisions about a wide variety of issues ranging from pay and benefit affordability, service priorities and how to balance all of those issues. 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 assumes the 2017-19 Financial Plan is kept at 2016-17 budget allocation level except for increases due to contractual obligations or factors outside of the City’s control, such as utility price increases. The Major City Goals and Other Important Objective work programs are recommended to be funded as follows:
(Funding primarily General Fund contributions and grant funding) Significant Operating Program Changes affecting the General Fund total $1.1 million for 2017-18 ($160,000 transfer from Parkland Development Fund) and $212,500 for 2018-19. Additional detail pertaining to Major City Goals/Other Important Objectives and Significant Operating Program Change Requests are located in the CITY 2017-18 OPERATING PROGRAMS and CAPITAL IMPROVEMENT PLAN PROGRAM sections of this document.
MAJOR CITY GOALS/OTHER IMPORTANT OBJECTIVE 2017/18 2018/19 2017/18 2018/19
Housing 240,894$ 251,052$ -$ -$ Multi-Modal Transportation 5,296,480$ 5,431,858$ 3,715,500$ 15,680,000$ Climate Action 227,717$ 205,834$ 30,000$ 75,000$ Fiscal Sustainability and Responsibility 1,446,585$ 821,080$ -$ -$ Downtown Vitality 1,044,703$ 977,257$ 440,000$ 55,000$ TOTAL 8,256,379$ 7,687,081$ 4,185,500$ 15,810,000$
Operating Capital Improvement Plan
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General Fund Expenditures
Included above are operating and capital expenditures for the General Fund and the Local Revenue Measure sub-fund. The following pie chart displays 2017-18 operating and capital expenditures of local sales tax revenue that are consistent with Council goals and objectives, the spending priorities of the voter-approved Local Revenue Measure, and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC).
2017-18 2018-19Staffing50,362,946$ 51,853,205$ Contract Services 6,301,155$ 6,041,270$ Other Operating Expenditures 10,804,688$ 10,837,794$ Capital Improvement Plan Projects 5,479,655$ 6,645,000$ TOTAL 72,948,444$ 75,377,269$
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5%8%
4%
24%
30%
3%
11%
11%4%
2017-18 Local Revenue Measure Uses ($7.6M)
1. Open Space Preservation 2. Bicycles and Pedestrian Improvements3. Traffic Congestion Relief (Safety Improvements)4. Public Safety5. Neighborhood Street Paving 6. Code Enforcement7. Flood Protection 8. Parks and Recreation/Senior Programs and Facilities9. Other Vital Services and Capital Projects
5%9%
5%
24%
29%
4%
13%
11%
FY 2018-19 Local Revenue Measure Uses ($7.6M)
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2. Utilities Enterprise Funds: Water & Sewer Funds Five-Year Fiscal Forecasts 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-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 However, it is important to see this as a snapshot in time that signals the need to adjust business practices to balance expenses and revenues 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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FINANCIAL HIGHLIGHTS
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. 3. Parking Fund Five-Year Fiscal Forecast 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.
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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). 4. Transit Fund Five-Year Fiscal Forecast The fiscal outlook for the next five years’ shows some uncertainties given dialogue at the Federal level about government funding and historical trends both at the State and Federal levels. The Fund is projecting highly conservative revenue numbers. Staff believes this is a prudent approach given the previously mentioned uncertainties. 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, there is concern that funding could be significantly. The Administration has proposed a 13% reduction in the Department of 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 resulted in lower tax revenue that supports transit that caused 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 (the first rate increase in over seven years) 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. Assuming that the State and Federal funding equal to projections becomes a reality, the City should be able to maintain or expand services depending on the outcome of these discussions. The fund analysis indicates that these changes could be necessary to meet our obligatory 20% farebox requirement. Farebox revenue requirements or local bus fare recovery rates are set by the DOT and represent a fraction of the operational expenses paid by passengers. Staff will continue to manage expenditures to ensure that revenue levels are not exceeded. 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),
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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, should annual shortfalls occur because of changes in State, Federal, Cal Poly or farebox revenues actions will be taken to address these issues. SENATE BILL 1 REVENUES In April 2017 the State Legislature approved, and the Governor signed, Senate Bill – 1 (SB1); The Road Repair and Accountability Act of 2017. This program increases the fuel tax by .12 per gallon, and includes other tax increases, new programs, program efficiencies, and accountability measures which enhance funding to state and local agencies responsible for providing transportation services to the public. At full phase-in, (approximately 2020), the program will add $55.2 billion per year for transportation purposes. Approximately $1.5 billion per year is split 50/50 between California cities and counties. At full phase-in, the City of San Luis Obispo share is $1.055 million per year. These funds are to be spent on local road and transportation projects. In addition, SB–1 includes ‘Non-supplanting’ language to insure agencies maintain their existing level of funding for transportation projects, and use SB-1 funds to add to that level of investment. Currently the details of how to calculate the base years to determine local investment are being worked out. At present, however, staff is confident that the 5 year forecast as proposed in the 17-19 Financial Plan is consistent with prior year levels of expenditure for street and road projects. SB-1 creates the Road Maintenance and Rehabilitation Account (RMRA), and funds from that account are allocated to Caltrans and local agencies for transportation projects. According to the most recent information from the State, San Luis Obispo would receive the following amounts from the RMRA. (note these funds are in addition to the Gas Tax receipts received from the State and the city’s share of existing Gas Tax. The Gas Tax estimated for the City in 17-18 is $901,890. The RMRA is in addition to that amount. RMRA totals for San Luis Obispo: 17-18 $265,944 18-19 $792,204 Currently the timing of receipt of these funds is uncertain. Staff therefore recommends the disposition of both amounts, for 17-18 and 18-19, be covered in detail at the Mid-Year Budget discussion and the budget adjusted accordingly. These funds will be dedicated toward the many unmet transportation needs in the city. In addition to the amounts shown above – the City will receive a smaller additional amount for SLO Transit, and will compete for larger funding amounts in the Statewide Active Transportation Program (ATP), and regional funding for the State Transportation Improvement Program (STIP). Staff will have more detail on the amount and timing of these funds at the Mid-Year discussion.
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FINANCIAL HIGHLIGHTS
PARKLAND DEVELOPMENT FUND The proposed Financial Plan proposes to transfer $640,000 from the Parkland Development Fund set aside as part of the 2016-17 Supplemental Budget for potential use toward funding of a park north of Broad Street (original set aside amount was $900,000). This allocation will fund an update to the Parks and Recreation Element in the amount of $160,000 and two Capital Improvement Projects (Bishop Peak/Pacheco Safe Route to School and the Broad Street Bike Boulevard) in the same geographic area for a total of $480,000. The remainder amount of $260,000 is proposed to remain in the Parkland Development Fund. CITY 2017-18 OPERATING PROGRAMS In alignment with the Fiscal Health Contingency Plan, the City required all department Operating Budget submittals for the 2017-19 Financial Plan to use the 2016-17 budget as a base. All increases were required to fall into one of the following variance criteria: 1. An executed contract that could not be renegotiated, 2. A known increase outside the City’s control, (such as utilities, regulatory fees, taxes, or legally required costs), 3. Anything required for continued health and safety (protective equipment), 4. A critical efficiency or effectiveness measure (anything that reduces costs in another way), or 5. Costs that are incurred biennially or semi-annually (election costs). As a result of these criteria, there were a limited number of approved changes and several of the approved requests resulted in a net-zero effect dollar to the City. Below is a chart depicting the City’s proposed 2017-18 Operating Budget.
Significant Operating Program Changes The following summarizes the most significant operating increases and decreases that occurred from a policy and service level perspective; which consist of Significant Operating Program Changes, Major City Goals/Other Important Objective operating and capital costs, and modifications to the Parkland Development Fund resulting from Council’s Strategic Budget Direction in April 2017. Development Services Staffing and Contract Services: 2017-18 $862,219/ 2018-19 $206,349 The Community Development Department, Fire Department, Information Technology Department and Public Works Department are requesting to continue the use of eight full time contract employees and four part-time temporary employees to serve the present high workload associated with development
Function Governmental Funds Enterprise and Other Funds Total
Community Safety 29,782,942$ -$ 29,782,942$ Culture & Recreation 3,613,123$ -$ 3,613,123$ Infrastructure & Transportation 11,281,049$ 19,009,374$ 30,290,423$ Community & Neighborhood Livability 8,558,952$ 515,893$ 9,074,845$ Environmental Health & Open Space 1,023,313$ 7,680,907$ 8,704,220$ Fiscal Health & Governance 14,976,666$ 3,038,541$ 18,015,207$ TOTAL 69,236,044$ 30,244,715$ 99,480,760$
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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. 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 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 $60,388 to support staffing costs for the purpose of managing the project to engage with the public and develop revised priorities for code enforcement. 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. 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. 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. 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. 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. Motion Project Business Analyst: $0 (net zero) This request is to transfer funds from the approved Organizational Efficiency, Effectiveness & Transparency initiative to hire a Business Systems Analyst with technical and business skills and
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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. 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. 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. 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. Update of the City’s Parks & Recreation Element: 2017-18 $160,000 (one-time, Parkland Development Funds will be transferred to the General Fund in 2017-18) The City’s Parks and Recreation Element is outdated and lacks current data about the community’s current and future recreational needs. The Parks and Recreation Commission has requested that a Community Needs Assessment, Comprehensive Parks Master Plan (for Parks and Recreation facilities and amenities), and an update of the Parks and Recreation Element be undertaken. Operating changes regarding Major City Goals and Other Important Objective work programs are notated in the table below. Additional details regarding these work programs are located in the attached summary schedule Section C of this budget book.
MAJOR CITY GOALS/OTHER IMPORTANT OJECTIVE 2017/18 2018/19
Housing 240,894$ 251,052$ Multi-Modal Transportation 5,296,480$ 5,431,858$ Climate Action 227,717$ 205,834$ Fiscal Sustainability and Responsibility 1,446,585$ 821,080$ Downtown Vitality 1,044,703$ 977,257$ TOTAL 8,256,379$ 7,687,081$
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CITY 2017-18 CAPITAL IMPROVEMENT PLAN PROGRAM Through the Capital Improvement Plan (CIP), the City systematically plans, schedules, and finances capital projects to ensure cost-effectiveness and conformance with established polices. Comprehensive policies governing the development and management of the CIP are set forth in the Policies and Objectives section of the Financial Plan (capital improvement management; capital financing and debt management) and in Section 1 of the CIP itself. All of the City's construction projects and equipment purchases costing $25,000 or more are included in the Capital Improvement Plan. Project Evaluation 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? It is worth noting that as a result of the direction provide at Strategic Budget Direction three CIP projects have been added to the proposed Financial Plan: Bishop Peak/Pacheco School Safe Route to School, Broad Street Bike Boulevard and Laguna Lake Dredging. In order to accomplish these added projects, one project was removed from the CIP (Mission Plaza Bathroom and Café) and multiple projects were scaled back. All of the projects that were scaled back will still make a meaningful impact on maintaining the City’s infrastructure. As summarized below, the two-year CIP for 2017-19 totals $127.4 million: Capital Improvement Plan by Fund
FUND 2017-18 2018-19Airport Area Impact Fee 55,000$ 750,000$ Community Development Block Grant Fund 105,000$ -$ Fleet Replacement Fund 495,000$ 434,000$ General CIP Grant Fund 702,000$ 13,427,453$ General Purpose CIP 264,000$ 788,547$ Information Technology Replacement Fund 304,000$ 1,294,294$ Local Revenue Measure Sub-Fund 5,076,700$ 5,002,323$ Major Facility Replacement Fund 52,200$ 144,200$ Parking Fund 825,000$ 650,000$ Parkland Development Fund 160,000$ 254,000$ Public Art Fund 49,700$ 51,700$ Sewer Fund 22,042,500$ 58,162,000$ Transit Fund 335,000$ 1,085,000$ Transportation Impact Fee 310,500$ 1,369,000$ Water Fund 3,277,500$ 9,362,100$ Whale Rock Fund 520,000$ 36,000$ TOTAL 34,574,100$ 92,810,617$
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FINANCIAL HIGHLIGHTS
Major City Goal and Other Important Objective capital expenditures for 2017-19 include:
(Funding primarily General Fund contributions and grant funding) Additional detail regarding Major City Goals and Other Important Objective work programs can be located in the attached summary schedule and Section C of this budget book. Debt Financed Projects Below is a list of new debt-financed projects planned in the 2017-19 Financial Plan. If these financing proposals are acceptable to the City Council, staff will return with final terms and conditions related to the proposed financing transactions before any documents are signed. In order to achieve the greatest amount of economy, staff will look to combine the items shown below into a single debt issue whenever possible. 2017-18 Fiscal Year: Purpose: Purchase replacement dump truck and replacement street sweeper Maturity: 2023 Original Amount: $591,000 Interest rate: 4% (estimated) Funding Source: General Fund 2018-19 Fiscal Year: Purpose: Purchase replacement fire engine #3 Maturity: 2025 Original Amount: $623,500 Interest rate: 4% (estimated) Funding Source: General Fund 2018-19 Water Enterprise Fund Debt Purpose: Finance the replacement of reservoir #2 Maturity: 2040 Original Amount: $10.5 million Interest Rate: 2% estimated Funding Source: Water fees 2018-19 Water Enterprise Fund Debt Purpose: Upgrade Water Treatment Plant Maturity: 2040
MAJOR CITY GOALS/OTHER IMPORTANT OJECTIVE 2017/18 2018/19
Housing -$ -$ Multi-Modal Transportation 3,715,500$ 15,680,000$ Climate Action 30,000$ 75,000$ Fiscal Sustainability and Responsibility -$ -$ Downtown Vitality 440,000$ 55,000$ TOTAL 4,185,500$ 15,810,000$
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FINANCIAL HIGHLIGHTS
Original Amount: $14.3 million Interest Rate: 2% estimated Funding Source: Water fees 2019-20 Sewer Enterprise Fund Debt Purpose: Upgrade the Water Resource Recovery Facility Maturity: 2052 Original Amount: $140,000,000 Interest Rate: 2% estimated Funding Source: Sewer fees 2019-20 Parking Enterprise Fund Debt Purpose: Construction of the Palm/Nipomo Parking Structure Maturity: To be determined Original Amount: To be determined – total project cost estimate $23,600,000 Interest Rate: to be determined Funding Source: Parking Enterprise Fund revenue Carryover Projects from 2015-17 Along with the projects presented in the 2017-19 Financial Plan, several Major City Goal/Other Important Objective projects previously funded in prior Financial Plans will be accomplished during the next two years: 1. Margarita Lift Station Replacement 2. Reservoir #2 Replacement 3. Water Resource Recovery Facility Upgrade 4. Broad Street Bike Boulevard 5. Marsh Street Bridge 6. Laguna Lake Natural Reserve Accessible Trail 7. Court Resurfacing 8. Laguna Lake Dredging & Sediment Management
A1-29
General Fund Five Year Fiscal Forecast
2017-19 Financial Plan #REF!
$ in 000's Actual Actual Revised
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
1 Sales Tax 15,273 17,498 16,584 16,932 17,277 17,186 17,659 18,170
2 Measure Y/G Sales Tax 7,136 7,178 7,391 7,607 7,679 7,636 7,790 7,959
3 Sales Tax Prop 172 410 405 428 437 445 445 454 463
4 Property Taxes 9,632 10,187 10,767 10,950 11,607 12,245 12,858 13,501
5 Property Tax in Lieu of VLF 3,849 4,113 4,365 4,593 4,846 5,088 5,343 5,610
6 Transient Occupancy Tax 6,806 7,113 7,186 7,294 7,440 7,663 8,008 8,368
7 Utility Users Tax 5,211 5,414 5,506 5,568 5,617 5,690 5,779 5,870
8 Franchise Fees 2,790 1,538 1,540 1,527 1,527 1,527 1,527 1,527
9 Business Tax 2,203 2,492 2,500 2,747 2,884 3,028 3,180 3,339
10 Real Property Transfer Tax 298 366 373 381 388 396 404 412
11 Subtotal Taxes 53,608 56,304 56,640 58,035 59,711 60,906 63,001 65,219
12 Transfers In (Gas, TDA, CoS, Other)1,505 2,924 2,353 3,398 3,359 2,377 2,377 2,377
13 Other Subventions & Grants 1,278 1,539 316 316 316 316 316 316
14 Development Review Fees 5,274 5,624 5,647 6,154 5,981 6,068 6,188 6,311
15 Recreation Fees 1,881 1,759 1,640 1,810 1,846 1,883 1,921 1,959
16 Other Service Charges 1,875 1,952 1,750 1,633 1,657 1,682 1,707 1,733
17 Other Revenues 697 891 543 543 543 543 543 543
18 Subtotal Non-Tax Revenues 12,510 14,689 12,249 13,853 13,702 12,868 13,051 13,238
19 Total Resources 66,118 70,993 68,889 71,889 73,413 73,774 76,052 78,457
20 Operating Expenses (excl PERS)2 44,576 46,223 49,548 50,746 50,817 53,147 54,349 55,665
21 PERS Normal Costs 4,322 3,612 3,866 3,058 3,020 3,080 3,157 3,236
22 PERS Unfunded Liability 3,536 5,629 6,871 8,134 9,330 10,591 11,416 12,264
23 PERS Discount Rate Adjustment 375 802 1,896 2,550
24 Subtotal: Operating Expenses 52,434 55,464 60,285 61,938 63,542 67,620 70,818 73,716
25 Debt Service 5,312 3,025 3,246 3,245 3,241 2,795 2,391 2,391
26 Transfer to CDBG 73 147 154 154 154 154 154 154
27 Transfer to Insurance Benefit Fund 280 2,124 1,740 750 500 - - -
28 Transfer to Parkland Development Fund 900
29 CIP - Fleet Replacement 533 384 - 674 508 485 500 500
30 CIP - IT Replacement 991 617 2,621 639 1,136 525 551 579
31 CIP - Major Facility Replacement 551 146 505 768 550 855 917 962
32 CIP - All Other & Local Measure Funded
projects)2,197 3,329 6,507 3,552 3,797 3,502 3,550 3,728
33 Subtotal: Operating Transfers 9,937 9,773 15,673 9,782 9,886 8,316 8,063 8,314
#REF!
34 Total Expenditures 62,371 65,237 75,958 71,720 73,428 75,937 78,881 82,029
35 Resources Over/(Under) Expenses 3,747 5,757 (6,869) 169 (15) (2,163) (2,829) (3,572)
36 Fund Balance, Beginning of Year 20,317 24,566 21,539 14,181 13,861 13,861 13,357 11,209
37 Nondispensable/Restricted/ Committed - (8,074) (489) (489) (489) (489) (489) (489)
38 Funding Adjustment 502 (709) - - - - -
39 Ending Fund Balance 24,566 21,539 14,181 13,861 13,357 11,209 10,039 7,148
40 Reserve @ 20% Operating Costs (10,487) (11,476) (10,851) (10,708) (10,767) (11,245) (11,501) (11,780)
41 Designated Reserve (8,108) - - - - -
42 Reserve Over/(Under) Policy Level 5,971 10,063 3,330 3,153 2,589 (36) (1,462) (4,633)
Five Year Forecast
17-19 Financial Plan
A1-30
PARKING FUND FIVE-YEAR FORECAST
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 2,641,296 20,200 20,400 20,600 20,800 21,000 21,200 Other Service Charges (15,096) 100 (89,100) (90,000) (96,400) (97,400) (98,400) Total Service Charges 6,665,822 3,715,700 4,507,200 4,554,300 4,571,400 4,676,700 4,913,700 Investment and Property Revenues 122,236 48,200 48,000 52,000 53,900 24,400 22,700 Fines and Forfeitures 579,823 669,900 587,300 593,200 599,100 605,100 611,100 Other Revenues 161,991 - 100 100 100 100 100 Total Revenues 7,529,872 4,433,800 5,142,600 5,199,600 5,224,500 5,306,300 5,547,600 ExpendituresOperating ProgramsOperating Expenses 1,835,753 2,385,106 1,996,088 2,039,625 2,100,800 2,210,500 2,421,100 Retirement Contribution 1 61,300 62,600 64,400 66,100 67,700 Unfunded Liabilities 1 157,700 171,800 193,300 207,500 222,300 CalPERS Discount Rate Cost 1 - 6,200 12,500 28,500 36,700 General Government 711,587 684,603 622,189 622,189 601,200 601,200 601,200 Total Operating Programs 2,547,340 3,069,709 2,837,277 2,902,414 2,972,200 3,113,800 3,349,000 Capital Improvement Plan Projects 20,547 2,231,404 825,000 650,000 23,688,069 120,633 59,749 Debt Service 959,201 969,400 967,400 967,500 2,047,500 2,412,500 2,409,300 Total Expenditures 3,527,088 6,270,513 4,629,677 4,519,914 28,707,769 5,646,933 5,818,049 Other Sources (Uses)Operating Transfers In - - - - - - - Operating Transfers Out (473,368) - (157,644) (169,865) - - - Proceeds from Debt Financing - - - - 17,600,000 - - Other - (11,198) GST Loan per Council Approval (500,000) Total Other Sources (Uses)(473,368) (511,198) (157,644) (169,865) 17,600,000 - -
Revenues Over/(Under) Expenses 3,529,416 (2,347,911) 355,279 509,821 (5,883,269) (340,633) (270,449)
Working Capital, Beginning of Year 8,391,033 12,255,677 9,907,766 10,263,045 10,772,866 4,889,597 4,548,964 Adjustment for Long Term Accruals 335,228 - - - - - - Working Capital, End of Year 12,255,677 9,907,766 10,263,045 10,772,866 4,889,597 4,548,964 4,278,515 Reserve 509,468 613,942 567,455 580,483 594,440 622,760 669,800 Unreserved Working Capital 11,746,209 9,293,824 9,695,590 10,192,383 4,295,157 3,926,204 3,608,715
2017-19 Financial Plan
1CalPERS detail was included in total Operating Expenses prior to 2017-18. 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. Modificaitons to fines, forfietures 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
Actual2015-16 Budget2016-17 Projected
A1-31
TRANSIT FUND FIVE-YEAR FORECAST
Actual Budget2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22RevenuesInvestment and Property Revenues 6,404 5,800 5,800 5,800 5,800 5,800 5,800 From Other GovernmentsTDA Revenues (LTF)1,312,716 1,286,625 1,166,759 1,166,759 1,166,759 1,166,759 1,166,759 TDA Revenues (STA)162,418 159,890 154,027 152,748 151,482 150,228 148,987 Other Grants*39,738 1,300,200 174,600 1,060,000 1,590,000 1,590,000 250,000 FTA Grants 1,373,948 1,424,555 1,426,251 1,426,252 1,399,640 1,399,640 1,399,641 Service Charges 658,601 690,381 709,357 711,181 816,876 834,501 834,501 Other Revenues 868 4,600 6,600 6,599 6,600 6,600 6,600 Total Revenues 3,554,693 4,872,051 3,643,395 4,529,339 5,137,157 5,153,529 3,812,289 ExpendituresOperating ProgramsOperating Expenses 2,920,657 3,448,368 3,362,166 3,453,417 3,505,513 3,511,832 3,518,277 Retirement Contribution 1 22,956 22,956 23,276 24,545 25,066 Unfunded Liabilities 1 38,229 41,634 41,634 50,263 53,858 CalPERS Discount Rate Cost 1 1,884 3,823 8,526 10,555 General Government 277,329 288,995 319,987 319,987 312,332 312,332 312,332 Motion Project - One-time 58,081 Total Operating Programs 3,197,986 3,737,363 3,743,338 3,897,959 3,886,578 3,907,498 3,920,087 Capital Improvement Plan Projects*- 2,003,324 335,000 1,141,570 1,617,035 1,615,982 277,248 Total Expenditures 3,197,986 5,740,687 4,078,338 5,039,529 5,503,613 5,523,480 4,197,335 Other Sources (Uses)Operating Transfers Out (61,398) Other Sources (4,200) Total Other Sources (Uses)- (4,200) (61,398) - - - -
Revenues and Other Sources (Over/Under) 356,708 (872,836) (496,341) (510,190) (366,456) (369,951) (385,047)
Working Capital, Beginning of Year 2,775,920 2,983,714 2,110,878 1,614,537 1,104,347 737,891 367,940 (148,914) - - - - - - Working Capital, End of Year Fund Reserves 2,983,714 2,110,878 1,614,537 1,104,347 737,891 367,940 (17,107) Reserve (20% of operating)639,597 747,473 748,668 779,592 777,316 781,500 784,017Unreserved Working Capital 2,344,117 1,363,405 865,870 324,755 (39,425) (413,560) (801,124)* 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 10% 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. 2017-19 LTF revenue reductions 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 Financial Plan Projected
1CalPERS detail was included in total Operating Expenses prior to 2017-18.
Adjustment for Long Term Accruals
A1-32
WATER FUND FIVE-YEAR FORECAST
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22Actual Revised Budget Budget Budget Budget Budget
REVENUES BY TYPEWater Services Charges 13,000,320$ 13,000,300$ 14,989,116$ 15,438,789$ 15,901,953$ 16,379,011$ 16,870,382$ Drought Surcharge Volumetric 1,962,353$ 2,197,800$ -$ -$ -$ -$ -$ Base Fee Revenue 1,379,930$ 1,772,500$ 2,234,196$ 2,316,462$ 2,401,653$ 2,489,870$ 2,581,219$ Drought Surcharge - Base Fee 67,480$ 131,500$ -$ -$ -$ -$ Cal Poly Sales 862,813$ 825,000$ 866,250$ 892,238$ 919,005$ 946,575$ 974,972$ Recycled Water 666,128$ 650,000$ 400,000$ 412,000$ 424,360$ 437,091$ 450,204$ Development Impact Fees 1,542,268$ 900,000$ 800,000$ 800,000$ 800,000$ 800,000$ 800,000$ AB 939 Reimbursement 141,957$ 142,000$ 145,000$ 147,900$ 150,858$ 153,875$ 156,953$ Investment & Property Revenue 186,597$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ Proceeds from Debt 8,500,000$ 16,300,000$ Miscellaneous 262,296$ 264,000$ 523,000$ 523,000$ 523,000$ 523,000$ 523,000$ TOTAL 20,072,143$ 19,933,100$ 20,007,562$ 29,080,388$ 37,470,828$ 21,779,422$ 22,406,729$
EXPENDITURE BY CATEGORYSalaries & Benefits 3,238,149$ 4,169,597$ 4,303,352$ 4,363,850$ 4,525,990$ 4,628,714$ 4,847,167$ Operating Expenditures 9,671,742$ 12,210,606$ 10,927,642$ 11,113,746$ 11,168,472$ 11,267,996$ 11,363,188$ Capital Outlay 2,366,716$ 7,514,756$ 3,303,762$ 9,435,850$ 17,165,287$ 2,785,848$ 2,178,419$ Debt Service 2,169,951$ 2,193,791$ 2,194,005$ 2,955,652$ 2,955,561$ 3,718,787$ 3,766,571$ Transfers Out 1,797,668$ 2,038,842$ 2,426,787$ 2,533,465$ 2,241,020$ 2,283,901$ 2,327,640$ TOTAL 19,244,226$ 28,127,592$ 23,155,547$ 30,402,563$ 38,056,330$ 24,685,246$ 24,482,985$
CHANGES IN FINANCIAL POSITION
Working Capital - Beginning 21,876,499$ 22,571,449$ 14,376,957$ 11,228,971$ 9,906,796$ 9,321,294$ 6,415,470$ Revenues over (under) Expenditure 827,916$ (8,194,492)$ (3,147,986)$ (1,322,175)$ (585,502)$ (2,905,824)$ (2,076,256)$ Adjustment for Long Term Accruals (132,966)$ Working Capital - Year End 22,571,449$ 14,376,957$ 11,228,971$ 9,906,796$ 9,321,294$ 6,415,470$ 4,339,214$
Operating Reserve 2,941,512$ 3,683,809$ 3,531,556$ 3,602,212$ 3,587,096$ 3,636,122$ 3,707,599$ Rate Stabilization 1,386,313$ 1,382,530$ 1,585,537$ 1,633,103$ 1,682,096$ 1,000,000$ Unreserved Working Capital - Year End 18,243,624$ 9,310,618$ 6,111,878$ 4,671,481$ 4,052,101$ 1,779,348$ 631,615$
A1-33
SEWER FUND ANALYSIS 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22Actual Budget Budget Budget Budget Budget Budget
REVENUES BY TYPESewer Service Charges 13,062,863$ 12,800,000$ 12,800,000$ 13,174,833$ 13,570,078$ 13,977,180$ 14,396,496$ 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 209,651$ 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 274,289$ 247,500$ 274,000$ 293,211$ 299,075$ 305,057$ 311,158$ TOTAL 16,638,220$ 15,945,200$ 35,385,464$ 72,861,394$ 51,847,164$ 46,347,776$ 17,863,684$
EXPENDITURE BY CATEGORYSalaries & Benefits 3,630,041$ 4,378,890$ 4,317,323$ 4,474,321$ 4,638,290$ 4,816,674$ 4,963,645$ Operating Expenditures 2,388,767$ 3,497,565$ 3,000,534$ 3,004,670$ 3,114,785$ 3,161,507$ 3,208,930$ Capital Outlay 5,178,482$ 21,366,383$ 22,061,023$ 58,195,380$ 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$ 2,494,262$ 2,631,999$ 2,341,525$ 2,386,416$ 2,432,204$ TOTAL 14,703,931$ 32,759,788$ 33,306,851$ 69,737,375$ 52,010,479$ 45,744,964$ 22,243,665$
EXPENDITURE BY FUNCTIONGeneral Government 2,143,573$ 2,155,530$ 2,568,448$ 2,705,621$ 2,373,733$ 2,418,468$ 2,464,457$ Wastewater Collection 2,927,473$ 12,233,582$ 4,410,586$ 3,488,657$ 3,990,557$ 3,681,969$ 6,001,884$ Environmental Compliance 236,987$ 281,281$ 265,608$ 281,847$ 325,943$ 300,763$ 309,028$ Water Resource Recovery 7,611,910$ 14,959,338$ 23,930,619$ 61,020,717$ 42,979,345$ 36,989,582$ 11,031,207$ Utilities Revenue -$ -$ 509,532$ 523,510$ 535,112$ 547,428$ 558,455$ Water Quality Lab 588,348$ 889,545$ 780,277$ 803,775$ 827,969$ 853,980$ 876,174$ Sewer Customer Service 350,279$ 503,636$ -$ -$ -$ -$ -$ Wastewater Administration 845,361$ 1,736,874$ 841,781$ 977,333$ 977,821$ 952,774$ 1,002,460$ TOTAL 14,703,931$ 32,759,788$ 33,306,851$ 69,801,459$ 52,010,479$ 45,744,964$ 22,243,665$
CHANGES IN FINANCIAL POSITION
Working Capital - Beginning 27,071,809$ 28,917,309$ 12,102,721$ 14,181,334$ 17,305,353$ 17,142,038$ 17,744,850$ Revenues over (under) Expenditures 1,934,289$ (16,814,588)$ 2,078,613$ 3,124,019$ (163,315)$ 602,812$ (4,379,982)$ Adjustment for Long Term Accruals (88,789)$ Working Capital - Year End 28,917,309$ 12,102,721$ 14,181,334$ 17,305,353$ 17,142,038$ 17,744,850$ 13,364,868$
Operating Reserve 1,617,581$ 1,991,563$ 1,962,424$ 2,022,198$ 2,018,920$ 2,072,919$ 2,120,956$ Rate Stabilization 697,565$ 683,750$ 683,750$ 703,804$ 724,918$ 746,666$ 769,066$ Unreserved Working Capital - Year End 26,602,163$ 9,427,408$ 11,535,160$ 14,579,351$ 14,398,200$ 14,925,265$ 10,474,847$
A1-34
2017-19 LOCAL REVENUE MEASURE - FUNDING SUMMARY
Project Title 2017-18 2018-19 2017-18 2018-19
Ongoing Open Space Maintenance 60,000 60,000 120,000
Open Space Acquisition 100,000 100,000 200,000 Laguna Lake 40,000 100,000 140,000
Open Space Wildfire Fuel Reduction 5,000 5,000 10,000
Ranger Services (Ranger Staffing; FTE = 2) 139,685 147,068 286,753 Subtotal 144,685 152,068 200,000 260,000 756,753
Pedestrian and Bicycle Pathway Maintenance 60,000 60,000 120,000
Bicycle Facility Improvements 100,000 100,000 200,000
Sidewalk Replacement and Installation 25,000 50,000 75,000
Bob Jones Trail - Prefumo Creek Connection to Oceanaire 216,000 216,000
Railroad Safety Trail - Pepper Street to Train Station 30,000 30,000
Active Transportation Plan 40,000 40,000
Downtown Renewal 190,000 190,000
Transportation Planning and Engineering (Engineers, Bike Coordinator; FTE = 1.6) 189,099 201,675 390,774 Subtotal 189,099 201,675 415,000 456,000 1,261,774
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Open Space Preservation
Bicycle and Pedestrian Improvements
Operating Programs CIP 2-yr Total Funding
A1-35
2017-19 LOCAL REVENUE MEASURE - FUNDING SUMMARY
Project Title 2017-18 2018-19 2017-18 2018-19
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding
Traffic Safety Report Implementation 60,000 60,000
Transportation Safety & Operations 30,000 30,000 60,000
Traffic Signs & Striping Maintenance 25,000 25,000 50,000
City Facility Parking Lot Maintenance 120,000 120,000
Neighborhood Traffic Improvements 75,000 75,000 150,000
Signal and Light Maintenance (Technician; FTE = 1) 111,001 112,138 223,138 Subtotal 111,001 112,138 190,000 250,000 663,138
Police Patrol Vehicles 102,000 153,000 255,000
Police Motorcycle 34,000 34,000
Fire Emergency Response Vehicle 135,000 135,000
Fire Training Service Vehicle 58,000 58,000
Emergency Dispatch Center Building Maintenance 27,000 145,000 172,000 Emergency Dispatch Center Technology and Equipment Replacement 82,023 82,023
Police Station Building Maintenance and Improvements 35,000 94,000 129,000
Fire Stations Building Maintenance 126,700 57,300 184,000
South Hills Radio Site Upgrade 250,000 250,000
Police Digital Storage Equipment Replacement 80,000 80,000
Police Handheld and Vehicle Radio Replacement 180,000 180,000
Facility Security Cameras 26,500 26,500
Fire and Police Radio System Upgrade 100,000 100,000
Traffic Congestion Relief / Safety Improvements
Public Safety
A1-36
2017-19 LOCAL REVENUE MEASURE - FUNDING SUMMARY
Project Title 2017-18 2018-19 2017-18 2018-19
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding
Fire Station 4 Emergency Backup Generator 7,000 72,500 79,500
Street Lighting 20,000 20,000 40,000
Police Station Replacement Study 15,000 15,000
PuslePoint CPR Software 8,000 8,000 16,000
Patrol Services (Officers, Sergeant; FTE = 4) 884,388 928,077 1,812,465 Subtotal 892,388 936,077 961,200 858,823 3,648,488
Street Reconstruction and Resurfacing 1,600,000 1,600,000 3,200,000
Streets Maintenance Dump Truck and Street Sweeper Unit 130,000 130,000 260,000
Streets Maintenance Crack Sealant Machine 53,000 53,000
Streets Maintenance Loader with Skip & Drag Attachment 133,000 133,000
Streets Maintenance Slide in Patcher 205,000 205,000
Streets Maintenace Medium Duty Truck 120,000 120,000
Electric Forklift 35,000 35,000
Streets Maintenance Portable Message Board 20,000 20,000
Corporation Yard Building Maintenance 9,500 24,250 33,750
CIP Project Engineering (Inspector; FTE = 1) 113,899 115,325 229,224
Streets and Sidewalk Maintenance (Maintenance Worker; FTE = 1) 100,695 101,869 202,564 Subtotal 214,594 217,194 2,080,500 1,979,250 4,491,538
Neighborhood Street Paving
A1-37
2017-19 LOCAL REVENUE MEASURE - FUNDING SUMMARY
Project Title 2017-18 2018-19 2017-18 2018-19
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding
Mission Plaza Railing Upgrade 30,000 30,000 Building and Safety (Code Enforcement Officer, Neighborhood Services Specialists; FTE = 3) 252,729 269,025 521,754 Subtotal 252,729 269,025 - 30,000 551,754
Storm Drain System Replacement 231,000 317,100 548,100
Bridge Maintenance 50,000 50,000 Creek and Flood Protection (Collection Operators, Stormwater Management Plan; FTE = 6) 641,742 652,195 1,293,937 Subtotal 641,742 652,195 231,000 367,100 1,892,037
Parks Maintenance Pickup Truck 35,000 35,000
Parks Maintenance Tractor 42,000 42,000
Parks Maintenance Utility Cart 26,000 26,000
Parks Maintenance Equipment Replacement 41,000 41,000
Golf Course Mower 33,000 33,000
Golf Course Utility Carts 56,000 56,000 Swim Center Building Maintenance and Equipment Replacement 18,500 27,000 45,500
Swim Center Co-Generation Plant 85,000 85,000
Ludwick Center Gym Lights 15,500 15,500
Ludwick Center and Jack House Shell Assessment 57,500 57,500
Jack House Building Maintenance 16,500 16,500
Parks and Recreation Building Maintenance 7,200 43,200 50,400
Park Playground Equipment Replacement 80,000 80,000
Flood Protection
Parks and Recreation/Senior Programs and Facilities
Code Enforcement
A1-38
2017-19 LOCAL REVENUE MEASURE - FUNDING SUMMARY
Project Title 2017-18 2018-19 2017-18 2018-19
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding
Park Major Maintenance and Repairs 170,000 290,000 460,000
City/County Library Remodel, Major Maintenance and ADA Compliance 408,900 22,950 431,850
Mission Plaza Restroom and Enhancements 25,000 25,000
Parks and Landscape Maintenance (Maintenance Worker; FTE = 1) 83,520 84,563 168,083 Subtotal 83,520 84,563 723,100 777,150 1,668,333
City Hall Building Maintenace 251,900 251,900
Multi-Site Energy Management Software 24,000 24,000 48,000 Subtotal - - 275,900 24,000 299,900
2,529,758 2,624,935 5,076,700 5,002,323 15,233,716
Other Vital Services and Capital Projects
Total Local Revenue Measure Uses
A1-39
MAJOR CITY GOALS/OTHER IMPORTANT OBJECTIVE FUNDING SUMMARY
MCG/OIO Goal Statement Expenditure Type 2017/18 2018/19 2017/18 2018/19
Ongoing 177,484$ 184,637$ -$ -$
Reallocation2 63,410$ 66,415$ -$ -$
New Programs/Projects -$ -$ -$ -$
Ongoing 5,296,480$ 5,431,858$ -$ -$ Reallocation**-$ -$ -$ -$ New Programs/Projects -$ -$ 3,715,500$ 15,680,000$
Ongoing -$ -$ -$ -$
Reallocation2 112,217$ 118,754$ -$ -$
New Programs/Projects 115,500$ 87,000$ 30,000$ 75,000$
Ongoing 1,371,585$ 821,080$ -$ -$
Reallocation2 75,000$ -$ -$ -$
New Programs/Projects -$ -$ -$ -$
Ongoing 969,703$ 977,257$ -$ -$
Reallocation2 75,000$ -$ -$ -$
New Programs/Projects -$ -$ 440,000$ 55,000$ TOTAL WORK PROGRAMS 8,256,379$ 7,687,001$ 4,185,500$ 15,810,000$ 1 Other Important Objective2Dollars displayed represent the workload that is being reallocated within existing resources (net-zero). 3 Palm-Nipomo Parking Structure Capital Project is included in both Multi-Modal and Downtown Vitality.Expenditure Type Summary Table Operating Capital
Ongoing $ 15,230,084 $ - Reallocation $ 510,796 $ - New Programs/Projects $ 202,500 19,995,500$ Total:15,943,380$ 19,995,500$
Downtown Vitality1,3
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 & 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.
Housing2%
Multi-Modal Transportation72%
Climate Action2%
Fiscal Sustainability and Responsibility12%
Downtown Vitality12%
2017/18 TOTAL MAJOR CITY GOALS/OTHER IMPORTANT OBJECTIVE WORK PROGRAMS(Includes Operating and Capital Expenditures)
A1-40
Community Safety
Department Title Fund*One-Time Ongoing
Year 1 Total One-Time Ongoing
Year 2 Total
Police SLO County Animal Shelter Replacement GF -$ 130,000$ 130,000$ -$ 130,000$ 130,000$
Police Police Patrol - Reorganization GF -$ -$ -$ -$ -$ -$ -$ 130,000$ 130,000$ -$ 130,000$ 130,000$ Infrastructure & Transportation
Department Title Fund*One-Time Ongoing
Year 1 Total One-Time Ongoing
Year 2 Total Admin. (IT)Cellular Services Funding GF -$ 12,500$ 12,500$ -$ 12,500$ 12,500$ Admin. (IT)Office 365 Funding GF 26,500$ -$ 26,500$ -$ -$ -$
Utilities Water Treatment-Temporary Staffing WF 130,870$ -$ 130,870$ -$ -$ -$
157,370$ 12,500$ 169,870$ -$ 12,500$ 12,500$ Environmental Health & Open Space
Department Title Fund*One-Time Ongoing
Year 1 Total One-Time Ongoing
Year 2 Total Parks & Recreation Comprehensive Parks & Recreation Element Update GF 160,000$ -$ 160,000$ -$ -$ -$
160,000$ -$ 160,000$ -$ -$ -$ Community & Neighborhood Livability
Department Title Fund*One-Time Ongoing
Year 1 Total One-Time Ongoing
Year 2 Total Community Development Dev. Service Staffing & Contract Services GF 862,219$ -$ 862,219$ 206,349$ -$ 206,349$
Community Development Code Enforcement Priorities GF 60,388$ -$ 60,388$ -$ -$ -$
922,607$ -$ 922,607$ 206,349$ -$ 206,349$ Fiscal Health & Governanace
Department Title Fund*One-Time Ongoing
Year 1 Total One-Time Ongoing
Year 2 Total
Finance Motion Project - Business Analyst GF -$ -$ -$ -$ -$ -$
Finance Motion Project - User Licenses GF -$ -$ -$ -$ 200,000$ 200,000$
Finance Program Restructuring GF -$ -$ -$ -$ -$ -$ HR Day of Welcome GF -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 200,000$ 200,000$ 1,239,977$ 142,500$ 1,382,477$ 206,349$ 342,500$ 548,849$
Total Infrastructure & Transportation
Total Environmental Health & Open Space
*GF = General Fund; WF = Water Fund
Total Community & Neighborhood Livability
Total Fiscal Health & Governanace
SIGNIFICANT OPERATING PROGRAM CHANGE REQUESTSSUMMARY BY FUNCTION
TOTAL SOPC REQUESTS
2017-18 2018-19
2017-18 2018-19
2017-18 2018-19
2017-18 2018-19
2017-18 2018-19
Total Community Safety
Community & Neighborhood Livability67%
Community Safety9%
Infrastructure & Transportation12%
Environmental Health & Open Space12%
2017-18
Community & Neighborhood Livability38%
Community Safety24%
Infrastructure & Transportation2%
Fiscal Health & Governance36%
2018-19
A1-41
Actual Budget
2015-16 2016-17 2017-18
%Change 2018-19
%Change
Tax And Franchise Revenue 56,304,257 57,489,259 58,035,218 0%59,710,423 3%Fines And Forefeitures 748,595 825,876 734,900 -11%740,800 1%Investment & Property Revenue 1,767,619 515,400 512,898 0%516,898 1%Subventions & Grants 3,197,854 2,215,633 2,751,128 24%16,001,885 482%Service Charges 53,500,804Governmental Funds 9,351,988 8,522,379 9,491,384 11%9,484,425 0%Special Revenue Funds 1,825,521 1,647,975 1,786,387 8%1,720,675 -4%Enterprise Funds 43,416,071 39,377,573 40,574,583 3%41,757,219 3%Agency Fund 1,414,066 1,733,888 1,648,450 -5%1,528,691 -7%From Other Governments 2,849,082 2,886,069 2,747,037 -5%2,745,758 0%Impact Fees 1,505,028 889,990 250,000 -72%250,000 0%Other Revenues 860,780 205,101 489,300 139%532,498 9%Total Current Sources 123,240,861 116,309,143 119,021,285 2% 134,989,272 13%
Proceeds From Debt Financing 0 1,166,600 20,095,000 65,624,000 227%Expenditure Savings 0 1,428,944 1,268,462 1,300,000Fund Balance/Other (Sources) Uses 1,132,651 48,672,274 1,639,985 -97%1,197,135 -27%
Total $124,373,512 $167,576,961 $142,024,732 -15%$203,110,407 43%
BUDGET SUMMARYTOTAL FUNDING SOURCES - ALL FUNDS COMBINED2017-19 Funding Sources : 142 million
2017-2019 Financial Plan
Tax And Franchise Revenue41%
Fines And Forefeitures1%Investment & Property Revenue0%Subventions & Grants2%
Service Charges38%
From Other Governments2%
Impact Fees0%
Other Revenues0%
Proceeds From Debt Financing14%
Expenditure Savings1%
Fund Balance/Other (Sources) Uses1%
A1-42
Actual Budget
2015-16 2016-17 2017-18
%Change 2018-19
%Change
Tax And Franchise Revenue 56,304,257 57,489,259 58,035,218 1%59,710,423 3%Fines And Forefeitures 172,353 156,000 147,600 -5%147,600 0%Investment & Property Revenue 572,999 331,700 356,098 7%356,098 0%Subventions & Grants 1,538,869 323,000 2,401,968 644%14,872,325 519%Service Charges 9,351,988 8,522,379 11,573,271 36%11,493,599 -1%Other Revenues 109,740 55,000 170,660 210%210,660 23%Total $68,050,206 $66,877,338 $72,684,815 9%$86,790,705 19%
BUDGET SUMMARYTOTAL REVENUES - GOVERNMENTAL FUNDS2017-18 Funding Sources : $72.7 million
2017-2019 Financial Plan
Tax And Franchise Revenue80%
Fines And Forefeitures0%
Investment & Property Revenue1%
Subventions & Grants3%Service Charges16%
Other Revenues0%
A1-43
Actual Budget
2015-16 2016-17 2017-18
%Change 2018-19
%Change
Fines And Forefeitures 576,242 669,876 587,300 -12%593,200 1%Investment & Property Revenue 1,194,621 183,700 156,800 -15%160,800 3%Trust and Agency Revenues 1,658,984 1,892,633 1,310,950 -31%1,177,691 -10%Service Charges 47,545,601 42,759,436 41,030,083 -4%42,131,220 3%From Other Governments 2,849,082 2,886,069 2,921,637 1%3,805,758 30%Impact Fees 1,505,028 889,990 250,000 -72%250,000 0%Other Revenues 751,040 150,101 79,700 -47%89,771 13%Total $56,080,599 $49,431,805 $46,336,470 -6%$48,208,440 4%
BUDGET SUMMARYTOTAL REVENUES - ENTERPRISE, AGENCY, & OTHER/INTERNAL SERVICE FUNDS2017-18 Funding Sources : $46.3 million
2017-2019 Financial Plan
Fines And Forefeitures1%Investment & Property Revenue0%Trust and Agency Revenues3%
Service Charges89%
From Other Governments6%
Impact Fees1%
Other Revenues0%
A1-44
BUDGET SUMMARYTOTAL EXPENDITURES BY OBJECT TYPE - ALL FUNDS
OBJECT TYPE 2016-17 2017-18 % Change 2018-19 % ChangeOperating Programs 98,475,928 99,480,759 1% 101,439,423 2%Staffing 61,685,339 62,575,311 1% 64,359,904 3%Contract Services 22,714,598 21,713,418 -4% 21,709,755 0%Other Operating Expenditures 14,075,991 15,192,030 8% 15,369,763 1%
Capital Improvement Plan 29,665,336 34,574,100 17% 92,810,617 168%
Debt Service 7,844,645 7,969,872 2% 8,860,368 11%TOTAL 135,985,909$ 142,024,731$ 4% 203,110,408$ 43%*Excludes carryover
2017-19 Financial Plan
Operating Programs70%
Capital Improvement Plan24%
Debt Service6%
2017-18 EXPENDITURES BY TYPE: $142 million
A1-45
BUDGET SUMMARYTOTAL EXPENDITURES BY FUNCTION - OPERATING & CAPITAL
FUNCTION 2017-18 2018-19
OperatingCommunity & Neighborhood Livability 9,074,845$ 8,815,479$ Community Safety 29,782,942$ 30,536,947$ Culture & Recreation 3,613,123$ 3,858,593$ Environmental Health & Open Space 8,704,220$ 8,811,560$ Fiscal Health & Governance 18,015,207$ 18,494,892$ Infrastructure & Transportation 30,290,423$ 30,921,953$ Total Operating 99,480,759$ 101,439,423$ CapitalCommunity & Neighborhood Livability 170,000$ 425,000$ Community Safety 390,000$ 578,600$ Culture & Recreation 620,000$ 416,700$ Environmental Health & Open Space 20,789,000$ 68,098,000$ Infrastructure & Transportation 12,605,100$ 23,292,317$ Total Capital 34,574,100$ 92,810,617$ Debt ServiceDebt Service - All Funds 7,969,872$ 8,860,368$ Total Debt Service 7,969,872$ 8,860,368$
TOTAL 142,024,731$ 203,110,408$
Community & Neighborhood Livability6%
Community Safety21%
Culture & Recreation3%Environmental Health & Open Space21%Fiscal Health & Governance13%
Infrastructure & Transportation30%
Debt Service6%
2017-18 TOTAL EXPENITURES BY FUNCTIONOperating & Capital Combined
A1-46
BUDGET SUMMARYTOTAL OPERATING EXPENDITURES BY FUNCTION AND FUND
2017-18 2018-19
General Fund 8,366,542 8,084,949CDBG Fund 192,410 198,983Water Fund 515,893 531,547 Total Community & Neighborhood Livability: $ 9,074,845 $ 8,815,479
General Fund 29,782,942 30,536,947 Total Community Safety: $ 29,782,942 $ 30,536,947
General Fund 3,605,623 3,851,093Boysen Ranch Conservation 7,500 7,500 Total Culture & Recreation: $ 3,613,123 $ 3,858,593
General Fund 1,023,313 1,044,575Water Fund 2,791,977 2,761,401Sewer Fund 4,858,140 4,973,738Haz Mat Task Force Fund 30,790 31,845 Total Environmental Health & Open Space: $ 8,704,220 $ 8,811,560
General Fund 13,409,321 13,771,029Insurance Benefit Fund 1,000,000 1,000,000Downtown Bid Fund 227,000 227,000Tourism Bid Fund 1,340,345 1,345,807Water Fund 705,751 744,618Sewer Fund 1,332,790 1,406,437 Total Fiscal Health & Governance: $ 18,015,207 $ 18,494,892
General Fund 11,281,049 11,443,756Water Fund 11,217,372 11,440,030Parking Fund 2,215,088 2,280,225Sewer Fund 1,126,926 1,167,306Transit Fund 3,423,351 3,519,891Whale Rock Fund 1,026,637 1,070,745 Total Infrastructure & Transportation: $ 30,290,423 $ 30,921,953
TOTAL EXPENDITURES:99,480,759 101,439,423
FUNCTION & FUND
Environmental Health & Open Space
Fiscal Health & Governance
Infrastructure & Transportation
Community & Neighborhood Livability
Culture & Recreation
Community Safety
A1-47
BUDGET SUMMARYTOTAL OPERATING EXPENDITURES BY FUNCTION AND FUND
2017-18 2018-19
General Fund 8,366,542 8,084,949CDBG Fund 192,410 198,983Water Fund 515,893 531,547 Total Community & Neighborhood Livability: $ 9,074,845 $ 8,815,479
General Fund 29,782,942 30,536,947 Total Community Safety: $ 29,782,942 $ 30,536,947
General Fund 3,605,623 3,851,093Boysen Ranch Conservation 7,500 7,500 Total Culture & Recreation: $ 3,613,123 $ 3,858,593
General Fund 1,023,313 1,044,575Water Fund 2,791,977 2,761,401Sewer Fund 4,858,140 4,973,738Haz Mat Task Force Fund 30,790 31,845 Total Environmental Health & Open Space: $ 8,704,220 $ 8,811,560
General Fund 13,409,321 13,771,029Insurance Benefit Fund 1,000,000 1,000,000Downtown Bid Fund 227,000 227,000Tourism Bid Fund 1,340,345 1,345,807 Total Fiscal Health & Governance: $ 15,976,666 $ 16,343,836
General Fund 11,281,049 11,443,756Water Fund 11,217,372 11,440,030Parking Fund 2,215,088 2,280,225Sewer Fund 1,126,926 1,167,306Transit Fund 3,423,351 3,519,891Whale Rock Fund 1,026,637 1,070,745 Total Infrastructure & Transportation: $ 30,290,423 $ 30,921,953
TOTAL EXPENDITURES:97,442,218 99,288,368
FUNCTION & FUND
Environmental Health & Open Space
Fiscal Health & Governance
Infrastructure & Transportation
Community & Neighborhood Livability
Culture & Recreation
Community Safety
A1-48
BUDGET SUMMARYTOTAL CAPITAL EXPENDITURES BY FUNCTION AND FUND
FUNCTION & FUND 2017-18 2018-19
General Purpose CIPGeneral Capital Outlay -$ -$ Local Revenue Measure Sub-FundMeasure G Revenue 170,000$ 425,000$ Community & Neighborhood Livability Total 170,000$ 425,000$
General CIP Grant Fund 102,000$ 100,000$ Local Revenue Measure Sub-Fund 288,000$ 478,600$ Community Safety Total 390,000$ 578,600$
General Purpose CIP 165,000$ 365,000$ Local Revenue Measure Sub-Fund 405,300$ -$ Public Art Fund 15,000$ 15,000$ General Capital Outlay 34,700$ 36,700$ Culture & Recreation Total 620,000$ 416,700$
Fleet Replacement Fund 30,000$ 75,000$ General CIP Grant Fund -$ 2,500,000$ General Purpose CIP 209,000$ 100,000$ Local Revenue Measure Sub-Fund 200,000$ 260,000$ Sewer Fund 19,500,000$ 56,500,000$ Water Fund 850,000$ 8,663,000$ Environmental Health & Open Space Total 20,789,000$ 68,098,000$
Airport Area Impact Fee 55,000$ 750,000$ Fleet Replacement Fund 465,000$ 359,000$ Local Revenue Measure Sub-Fund 4,013,400$ 3,838,723$ General CIP Grant Fund 705,000$ 10,827,453$ General Purpose CIP 50,000$ 577,547$ Information Technology Replacement Fund 254,255$ 1,078,977$ Major Facility Replacement Fund 45,000$ 101,000$ Parking Fund 831,633$ 668,854$ Sewer Fund 2,561,023$ 1,755,380$ Transit Fund 338,317$ 1,141,570$ Transportation Impact Fee 310,500$ 1,369,000$ Water Fund 2,453,762$ 772,850$ Whale Rock Fund 522,210$ 51,963$ Infrastructure & Transportation Total 12,605,100$ 23,292,317$ TOTAL 34,574,100$ 92,810,617$
Community & Neighborhood Livability
Community Safety
Culture & Recreation
Environmental Health & Open Space
Infrastructure & Transportation
A1-49
BUDGET SUMMARYTOTAL OPERATING EXPENDITURES BY FUND
2016-17 2017-18 % Change 2018-19 % Change
7,500 7,500 0%7,500 0%417,924 192,410 -54%198,983 3%214,000 227,000 6%227,000 0%65,879,224 67,468,790 2%68,732,349 2%30,790 0%31,845 3%Insurance Benefit Fund 1,000,000 1,000,000 0%1,000,000 0%Law Enforce Grant Fund 319,593 -100%0%2,188,099 2,215,088 1%2,280,225 3%7,098,120 7,317,856 3%7,547,482 3%1,411,395 1,340,345 -5%1,345,807 0%3,448,368 3,423,351 -1%3,519,891 3%15,508,470 15,230,993 -2%15,477,596 2%983,236 1,026,637 4%1,070,745 4%98,475,928 99,480,759 1% 101,439,423 2%
General FundHaz Mat Task Force Fund
Parking FundSewer Fund
TOTAL
Tourism Bid FundTransit FundWater FundWhale Rock Fund
FUND
Boysen Ranch ConservationCDBG FundDowntown Bid Fund
Boysen Ranch Conservation0%
CDBG Fund0%Downtown Bid Fund0%
General Fund69%
Haz Mat Task Force Fund0%
Parking Fund2%
Sewer Fund7%
Tourism Bid Fund1%
Transit Fund4%
Water Fund16%
Whale Rock Fund1%
2017-18 EXPENDITURES BY FUND
A1-50
FUND 2017-18 2018-19Airport Area Impact Fee 55,000$ 750,000$ Fleet Replacement Fund 495,000$ 434,000$ General CIP Grant Fund 807,000$ 13,427,453$ General Purpose CIP 424,000$ 1,042,547$ Information Technology Replacement Fund 304,000$ 1,294,294$ Local Revenue Measure Sub-Fund 5,076,700$ 5,002,323$ Major Facility Replacement Fund 52,200$ 144,200$ Parking Fund 825,000$ 650,000$ Public Art Fund 49,700$ 51,700$ Sewer Fund 22,042,500$ 58,162,000$ Transit Fund 335,000$ 1,085,000$ Transportation Impact Fee 310,500$ 1,369,000$ Water Fund 3,277,500$ 9,362,100$ Whale Rock Fund 520,000$ 36,000$ TOTAL 34,574,100$ 92,810,617$
CAPITAL IMPROVEMENT PLAN - SUMMARY BY FUND
Airport Area Impact Fee1%
Fleet Replacement Fund1%
General CIP Grant Fund11%
General Purpose CIP1%Information Technology Replacement Fund1%Local Revenue Measure Sub-Fund8%
Major Facility Replacement Fund0%Parking Fund1%
Public Art Fund0%
Sewer Fund63%
Transit Fund1%
Transportation Impact Fee1%Water Fund10%
Whale Rock Fund1%
2017-19 CIP by FUND
A1-51
OPERATING PROGRAMS
AUTHORIZED FULL-TIME EQUIVALENT STAFFING BY DEPARTMENT
DEPARTMENT & PROGRAM 2016-17 2017-18 2018-19
CITY ADMINISTRATION 27.25 27.25 27.25
CITY ATTORNEY'S OFFICE 3.00 3.00 3.00
COMMUNITY DEVELOPMENT 36.00 32.40 31.90
FINANCE 12.50 12.50 12.50
FIRE 57.00 57.00 57.00
HUMAN RESOURCES 5.00 5.00 5.00
PARKS & RECREATION 18.00 18.00 18.00
POLICE 86.50 85.50 85.50
PUBLIC WORKS 80.15 80.15 80.15
UTILITIES 71.00 71.00 71.00
TOTAL 396.40 391.80 391.30
2017-19 Financial Plan
CITY
ADMINISTRATION
7%
CITY ATTORNEY'S
OFFICE
1%
COMMUNITY
DEVELOPMENT
8%
FINANCE
3%
FIRE
15%
HUMAN RESOURCES
1%
PARKS &
RECREATION
5%
POLICE
22%
PUBLIC WORKS
20%
UTILITIES
18%
2017-18 AUTHORIZED FULL-TIME EQUIVALENT
POSITIONS BY DEPARTMENT
A1-52
OPERATING PROGRAMS
FULL-TIME EQUIVALENT STAFFING BUDGET BY DEPARTMENT
DEPARTMENT & PROGRAM 2016-17 2017-18 2018-19
CITY ADMINISTRATION 25.00 25.00 25.00
Administration & Records 5.00 5.00 5.00
City Administration 4.00 4.00 4.00
Community Promotion 0.25 0.25 0.25
Economic Development 1.00 1.00 1.00
Natural Resource Protection 2.00 2.00 2.00
Tourism and Bid Promotion 1.75 1.75 1.75
IT Geographic Info Services 3.00 4.00 4.00
IT Support Services 0.00 2.00 2.00
IT Network Services 8.00 5.00 5.00
CITY ATTORNEY'S OFFICE 3.00 3.00 3.00
City Attorney 3.00 3.00 3.00
COMMUNITY DEVELOPMENT 36.00 32.40 31.90
Building And Safety 13.00 13.50 13.00
Community Development Administration 5.00 5.00 5.00
Development Review 5.00 9.90 9.90
Engineering Development Review 5.00 0.00 0.00
Long Range Planning 3.00 3.00 3.00
Housing Assistance 1.00 1.00 1.00
Rental Housing Inspection 4.00 0.00 0.00
FINANCE 12.50 12.50 12.50
Accounting 6.30 4.80 4.80
Budgets 0.00 1.20 1.20
Financial Administration 3.50 2.50 2.50
Purchasing 0.00 1.70 1.70
Revenue Management 2.70 2.30 2.30
FIRE 57.00 57.00 57.00
Emergency Response 45.00 45.00 45.00
Fire Administration 4.00 4.00 4.00
Fire Apparatus Services 2.00 2.00 2.00
Hazard Prevention 6.00 6.00 6.00
HUMAN RESOURCES 5.00 5.00 5.00
Human Resources 3.70 5.00 5.00
Risk Management 1.30 0.00 0.00
PARKS & RECREATION 18.00 18.00 18.00
Aquatics Sinsheimer Park 1.00 1.00 1.00
Community Services 1.00 1.00 1.00
Facilities 1.00 1.00 1.00
Golf Course Operations & Maintenance 4.00 4.00 4.00
Ranger Program 3.00 3.00 3.00
Parks & Recreation Administration 5.00 5.00 5.00
Recreational Sports 1.00 1.00 1.00
Youth Services 2.00 2.00 2.00
POLICE 86.50 85.50 85.50
Investigations 12.00 12.00 12.00
Neighborhood Outreach & Education Ser 1.00 1.00 1.00
Patrol 43.00 43.00 43.00
Police Administration 5.50 5.50 5.50
2017-19 Financial Plan
A1-53
OPERATING PROGRAMS
FULL-TIME EQUIVALENT STAFFING BUDGET BY DEPARTMENT
DEPARTMENT & PROGRAM 2016-17 2017-18 2018-19
2017-19 Financial Plan
Support Services 20.00 20.00 20.00
Traffic Safety 4.00 4.00 4.00
OTS Step Grant 1.00 0.00 0.00
PUBLIC WORKS 84.30 84.30 84.30
Building Maintenance 5.00 5.00 5.00
CIP Project Engineering 15.00 15.00 15.00
Flood Control 6.15 6.15 6.15
Landscape & Parks Maintenance 12.00 12.00 12.00
Parking Operations/Maintenance 10.00 10.00 10.00
Public Works Administration 6.00 6.00 6.00
Streets & Sidewalk Maintenance 9.65 9.65 9.65
Swim Center Maintenance 1.00 1.00 1.00
Traffic Signal Lights 2.00 2.00 2.00
Transit Operations/Maintenance 3.00 3.00 3.00
Transportation Planning/Engineering 6.00 6.00 6.00
Urban Forest 4.00 4.00 4.00
Vehicle Equipment Maintenance 4.50 4.50 4.50
UTILITIES 69.10 69.10 69.10
Environmental Compliance 1.80 1.80 1.80
Reservoir Operations 3.90 4.00 4.00
Sewer Customer Service 2.15 0.00 0.00
Utilities Revenue 0.00 2.00 2.00
Utilities Services-Water 3.65 3.80 3.80
Wastewater Admin/Eng.6.00 5.00 5.00
Wastewater Collection 6.75 7.15 7.15
Water Admin/Engineering 5.10 4.20 4.20
Water Distribution 12.00 12.50 12.50
Water Quality Lab 3.70 3.70 3.70
Water Resource Recovery 12.30 12.80 12.80
Water Source of Supply 0.70 0.70 0.70
Water Treatment 11.05 11.45 11.45
TOTAL 396.40 391.80 391.30
A1-54
Section B
POLICIES
%8'*(75()(5(1&(0$7(5,$/6
BUDGET AND FISCAL POLICIES
),1$1&,$/3/$1385326($1'25*$1,=$7,21
A. )LQDQFLDO3ODQ2EMHFWLYHV Through its Financial Plan, the City will link resources with results by:
1. Identifying community needs for essential services.
2. Organizing the programs required to provide these essential services.
3. Establishing program policies and goals, which define the nature and level of program services required.
4. Identifying activities performed in delivering program services.
5. Proposing objectives for improving the delivery of program services.
6. Identifying and appropriating the resources required to perform program activities and accomplish
program objectives.
7. Setting standards to measure and evaluate the:
a. Output of program activities.
b. Accomplishment of program objectives.
c. Expenditure of program appropriations.
B. 7ZR<HDU %XGJHW. Following the City's favorable experience, the City will continue using a two-year
financial plan, emphasizing long-range planning and effective program management. The benefits identified
when the City's first two-year plan was prepared for 1983-85 continue to be realized:
1. Reinforcing the importance of long-range planning in managing the City's fiscal affairs.
2. Concentrating on developing and budgeting for the accomplishment of significant objectives.
3. Establishing realistic timeframes for achieving objectives.
4. Creating a pro-active budget that provides for stable operations and assures the City's long-term fiscal
health.
5. Promoting more orderly spending patterns.
6. Reducing the amount of time and resources allocated to preparing annual budgets.
C. 0HDVXUDEOH2EMHFWLYHV The two-year financial plan will establish measurable program objectives and
allow reasonable time to accomplish those objectives.
D. 6HFRQG<HDU%XGJHW Before the beginning of the second year of the two-year cycle, the Council will
review progress during the first year and approve appropriations for the second fiscal year.
E. 2SHUDWLQJ &DUU\RYHU Operating program appropriations not spent during the first fiscal year may be
carried over for specific purposes into the second fiscal year with the approval of the City Manager.
F. *RDO6WDWXV5HSRUWV The status of major program objectives will be formally reported to the Council on an
ongoing, periodic basis.
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G. 0LG<HDU %XGJHW 5HYLHZV The Council will formally review the City’s fiscal condition, and amend
appropriations if necessary, six months after the beginning of each fiscal year.
/21*7(50),1$1&,$/3/$11,1*
$%DODQFHG%XGJHW The City will maintain a balanced budget over the two-year period of the Financial Plan.
This means that:
1. Operating revenues must fully cover operating expenditures, including debt service.
2. Ending fund balance (or working capital in the enterprise funds) must meet minimum policy levels. For
the general and enterprise funds, this level has been established at 20% of operating expenditures.
Under this policy, it is allowable for total expenditures to exceed revenues in a given year; however, in
this situation, beginning fund balance can only be used to fund capital improvement plan proje cts, or
other “one-time,” non-recurring expenditures.
%/RQJ7HUP /LDELOLWLHV DQG 0DLQWHQDQFH RI ,QIUDVWUXFWXUHThe City will give priority to applying
unassigned fund-balance due to one-time expenditure savings or one-time increase in revenue to pay down long-
term unfunded liabilities and invest in infrastructure and equipment.
),1$1&,$/5(3257,1*$1'%8'*(7$'0,1,675$7,21
A. $QQXDO5HSRUWLQJThe City will prepare annual financial statements as follows:
1. In accordance with Charter requirements, the City will contract for an annual audit by a qualified
independent certified public accountant. The City will strive for an unqualified auditors’ opinion.
2. The City will use generally accepted accounting principles in preparing its annual financial statem ents,
and will strive to meet the requirements of the GFOA’s Award for Excellence in Financial Reporting
program.
3. The City will issue audited financial statements within 180 days after year-end.
B. ,QWHULP5HSRUWLQJ The City will prepare and issue timely interim reports on the City’s fiscal status to the
Council and staff. This includes: on-line access to the City’s financial management system by City staff;
monthly reports to program managers; more formal quarterly reports to the Council and Departmen t Heads;
mid-year budget reviews; and interim annual reports.
C. %XGJHW$GPLQLVWUDWLRQAs set forth in the City Charter, the Council may amend or supplement the budget
at any time after its adoption by majority vote of the Council members. The City Manage r has the authority
to make administrative adjustments to the budget as long as those changes will not have a significant policy
impact nor affect budgeted year-end fund balances.
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D. 'HYHORSPHQW 6HUYLFHV 5HYHQXH The City Manager may allocate or designate 75% of over-realized
Development Services revenues exceeding adopted budget for the current fiscal year for temporary
Development Services expenditures for the purpose of timely processing of development permit applications
in the current fiscal year or throughout life of applicable projects. Any and all City Manager authorized
allocations and funds set aside in a designation for future use, shall be reported to the Council on a semi-
annual basis.
*(1(5$/5(9(18(0$1$*(0(17
A. 'LYHUVLILHGDQG6WDEOH%DVH The City will seek to maintain a diversified and stable revenue base to protect
it from short-term fluctuations in any one revenue source.
B. /RQJ5DQJH )RFXV. To emphasize and facilitate long-range financial planning, the City will maintain
current projections of revenues for the succeeding five years.
C. &XUUHQW5HYHQXHVIRU&XUUHQW8VHV The City will make all current expenditures with current revenues,
avoiding procedures that balance current budgets by postponing needed expenditures, accruing future
revenues, or rolling over short-term debt.
D. ,QWHUIXQG7UDQVIHUVDQG/RDQV In order to achieve important public policy goals, the City has established
various special revenue, capital project, debt service and enterprise funds to account for revenues whose u se
should be restricted to certain activities. Accordingly, each fund exists as a separate financing entity from
other funds, with its own revenue sources, expenditures and fund equity.
Any transfers between funds for operating purposes are clearly set fo rth in the Financial Plan, and can only
be made by the Finance Director in accordance with the adopted budget. These operating transfers, under
which financial resources are transferred from one fund to another, are distinctly different from interfund
borrowings, which are usually made for temporary cash flow reasons, and are not intended to result in a
transfer of financial resources by the end of the fiscal year.
In summary, interfund transfers result in a change in fund equity; interfund borrowings do not, as the intent is
to repay the loan in the near term.
From time to time, interfund borrowings may be appropriate; however, these are subject to the following
criteria in ensuring that the fiduciary purpose of the fund is met:
1. The Finance Director is authorized to approve temporary interfund borrowings for cash flow purposes
whenever the cash shortfall is expected to be resolved within 45 days. The most common use of
interfund borrowing under this circumstance is for grant programs like the Community Development
Block Grant, where costs are incurred before drawdowns are initiated and received. However, receipt of
funds is typically received shortly after the request for funds has been made.
2. Any other interfund borrowings for cash flow or other purpos es require case-by-case approval by the
Council.
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3. Any transfers between funds where reimbursement is not expected within one fiscal year shall not be
recorded as interfund borrowings; they shall be recorded as interfund operating transfers that affect
equity by moving financial resources from one fund to another.
86(5)((&2675(&29(5<*2$/6
A. 2QJRLQJ5HYLHZ
Fees will be reviewed and updated on an ongoing basis to ensure that they keep pace with changes in the
cost-of-living as well as changes in methods or levels of service delivery.
In implementing this goal, a comprehensive analysis of City costs and fees should be made at least every five
years. In the interim, fees will be adjusted by annual changes in the Consumer Price Index. Fees may be
adjusted during this interim period based on supplemental analysis whenever there have been significant
changes in the method, level or cost of service delivery.
B. 8VHU)HH&RVW5HFRYHU\/HYHOV
In setting user fees and cost recovery levels, the following factors will be considered:
1. Community-Wide Versus Special Benefit. The level of user fee cost recovery should consider the
FRPPXQLW\ZLGHversus VSHFLDOVHUYLFHnature of the program or activity. The use of general-purpose
revenues is appropriate for community-wide services, while user fees are appropriate for services that are
of special benefit to easily identified individuals or groups.
2. Service Recipient Versus Service Driver. After considering community-wide versus special benefit of
the service, the concept of VHUYLFH UHFLSLHQW versus VHUYLFH GULYHU should also be considered. For
example, it could be argued that the applicant is not the beneficiary of the City's development review
efforts: the community is the primary beneficiary. However, the applicant i s the GULYHUof development
review costs, and as such, cost recovery from the applicant is appropriate.
3. Effect of Pricing on the Demand for Services. The level of cost recovery and related pricing of services
can significantly affect the demand and subsequent level of services provided. At full cost recovery, this
has the specific advantage of ensuring that the City is providing services for which there is genuinely a
market that is not overly-stimulated by artificially low prices.
Conversely, high levels of cost recovery will negatively impact the delivery of services to lower income
groups. This negative feature is especially pronounced, and works against public policy, if the services
are specifically targeted to low income groups.
4. Feasibility of Collection and Recovery. Although it may be determined that a high level of cost recovery
may be appropriate for specific services, it may be impractical or too costly to establish a system to
identify and charge the user. Accordingly, the feasibility of assessing and collecting charges should also
be considered in developing user fees, especially if significant program costs are intended to be financed
from that source.
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C. )DFWRUV)DYRULQJ/RZ&RVW5HFRYHU\/HYHOV
Very low cost recovery levels are appropriate under the following circumstances:
1. There is QR intended relationship between the amount paid and the benefit received. Almost all "social
service" programs fall into this category as it is H[SHFWHGthat one group will subsidize another.
2. Collecting fees is not cost-effective or will significantly impact the efficient delivery of the service.
3. There is QR intent to limit the use of (or entitlement to) the service. Again, most "social service"
programs fit into this category as well as many public safety (police and fire) emergency response
services. Historically, access to neighborhood and community parks would also fit into this category.
4. The service is non-recurring, generally delivered on a "peak demand" or emergency basis, cannot
reasonably be planned for on an individual basis, and is not readily available from a private sector source.
Many public safety services also fall into this category.
5. Collecting fees would discourage compliance with regulatory requirements and adherence is primaril y
self-identified, and as such, failure to comply would not be readily detected by the City. Many small -
scale licenses and permits might fall into this category.
D. )DFWRUV)DYRULQJ+LJK&RVW5HFRYHU\/HYHOV
The use of service charges as a major source of funding service levels is especially appropriate under the
following circumstances:
1. The service is similar to services provided through the private sector.
2. Other private or public sector alternatives could or do exist for the delivery of the service.
3. For equity or demand management purposes, it is intended that there be a direct relationship between the
amount paid and the level and cost of the service received.
4. The use of the service is specifically discouraged. Police responses to disturbances or fal se alarms might
fall into this category.
5. The service is regulatory in nature and voluntary compliance is not expected to be the primary method of
detecting failure to meet regulatory requirements. Building permit, plan checks, and subdivision review
fees for large projects would fall into this category.
E. *HQHUDO&RQFHSWV5HJDUGLQJWKH8VHRI6HUYLFH&KDUJHV
The following general concepts will be used in developing and implementing service charges:
1. Revenues should not exceed the reasonable cost of providing the service.
2. Cost recovery goals should be based on the total cost of delivering the service, including direct costs,
departmental administration costs and organization-wide support costs such as accounting, personnel,
information technology, legal services, fleet maintenance and insurance.
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3. The method of assessing and collecting fees should be as simple as possible in order to reduce the
administrative cost of collection.
4. Rate structures should be sensitive to the "market" for similar services as wel l as to smaller, infrequent
users of the service.
5. A unified approach should be used in determining cost recovery levels for various programs based on the
factors discussed above.
F. /RZ&RVW5HFRYHU\6HUYLFHV
Based on the criteria discussed above, the following types of services should have very low cost recovery
goals. In selected circumstances, there may be specific activities within the broad scope of services provided
that should have user charges associated with them. However, the primary source of fu nding for the
operation as a whole should be general-purpose revenues, not user fees.
1. Delivering public safety emergency response services such as police patrol services and fire suppression.
2. Maintaining and developing public facilities that are provided on a uniform, community-wide basis such
as streets, parks and general-purpose buildings.
3. Providing social service programs and economic development activities.
G. 5HFUHDWLRQ3URJUDPV
The following cost recovery policies apply to the City's recreation programs:
1. Cost recovery for activities directed to adults should be relatively high.
2. Cost recovery for activities directed to youth and seniors should be relatively low. In those
circumstances where services are similar to those provided in the private secto r, cost recovery levels
should be higher.
Although ability to pay may not be a concern for all youth and senior participants, these are desired
program activities, and the cost of determining need may be greater than the cost of providing a uniform
service fee structure to all participants. Further, there is a community-wide benefit in encouraging high-
levels of participation in youth and senior recreation activities regardless of financial status.
3. Cost recovery goals for recreation activities are set as follows:
High-Range Cost Recovery Activities - (60% to 100%)
a. Adult athletics
b. Banner permit applications
c. Child care services
d. Facility rentals (indoor and outdoor; excludes use of facilities for internal City uses)
Mid-Range Cost Recovery Activities - (30% to 60%)
e. Triathlon
f. Golf
g. Summer and Spring Break Camps
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h. Classes
i. Major commercial film permit applications
Low-Range Cost Recovery Activities- (0 to 30%)
j. Aquatics
k. Community gardens
l. Junior Ranger camp
m. Minor commercial film permit applications
n. Skate park
o. Parks and Recreation sponsored events (except for Triathlon)
p. Youth sports
q. Teen services
r. Senior/boomer services
4. For cost recovery activities of less than 100%, there should be a differential in rates between residents
and non-residents. However, the Director of Parks and Recreation is authorized to reduce or eliminate
non-resident fee differentials when it can be demonstrated that:
a. The fee is reducing attendance.
b. And there are no appreciable expenditure savings from the reduced attendance.
5. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special -use areas, and
recreation equipment for activities not sponsored or co-sponsored by the City. Such charges will
generally conform to the fee guidelines described above. However, t he Director of Parks and Recreation
is authorized to charge fees that are closer to full cost recovery for facilities that are heavily used at peak
times and include a majority of non-resident users.
6. A vendor charge of at least 10 percent of gross income will be assessed from individuals or organizations
using City facilities for moneymaking activities.
7. Director of Parks and Recreation is authorized to offer reduced fees such as introductory rates, family
discounts and coupon discounts on a pilot basis (not to exceed 18 months) to promote new recreation
programs or resurrect existing ones.
8. The Parks and Recreation Department will consider waiving fees only when the City Manager
determines in writing that an undue hardship exists.
H. 'HYHORSPHQW5HYLHZ3URJUDPV
The following cost recovery policies apply to the development review programs:
1. Services provided under this category include:
a. Planning (planned development permits, tentative tract and parcel maps, rezonings, general plan
amendments, variances, use permits).
b. Building and safety (building permits, structural plan checks, inspections).
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c. Engineering (public improvement plan checks, inspections, subdivision requirements,
encroachments).
d. Fire plan check.
2. Cost recovery for these services should generally be very high. In most instances, the City's cost
recovery goal should be 100%.
3. However, in charging high cost recovery levels, the City needs to clearly establish and articulate
standards for its performance in reviewing developer applications to ensure that there is “value for cost.”
I. &RPSDUDELOLW\ZLWK2WKHU&RPPXQLWLHV
In setting user fees, the City will consider fees charged by other agencies in accordance with the following
criteria:
1. Surveying the comparability of the City's fees to other communities provides useful background
information in setting fees for several reasons:
a. They reflect the "market" for these fees and can assist in assessing the reasonableness of San Luis
Obispo’s fees.
b. If prudently analyzed, they can serve as a benchmark for how cost-effectively San Luis Obispo
provides its services.
2. However, fee surveys should never be the sole or primary criteria in setting City fees as there are many
factors that affect how and why other communities have set their fees at their levels. For example:
a. What level of cost recovery is their fee intended to achieve compared with our cost recovery
objectives?
b. What costs have been considered in computing the fees?
c. When was the last time that their fees were comprehensively evaluated?
d. What level of service do they provide compared with our service or performance standards?
e. Is their rate structure significantly different than ours and what is it intended to achieve?
3. These can be very difficult questions to address in fairly evaluating fees among dif ferent communities.
As such, the comparability of our fees to other communities should be one factor among many that is
considered in setting City fees.
(17(535,6()81')((6$1'5$7(6
A. :DWHU6HZHUDQG3DUNLQJ The City will set fees and rates at levels which fully cover the total direct and
indirect costs—including operations, capital outlay, and debt service—of the following enterprise programs:
water, sewer and parking.
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B. 7UDQVLW. Based on targets set under the Transportation Development Act, the City will strive to cover at least
twenty percent of transit operating costs with fare revenues.
C. 2QJRLQJ5DWH5HYLHZ The City will review and adjust enterprise fees and rate structures as required to
ensure that they remain appropriate and equitable.
D. )UDQFKLVH)HHV In accordance with long-standing practices, the City will treat the water and sewer funds in
the same manner as if they were privately owned and operated. This means assessing reasonable franchise
fees in fully recovering service costs.
At 3.5%, water and sewer franchise fees are based on the mid -point of the statewide standard for public
utilities like electricity and gas (2% of gross revenues from operations) and cable television (5% of gross
revenues).
As with other utilities, the purpose of the franchise fee is reasonable cost recovery for the use of the City’s
street right-of-way. The appropriateness of charging the water and sewer funds a reasonable franchise fee for
the use of City streets is further supported by the results of studi es in Arizona, California, Ohio and Vermont
which concluded that the leading cause for street resurfacing and reconstruction is street cuts and trenching
for utilities.
5(9(18(',675,%87,21
The Council recognizes that generally accepted accounting pri nciples for state and local governments discourage
the “earmarking” of General Fund revenues, and accordingly, the practice of designating General Fund revenues
for specific programs should be minimized in the City's management of its fiscal affairs. Appr oval of the
following revenue distribution policies does not prevent the Council from directing General Fund resources to
other functions and programs as necessary.
A. 3URSHUW\7D[HVWith the passage of Proposition 13 on June 6, 1978, California cities no longer can set
their own property tax rates. In addition to limiting annual increases in market value, placing a ceiling on
voter-approved indebtedness, and redefining assessed valuations, Proposition 13 established a maximum
county-wide levy for general revenue purposes of 1% of market value. Under subsequent state legislation,
which adopted formulas for the distribution of this countywide levy, the City now receives a percentage of
total property tax revenues collected countywide as determined by the St ate and administered by the County
Auditor-Controller. The City receives 14.9% of each dollar collected in property tax after allocations to
school districts.
Accordingly, while property revenues are often thought of as local revenue sources, in essence they are State
revenue sources, since the State controls their use and allocation.
With the adoption of a Charter revision in November 1996, which removed provisions that were in conflict
with Proposition 13 relating to the setting of property tax revenues between various funds, all property tax
revenues are now accounted for in the General Fund.
B. *DVROLQH7D[6XEYHQWLRQVAll gasoline tax revenues (which are restricted by the State for street -related
purposes) will be used for maintenance activities. Sinc e the City's total expenditures for gas tax eligible
programs and projects are much greater than this revenue source, operating transfers will be made from the
gas tax fund to the General Fund for this purpose. This approach significantly reduces the acco unting efforts
required to meet State reporting requirements.
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C. 7UDQVSRUWDWLRQ'HYHORSPHQW$FW 7'$ 5HYHQXHVAll TDA revenues will be allocated to alternative
transportation programs, including regional and municipal transit systems, bikeway improvements , and other
programs or projects designed to reduce automobile usage. Because TDA revenues will not be allocated for
street purposes, it is expected that alternative transportation programs (in conjunction with other state or
federal grants for this purpose) will be self-supporting from TDA revenues.
D. 3DUNLQJ)LQHVAll parking fine revenues will be allocated to the parking fund, except for those collected by
Police staff (who are funded by the General Fund) in implementing neighborhood wellness programs.
,19(670(176
A. 5HVSRQVLELOLW\. Investments and cash management are the responsibility of the City Treasurer or designee. It
is the City’s policy to appoint the Finance Director as the City’s Treasurer.
B. ,QYHVWPHQW2EMHFWLYH The City's primary investment objective is to achieve a reasonable rate of return
while minimizing the potential for capital losses arising from market changes or issuer default. Accordingly,
the following factors will be considered in priority order in determining individual inves tment placements:
1. Safety
2. Liquidity
3. Yield
C. 7D[DQG5HYHQXH$QWLFLSDWLRQ1RWHV 1RWIRU,QYHVWPHQW3XUSRVHV There is an appropriate role for tax
and revenue anticipation notes (TRANS) in meeting legitimate short -term cash needs within the fiscal year.
However, many agencies issue TRANS as a routine business practice, not solely for cash flow purposes, but
to capitalize on the favorable difference between the interest cost of issuing TRANS as a tax -preferred
security and the interest yields on them if re-invested at full market rates.
As part of its cash flow management and investment strategy, the City will only issue TRANS or other forms
of short-term debt if necessary to meet demonstrated cash flow needs; TRANS or any other form of short -
term debt financing will not be issued for investment purposes.
As long as the City maintains its current policy of maintaining fund/working capital balances that are 20% of
operating expenditures, it is unlikely that the City would need to issue TRANS for cash flow pur poses except
in very unusual circumstances.
D. 6HOHFWLQJ0DWXULW\'DWHV The City will strive to keep all idle cash balances fully invested through daily
projections of cash flow requirements. To avoid forced liquidations and losses of investment earnings, cash
flow and future requirements will be the primary consideration when selecting maturities.
E. 'LYHUVLILFDWLRQ As the market and the City's investment portfolio change, care will be taken to maintain a
healthy balance of investment types and maturities.
F. $XWKRUL]HG ,QYHVWPHQWV. The City will invest only in those instruments authorized by the California
Government Code Section 53601.
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BUDGET AND FISCAL POLICIES
The City will not invest in stock, will not speculate and will not deal in futures or options. The investment
market is highly volatile and continually offers new and creative opportunities for enhancing interest
earnings. Accordingly, the City will thoroughly investigate any new investment vehicles before committing
City funds to them.
G. $XWKRUL]HG,QVWLWXWLRQV Current financial statements will be maintained for each institution in which cash
is invested. Investments will be limited to 20 percent of the total net worth of any institution and may be
reduced further or refused altogether if an institution's financial situation becomes unhealthy.
H. &RQVROLGDWHG3RUWIROLRIn order to maximize yields from its overall portfolio, the City will consolidate cash
balances from all funds for investment purposes, and will allocate investment earnings to each fund in
accordance with generally accepted accounting principles.
I. 6DIHNHHSLQJ Ownership of the City's investment securities will be protected through third-party custodial
safekeeping.
J. ,QYHVWPHQW0DQDJHPHQW3ODQ The City Treasurer will develop and maintain an Investment Management
Plan that addresses the City's administration of its portfolio, including investment strategies, practices and
procedures.
K. ,QYHVWPHQW2YHUVLJKW&RPPLWWHH As set forth in the Investment Management Plan, this committee is
responsible for reviewing the City’s portfolio on an ongoing basis to determine compliance with the City’s
investment policies and for making recommendations to the City Treasurer (Finance Director regarding
investment management practices.
Members include the City Manager, Assistant City Manager, Finance Director/City Treasurer, Accounting
Manager, the City’s independent auditor, RQH&LW\&RXQFLOPHPEHUDQGRQHPHPEHURIWKHSXEOLF
7KHPHPEHURIWKHSXEOLFVKDOOEHDSSRLQWHGE\WKH&LW\&RXQFLOLQDFFRUGDQFHZLWKWKH&LW\¶VSURFHVVIRU
DSSRLQWLQJDGYLVRU\ERG\PHPEHUV
L. 5HSRUWLQJ The City Treasurer will develop and maintain a comprehensive, well -documented investment
reporting system, which will comply with Government Code Section 53607. This reporting system will
provide the Council and the Investment Oversight Committee with appropriate investment performance
information.
$335235,$7,216/,0,7$7,21
A. The Council will annually adopt a resolution establishing the City's appropriations limit calculated in
accordance with Article XIII-B of the Constitution of the State of California, Section 7900 of the State of
California Government Code, and any other voter approved amendments or state legislation that affect the
City's appropriations limit.
B. The supporting documentation used in calculating the City's appropriations limit and projected appropriations
subject to the limit will be available for public and Council review at least 10 days before Council
consideration of a resolution to adopt an appropriations limit. The Cou ncil will generally consider this
resolution in connection with final approval of the budget.
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BUDGET AND FISCAL POLICIES
C. The City will strive to develop revenue sources, both new and existing, which are considered non -tax
proceeds in calculating its appropriations subject to limita tion.
D. The City will annually review user fees and charges and report to the Council the amount of program
subsidy, if any, that is being provided by the General or Enterprise Funds.
E. The City will actively support legislation or initiatives sponsored or approved by League of California Cities
which would modify Article XIII-B of the Constitution in a manner which would allow the City to retain
projected tax revenues resulting from growth in the local economy for use as determined by the Council.
F. The City will seek voter approval to amend its appropriation limit at such time that tax proceeds are in excess
of allowable limits.
)81'%$/$1&($1'5(6(59(6
A. 0LQLPXP)XQGDQG:RUNLQJ&DSLWDO%DODQFHV. The City will maintain a minimum fund balance of at
least 20% of operating expenditures in the General Fund and a minimum working capital balance of 20% of
operating expenditures in the water, sewer and parking enterprise funds. This is considered the minimum
level necessary to maintain the City's credit worthiness and to adequately provide for:
1. Economic uncertainties, local disasters, and other financial hardships or downturns in the local or
national economy.
2. Contingencies for unseen operating or capital needs.
3. Cash flow requirements.
B.)OHHW5HSODFHPHQW For the General Fund fleet, the City will establish and maintain a Fleet Replacement
Fund to provide for the timely replacement of vehicles and related equipment with an individual replacement
cost of $15,000 or more. During the 2017-179 Financial Plan period, the City will establish and maintain a
minimum fund balance in the Fleet Replacement Fund equal to $500,000 for the emergency replacement of
vehicles that are damaged beyond repair, and are either not covered under the City’s property insurance
program or the vehicle has a high replacement cost and insurance proceeds will be inadequate to provide for
the vehicle’s replacement (fire engine). Above this contingency level, the amount retained in this fund,
coupled with the annual contributions received by it from any source, shall be adequate to fully fund the
equipment replacements approved in the Financial Plan.
Interest earnings and the proceeds from the sales of surplus equipment as well as any related damage and
insurance recoveries will be credited to the Fleet Replacement Fund.
C.,QIRUPDWLRQ7HFKQRORJ\ ,7 5HSODFHPHQW)XQGThe City will establish an IT Replacement Fund for the
General Fund to provide for the timely replacement of information technology, both hardware and software,
with an individual replacement cost of $25,000 or more. During the 2017-19 Financial Plan period, the City
will establish and maintain a minimum fund balance in this fund equal to $400,000 for the emergency
replacement of equipment that is damaged beyond repair and not covered under the City’s property insurance
program.
Interest earnings and the proceeds from the sale of surplus equipment as well as any related damage and
insurance recoveries will be credited to the fund.
D. 0DMRU)DFLOLW\5HSODFHPHQW)XQGThe City will maintain a reserve within this fund for the purpose of
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BUDGET AND FISCAL POLICIES
funding the cost of improvements having a cost of $25,000 or more to city-owned, general government
building and structures. The amount retained in this fund, coupled with annual contributions received by it
from any source, to adequately fund maintenance and replacement of City facilities.
E. ,QIUDVWUXFWXUH,QYHVWPHQW)XQGThe City will maintain a reserve within this fund for the purpose of
funding infrastructure projects that contribute to improved economic development and enhanced quality of
life in the City of San Luis Obispo. The following evaluation criteria shall be applied to project eligibility:
1. The use of City funds shall not offset any cost that would be expected to be paid to meet the fa ir share
obligation of any developer.
2. The use of City funds shall not offset a project specific cost identified through the environmental review
process or under existing regulations or policies.
3. The use of funds shall support a project that would not otherwise be feasible due to economic, timing or
other issues outside control of the project proponents or the City.
4. The project shall provide public benefit by contributing to economic development and quality of life
within the City.
F. ,QVXUDQFH%HQHILW)XQGThe 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.
G. :DWHUDQG6HZHU5DWH6WDELOL]DWLRQ5HVHUYHV The City will maintain a reserve for the purposes of
RIIVHWWLQJ XQDQWLFLSDWHG IOXFWXDWLRQV LQ :DWHU )XQG RU 6HZHU )XQG UHYHQXHV WR SURYLGH ILQDQFLDO
VWDELOLW\ including the stability of revenues and the rates and charges related to each Enterprise. The
funding target for the Rate Stabilization Reserve will be 10% of sales revenue in the Water Fund and 5% of
sales revenue in the Sewer Fund.
Conditions for utilization and plan for replenishment of the reserve will be brought to Council for its
consideration during the preparation and approval of the Financial Plan or as may become necessary during
any fiscal year.
H. )XWXUH&DSLWDO3URMHFW'HVLJQDWLRQV The Council may designate specific fund balance levels for future
development of capital projects that it has determined to be in the best long-term interests of the City. For
example, replacement of critical information technology infrastructure or other projects.
I. 2WKHU'HVLJQDWLRQVDQG5HVHUYHV In addition to the designations noted above, fund balance levels will be
sufficient to meet funding requirements for projects approved in prior years which are carried forward into
the new year; debt service reserve requirements; reserves for encumbrances; and other reserves or
designations required by contractual obligations, state law, or generally accepted accounting principles .
&$3,7$/,03529(0(170$1$*(0(17
A. &,33URMHFWV RU0RUH Construction projects and equipment purchases which cost $25,000 or
more will be included in the Capital Improvement Plan (CIP); minor capital outlays of less than $25,000 will
be included with the operating program budgets. Such projects are accounted for in the Capital Outlay Fund.
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B. &,33XUSRVH The purpose of the CIP is to systematically plan, schedule, and finance capital projects to
ensure cost-effectiveness as well as conformance with established policies. The CIP is a five-year plan
organized into the same functional groupings used for the operating programs. The CIP will reflect a balance
between capital replacement projects that repair, replace or enhance existing facilities, e quipment or
infrastructure; and capital facility projects that significantly expand or add to the City's existing fixed assets.
C. 3URMHFW0DQDJHU Every CIP project will have a project manager who will prepare the project proposal,
ensure that required phases are completed on schedule, authorize all project expenditures, ensure that all
regulations and laws are observed, and periodically report project status.
D. &,35HYLHZ&RPPLWWHH Headed by the City Manager or designee, this Committee will review project
proposals, determine project phasing, recommend project managers, review and evaluate the draft CIP budget
document, and report CIP project progress on an ongoing basis.
E. &,33KDVHV The CIP will emphasize project planning, with projects progressing through at least two and up
to ten of the following phases:
1. Designate. Appropriates funds based on projects designated for funding by the Council through adoption
of the Financial Plan.
2. Study. Concept design, site selection, feasibility analysis, schematic design, environmental
determination, property appraisals, scheduling, grant application, grant approval, specification
preparation for equipment purchases.
3. Environmental Review. EIR preparation, other environmental studies.
4. Real Property Acquisitions. Property acquisition for projects, if necessary.
5. Site Preparation. Demolition, hazardous materials abatements, other pre-construction work.
6. Design. Final design, plan and specification preparation and construction cost estimation.
7. Construction. Construction contracts.
8. Construction Management. Contract project management and inspection, soils and material tests, other
support services during construction.
9. Equipment Acquisitions. Vehicles, heavy machinery, computers, office furnishings, other equipment
items acquired and installed independently from construction contracts.
10. Debt Service. Installment payments of principal and interest for completed projects funded through debt
financings. Expenditures for this project phase are included in the Debt Service section of the Financial
Plan.
Generally, it will become more difficult for a project to move from one phase to the next. As such, more
projects will be studied than will be designed, and more projects will be designed than will be constructed or
purchased during the term of the CIP.
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F. ,QVXUDQFH%HQHILW)XQGThe 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.
G. &,3$SSURSULDWLRQThe City’s annual CIP appropriation for st udy, design, acquisition and/or construction
is based on the projects designated by the Council through adoption of the Financial Plan. Adoption of the
Financial Plan CIP appropriation does not automatically authorize funding for specific project phases. This
authorization generally occurs only after the preceding project phase has been completed and approved by
the Council and costs for the succeeding phases have been fully developed.
Accordingly, project appropriations are generally made when contracts are awarded. If project costs at the
time of bid award are less than the budgeted amount, the balance will be unappropriated and returned to fund
balance or allocated to another project. If project costs at the time of bid award are greater than budge t
amounts, five basic options are available:
1. Eliminate the project.
2. Defer the project for consideration to the next Financial Plan period.
3. Rescope or change the phasing of the project to meet the existing budget.
4. Transfer funding from another specified, lower priority project.
5. Appropriate additional resources as necessary from fund balance.
H. &,3%XGJHW&DUU\RYHU Appropriations for CIP projects lapse three years after budget adoption. Projects
which lapse from lack of project account appropriations may be resubmitted for inclusion in a subsequent
CIP. Project accounts, which have been appropriated, will not lapse until completion of the project phase.
I. 3URJUDP2EMHFWLYHV Project phases will be listed as objectives in the program narratives of the pro grams,
which manage the projects.
J. 3XEOLF $UW CIP projects will be evaluated during the budget process and prior to each phase for
conformance with the City's public art policy, which generally requires that 1% of eligible project
construction costs be set aside for public art. Excluded from this requirement are underground projects,
utility infrastructure projects, funding from outside agencies, and costs other than construction such as study,
environmental review, design, site preparation, land acquisition and equipment purchases.
It is generally preferred that public art be incorporated directly into the project, but this is not practical or
desirable for all projects; in this case, an in-lieu contribution to public art will be made. To ensure that f unds
are adequately budgeted for this purpose regardless of whether public art will be directly incorporated into
the project, funds for public art will be identified separately in the CIP.
K. *HQHUDO 3ODQ &RQVLVWHQF\ 5HYLHZ The Planning Commission will review the Preliminary CIP for
consistency with the General Plan and provide is findings to the Council prior to adoption.
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&$3,7$/),1$1&,1*$1''(%70$1$*(0(17
A. &DSLWDO)LQDQFLQJ
1. The City will consider the use of debt financing only for one -time capital improvement projects and only
under the following circumstances:
a. When the project’s useful life will exceed the term of the financing.
b. When project revenues or specific resources will be sufficient to service the long-term debt.
2. Debt financing will not be considered appropriate for any recurring purpose such as current operating
and maintenance expenditures. The issuance of short -term instruments such as revenue, tax or bond
anticipation notes is excluded from this limitation. (See Investment Policy)
3. Capital improvements will be financed primarily through user fees, service charges, assessments, special
taxes or developer agreements when benefits can be specifically attributed to users of the facility.
Accordingly, development impact fees should be created and implemented at levels sufficient to ensure
that new development pays its fair share of the cost of constructing necessary community facilities.
4. Transportation impact fees are a major funding source in financing transportation system improvem ents.
However, revenues from these fees are subject to significant fluctuation based on the rate of new
development. Accordingly, the following guidelines will be followed in designing and building projects
funded with transportation impact fees:
a. The availability of transportation impact fees in funding a specific project will be analyzed on a case -
by-case basis as plans and specification or contract awards are submitted for City Manager or
Council approval.
b. If adequate funds are not available at that time, the Council will make one of two determinations:
Defer the project until funds are available.
Based on the high-priority of the project, advance funds from the General Fund, which will be
reimbursed as soon as funds become available. Repayment of General Fund advances will be the
first use of transportation impact fee funds when they become available.
5. The City will use the following criteria to evaluate pay-as-you-go versus long-term financing in funding
capital improvements:
a. Factors Favoring
Pay-As-You-Go Financing
1. Current revenues and adequate fund balances are available or project phasing can be accomplished.
2. Existing debt levels adversely affect the City's credit rating.
3. Market conditions are unstable or present difficulties in marketing.
b. Factors Favoring Long Term Financing
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1. Revenues available for debt service are deemed sufficient and reliable so that long -term financings
can be marketed with investment grade credit ratings.
2. The project securing the financing is of the type which will support an investment grade credit rating.
3. Market conditions present favorable interest rates and demand for City financings.
4. A project is mandated by state or federal requirements, and resources are insufficient or unavailable.
5. The project is immediately required to meet or relieve capacity needs and current resources are
insufficient or unavailable.
6. The life of the project or asset to be financed is 10 years or longer.
7. Vehicle leasing when market conditions and operational circumstances present favorab le
opportunities.
B. 'HEW0DQDJHPHQW
1. The City will not obligate the General Fund to secure long-term financings except when marketability
can be significantly enhanced.
2. An internal feasibility analysis will be prepared for each long-term financing which analyzes the impact
on current and future budgets for debt service and operations. This analysis will also address the
reliability of revenues to support debt service.
3. The City will generally conduct financings on a competitive basis. However, negotiated financings may
be used due to market volatility or the use of an unusual or complex financing or security structure.
4. The City will seek an investment grade rating (Baa/BBB or greater) on any direct debt and will seek
credit enhancements such as letters of credit or insurance when necessary for marketing purposes,
availability and cost-effectiveness.
5. The City will monitor all forms of debt annually coincident with the City's Financial Plan preparation and
review process and report concerns and remedies, if needed, to the Council.
6. The City will diligently monitor its compliance with bond covenants and ensure its adherence to federal
arbitrage regulations.
7. The City will maintain good, ongoing communications with bond rating agencies about its financial
condition. The City will follow a policy of full disclosure on every financial report and bond prospectus
(Official Statement).
C. 'HEW&DSDFLW\
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1. General Purpose Debt Capacity. The City will carefully monitor its levels of general -purpose debt.
Because our general purpose debt capacity is limited, it is important that we only use general purpose
debt financing for high-priority projects where we cannot reasonably use other financing methods for two
key reasons:
a. Funds borrowed for a project today are not available to fund other projects tomorrow.
b. Funds committed for debt repayment today are not available to fund operations in the future.
In evaluating debt capacity, general-purpose annual debt service payments should generally not exceed
10% of General Fund revenues; and in no case should they exceed 15%. Further, direct debt will not
exceed 2% of assessed valuation; and no more than 60% of capital improvement outlays will be funded
from long-term financings.
2. Enterprise Fund Debt Capacity. The City will set enterprise fund rates at levels needed to fully cover
debt service requirements as well as operations, maintenance, administration and capital improvement
costs. The ability to afford new debt for enterprise operations will be evaluated as an integral p art of the
City’s rate review and setting process.
D. ,QGHSHQGHQW'LVFORVXUH&RXQVHO
The following criteria will be used on a case-by-case basis in determining whether the City should retain the
services of an independent disclosure counsel in conjunction with specific project financings:
1. The City will generally not retain the services of an independent disclosure counsel when all of the
following circumstances are present:
a. The revenue source for repayment is under the management or control of the City, su ch as general
obligation bonds, revenue bonds, lease-revenue bonds or certificates of participation.
b. The bonds will be rated or insured.
2. The City will consider retaining the services of an independent disclosure counsel when one or more of
following circumstances are present:
a. The financing will be negotiated, and the underwriter has not separately engaged an underwriter’s
counsel for disclosure purposes.
b. The revenue source for repayment is not under the management or control of the City, such as land -
based assessment districts, tax allocation bonds or conduit financings.
c. The bonds will not be rated or insured.
d. The City’s financial advisor, bond counsel or underwriter recommends that the City retain an
independent disclosure counsel based on the circumstances of the financing.
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E. /DQG%DVHG)LQDQFLQJV
1. Public Purpose. There will be a clearly articulated public purpose in forming an assessment or special
tax district in financing public infrastructure improvements. This should include a finding by the Council
as to why this form of financing is preferred over other funding options such as impact fees,
reimbursement agreements or direct developer responsibility for the improvements.
New development should generally be expected to “pay its own way,” (i.e., provide funding through
one mechanism or another that funds its “proportional share” of public improvement and infrastructure
costs and ongoing operations and maintenance costs).
(1) The City will consider the use of city-based funding sources to fund public facility and
infrastructure improvements that provide for the health, safety and welfare of existing and
future residents and/or provide measurable economic development and fiscal benefits. In
evaluating whether the City will use city-based funding sources, the following evaluation
criteria should be considered:
(a) Significant public benefit, demonstrated by compliance with and furtherance of
General Plan goals, policies, and programs
(b) Alignment with the Major City Goals and other important objectives in place at th e
time of the application
(c) Head of Household Job Creation
(d) Housing Creation
(e) Circulation/Connectivity Improvements
(f) Net General Fund fiscal impact
(2) The City generally will not fund or offer public financing for infrastructure
improvements that confer only private benefit to individual property owners or
development projects.
(3) The City shall seek continuity (or improvements to) existing levels of municipal service
by assuring adequate funding for the City’s operation, maintenance and infrastructure
replacement costs.”
2. Eligible Improvements. Except as otherwise determined by the Council when proceedings for district
formation are commenced, preference in financing public improvements through a special tax district
shall be given for those public improvements that help achieve clearly identified community facility and
infrastructure goals in accordance with adopted facility and infrastructure plans as set forth in key policy
documents such as the General Plan, Specific Plan, Facility or Infrastructure Master Plans , or Capital
Improvement Plan.
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Such improvements include study, design, construction and/or acquisition of:
a. Public safety facilities.
b. Water supply, distribution and treatment systems.
c. Waste collection and treatment systems.
d. Major transportation system improvements, such as freeway interchanges; bridges; intersection
improvements; construction of new or widened arterial or collector streets (including related
landscaping and lighting); sidewalks and other pedestrian paths; transit facilities; and bike paths.
e. Storm drainage, creek protection and flood protection improvements.
f. Parks, trails, community centers and other recreational facilities.
g. Open space.
h. Cultural and social service facilities.
i. Other governmental facilities and improvements such as offices, i nformation technology systems and
telecommunication systems.
School facilities will not be financed except under appropriate joint community facilities agreements or
joint exercise of powers agreements between the City and school districts.
3. Active Role. Even though land-based financings may be a limited obligation of the City, we will play an
active role in managing the district. This means that the City will select and retain the financing team,
including the financial advisor, bond counsel, trustee, appraiser, disclosure counsel, assessment engineer
and underwriter. Any costs incurred by the City in retaining these services will generally be the
responsibility of the property owners or developer, and will be advanced via a deposit when an
application is filed; or will be paid on a contingency fee basis from the proceeds from the bonds.
4. Credit Quality. When a developer requests a district, the City will carefully evaluate the applicant’s
financial plan and ability to carry the project, including the payment of assessments and special taxes
during build-out. This may include detailed background, credit and lender checks, and the preparation of
independent appraisal reports and market absorption studies. For districts where one property owner
accounts for more than 25% of the annual debt service obligation, a letter of credit further securing the
financing may be required.
5. Reserve Fund. A reserve fund should be established in the lesser amount of: the maximum annual debt
service; 125% of the annual average debt service; or 10% of the bond proceeds.
6. Value-to-Debt Ratios. The minimum value-to-debt ratio should generally be 4:1. This means the value
of the property in the district, with the public improvements, should be at least four times t he amount of
the assessment or special tax debt. In special circumstances, after conferring and receiving the
concurrence of the City’s financial advisor and bond counsel that a lower value -to-debt ratio is
financially prudent under the circumstances, the City may consider allowing a value-to-debt ratio of 3:1.
The Council should make special findings in this case.
7. Appraisal Methodology Determination of value of property in the district shall be based upon the full
cash value as shown on the ad valorem assessment roll or upon an appraisal by an independent Member
Appraisal Institute (MAI). The definitions, standards and assumptions to be used for appraisals shall be
determined by the City on a case-by-case basis, with input from City consultants and di strict applicants,
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and by reference to relevant materials and information promulgated by the State of California, including
the Appraisal Standards for Land-Secured Financings prepared by the California Debt and Investment
Advisory Commission.
8. Capitalized Interest During Construction. Decisions to capitalize interest will be made on case -by-case
basis, with the intent that if allowed, it should improve the credit quality of the bonds and reduce
borrowing costs, benefiting both current and future property owners.
9. Maximum Burden. Annual assessments (or special taxes in the case of Mello-Roos or similar districts)
should generally not exceed 1% of the sales price of the property; and total property taxes, special
assessments and special taxes payments collected on the tax roll should generally not exceed 2%.
10. Benefit Apportionment. Assessments and special taxes will be apportioned according to a formula that
is clear, understandable, equitable and reasonably related to the benefit received by—or burden attributed
to—each parcel with respect to its financed improvement. Any annual escalation factor should generally
not exceed 2%.
) 'HYHORSPHQW,PSDFW)HHV*XLGHOLQHVDQG3ROLFLHV
Development impact fees are one-time fees levied on new development, typically levied at the time
building permits are issued, to fund a range of the City’s public facilities and infrastructure. Such fees
are levied both on a citywide basis as well as for specific areas (e.g., the Specific Plan Areas). The levy
of development impact fees is regulated by the State’s Mitigation Fee Act (Government Code Section
66000 et seq.).
1. Development impact fees should be set, consistent with the statutory “nexus” analysis
and findings, to fund new development’s proportional share of public facility and
infrastructure costs.
2. Improvements funded by development impact fees should be referenced generally in the
appropriate planning documents (e.g., General Plan, Specific Plans, etc.) and reflected
in the City’s Capital Improvement Program.
3. An exception to this policy may be created by a development agreement between the
City and a private developer. In this case public investments are offset by measurable
public benefits.
4. The City’s development impact fees can be “leveraged” through the use of fee cre dit
and reimbursement agreements with developers and landowners.
5. The City’s aggregate fee levels should not render new development that is otherwise
consistent with City plans and regulations economically infeasible. Aggregate fee levels
should be evaluated in terms of a reasonable standard, but not a strict limit (e.g.,
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BUDGET AND FISCAL POLICIES
aggregate fee levels should not exceed an average of approximately 10 to 12 percent of
the market value of the new development, either on a per-unit or per-square foot basis).
6. The City may consider reductions or waivers of its development impact fees in cases
where a development project meets specific City planning or economic development
policies such as affordable housing projects. In such cases the amount of funding
foregone must be replaced with other funding sources available to the City.
1. Special Tax District Administration. In the case of Mello-Roos or similar special tax districts, the total
maximum annual tax should not exceed 110% of annual debt service. The rate and method of
apportionment should include a back-up tax in the event of significant changes from the initial
development plan, and should include procedures for prepayments.
a. Community Facilities Districts or Assessment Districts offer a way to fund infrastructure,
maintenance, or municipal services through special taxes or assessments levied on property
owners benefiting from the thus-funded improvements or services. It can be used for both
capital improvements and ongoing facility maintenance or services.
b. The City will consider the formation of financing districts using the State’s assessment law
or the Mello-Roos Community Facilities Act for its newly developing areas on a case- by-
case basis, consistent with technical analysis and City priorities (i.e., capital or ongoing
funding).
c. The City will consider the effect of the special tax on the City’s ability to issue General
Obligation bonds or other property-based tax measures.
d. Such districts should fund infrastructure or services serving or otherwise providing benefit
to the area subject to the assessment or special tax.
e. Such districts can fund public facilities or infrastructure otherwise funded with the City’s
development impact fees or project-specific exactions. In such cases the area’s development
impact fee obligations will be adjusted proportionately.
f. Within any such districts, property value-to-lien ratio should, consistent with typical
underwriting standards, be at least 4.0:1 after calculating the value of the financed public
improvements to be installed and considering any prior or pending special taxes or
improvement liens.
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BUDGET AND FISCAL POLICIES
g. Consistent with underwriting standards and market considerations, and as a matter of
policy, the City will limit the maximum amount of special taxes to be levied on any parcel
of property within a Community Facilities District, in any given fiscal year, together with
the general property taxes, general obligation bonds, and other special taxes and
assessments levied on such parcel, shall not exceed an amount equal to one and eight-
tenths percent (1.8 percent) of the projected assessed value of the parcel (and improvements
if applicable). How the special tax capacity is allocated between capital and ongoing
expenditures will depend upon the City’s priorities.
h. The City shall have discretion to allow a special tax in excess of the established limits for
any lands within the CFD which are designated for commercial or industrial uses.
i. As a part of such district formations, the City will retain a special tax consultant to prepare a report
which recommends a special tax rate and method for the proposed CFD and evaluates the special tax
proposed to determine its ability to adequately fund identified public facilities, City administrative
costs, services (if applicable) and other related expenditures.
2. Foreclosure Covenants. In managing administrative costs, the City will establish minimum delinquency
amounts per owner, and for the district as a whole, on a case-by-case basis before initiating foreclosure
proceedings.
3. Disclosure to Bondholders. In general, each property owner who accounts for more than 10% of the
annual debt service or bonded indebtedness must provide ongoing disclosure information annually as
described under SEC Rule 15(c)-12.
4. Disclosure to Prospective Purchasers. Full disclosure about outstanding balances and annual payments
should be made by the seller to prospective buyers at the time that the buyer bids on the property. It
should not be deferred to after the buyer has made the decision to purchase. When appropriate,
applicants or property owners may be required to provide the City with a disclosure plan.
G. &RQGXLW)LQDQFLQJV
1. The City will consider requests for conduit financing on a case-by-case basis using the following criteria:
a. The City’s bond counsel will review the terms of the financing, and render an opinion that there will
be no liability to the City in issuing the bonds on behalf of the applicant.
b. There is a clearly articulated public purpose in providing the conduit financing.
c. The applicant is capable of achieving this public purpose.
2. This means that the review of requests for conduit financing will generally be a two -step process:
a. First asking the Council if they are interested in considering the request, and establishing the ground
rules for evaluating it.
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BUDGET AND FISCAL POLICIES
b. And then returning with the results of this evaluation, and recommending approval of appropriate
financing documents if warranted.
This two-step approach ensures that the issues are clear for both the City and applicant, and that key
policy questions are answered.
3. The workscope necessary to address these issues will vary from request to request, and will have to be
determined on a case-by-case basis. Additionally, the City should generally be fully reimbursed for our
costs in evaluating the request; however, this should also be determined on a case-by-case basis.
B. 5HILQDQFLQJV
1. General Guidelines. Periodic reviews of all outstanding debt will be undertaken to determine
refinancing opportunities. Refinancings will be considered (within federal tax law co nstraints) under the
following conditions:
a. There is a net economic benefit.
b. It is needed to modernize covenants that are adversely affecting the City’s financial position or
operations.
c. The City wants to reduce the principal outstanding in order to achieve future debt service savings,
and it has available working capital to do so from other sources.
2. Standards for Economic Savings In general, refinancings for economic savings will be undertaken
whenever net present value savings of at least five percent (5%) of the refunded debt can be achieved.
a. Refinancings that produce net present value savings of less than five percent will be considered on a
case-by-case basis, provided that the present value savings are at least three percent (3%) of the
refunded debt.
b. Refinancings with savings of less than three percent (3%), or with negative savings, will not be
considered unless there is a compelling public policy objective.
& (QKDQFHG,QIUDVWUXFWXUH)LQDQFLQJ'LVWULFW*XLGHOLQHVDQG3ROLFLHV
a. EIFD financing should be considered for public facilities or infrastructure improvements that confer
Citywide and/or regional benefits. This may include the “City share” of infrastructure included in the
City’s development impact fees.
b. Unless there is a Development Agreement in place that provides otherwise, EIFDs should not be used
to fund real estate projects’ proportional share of infrastructure costs otherwise included in the City’s
development impact fees or charged as project-specific exactions (e.g., subdivision improvements).
c. City should consider EIFDs when more than one local government jurisdiction is participating to
produce maximum benefit.
d. At the time of formation of the EIFD (or if changes to the EIFD are contemplated), the City should
require a fiscal impact analysis to determine if an EIFD is fiscally prudent and analyze opportunity
cost to the City’s General Fund.
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BUDGET AND FISCAL POLICIES
+80$15(6285&(0$1$*(0(17
A. 5HJXODU6WDIILQJ
1. The budget will fully appropriate the resources needed for authorized regular staffing and will limit
programs to the regular staffing authorized.
2. Regular employees will be the core work force and the preferred means of staffing ongoing, year -round
program activities that should be performed by full-time City employees rather than independent
contractors. The City will strive to provide competitive compensation and benefit schedules for its
authorized regular work force. Each regular employee will:
a. Fill an authorized regular position.
b. Be assigned to an appropriate bargaining unit, unless designated as an unrepresented management or
confidential classification.
c. Receive salary and benefits consistent with labor agreements or other compensation plans.
3. To manage the growth of the regular work force and overall staffing costs, the City will follow these
procedures:
a. The Council will authorize all regular positions.
b. The Human Resources Department will coordinate and approve the hiring of all regular and
supplemental staff.
c. All requests for additional regular positions will include evaluations of:
The necessity, term and expected results of the proposed activity.
Staffing and materials costs including salary, benefits, equipment, uniforms, clerical support and
facilities.
The ability of private industry to provide the proposed service.
Additional revenues or cost savings, which may be realized.
4. Periodically, and before any request for additional regular positions, programs will be evaluated to
determine if they can be accomplished with fewer regular employees. (See Productivity Review Policy)
5. Staffing and contract service cost ceilings will limit total expenditures for regular employees,
supplemental staff, and independent contractors hired to provide operating and maintenance services.
B. 6XSSOHPHQWDO6WDII
1. The hiring of supplemental staff will not be used as an incremental method for expanding the City's
regular work force.
2. Supplemental staff include all employees other than regular employees, elected officials and volunteers.
Supplemental staff include temporary employees, interns, and contract employees. Supplemental staff
may work on a full-time or part-time basis and will generally augment regular City staffing.
Supplemental staff may be used as extra-help during peak workloads, as coverage during extended
absences of regular employees, seasonal workforce, as a means to assess ongoing staffing needs, or as the
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BUDGET AND FISCAL POLICIES
staffing method for program delivery that is most effectively staffed using part -time hours to ensure
adequate coverage.
3. The City Manager and Department Heads will encourage the use of supplemental staff rather than regular
employees to meet peak workload requirements, fill interim vacancies, and accomplish tasks where less
than full-time, year-round staffing is required.
Under this guideline, supplemental staff hours will generally not exceed 50% of a regular, full-time
position (1,000 hours annually). There may be limited circumstances where the use of supplemental staff
on an ongoing basis in excess of this target may be appropriate due to unique programming or staffing
requirements. However, any such exceptions must be approved by the City Manager based on the review
and recommendation of the Human Resources Director.
4. Contract employees are defined as supplemental staff with written contracts approved by the City
Manager who may receive approved benefits. Contract employees will generally be used for medium-
term (generally between six months and two years) projects, programs or activities requiring specialized
or augmented levels of staffing for a specific period.
The services of contract employees will be discontinued upon completion of the assigned project, program or
activity. Accordingly, contract employees will not be used for services that are anticipated to be delivered on
an ongoing basis and as such, a determination as to the expected need will be made at the end of each
contract term and prior to extending or renewing a contract.
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1. Overtime should be used only when necessary and when other alternatives are not feasible or cost
effective.
2. All overtime must be pre-authorized by a department head or delegate unless it is assumed pre-approved
by its nature. For example, overtime that results when an employee is assigned to standby and/or must
respond to an emergency or complete an emergency response.
3. Departmental operating budgets should reflect anticipated annual overtime costs and departments will
regularly monitor overtime use and expenditures.
4. When considering the addition of regular or temporary staffing, the use of overtime as an alternative will
be considered. The department will take into account:
a. The duration that additional staff resources may be needed.
b. The cost of overtime versus the cost of additional staff.
c. The skills and abilities of current staff.
d. Training costs associated with hiring additional staff.
e. The impact of overtime on existing staff.
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Independent contractors are not City employees. They may be used in two situations:
B1-26
%8'*(75()(5(1&(0$7(5,$/6
BUDGET AND FISCAL POLICIES
1. Short-term, peak workload assignments to be accomplished using personnel contracted through an
outside temporary employment agency (OEA). In this situation, it is anticipated that City staff will
closely monitor the work of OEA employees and minimal training will be required. However, they will
always be considered the employees of the OEA and not the City. All placements through an OEA will
be coordinated through the Human Resources Department and subject to the approval of the Human
Resources Director.
2. Construction of public works projects and delivery of operating, maintenance or specialized pro fessional
services not routinely performed by City employees. Such services will be provided without close
supervision by City staff, and the required methods, skills and equipment will generally be determined
and provided by the contractor. Contract awards will be guided by the City's purchasing policies and
procedures. (See Contracting for Services Policy)
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Ensuring the “delivery of service with value for cost” is one of the key concepts embodied in the City's Mission
Statement (San Luis Obispo Style— Quality With Vision). To this end, the City will constantly monitor and
review our methods of operation to ensure that services continue to be delivered in the most cost -effective
manner possible.
This review process encompasses a wide range of productivity issues, including:
A. Analyzing systems and procedures to identify and remove unnecessary review requirements.
B. Evaluating the ability of new technologies and related capital investments to improve productivity.
C. Developing the skills and abilities of all City employees.
D. Developing and implementing appropriate methods of recognizing and rewarding exceptional employee
performance.
E. Evaluating the ability of the private sector to perform the same level of service at a lower cost.
F. Periodic formal reviews of operations on a systematic, ongoing basis.
G. Maintaining a decentralized approach in managing the City's support service functions. Although some level
of centralization is necessary for review and control purposes, decentralization sup ports productivity by:
1. Encouraging accountability by delegating responsibility to the lowest possible level.
2. Stimulating creativity, innovation and individual initiative.
3. Reducing the administrative costs of operation by eliminating unnecessary review pro cedures.
4. Improving the organization's ability to respond to changing needs, and identify and implement cost -
saving programs.
5. Assigning responsibility for effective operations and citizen responsiveness to the department.
H. Maintaining City purchasing policies and procedures that are as efficient and effective as possible.
B1-27
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BUDGET AND FISCAL POLICIES
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1. Contracting with the private sector for the delivery of services provides the City with a significant
opportunity for cost containment and productivity enhancements. As such, the City is committed to
using private sector resources in delivering municipal services as a key element in our continuing efforts
to provide cost-effective programs.
2. Private sector contracting approaches under this policy include construction projects, professional
services, outside employment agencies and ongoing operating and maintenance services.
3. In evaluating the costs of private sector contracts compared with in -house performance of the service,
indirect, direct, and contract administration costs of the City will be identified and considered.
4. Whenever private sector providers are available and can meet established service levels, they will be
seriously considered as viable service delivery alternatives using the evaluation criteria outlined below.
5. For programs and activities currently provided by City employees, conversions to contract services will
generally be made through attrition, reassignment or absorption by the contractor.
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Within the general policy guidelines stated above, the cost -effectiveness of contract services in meeting
established service levels will be determined on a case-by-case basis using the following criteria:
1. Is a sufficient private sector market available to competitively deliver this service and assure a reasonable
range of alternative service providers?
2. Can the contract be effectively and efficiently administered?
3. What are the consequences if the contractor fails to perform, and can the contract reasonably be wr itten
to compensate the City for any such damages?
4. Can a private sector contractor better respond to expansions, contractions or special requirements of the
service?
5. Can the work scope be sufficiently defined to ensure that competing proposals can be fairl y and fully
evaluated, as well as the contractor's performance after bid award?
6. Does the use of contract services provide us with an opportunity to redefine service levels?
7. Will the contract limit our ability to deliver emergency or other high priority services?
8. Overall, can the City successfully delegate the performance of the service but still retain accountability
and responsibility for its delivery?
B1-28
Section C
MCG & LRM
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The 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.
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
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.
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.
*Other Important Objective C1-1
GOALS AND OBJECTIVES
OVERVIEW
The overall goal of the City's Financial Plan is to link goal and objectives with the resources required to meet
established goals and objectives. This section of the Financial Plan outlines the Major City goals, as defined by the
City Council, to be accomplished during 2017-19. This section of the Financial Plan describes the Major City Goals
and Other Important Council Objective for 2017-19.
GOAL SETTING PROCESS
The Financial Plan process approved by the Council achieves the
following objectives:
1. It identifies the most important, highest priority things to be
accomplished for the community.
2. It establishes a reasonable timeframe and organizational
responsibility for achieving them.
3. It allocates the resources necessary to achieve the identified
objectives.
The City begins its two-year budget process with Council goal-
setting which follows an extensive effort that engages City’s
advisory bodies and the community at large through forums,
workshops, and on and offline surveys. It also takes into
consideration a number of analytical reports such as the General Fund Five-Year Fiscal Forecast and comprehensive
updates on the status of long-term plans and policies, current Major City Goals, and capital projects.
While the specifics of the process vary from plan to plan, the City has used this basic approach for more than twenty
years.
Goal-Setting Process for 2017-19 (see the attached Infographic for more details)
To accomplish the goals setting process for 2017-19, the Council held four workshops:
- December 6, 2016 Budget Foundation
- January 10, 2017 Community Forum
- January 28, 2017 Council Goal-Setting
- April 18, 2017 Strategic Budget Direction
Considering the public input and information gained, the Council reached agreement on three goals and four
objectives organized into the following two priority groupings at its January 28th goal-setting workshop:
Major City Goals. represent the most important, highest priority goals for the City to accomplish over the next
two years, and as such resources should be included in the 2017-19 Financial Plan.
Other Important Council Objectives Goals in this category are also important for the City to accomplish, and
resources should be made available in the 2017-19 Financial Plan if at all possible.
As approved by the Council, detailed work programs have been prepared for the 0DMRU&LW\*RDOV and summary
work programs were prepared for 2WKHU,PSRUWDQW&RXQFLO2EMHFWLYHV.
Council Goals for 2017-19
Major City Goals
Housing
Multi-Modal Transportation
Climate Action
Fiscal Sustainability &
Responsibility
Other Important Council Objectives
Downtown Vitality
C1-2
GOALS AND OBJECTIVES
OVERVIEW
Goal Work Programs
Overview. The work programs for 0DMRU&LW\*RDOV and 2WKHU,PSRUWDQW&RXQFLO2EMHFWLYHV for 2017-19 present
action plans for the next two years that link goals with resources and timeframes.
Goal-Setting Drives the Budget Process. The goals set by the Council drive the budget preparation process.
However, before staff can build the Preliminary Financial Plan around Council goals, it is essential that there is a
clear understanding of what the Council hopes to achieve with each goal over the next two years. For this reason,
following the goal-setting workshop, staff prepared detailed work programs for achieving 0DMRU&LW\*RDOV DQG
2EMHFWLYHV in order to:
1. Clearly define and scope the adopted goal.
2. Ensure that there is a clear understanding of the means selected to pursue the goal.
3. Convert the general goal into specific action steps so progress can be measured.
This is especially important in the case of objectives where fully achieving the goal is likely to extend well beyond
the two-year Financial Plan period. However, progress and success in accomplishing the goal can be measured by
clearly defining the specific actions planned over the next two years.
The work programs were presented to the Council on April 18, 2017. After public input, in-depth review and
Council discussion, the Council provided guidance pertaining to the Open Space Preservation and Multimodal
Transportation Major City Goals. Recommended suggestions are included in those work programs for further
Council consideration
Work Program Content. The work programs are organized by functional area: Public Safety, Transportation,
Leisure, Cultural & Social Services, Community Development, and General Government. Each work program
provides the following information:
1. Objective.
2. Discussion of workscope summary, existing situation and related work accomplished in the past.
3. Constraints and limitations.
4. Stakeholders and partnerships.
5. Action plan detailing specific tasks and schedule for the next two years.
6. Key assumptions in preparing the work program.
7. Responsible department.
8. Financial and staff resources required to achieve the goal.
9. General Fund revenue potential, if any.
10. Outcome—final work product at the end of the next two years.
Integration into the Financial Plan
The Council has adopted three Major City Goals and four Other Important Objectives for inclusion in the 2017-19
Financial Plan. These goals consider three things:
C1-3
GOALS AND OBJECTIVES
OVERVIEW
1. Priorities expressed by residents and other community members during the goal-setting process.
2. Pro-active and responsible response to the economic climate.
3. Focus on preserving core services and maintaining the City’s infrastructure.
Other Program Objectives
Along with goals set by the Council, the Financial Plan also includes objectives proposed by staff for improving
the delivery of City services. These are different from Council-initiated goals in two important ways:
1. Council goals are generally focused on objectives that can only be successfully achieved through Council
leadership, support and commitment; program objectives proposed by staff are typically more internally focused
on improving day-to-day operations and can usually be achieved through staff leadership, support and
commitment.
2. Achieving Council goals has a higher resource priority.
Each of the operating programs presented in the Financial Plan clearly identifies Major City Goals, Other Important
Objectives, and other program objectives.
Status Reports on Progress in Achieving Goals and Objectives
Recurring reports are provided at regular intervals to provide the City Council with the progress that has been made
toward goal attainment. During the first year of each Financial Plan, a report is prepared in September to reflect the
status of goals and objectives established as part of the previous Financial Plan. The first update on the status of
goals and objectives for the current Financial Plan is presented in February to coincide with the mid -year budget
update. Subsequent updates are provided the following September and February.
C1-4
COMMUNITY
FORUM
JAN. 10, 2017
Major City Goal Work
Programs & Strategic
Budget Direction . . . . . . .April 18, 2017
Preliminary Budget . . . . .May 15, 2017
Budget Workshops . . . .June 1, 6, 2017
Adopted Budget . . . . . . .June 20, 2017
LETTERS FROM
COMMUNITY
GROUPS
COMMUNITY
SURVEYS
CURRENT
2-YEAR
GOALS*
FISCAL
FORECAST**
LETTERS
FROM
INDIVIDUALS
LONG-TERM
PLANS, GOALS
& POLICIES*
ADVISORY
BODIES
* November 15, 2016 “Setting the Stage” Workshop
* * December 6, 2016 Budget Foundation” Workshop
COUNCIL GOAL-
SETTING WORKSHOP
JANUARY 28, 2017
GOAL-SETTING
INPUT
STAFF BUDGET
PREPARATION
Goal-Setting & the Budget Process
— 2017-2019 Financial Plan —
www.slocity.orgwww.slocity.org
C1-5
MAJOR CITY GOALS/OTHER IMPORTANT OBJECTIVE FUNDING SUMMARY
MCG/OIO Goal Statement Expenditure Type 2017/18 2018/19 2017/18 2018/19
Ongoing 177,484$ 184,637$ -$ -$
Reallocation2 63,410$ 66,415$ -$ -$
New Programs/Projects -$ -$ -$ -$
Ongoing 5,296,480$ 5,431,858$ -$ -$ Reallocation**-$ -$ -$ -$ New Programs/Projects -$ -$ 3,715,500$ 15,680,000$
Ongoing -$ -$ -$ -$
Reallocation2 112,217$ 118,754$ -$ -$
New Programs/Projects 115,500$ 87,000$ 30,000$ 75,000$
Ongoing 1,371,585$ 821,080$ -$ -$
Reallocation2 75,000$ -$ -$ -$
New Programs/Projects -$ -$ -$ -$
Ongoing 969,703$ 977,257$ -$ -$
Reallocation2 75,000$ -$ -$ -$
New Programs/Projects -$ -$ 440,000$ 55,000$ TOTAL WORK PROGRAMS 8,256,379$ 7,687,001$ 4,185,500$ 15,810,000$ 1 Other Important Objective2Dollars displayed represent the workload that is being reallocated within existing resources (net-zero). 3 Palm-Nipomo Parking Structure Capital Project is included in both Multi-Modal and Downtown Vitality.Expenditure Type Summary Table Operating Capital
Ongoing $ 15,230,084 $ - Reallocation $ 510,796 $ - New Programs/Projects $ 202,500 19,995,500$ Total:15,943,380$ 19,995,500$
Downtown Vitality1,3
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 & 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.
Housing2%
Multi-Modal Transportation72%
Climate Action2%
Fiscal Sustainability and Responsibility12%
Downtown Vitality12%
2017/18 TOTAL MAJOR CITY GOALS/OTHER IMPORTANT OBJECTIVE WORK PROGRAMS(Includes Operating and Capital Expenditures)
C1-6
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HOUSING
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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.
6&23(2):25.
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.
',6&866,21
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)
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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 show n 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.
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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
727$/81,76 166 208 374
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.
:25.3(5)250('72'$7(
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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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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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.
:25.352*5$0&21675$,176$1'/,0,7$7,216
1. Declining federal and state funds for affordable housing and more competitive grants require the City to be
creative in its efforts to find funding sources to assist housing developers.
2. Competing priorities for resources needed to address housing issues.
3. Reliance on non-profit and for profit developers to come forward with development proposals to increase the
supply of housing since the City does not own, manage, or build affordable housing itself.
4. Minimal land, if any, of City owned property is suitable for housing development.
5. The City’s limited ability to control the decisions and funding of outside agencies and housing providers. The
provision of housing and implementation of the Housing Element requires a variety of City Departments,
outside agencies and housing providers to commit to, and accomplish, their related work programs.
6. Required land use entitlements for housing projects (use permit, architectural review, environmental review,
etc.) and lengthy appeal process.
7. Significant public involvement is housing development projects.
8. Vast number and divergent objectives of stakeholders or decision makers including housing agencies, non -
profit organizations, business and property owners, residents and neighborhood groups (see “Stakeholders”
below).
9. Public infrastructure that can be funded with a combination of development impact fees and other funds to meet
the growth needs of the City.
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1. The City will commit sufficient staff and resources to complete the work plan.
2. The City cannot solve all housing issues in the community, due to resource constraints and inability to control
housing and financing market factors.
67$.(+2/'(56
C1-10
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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)
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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 re-zone
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
C1-11
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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
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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
C1-12
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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
5(63216,%/('(3$570(176
The Community Development Department will take the lead on this Major City Goal with assistance from
Administration, City Attorney, Finance, Fire, Public Works, and Utilities. All departments and Community
Development Department divisions associated with development entitlements and building permitting will play a
key role in the review of the increased levels in housing production. The City Attorney’s office will assist with
consistency with State and Density Bonus law and review affordable housing loans, contracts and agreements.
),6&$/,03$&7
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.
),1$1&,$/$1'67$))5(6285&(65(48,5('72$&+,(9(7+(*2$/
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.
C1-13
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HOUSING
6WDII5HVRXUFH$QDO\VLV
HOUSING PROGRAMS
FTE1
(Ongoing
Work Load)
FTE1
(MCG Work
Plan)2
FTE1
(FY 2017-19
Projected
Work Load)
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
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
C1-14
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&RVW6XPPDU\DQG)XQGLQJ6RXUFH 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.
C1-15
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.
Operating Capital Improvement Plan
NEW PROGRAMS/PROJECTS
Operating Capital Improvement Plan
Function Program Task
Function Program Task
EXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDED
Operating Capital Improvement Plan
REALLOCATION OF RESOURCES (NET ZERO FISCAL IMPACT)
Housing
Assistance
Community &
Neighborhood
Livability
Function Program
Community &
Neighborhood
Livability
Housing
Assistance
Task
C1-16
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
Active Transportation, a mode of travel based on physical activity, 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.
C1-17
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 safety, 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.
C1-18
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 Railroad 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. Complete Railroad Safety Trail Extension – Pepper to Train
Station.
3. Begin Construction of Bob Jones Trail - Prefumo Creek to
Oceanaire (grant funding dependent)
Public Works
Public Works
3/2019
3/2019
4. Construct 1st phase of the Broad Street Bike Blvd. Public Works 8/2018
5. Implement Minor Bicycle Facility Improvements
6. Broad Street Corridor Access Improvements
7. Complete Pedestrian & Bikeway Maintenance
8. Complete Sidewalk Replacements & New Installations
9. Complete New Streetlight Installations
10. Construct Safe Routes to School: Foothill X-Ing Project
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Ongoing
6/2019
Ongoing
Ongoing
Ongoing
Ongoing
Develop an Active Transportation Plan
11. Begin Bicycle Transportation Plan update to Active
Transportation Plan
Public Works 1/2018
12. Develop Parklet Application Guide
Public Works 3/2018
13. Work with Senior Councils and Commissions to include
senior citizen issues in the upcoming Active Transportation
Plan, services, and projects
Public Works
Ongoing
14. Continue Deployment of Advance Pedestrian Signal Timing Public Works Ongoing
C1-19
MAJOR CITY GOALS
MULTIMODAL TRANSPORTATION
Implement the Short-Range Transit Plan
15. Implement revised routes and schedules for Short Range
Transit Plan
Public Works 7/2017
16. Upgrade and replace the SLO Transit Automatic Vehicle
Locators (AVL) system
Public Works 6/2018
17. 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
18. Begin construction of Higuera Street Widening – Elks to
Chumash Village
19. Begin Construction of Prado Road Bridge Widening at SLO
Creek
20. Complete Caltrans’ PAED (environmental) process for the
Prado Road Interchange
21. Continue Traffic Safety & Operations Programs
22. Implement 2015 Traffic Safety Report Projects
23. Construct of California & Taft Roundabout
24. Complete Design of Tank Farm & Orcutt Roundabout
25. Complete Bridge Maintenance Projects
26. Complete Street Reconstruction & Resurfacing
27. Continue to support multimodal infrastructure installation
and upgrade thru new development.
28. Continue implementation of the City’s Neighborhood Traffic
Calming Program at reduced level from prior years
29. Continue Traffic Signs and Striping maintenance
Public Works
Public Works
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
6/2019
6/2018
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
RESPONSIBLE DEPARTMENTS
Public Works
C1-20
MAJOR CITY GOALS
MULTIMODAL TRANSPORTATION
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.
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.
Cost Summary and Funding Source (attached table)
C1-21
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$ 4
Traffic Signals & Street Lights 50330 Approx. 40% of Operating Program 218,779$ 1 214,315$ 1
Transit Operations 50700 Approx. 100% of Operating Program 3,448,368$ 3.0 3,561,925$ 3.0
Streets & 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 Financial Plan
Infrastructure and Transporation 50500 SIDEWALK REPLACEMENT AND INSTALLATION 130,000$ 50,000$
Infrastructure and Transporation 50500 STREET RECONSTRUCTION AND RESURFACING (ANNUAL)1,600,000$ 1,600,000$
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$ 1,000,000$
Infrastructure 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 PRADO ROAD INTERCHANGE 150,000$ 840,000$
Infrastructure and Transporation 50500 RRST PEPPER STREET TO THE TRAIN STATION -$ 30,000$
Infrastructure and Transporation 50500 BROAD ST. CORRIDOR ACCESS IMPROVEMENTS 25,000$ 45,000$
Infrastructure and Transporation 50500 BROAD STREET BICYCLE BOULEVARD 180,000$
Infrastructure and Transporation 50500 SAFE ROUTE TO SCHOOL IMPLEMENTATION: FOOTHILL CROSSING 50,000$ 250,000$
Infrastructure and Transporation 50500 NEIGHBORHOOD TRAFIC MANAGEMENT 75,000$ 75,000$
Infrastructure and Transporation 50700 TRANSIT – AUTOMATIC VEHICLE LOCATION SYSTEM 310,000$ -$
Total -$ -$ 3,715,500$ 15,680,000$
REALLOCATION OF RESOURCES (NET ZERO FISCAL IMPACT)
Operating Capital Improvement Plan
NEW PROGRAMS/PROJECTS
Operating Capital Improvement Plan
Function Program Task
Function Program Task
Function Program Task
EXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDED
Operating Capital Improvement Plan
C1-22
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.
Re-evaluate the feasibility or relevance of the GHG emissions reduction implementation measures in the
CAP, and identify implementation funding sources.
C1-23
MAJOR CITY GOALS
CLIMATE ACTION
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)
Urban Water Management Plan and Water Shortage Contingency Plan (Utilities)
Water and Wastewater Element Update and Implementation (Utilities)
Wastewater Collection Infrastructure Renewal Strategy (Utilities)
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MAJOR CITY GOALS
CLIMATE ACTION
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, resultin g 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:
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MAJOR CITY GOALS
CLIMATE ACTION
Implementation FY 17-18 (one-time/ongoing) FY 18-19 (one-time/ongoing)
1.0 FTE – Sustainability
Coordinator
$112,217 (one-time) $118,754 (one-time)
Offset by Department Budget: 1.0
FTE Special Projects Manager
-$112,217 (one-time) -$118,754 (one-time)
.25 FTE – Green Team
Coordination Efforts
$28,054 (one-time) $29,688 (one-time)
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 $348,271 $340,442
Offsets -$202,771 -$178,442
Total $145,500 $162,000
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MAJOR CITY GOALS
CLIMATE ACTION
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.
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)
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.
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MAJOR CITY GOALS
CLIMATE ACTION
ACTION PLAN (High Impact Objectives shown in bold)
Task Lead Department Target Date
1. Identify Resources
a. Introduce Sustainability
Coordinator to the City.
b. Creation of a City “Green Team”
and establishment of roles and
responsibilities.
c. Support for the establishment of a
“Community Climate Action
Coalition”.
2. Net Zero Carbon City
a. Assessment of the requirements
to achieve a “net-zero carbon
City” target.
b. Identify opportunity sites to
create “net zero carbon
district(s)”
c. Feasibility analysis and
implementation of a Community
Choice Energy Program.
3. Updating the Climate Action Plan.
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. Updating the City’s GHG emissions
inventory.
6. Biennial reporting on the effectiveness of
individual climate action adaptation and
GHG emission reduction strategies.
7. Ongoing accountability and monitoring of
the effectiveness and progress for all CAP
implementation strategies and measures.
ADMIN
ADMIN
ADMIN
ADMIN
CDD
CDD
CDD
CDD
CDD
ADMIN
July 2017
September 2017
November 2017
June 2018
December 2018
March 2018
June 2018
May 2019
June 2019
June 2019
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MAJOR CITY GOALS
CLIMATE ACTION
8. Development of enhanced incentive
programs.
9. Performance of energy assessments/audits
on all City-owned facilities.
10. Implementation of energy and cost saving
measures and projects that were identified
in the energy assessments/audits on all
City-owned facilities.
11. Monitoring and measuring of City-owned
facility and infrastructure performance.
12. Preparation of an Energy Baseline Report
and Rate Analysis for City-owned
facilities and infrastructure.
PW/UTILITIES
PW/UTILITIES
PW/UTILITIES
PW/UTILITIES
March 2018
July 2018
August 2018
March 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
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 to coordinate all 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
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MAJOR CITY GOALS
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 1.25 Full Time Equivalent (FTE) staff
in additional resources. This additional staff resource will consist of 1.25 total FTE (1.0 Sustainability Coordinator
and 0.25 Green Team coordination efforts). The Sustainability Coordinator role will be provided by re-allocating
the entire 1.0 FTE Special Projects Manager position, and Green Team coordination 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 FY 17-18 and $40,000 in FY 18-19 have been budgeted, using
one-time savings in the Community Development Department’s FY 2016-17 budget, for anticipated energy
efficiency projects. In addition, a new Capital Improvement Project is proposed to install electric City vehicle
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 in FY 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.
C1-30
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 112,217$ 1$ 118,754$ 1$
Special Projects Manager - Offset (112,217)$ (1)$ (118,754)$ (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 -$ TBD
Climate 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 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
Function Program Task
EXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDED
Operating Capital Improvement Plan
Environmental Health &
Open Space
REALLOCATION OF RESOUCES (NET ZERO FISCAL IMPACT)
Operating Capital Improvement Plan
NEW PROGRAMS/PROJECTS
Operating Capital Improvement Plan
Function Program Task
Function Program Task
Environmental
Compliance
*Each Department Head will designate a representative who has the techincal expertise to assist the Sustainability Coordinator with the CAP implementation and update. Their staff time will
be fully captured under their existing duties.
Environmental
Compliance
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C1-33
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.”
A Citizen Task Force will be established to work with the City and make recommendations to the City Council
addressing the fiscal challenges. 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.
In the 2013-15 Financial Plan, the City was able to:
C1-34
MAJOR CITY GOALS
FISCAL SUSTAINABILITY AND RESPONSIBILITY
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% 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.
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MAJOR CITY GOALS
FISCAL SUSTAINABILITY AND RESPONSIBILITY
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
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MAJOR CITY GOALS
FISCAL SUSTAINABILITY AND RESPONSIBILITY
ACTION PLAN
CITIZEN TASK FORCE Date
1. Establish a Citizen Task Force to make
recommendations to the City Council to
address budget challenges.
Administration
Fall 2017
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.
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
Administration
Community Development
Administration
Administration
Summer
2018
Spring 2019
Winter 2018
Ongoing
Ongoing
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 stud ents 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 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. Develop a budget balancing plan for City
Council actions consistent with the Fiscal
Health Contingency Plan based on Citizens
Task Force input that identifies actions and
operational changes needed to achieve
fiscal responsibility.
4. Return with Strategic Budget Direction for
2018-2019.
Administration
Administration
Administration
Administration
Ongoing
Summer
2017
Spring 2018
Winter
2017/Spring
2018
5. Implement Fee Study changes and
maintain fees consistent with Council
policies on cost recovery.
Administration Ongoing
6. Continue to align Local Revenue Measures
with voter priorities as determined by the
Revenue Enhancement Oversight
Committee.
7. Conduct a long-term fiscal study that
incorporates the anticipated financial
impacts related to the planned closure of
the Diablo Canyon Power Plant
8. Conduct a comprehensive review of fiscal
policies and fund balance requirements.
9. Provide a recommendation for strategic
budget direction prior to submitting a 2018-
19 Supplemental Budget that achieves long-
term structurally balanced fiscal outlook.
Administration
Administration
Finance
Finance
Ongoing
Spring 2018
Winter 2017
Spring 2018
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MAJOR CITY GOALS
FISCAL SUSTAINABILITY AND RESPONSIBILITY
10. Implement operating cost reductions
consistent with adopted 2018-19 budget.
11. 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.
12. Monitor and report performance measures
at Budget Supplement and Financial Plan
adoption.
13. Work with the City Council to review
Labor Relations Objectives and define
negotiating parameters consistent with the
Fiscal Responsibility Philosophy and the
Compensation Philosophy.
14. Monitor liability self-insured/excess
insurance program and explore options
with CJPIA to control workers’
compensation costs.
15. 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.
16. Implement actions aimed at reducing
workers’ compensation and liability claims
by 30% in 3 years (by June 30, 2019).
17. Continue to monitor legislation that could
impact City revenues and expenditures.
18. Analyze fleet replacement policies with the
goal of minimizing replacement costs and
maximizing fleet utilization.
All Departments
Administration
Administration
Human Resources
Human Resources
Finance/Human Resources
Human Resources/All Departments
All Departments
Public Works
Through
Summer
2019
Ongoing
Ongoing
Summer
2017
Ongoing
Spring 2018
Ongoing
Ongoing
Spring 2018
C1-39
MAJOR CITY GOALS
FISCAL SUSTAINABILITY AND RESPONSIBILITY
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
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)
C1-40
Cost Summary and Funding Source 2017‐182018‐192017‐18 2018‐19$FTE$FTE$$City Administration Continue Revenue Enhancement Oversight Committee Support25,000$ 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 DevelopmentLong Range Planning AB 1600 Fee Update125,000$ 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$ 0.2939,000$ 0.29Diablo Canyon Nuclear Power Plant economic allocation fund policies6,240$ 0.056,240$ 0.05Increases Revenues from Sales Tax, Property Tax, TOT by implementing EDSP249,600$ 1.86 249,600$ 1.86Continue Hothouse Partnership to create and expand economic activities28,120$ 0.0228,120$ 0.02City AdministrationImplement Fiscal Health Contingency Plan Measures44,400$ 0.2344,400$ 0.23City Admin./Finance Admin./H.R. Risk Mgmt.Engage Employees in Fiscal Health Contingency Plan measures55,500$ 0.2955,500$ 0.29City Administration Establish a Citizen Task Force to address budget challenges17,760$ 0.09‐$ 0.09City Admin./Finance Admin.Develop and present Strategic Budget Direction for 2018‐1922,200$ 0.12‐$ 0.12City Admin./Finance Admin.Implement fee study changes and maintain updated fees consistent with Council policies27,750$ 0.1427,750$ 0.14City Administration Align and Report Local Revenue Measures with adopted priorities33,300$ 0.1733,300$ 0.17Finance Administration Conduct a comprehensive review of all fund balance requirements7,215$ 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$ 0.1618,700$ 0.16City Admin./Finance Admin.Implement operating cost reductions consistent with adopted 2018‐19 budget.20,400$ 0.1720,400$ 0.17City AdministrationTrack and report operational efficiencies, including best management practices and cost containment measures.16,650$ 0.0916,650$ 0.09City Admin./Finance Admin.Monitor and report performance measure at Budget Supplement and Financial Plan adoption.4,440$ 0.024,440$ 0.02H.R. Risk ManagementDevelop labor relations objectives consistent with Fiscal Responsibility Philosophy and Compensation Philosophy.4,440$ 0.021,110$ 0.01H.R. Risk ManagementMonitor liability self insured/excess insurance program and excess insurance options with CJPIA to control workers' compensation insurance.33,000$ 0.2933,000$ 0.29FunctionProgramTaskFiscal Health & GovernanceEconomic DevelopmentFiscal Health & GovernanceFiscal Health & GovernanceEXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDEDOperatingCapital Improvement PlanECONOMIC DEVELOPMENT AND RESPONSIVENESSFISCAL RESPONSBILITY INCLUDING ACTIONS TO ENSURE STRUCTURALLY BALANCED FISCAL OUTLOOKC1-41
Cost Summary and Funding Source 2017‐182018‐192017‐18 2018‐19$FTE$FTE$$FunctionProgramTaskEXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDEDOperatingCapital Improvement PlanH.R. Risk ManagementDevelop policy to address funding status of volatile insurance programs. Evaluate the purpose and use of the Insurance Benefit Fund to lessen the financial impacts of the fluctuations in insurance costs.13,200$ 0.1213,200$ 0.12H.R. Risk ManagementImplement actions aimed at reducing workers' compensation and liability claims by 30% in 3 years (by June 30, 2019)88,500$ 0.8788,500$ 0.87All Departments Continue to monitor legislation that could impact City revenues and expenditures.7,920$ 0.077,920$ 0.07Infrastructure & TransportationVehicle Equipment MaintenanceAnalyze fleet replacement policies with the goal of minimizing replacement costs and maximizing fleet utilization.18,150$ 0.1618,150$ 0.16Develop a contingency plan to address potential additional changes to long ‐term unfunded CalPERS and OPEB liabilities.13,200$ 0.1213,200$ 0.12Recommend allocation of available one‐time funds consistent with Financial Policies to reduce unfunded liabilities.13,200$ 0.1213,200$ 0.12Community Safety/Fiscal Health & GovernancePolice/Fire/Finance AdministrationCreate a financing plan to construct the replacement and development of critical public safety facilities (i.e. Police Station and Fire Stations).11,200$ 0.0611,200$ 0.06Infrastructure & TransportationTransportation Planning/EngineeringDevelop creative infrastructure financing options (grants, land based funding, local revenues) for Council consideration and implement as directed.13,000$ 0.1213,000$ 0.12Fiscal Health & GovernanceWater Admin./EngineeringExplore expanding utility fees to include storm water activities.19,500$ 0.1719,500$ 0.17Total1,371,585$ 5.85 821,080$ 5.83‐$ ‐$ 2017‐182018‐192017‐18 2018‐19$FTE$FTE$$Utilities Rate Study ‐ Consultant*50,000$ Utilities Rate Study ‐ Staff Resources*25,000$ Savings from Sewer & Water Funds*(75,000)$ Total‐$ ‐$ ‐$ *The rates study will be funded within 2016‐17 fiscal year. The reallocation of dollars is displayed for information purposes for the task.2017‐182018‐192017‐18 2018‐19$FTE$FTE$$Total‐$ ‐$ ‐$ ‐$ Fiscal Health & GovernanceWater & Wastewater Admin./EngineeringFiscal Health & GovernanceFinance AdministrationREALLOCATION OF RESOURCES (NET ZERO FISCAL IMPACT)OperatingCapital Improvement PlanNEW PROGRAMS/PROJECTSOperatingCapital Improvement PlanFunctionProgramTaskFunctionProgramTaskLONG TERM UNFUNDED LIABILITIESINFRASTRUCTURE FINANCINGC1-42
OTHER IMPORTANT OBJECTIVES
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
core. The Police Department’s CAT (Community Action Team) Program adds another dimension of
C1-43
OTHER IMPORTANT OBJECTIVES
DOWNTOWN VITALITY
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
C1-44
OTHER IMPORTANT OBJECTIVES
DOWNTOWN VITALITY
ACTION PLAN
Task Lead Department Date
Maintain/Improve Downtown Infrastructure
1. Complete Design and begin Construction of the Palm/Nipomo Parking
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. Design of the Mission Plaza Concept Plan - 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.
4. Following adoption, develop a phasing and resources needed plan for
the implementation of the Mission Plaza Concept Plan.
CDD
PW
CDD
PW
Summer 2017
Fall 2017
Ongoing
Summer 2018
C1-45
OTHER IMPORTANT OBJECTIVES
DOWNTOWN VITALITY
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 fun ding
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, an,
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
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)
C1-46
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$ 6
Total 969,703$ 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$
Mission Plaza Railing Replacement 30,000$
Total -$ -$ 440,000$ 55,000$
EXISITNG ONGOING PROGRAMS/PROJECTS PREVIOUSLY ADOPTED AND FUNDED
Operating Capital Improvement Plan
Streets & Sidewalk
MaintenanceInfrastructure and
Transportation
Function Program Task
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 Plan
Function Program Task
Function Program Task
C1-47
LOCAL REVENUE MEASURE
Attached 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
Expenditure
Percentage
Capital
Expenditure
Percentage
2017-18 33%($2,529,758)67%($5,076,700)
2018-19 34%($2,624,935)66%($5,002,323)
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:
C2-1
LOCAL REVENUE MEASURE
Expenditures 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:
C2-2
2017-19 LOCAL REVENUE MEASURE EXPENDITURES
2017-18 2018-19 2017-18 2018-19
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.
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.
Laguna Lake Dredging 40,000 100,000 140,000 Funding to obtain regulatory permits and begin a maintenance dredging regime for Laguna Lake.Open Space Wildfire Fuel Reduction 5,000 5,000 10,000 C Funding to implement Open Space fire prevention efforts.Ranger Services (Ranger Staffing; FTE = 2) 139,685 147,068 286,753 C Funding to provide two Ranger Maintenance Workers.
Subtotal 144,685 152,068 200,000 260,000 756,753
Pedestrian and Bicycle Pathway Maintenance 60,000 60,000 120,000 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.
Bicycle Facility Improvements 100,000 100,000 200,000 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.
Sidewalk Replacement and Installation 25,000 50,000 75,000 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.
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.
Description Project Title
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding Open Space Preservation
MCGOIO
Bicycle and Pedestrian 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)
C2-3
2017-19 LOCAL REVENUE MEASURE EXPENDITURES
2017-18 2018-19 2017-18 2018-19
Description Project Title
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding MCGOIO
Railroad Safety Trail - Pepper Street to Train Station 30,000 30,000 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.
Active Transportation Plan 40,000 40,000 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.
Downtown Renewal 190,000 190,000 D
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.
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 1,261,774
Traffic Safety Report Implementation 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.
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.
Traffic Signs & 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.
City Facility Parking Lot Maintenance 120,000 120,000
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.
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)
C2-4
2017-19 LOCAL REVENUE MEASURE EXPENDITURES
2017-18 2018-19 2017-18 2018-19
Description Project Title
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding MCGOIO
Neighborhood Traffic Improvements 75,000 75,000 150,000 This funding supports the study, design and implementation of neighborhood traffic management needs.Signal and Light Maintenance (Technician; FTE = 1) 111,001 112,138 223,138 T Signal Technician position.
Subtotal 111,001 112,138 190,000 250,000 663,138
Police Patrol Vehicles 102,000 153,000 255,000 Funding to replace five police patrol vehicles. Police Motorcycle 34,000 34,000 Funding for one police motorcycle.
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.
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.
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.
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.
Police Station Building Maintenance and Improvements 35,000 94,000 129,000 Funding to replace roof on evidence storage building, install cooling system for IT equipment and lobby improvements at the Police Department.
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)
C2-5
2017-19 LOCAL REVENUE MEASURE EXPENDITURES
2017-18 2018-19 2017-18 2018-19
Description Project Title
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding MCGOIO
South Hills Radio Site Upgrade 250,000 250,000
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.
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.
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.
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.
Fire and Police Radio System Upgrade 100,000 100,000
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.
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.
Street Lighting 20,000 20,000 40,000 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.
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.
PuslePoint CPR Software 8,000 8,000 16,000 F Funding supports an app that allows community members to act as first responders.
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)
C2-6
2017-19 LOCAL REVENUE MEASURE EXPENDITURES
2017-18 2018-19 2017-18 2018-19
Description Project Title
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding MCGOIOPatrol Services (Officers, Sergeant; FTE = 4) 884,388 928,077 1,812,465 Funding support three Patrol Officers and one Police Sergeant.
Subtotal 892,388 936,077 961,200 858,823 3,648,488
Street Reconstruction and Resurfacing 1,600,000 1,600,000 3,200,000 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.
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.
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.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.Streets Maintenance Slide in Patcher 205,000 205,000 Funding for equipment that is used to place the asphalt concrete.
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.
Electric Forklift 35,000 35,000 Funding for equipment used to move heavy materials at the Corporation Yard.Streets Maintenance Portable Message Board 20,000 20,000 Funding for replacement traffic control device used to detour vehicles away from roadway work zone.
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.
CIP Project Engineering (Inspector; FTE = 1) 113,899 115,325 229,224 Funding supports a Field Engineering Inspector position. 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 2,080,500 1,979,250 4,491,538
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)
C2-7
2017-19 LOCAL REVENUE MEASURE EXPENDITURES
2017-18 2018-19 2017-18 2018-19
Description Project Title
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding MCGOIO
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.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 - 30,000 551,754
Storm Drain System Replacement 231,000 317,100 548,100 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.
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.
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 641,742 652,195 231,000 367,100 1,892,037
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.
Parks Maintenance Tractor 42,000 42,000 Funding for equipment used to maintain park system. The tractor is used maintain play turf areas.
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. 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. Golf Course Mower 33,000 33,000 Funding for mower at Laguna Lake Golf Course.
Code Enforcement
Flood Protection
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)
C2-8
2017-19 LOCAL REVENUE MEASURE EXPENDITURES
2017-18 2018-19 2017-18 2018-19
Description Project Title
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding MCGOIO
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.
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.
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.
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.
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.
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 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.
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).
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)
C2-9
2017-19 LOCAL REVENUE MEASURE EXPENDITURES
2017-18 2018-19 2017-18 2018-19
Description Project Title
The following uses of local sales tax revenue are consistent with Council goals and objectives, the spending priorities of voter-approved Local Revenue Measure (Measure G), and the recommendations of the Citizens' Revenue Enhancement Oversight Commission (REOC). The categories listed were developed by REOC and are not aligned with City functions.
Operating Programs CIP 2-yr Total Funding MCGOIO
Park Major Maintenance and Repairs 170,000 290,000 460,000 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, hydration station installation and replacement of the irrigation system at Sinsheimer Park.
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. City/ County Library - HVAC. Half paid for by the County. $3600 in 17-18 $22,950 in 18-19
Mission Plaza Restroom and Enhancements 25,000 25,000 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.Parks and Landscape Maintenance (Maintenance Worker; FTE = 1) 83,520 84,563 168,083 Funding for a Parks Maintenance Worker position.
Subtotal 83,520 84,563 723,100 777,150 1,668,333
City Hall Building Maintenace 251,900 251,900 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.
Multi-Site Energy Management Software 24,000 24,000 48,000 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 - - 275,900 24,000 299,900
2,529,758 2,624,935 5,076,700 5,002,323 15,233,716
Other Vital Services and Capital Projects
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)
C2-10
Section D
OPERATING PROGRAMS
OPERATING BUDGETS
This section includes operating budgets by Department containing the following
information:
•Department Summary with Expenditures by Account Category, Program and
Function and Budgeted FTEs
•Department Performance and Workload Measures
•Program Summaries with Program Descriptions, Objectives and Activities
Department Operating Budgets
D1-1
DEPARTMENT MISSION:
ABOUT DEPARTMENT:
EXPENDITURES BY ACCOUNT CATEGORY
Account 2016-17 2017-2018 2018-2019
Staffing 3,759,534 3,764,995 3,830,785
Contract Services 3,222,112 3,195,271 3,258,143
Other Operating Expenditures 1,097,270 1,101,215 1,104,620
TOTAL EXPENDITURES 8,078,916$ 8,061,481$ 8,193,548$
EXPENDITURES BY PROGRAM
Program 2016-17 2017-2018 2018-2019
City Administration 1,030,446 1,013,669 1,036,015
City Council 166,339 139,156 140,669
Cultural Activities 312,896 320,287 327,863
Economic Development 247,423 251,148 252,289
Natural Resources Protection 374,985 402,693 404,817
Community Promotion 403,609 404,688 406,326
Tourism & Bid 1,411,395 1,340,345 1,345,807
Downtown Association 214,000 227,000 227,000
Administration & Records 710,425 680,085 752,201
IT Network Services 2,706,258 2,421,354 2,447,007
IT Support Services - 187,306 197,894
Geographic Info Services 501,141 673,750 655,662
TOTAL EXPENDITURES 8,078,916$ 8,061,481$ 8,193,548$
The City Administration department is responsible for providing information and recommendations to the City
Council, implementing Council policies and programs as well as managing the day-to-day operations of the City.
Administration is the lead department on implementing the Climate Action and Financial Sustainability and
Responsibility Major City Goals.
The department is responsible for coordinating the City's economic efforts including the City's Tourism program,
assuring the identification and protection of open space, natural and biological resources in and around the City;
management of the City's information technology resources; and the City Clerk program. In addition, the
department is involved in a wide variety of projects such as serving as liaison to the Downtown Association, the
Revenue Enhancement Oversight Commission, and, along with Cal Poly University and the Foundation for the
Performing Arts, management of the Performing Arts Center.
CITY ADMINISTRATION
DEPARTMENT SUMMARY
Providing leadership for the City organization in our quest to deliver exceptional service by facilitating citizen
participation and government transparency, implementing City Council goals and programs, and fostering trust,
respect and dignity for the City and the citizens we serve.
D2-1
CITY ADMINISTRATION
DEPARTMENT SUMMARY
DEPARTMENT EXPENDITURES BY FUNCTION
Function 2016-17 2017-18 2018-19
Culture & Recreation 716,504 724,975 734,188
Environmental Health & Open Space 374,985 402,693 404,817
Fiscal Health & Governance 3,780,028 3,651,403 3,753,979
Infrastructure & Transportation 3,207,398 3,282,409 3,300,563
TOTAL EXPENDITURES 8,078,916$ 8,061,481$ 8,193,548$
REGULAR FULL-TIME EQUIVALENT STAFFING BUDGET
Program 2016-17 2017-18 2018-19
Administration & Records 5.00 5.00 5.00
City Administration 4.00 4.00 4.00
Community Promotion 0.25 0.25 0.25
Economic Development 1.00 1.00 1.00
Natural Resource Protection 2.00 2.00 2.00
Tourism and Bid Promotion 1.75 1.75 1.75
IT Geographic Info Services 3.00 4.00 4.00
IT Support Services 0.00 2.00 2.00
IT Network Services 8.00 5.00 5.00
TOTAL FTEs 25.00 25.00 25.00
Culture & Recreation
9%
Environmental Health
& Open Space
5%
Fiscal Health &
Governance
45%
Infrastructure &
Transportation
41%
2017-18 EXPENDITURES BY FUNCTION
D2-2
Department: City Administration
Target 2017-18 Target 2018-19
99.9%99.9%
Target 2017-18 Target 2018-19
90%90%
Target 2017-18 Target 2018-19
$32,272,000 $ 33,056,000
Measure 2015-16 2016-17 2017-18 2018-19
City facilities receiving IT support 30 31 31 31
Data backed-up in Gigabytes 17,455 34,910 78,200 78,200
Number of Geographic Information
System layers maintained 850 860 905 905
Contacts with businesses regarding
starting, expanding and staying in
the City
X X 25 25
Open space acquisitions /
dedications and conservation plans 3 2 2 2
Promotional contracts administered 20 20 40 40
Regular and special Council
Meetings held 36 36 36 36
City Manager Reports reviewed 192 220 230 240
Council agenda reports processed 252 300 300 300
Community partnership contracts
administered 12 12 13 13
Maintain City Network Reliability Uptime Status
Increase the amount of sales and transient occupancy tax received by the City from $31,589,000 in 2015-16 to $33,056,000 by
2018-19, reflecting a 4.6% total increase and a 2.2% and 2.5% increase per year respectively through various economic
development efforts. These figures are aligned with the City's five year forecast and will change accordingly.
WORKLOAD MEASURES
2017/19 FINANCIAL PLAN
The Information Technology Division strives to provide a reliable and highly available data network to connect city staff to
information and technology solutions. The indicator is expressed as the percent of uptime each year that the City's core network
is online and available 99.999% of the time (no more than 8 hours per year of unscheduled and uncontrollable downtime).
Measure/Explanation
Open City Hall Participant Satisfaction Rating
Open City Hall is the City's main online platform for civic engagement. A variety of topics are regularly posted and each member
of the public is asked to complete a brief satisfaction survey regarding their experience using the tool. Regular use of Open City
Hall by both the staff and public is a cost effective way to increase engagement. The current satisfaction rating is 92% and the
City aims to maintain at least a 90% rating for 2017-18 and 2018-19.
Measure/Explanation
Amount of Sales and Transient Occupancy Tax
DEPARTMENT PERFORMANCE AND WORKLOAD MEASURES
SUMMARY
The City Administration Department performance and workload measures selected are illustrative of the work the department
does to ensure connectivity in the organization and community as well as meeting our stated goals. They include specific targets
for network connectivity, community satisfaction with public engagement and the effectiveness of our economic development
efforts.
PERFORMANCE MEASURES
Measure/Explanation
D2-3
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
724,481 857,069 (2%)878,115 2%
21,961 140,200 -140,200 -
24,178 16,400 (7%)17,700 8%
770,619 1,013,669 (2%)1,036,015 2%
2017-19 Financial Plan
2016-17
Staffing 872,546
Contract Services 140,200
ACTIVITIES:
- Policy Advice, Guidance, and Implementation. Serving as the Council’s chief policy advisor on all areas of City
operations.
- Council Meeting Agenda Management. Reviewing Council meeting agenda reports, recommending Council actions.
- Operating Program Direction and Evaluation. Ensuring that services are delivered effectively, evaluating accomplishment
of approved program objectives.
- Management Teambuilding and Leadership. Organizing management training and development activities, supervising and
evaluating the performance of department heads and other key managers.
- Oversight of City Clerk, Information Technology, Economic Development, Community Promotions, and Natural
Resource programs.
- Climate Action. Provide project managemet and coordination for the Major City Goal.
- Communications and Pubic Engagement. Supporting efforts to improve and expand engagement and communication with
the community.
- Community Partnerships. Providing direction, ensuring communication and support to Community Partners.
The City Administration Program provides information and recommendations to the Council, implements Council policies,
directs the delivery of municipal services, oversees accomplishment of City objectives and provides administrative support
to the Mayor and Council Members. Program goals include (1) informed public decision making; (2) responsive, effective
and efficient operating programs; (3) effective City management; (4) supervision of the City Clerk’s office, Information
Technology, Economic Development, Natural Resources, and Community Promotions programs; (5) effective Council
administrative support; and (6) direct supervision of eight budget programs.
Other Operating Expenditures 17,700
Total: City Administration 1,030,446
2017-19 Major City Goals
- Lead the Climate Action Major City Goal to 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.
- Lead the Fiscal Sustainability and Responsibility Major City Goal to implement the City’s Fiscal Responsibility
Philosophy with a focus on economic development and responsiveness, unfunded liabilities, and infrastructure financing.
PROGRAM COSTS:
Budget
FUND:General Fund
PROGRAM DESCRIPTION:
OBJECTIVES:
CITY ADMINISTRATION
PROGRAMS
City Administration FUNCTION:Fiscal Health & Governance
City Administration OPERATION:Governance
D2-4
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
128,186 109,756 (20%)111,269 1%
-----
26,735 29,400 -29,400 -
154,921 139,156 (16%)140,669 1%
2017-19 Major City Goals
- 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.
- 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.
2017-19 Other Important Objective
- 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.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
Staffing 136,939
ACTIVITIES:
- Legislation. Enacting ordinances and resolutions, reviewing compliance with adopted laws and regulations.
- Policy. Reviewing and adopting plans that guide the decisions and actions of the City's operating programs.
- Supervision. Directing and evaluating the City Manager and City Attorney.
Other Operating Expenditures 29,400
Total: City Council 166,339
Contract Services -
FUND:General Fund
PROGRAM DESCRIPTION:
OBJECTIVES:
The Council governs the City of San Luis Obispo by enacting and enforcing all laws and regulations concerning municipal
affairs, subject only to limitations and restrictions of the City Charter and the State Constitution. Sixteen standing advisory
bodies help the Council with this work. Program goals are (1) open, informed, and democratic public decisions; (2)
responsive and appropriate legislation and policy; and (3) effective and efficient execution of adopted laws and regulations.
CITY ADMINISTRATION
PROGRAMS
City Administration FUNCTION:Fiscal Health & Governance
City Council OPERATION:Governance
D2-5
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
-----
302,410 317,037 2%324,613 2%
-3,250 3%3,250 -
302,410 320,287 2%327,863 2%
- Continue support to the City-County Library.
- Continue financial support of the Performing Art Center (PAC).
- Participate on the PAC Board and Facilities Committee.
- Continue to provide support to Community Partners and explore new partnerships.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
Staffing -
ACTIVITIES:
- Performing Art Center. The City is a partner with Cal Poly and the Foundation for the Performing Arts (FPAC) in the
operation of the Performing Arts Center. Operations are overseen by the Performing Arts Commission, which includes the
Mayor and the City Manager among its members, as well as representatives from Cal Poly and the FPAC. Under the
operating agreement, the partners share in funding any operating subsidies on the same basis as the original construction
funding: one-sixth each by the City and FPAC, and two-thirds by Cal Poly.
- City-County Public Library. In 1989 the City of San Luis Obispo and the County of San Luis Obispo entered into a joint
powers agreement to build, own, and operate the City-County Library located at 995 Palm Street. In 2005, the City Council
approved an annual contribution to Library operating costs in the amount of $14,000. The City also support capital
improvements at the Library through financial contributions.
- Cultural Partnerships and Non-Profit Agency Support. As appropriate, the City assumes responsibilities and makes grants
in other cultural areas. The City supports the Railroad Museum through Community Development Block Grant funding, and
provides City-owned property at minimal cost to the Little Theater, Children’s Museum, History Center of San Luis Obispo
County, San Luis Obispo Museum of Art, Prado Day Center and SLO City Farm.
Other Operating Expenditures 3,250
Total: Cultural Activities 312,896
Contract Services 309,646
FUND:General Fund
PROGRAM DESCRIPTION:
OBJECTIVES:
In 1998, the City Council adopted the Community Partnership and Foundation Policy to support cultural institutions that
provide community value. The Cultural Activities Program administers partnerships with the Cal Poly Performing Arts
Center, City-County Public Library, and many other cultural organizations.
CITY ADMINISTRATION
PROGRAMS
City Administration FUNCTION:Culture & Recreation
Cultural Activities OPERATION:Cultural Services
D2-6
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
156,442 165,398 2%166,539 1%
51,780 69,200 -69,200 -
8,305 16,550 6%16,550 -
216,527 251,148 2%252,289 %
2017-19 Financial Plan
2016-17
Staffing 162,673
Contract Services 69,200
ACTIVITIES:
- Continued evaluation and investigation of issues related to infrastructure development.
- Continued collaboration with Cal Poly, Cuesta, business community and responsible agencies to promote an environment
supportive of entrepreneurs and start-up businesses.
- Continued focus on the City’s tourism efforts to enhance the fiscal position of the City.
- Continued support for the Downtown as a resource for residents and visitors.
- Continued support of the Community Development Department in the efforts to streamline the entitlement and permitting
processes.
- Ongoing Economic Development assistance including efforts that offer site selection assistance, support for the
Downtown, support for small businesses and business liaison services.
- Coordination of the City’s efforts to understand and mitigat the economic impacts of the closure of the Diablo Canyon
Power Plant.
- Expansion of services offering site selection assistance and business liaison services.
- Evaluation of space for residential and nonresidential development.
- Facilitate expansion of broadband infrastructure.
- Continue to enhance relevant data collection and opportunities for marketing the City.
The Economic Development Program emphasizes support for creation of head-of-household jobs by implementing the
strategies outlined in the Economic Development Strategic Plan (EDSP). Economic Development collaborates with Cal
Poly, Cuesta, the business community and other agencies to promote innovation and entrepreneurship. The City, through its
Economic Development Program also supports economic activities in the Downtown and other commercial areas in the
City, including tourism, to ensure the overall economic health and quality of life in the City.
Other Operating Expenditures 15,550
Total: Economic Development 247,423
- Work with the Community Development Department in implementing the Housing Major City Goal by supporting and/or
funding needed infrastructure within the City’s fair share.
- Support the Administration Department in implementing the Fiscal Sustainability and Responsibility Major City Goal with
a focus on economic development and responsiveness as well as infrastructure financing
- Support the Public Works Department in implementing the Downtown Vitality Other Important Objective by working with
Downtown Association to create an inventory of uses and occupancy.
Other Program Objectives
- Continue to implement the adopted Economic Development Strategic Plan – which includes an emphasis on head-of-
household jobs, collaboration, and measureable outcomes.
PROGRAM COSTS:
Budget
FUND:General Fund
PROGRAM DESCRIPTION:
OBJECTIVES:
CITY ADMINISTRATION
PROGRAMS
City Administration FUNCTION:Fiscal Health & Governance
Economic Development OPERATION:Economic Health
D2-7
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
284,467 296,193 1%298,317 1%
108,227 75,000 43%75,000 -
37,211 31,500 3%31,500 -
429,905 402,693 7%404,817 1%
2017-19 Financial Plan
2016-17
Staffing 291,985
Contract Services 52,500
ACTIVITIES:
- Open space/greenbelt acquisition - identification and prioritization of important Open space resources of the community
and seeking long-term protection of those resources using a variety of mechanisms. -
Develop site-specific conservation Plans, while conservation and Open space easements are administered as part of a
comprehensive, routine annual monitoring process.
- Stormwater Management program Coordination and agency reporting - coordinate efforts across all City departments for
purposes of permit compliance with State-mandated Stormwater drainage requirements promulgated by the Regional Water
Quality Control Board. the overarching goal is improvement in Water Quality and aquatic habitat throughout the City’s
waterway system.
- Natural resource protection, project mitigation and educational outreach - participate in the review of development
proposals and recommending modifications or mitigations where appropriate, as well as working with landowners and City
staff on maintenance projects affecting sensitive resources or habitats. The Natural Resources Protection Program also
educates citizens about the community’s Natural resources through various educational and volunteer activities.
The City of San Luis Obispo has a structured Natural Resource Protection Program to bring consistent direction and a
proactive approach to the City’s environmental protection and restoration efforts as well as to implement an open space land
conservation program within the City’s identified Greenbelt area.
Other Operating Expenditures 30,500
Total: Natural Resource Protect.374,985
- Climate Action. The Natural Resources Manager will participate on the “Green Team”.
- Pursue several key land acquisition opportunities.
- Continue implementation of the Laguna Lake Natural Reserve Conservation Plan.
- Update the Irish Hills Natural Reserve Conservation Plan to include the Waddell Ranch property.
- Partner with Ranger Service to open Waddell Ranch to the public and implement improvements and enhancements
identified in the Conservation Plan.
- Partner with Ranger Service to implement parking and access improvements at Johnson Ranch Open Space and Reservoir
Canyon Natural Reserve.
- Continue to participate in development of the City portion of the Bob Jones Trail.
- Implement protective fencing projects to optimize Conservation grazing practices and ensure public safety.
- Continue to Partner with ECOSLO on environmental education, outreach, and docent hikes.
- In partnership with the Fire Department and Ranger Services, conduct wildland-urban interface fuel reduction in
accordance with the Open Space Maintenance Plan.
- Conduct invasive species treatment in accordance with the Open Space Maintenance Plan.
PROGRAM COSTS:
Budget
FUND:General Fund
PROGRAM DESCRIPTION:
OBJECTIVES:
CITY ADMINISTRATION
PROGRAMS
City Administration FUNCTION:Environmental Health & Open
Natural Resource Protection OPERATION:Open Space
D2-8
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
29,458 32,688 3%34,326 5%
373,866 368,000 -368,000 -
3,903 4,000 -4,000 -
407,227 404,688 %406,326 %
2017-19 Financial Plan
2016-17
Staffing 31,609
Contract Services 368,000
ACTIVITIES:
- Manage annual Cultural Grants Program that provides grants-in-aid to qualified non-profit organizations for the promotion
of events and activities.
- Increase awareness via public relations efforts targeting City residents and visitors.
- Beautification and community enhancement projects that enhance the City’s positive public image.
- Promotion and outreach – through the SLO Happenings brand and app – to create awareness and provide residents and
visitors information on events and activities.
- Manage Local Special Event Sponsorship Program in coordination with the TBID that helps fund destination events that
showcase the attributes of the City.
- Enhance and support the Visitor Services Center and related activities in the community.
The Community Promotions program promotes the City’s unique lifestyle and enhances the cultural, recreational, and social
wellbeing of residents and visitors alike. The primary focus of the program is targeted marketing advised by the Promotional
Coordinating Committee (PCC) to support the community. The PCC focuses on the promotion of events and activities,
visitor services, and beautification and community enhancement efforts. Another important part of this program is an annual
competitive Grants-in-Aid program for non-profit organizations that promote events with cultural, social, and/or recreational
benefit to the residents of the City.
Other Operating Expenditures 4,000
Total: Community Promotion 403,609
- Provide staff support to the PCC and administer the Grants-in-Aid program.
- Provide oversight of the City’s Community Promotions contracts and vendors.
- Implement work efforts and program enhancements identified in the PCC Strategic Planning Report.
PROGRAM COSTS:
Budget
FUND:General Fund
PROGRAM DESCRIPTION:
OBJECTIVES:
CITY ADMINISTRATION
PROGRAMS
City Administration FUNCTION:Culture & Recreation
Community Promotion OPERATION:Cultural Services
D2-9
DEPARTMENT:PROGRAM:
Actual2015-16 2017-18 Change 2018-19 Change88,372 180,645 (2%) 186,107 3%1,274,579 1,107,700 (3%) 1,107,700 -32,302 52,000 (37%) 52,000 -1,395,254 1,340,345 (5%) 1,345,807 %
CITY ADMINISTRATIONPROGRAMS
City Administration FUNCTION: Fiscal Health & Governance
- Tourism marketing efforts including but not limited to: advertising, online marketing, tourism sales outreach, tradeshow participation, social media programs, and visitor services.- Promote and sponsor events that attract visitors from outside the County, including but not limited to the SLO Marathon, SLO Jazz Festival, Cal Poly Open House and Orientation Programs, and SLO Wine’s Roll Out The Barrels, and SLO International Film Festival.- Coordination with strategic local, regional and statewide tourism partnerships.- Participation in tourism tradeshows and industry conferences.- Development, management, and implementation of the City’s TBID Strategic Plan.
Tourism And BID Promotion OPERATION: Economic HealthFUND:
In June 2008, the City Council adopted Ordinance No. 1517 establishing a Tourism Business Improvement District (TBID) as requested by the local lodging industry. The district levies an assessment on all lodging properties for the purpose of tourism promotion. A seven-member advisory board, comprised of San Luis Obispo hoteliers, recommends the use of the assessment to the benefit of the district’s constituents. The TBID concentrates its efforts on external marketing and promoting San Luis Obispo as a tourism destination resulting in overnight stays. The TBID identifies the areas of tourism program focus based on the implementation of the City’s TBID Strategic Plan. In addition to tourism marketing, the TBID focuses a substantial portion of its program budget in support of destination special events, such as the SLO Marathon and the SLO International Film Festival and strategic community partnerships, like with Cal Poly, to create a deliberate visitor appeal resulting in an extended length of stay.
Continue on and offline marketing efforts to promote overnight stays in San Luis Obispo.Actively participate in Visit SLO CAL, Central Coast Tourism Council, Downtown SLO (Downtown Association) and other tourism organizations.
Tourism BID Fund
ACTIVITIES:
PROGRAM DESCRIPTION:
OBJECTIVES:
PROGRAM COSTS:Budget 2017-19 Financial Plan2016-17Staffing184,829Contract Services 1,143,566Other Operating Expenditures 83,000Total: Tourism And Bid Promotion 1,411,395
D2-10
DEPARTMENT:PROGRAM:
Actual2015-16 2017-18 Change 2018-19 Change-- 0% - 0%222,111 227,000 0% 227,000 0%-- 0% - 0%222,111 227,000 0% 227,000 0%
ACTIVITIES:- Special Events. Integral to the SLODA’s services is the provision of special events to the Downtown. Those events include: 1. Holiday Activities such as the annual Holiday Parade, Santa’s House and the classic carousel in Mission Plaza2. Concerts in the Plaza3. Thursday Night Promotions including the Farmers’ Market- Additional Services. There are a series of additional services that the SLODA also provides to benefit the Downtown. Those areas are as follows: parking/transportation; programming in Mission Plaza; Downtown maintenance; economic development; and maintaining the Downtown Association as an organization. Service in these areas ranges from the distribution of parking brochures to employees and customers to exploring added events in the Mission Plaza such as art fairs to continuing the Downtown Forester program to working with City staff to facilitate business recruitment and retention.
These activities also support the 2017-19 Downtown Vitality Other Important Objective.
Established in 1975 as a parking and promotions district for the Downtown area, the Downtown Business Improvement District (DBID) is a special fee district. Revenue from this fee supports the operations of Downtown SLO (San Luis Obispo Downtown Association or SLODA). The City and the Downtown Association agreed by contract that the SLODA would provide various services for the economic, social, cultural, and environmental vitality and beautification of Downtown San Luis Obispo.
Other Operating Expenditures -
2016-17Staffing -Contract Services 214,000
Total: Downtown Assn Admin 214,000
PROGRAM COSTS:Budget 2017-19 Financial Plan
FUND: Downtown BID Fund
PROGRAM DESCRIPTION:
Downtown SLO (Downtown Association) OPERATION: Governance
CITY ADMINISTRATIONPROGRAMS
City Administration FUNCTION: Fiscal Health & Governance
D2-11
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
416,083 534,840 3%553,256 3%
108,557 109,800 (31%)164,800 50%
26,188 35,445 9%34,145 (4%)
550,829 680,085 (4%)752,201 11%
2017-19 Financial Plan
2016-17
Staffing 518,355
Contract Services 159,700
ACTIVITIES:
- Council Meeting Agenda Coordination. Coordinating agenda preparation and distribution; providing support and minute
taking during all Council meetings, and processing legislative documents following Council action.
- Information Dissemination. Providing central information and support at City Hall and on the City’s web site; preparing
and disseminating legal and promotional publications, and conducting research.
- Records Management. Recording Council minutes; managing official records Citywide; codifying and disseminating the
Municipal Code and related policies.
- Advisory Body Administration. Recruiting citizens to serve on 18 City Advisory Bodies, preparing reports and
recommendations for Council, supporting the staff liaisons and members, providing organizational support for the Mayor’s
interactions with the committees.
- Oversight of PEG Access Funds and Operating Plans/Management of Government Access Channel. Overseeing operating
agreements and release of education and public access funds in accordance with the Cable Franchise Agreement and
Council direction.
- Ministerial Duties. Administering oaths of office; notarizing City documents, attesting and sealing official documents;
receiving claims filed against the City; receiving and scheduling appeals to the City Council.
- Election Administration. Conducting regular and special elections in compliance with state and municipal law.
- Disclosure Reporting. Receiving, filing and publishing records of all candidate and political action committee statements,
as required by the City’s Campaign Regulations Ordinance.
- Elections Campaign Regulations. Facilitate review and revisions to City's Election Campaign Regulations as required in
the Municipal Code.
- Statements of Economic Interests. Processing financial disclosure statements for staff, consultants and advisory body
members; ensuring compliance; biennially updating the City's Conflict of Interest Code.
The Office of the City Clerk (Administration, Records & Elections), works with the City Council, City Manager, City
Departments and the public, ensuring the facilitation of the democratic process at a local level.
Other Operating Expenditures 32,370
Total: Administration & Records 710,425
- Proactively fulfill program responsibilities and cultivate best practices in all areas.
- Ensure that records are preserved as provided by City Charter and State and municipal law.
- Administer procedures for City elections for elective offices, initiatives, referenda and recalls. Conduct elections that
conform to the State Elections Code and the City's campaign regulations.
PROGRAM COSTS:
Budget
FUND:General Fund
PROGRAM DESCRIPTION:
OBJECTIVES:
CITY ADMINISTRATION
PROGRAMS
City Administration FUNCTION:Fiscal Health & Governance
Administration & Records OPERATION:Governance
D2-12
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
-187,306 100%197,894 6%
-----
-----
-187,306 100%197,894 6%
FUND:General Fund
PROGRAM DESCRIPTION:
The IT Support Services Program is responsible for ensuring that the City's information technology resources are effectively
supported and used as key organizational tools in improving organizational productivity, effectiveness, customer service and
public access to City information. Program goals are:
1) Plan, lead, and monitor programs and activities related to the management of the Information Technology (IT)
Department's Help Desk and facilitate end-user software training functions as well as providing project management support
for IT projects;
2) Providing City users with responsive help desk support, troubleshooting and guidance for proper use of City applications
and systems, monitor help desk tickets in the support tracking system, reviewing monthly metric reports, and recommend
mitigation to senior management; and
3) Adhere to the Citywide Information Technology Strategic Plan.
CITY ADMINISTRATION
PROGRAMS
City Administration FUNCTION:Infrastructure & Transportation
IT Support Services OPERATION:Information Technology
Staffing -
Other Operating Expenditures -
Contract Services -
Total: IT Support Services -
OBJECTIVES
-Upgrade software, measure, monitor and optimize IT services
-Manage the IT investment and budget
-Manage risk
-Manage technical knowledge base
-Manage capabilities and resources to deliver services effectively and efficiently
-Continuous improvement of interaction and relationship with customers
ACTIVITIES:
- Citywide support for City applications and systems
- Supplement the Virtual Desktop Infrastructure throughout the City
- Migrate City workstations to Windows 10
- Continue Computer Replacements Citywide
- Facilitate City employee training on departmental and Citywide applications
- Reduce trouble tickets through implementing solutions based on analysis of customer service data (Kbox)
- Maintain a first call resolution and reduce the number of tickets that are escalated to tier II.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
D2-13
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
864,207 804,250 (29%)825,202 3%
791,956 726,534 2%727,830 %
805,770 890,570 4%893,975 %
2,461,933 2,421,354 (11%)2,447,007 1%
FUND: General Fund
PROGRAM DESCRIPTION:
The Network Services Program is responsible for ensuring that the City's information technology resources are effectively
managed and used as key organizational tools in improving organizational productivity, effectiveness, customer service and
public access to City information. Program goals are to: 1) develop and implement long-range plans, policies and standards
for acquiring, maintaining, and achieving full use of information technology resources; 2) provide department management
and users with responsive ongoing support, maintenance, troubleshooting and training; and 3) implement the Citywide
Information Technology Strategic Plan.
CITY ADMINISTRATION
PROGRAMS
City Administration FUNCTION: Infrastructure & Transportation
Network Services OPERATION: Information Technology
Staffing 1,135,358
Other Operating Expenditures 859,400
Contract Services 711,500
Total: Network Services 2,706,258
OBJECTIVES:
- Work closely with the operating departments in developing and implementing technology to efficiently and effectively
achieve their goals and objectives.
- Complete SQL Server Cluster Infrastructure for City Databases
- Complete the Phase 2 of the Police Body Worn Camera project
- Complete Phase I of the South Hill Site Upgrade project
- Complete Phase I of the Public Safety Mobile and Handheld Radio Upgrade project
- Continue to work on the Utilities SCADA projects
- Continue to support the ERP Motion Project
- Continue to support technology projects Citywide
ACTIVITIES:
- Provide IT policy advice and guidance. Develop and implement policies and plans for the effective and efficient use of IT
resources to improve productivity, customer service and public access to City information; advise the Council, City
Manager and Department Heads on IT matters.
- Policies and standards. Implement the City's IT plans, policies and standards; assist in establishing organization-wide
priorities for new system acquisitions; ensure compliance with software versions, copyrights and licensing agreements;
protect computer systems and files from unauthorized use or access; and provide technical support to the IT Steering
Committee and other departmental and user groups.
- New systems and applications installation support. Plan and manage the installation of new organization-wide systems and
applications; assist operating departments in selecting, planning and managing the installation of new systems and
applications to maximize efficiencies.
- Network and office automation support. Assure adequate support and maintenance of the City’s technology infrastructure
in providing highly reliable, secure systems and applications to users; coordinate training for the full use of Citywide
information systems; provide advice and support to departments regarding new and available applications; administer the
City’s data network; administer all local networks and systems.
- Communications management. Support and maintain organization-wide communication systems, including public safety
radio, analog telephones, voice over internet protocol (VoIP) system, cell phones, broadcast systems, smart phones,
Citywide wireless system, leased data circuits, radio systems for Utilities, Public Works and Transit, security camera and
access control systems, Utilities supervisory control and data acquisition (SCADA) and telemetry systems, traffic signal
control systems, and other wired and wireless communication systems.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
D2-14
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
449,669 603,457 42%606,191 %
52,942 54,800 2%53,800 (2%)
17,864 22,100 -22,100 -
520,475 680,357 36%682,091 %
FUND:General Fund
PROGRAM DESCRIPTION:
The Information Services Program operates and maintains the City's geographic information system (GIS), enterprise
databases, and enterprise applications. The Information Services provides accurate and comprehensive information services
for managing resources, making informed decisions, and expediting work processes. Program goals are:
1) Develop and implement an accurate, comprehensive, and up-to-date information system
2) Provide quick and easy access to information with reasonable security
3) Promote the use of technology to access information
CITY ADMINISTRATION
PROGRAMS
City Administration FUNCTION:Infrastructure & Transportation
Information Services OPERATION:Information Technology
Staffing 425,241
Other Operating Expenditures 22,100
Contract Services 53,800
Total: Geographic Info Services 501,141
ACTIVITIES:
-Database Management and Maintenance. Establishing and enforcing accuracy standards, update procedures, and database
compatibility for GIS data; coordinating data sharing with local, state, and federal government; creating and developing new
databases.
-Applications Development and Analysis. Developing custom applications, interactive maps, and specific project map
documents for analysis and inquiry of enterprise system information; performing complex GIS and non-spatial analyses.
-Training and Assistance. Conducting training classes for citywide GIS and enterprise system applications users; tutoring
and assisting individual users on specific projects related to GIS or enterprise system applications.
-Cartography and Presentation. Producing informative maps, reports, and digital graphics; assisting with presentation of
geographic information.
OBJECTIVES
- Multi-Modal Transportation – Provide mapping and data visualization support to complete major construction of Railroad
Safety Trail, proceed with Broad Street Bike Boulevard, and assist City staff in planning for multi-modal transportation.
- Downtown – Provide mapping and data visualization support for the Downtown Conceptual Planning as well as
showcasing City’s arts and culture using various information technology.
- Economic Development – Support City staff with compiling data such as demographics, business, land use, property
values, and others as needed for making informed decision.
- Parks and Recreation – Provide mapping and Data visualization support for updating Parks and Recreation Element,
improve trails and facilities.
- Laguna Lake Restoration – provide support for gathering information such as record of surveys, previous bathymetry data,
historical aerial images, and land information related to Laguna Lake.
- Open Space – Provide mapping and data visualization for City staff to protect and preserve open spaces.
- Parking in-lieu fees – provide mapping and data visualization support to City staff and consultants to make informed
decisions and expedite the work process.
- Upgrade Cityworks asset management application
- Complete countywide parcels project by participating in San Luis Obispo Regional GIS Collaborative.
- Assist implementing Enterprise Resource Planning (ERP) project.
- Assist Open Data initiative.
- Assist Police and Fire with Data Analysis and Spillman Support.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
D2-15
DEPARTMENT MISSION:
ABOUT DEPARTMENT:
EXPENDITURES BY ACCOUNT CATEGORY
Account 2016-17 2017-2018 2018-2019
Staffing 698,921 728,171 744,765
Contract Services 62,600 37,600 37,600
Other Operating Expenditures 18,830 20,040 21,360
TOTAL EXPENDITURES 780,351$ 785,811$ 803,725$
EXPENDITURES BY PROGRAM
Program 2016-17 2017-2018 2018-2019
City Attorney 780,351 785,811 803,725
TOTAL EXPENDITURES 780,351$ 785,811$ 803,725$
CITY ATTORNEY
DEPARTMENT SUMMARY
Providing excellent legal advice and services to the City Council and all City Staff.
The legal services program is a support function that assists the City Council, all City departments and City
advisory bodies to accomplish Major City Goals, Other Important Objectives, and core operational functions in
accordance with the law. The legal services function also includes representation of the City in litigation and/or
litigation management, as well as independent enforcement of the Municipal Code.
This program includes: Council, Commission and cross departmental legal review and advice to ensure general
compliance with applicable laws and to minimize liability exposure; defending or managing the defense of claims
and litigation against the City and initiating civil actions on behalf of the City; enforcing and prosecuting violations
of the Municipal Code, including both criminal violations and civil/administrative enforcement; and coordinating
the City's review of and response to proposed county, state, and federal legislation.
D3-1
CITY ATTORNEY
DEPARTMENT SUMMARY
DEPARTMENT EXPENDITURES BY FUNCTION
Function 2016-17 2017-18 2018-19
Fiscal Health & Governance 780,351 785,811 803,725
TOTAL EXPENDITURES 780,351$ 785,811$ 803,725$
REGULAR FULL-TIME EQUIVALENT STAFFING BUDGET
Program 2016-17 2017-18 2018-19
City Attorney 3.00 3.00 3.00
TOTAL FTEs 3.00 3.00 3.00
Fiscal Health &
Governance
100%
2017-18 EXPENDITURES BY FUNCTION
D3-2
Department: City Attorney
Target 2017-18 Target 2018-19
65%70%
Target 2017-18 Target 2018-19
80%85%
Target 2017-18 Target 2018-19
5%5%
Measure 2015-16 2016-17*2017-18 2018-19
Civil Litigation Cases Pending 9 8*7 7
Multi-count Municipal Code
Violation Complaints Filed 16 12*30 30
Liability Claims Against the City
Reviewed 83 73*90 90
Resolutions/Ordinances Reviewed 99 58*100 100
Regular & Special Council
Meetings 36 28*36 36
Planning Commission Meetings 15 13*16 16
Public Records Requests Received
by the City 141 182*220 220
Administrative Citation Appeals
Received by the City X 186*225 225
* As of April 2017
Documents Turned-around Within 4 Days
DEPARTMENT PERFORMANCE AND WORKLOAD MEASURES
SUMMARY
The City Attorney's Office addresses a high volume of legal service needs, varying from responding to questions and information requests from
the community; conducting complex legal research and providing legal advice to City Council, Commissions and City Staff; reviewing City
Manager and Council Agenda Reports, contracts and development agreements; managing claims, appeals, and litigation; and attending meetings
to give guidance to the Council and staff on legal issues, across multiple practice areas. Service requests and demands are unique, rather than
uniform and recurring, in nature, which makes quantifying the office's efficiency and productivity within a metric framework difficult. Below are
a few of the measures that reflect how staff time is spent in service to the organization and the community.
PERFORMANCE MEASURES
Measure/Explanation
Through active management of liability claims filed against the City it is the objective of the City Attorney's Office and Human Resources Risk
Management that very few will result in litigation or judgments against the City and that claims and litigation settlement costs can be managed
effectively. It is therefore the goal each year to maintain a level of less than 5% of all claims received by the City being litigated. In Fiscal Year
15-16 and for the current fiscal year, less than 1% of claims against the City resulted in litgation.
WORKLOAD MEASURES
2017/19 FINANCIAL PLAN
The documents that are routed through the City Attorney's Office for review and signature are many and varied; by the time a paper copy reaches
the desk of one of our attorney's they have usually participated in its negotiation and/or drafting and, therefore, are ensuring the final version
reflects intent of the City Council, City Manager, or staff and that the form of agreements protect the City's interests. The time from when a
document is received and when it is reviewed and routed for final signature can be impacted by factors out of our control, but on average should
be no more than four days. In past fiscal years, approximately 60% of documents have met this four-day goal.
Measure/Explanation
Administrative Citation Appeal Process Completed Within 70 Days
Administrative Citations written for violations of the City's Municipal Code will occasionally result in an appeal being filed. It is the goal of this
office to make the appeals process as efficient as possible for all those involved and measure that efficiency by the time between when the City
receives a request for appeal and when a decision on that appeal is mailed. The process is coordinated by City staff, but relies entirely on
volunteer hearing officers to review appeals and make decisions and should take no longer than 70 days. Currently about 80% of appeals meet
this goal.
Measure/Explanation
Claims Against the City Resulting in Litigation
D3-3
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
597,822 728,171 4%744,765 2%
176,902 37,600 (40%)37,600 -
17,172 20,040 6%21,360 7%
791,896 785,811 1%803,725 2%
CITY ATTORNEY
City Attorney FUNCTION:Fiscal Health & Governance
The legal services program is a support function that assists the City Council, all City departments and City advisory bodies
to accomplish Major City Goals, other important Council objectives, and core operational functions in accordance with the
law. The legal services function also includes representation of the City in litigation and/or litigation management, as well as
independent enforcement of the Municipal Code.
OBJECTIVES:
- Develop and maintain a high level of legal support to City government
- Provide prompt, thorough legal advice in response to inquiries, with emphasis on legal options
- Minimize liability exposure of City through the practice of preventative law
- Apprise City Council on pending litigation, legislation, and other significant legal matters
- Strengthen Municipal Code enforcement practices
ACTIVITIES:
City Attorney OPERATION:Governance
FUND:General Fund
PROGRAM DESCRIPTION:
Total: City Attorney 780,351
2016-17
Staffing 698,921
Other Operating Expenditures 18,830
Contract Services 62,600
- Legal review and advice. Providing prompt and thorough legal advice to ensure general compliance with all applicable
laws and to minimize liability exposure. Legal advice to the City Council, Planning Commission and other advisory bodies
includes advice and training on open meeting requirements and other procedural requirements and conflicts of interest. With
respect to Council, this advice includes advice for both open and closed session agenda items. Legal advice to city staff
ranges from providing opinions on legal matters that arise out of the development review processing to engaging in
negotiations of proposals and reviewing and preparing documents, such as resolutions, ordinances and contracts.
- Litigation. Defending or managing the defense of claims and litigation against the City; initiating civil actions on behalf of
the City.
- Enforcement. Enforcing and prosecuting violations of the Municipal Code, including both criminal violations and
civil/administrative enforcement.
- Legislative review. Coordinating the City’s review of and response to proposed county, State, and Federal legislation.
Budget 2017-19 Financial Plan
PROGRAM COSTS:
D3-4
DEPARTMENT MISSION:
ABOUT DEPARTMENT:
EXPENDITURES BY ACCOUNT CATEGORY
Account 2016-17 2017-2018 2018-2019
Staffing 5,153,986 4,520,900 4,306,126
Contract Services 1,444,357 678,219 581,102
Other Operating Expenditures 96,705 101,555 95,455
TOTAL EXPENDITURES 6,695,048$ 5,300,674$ 4,982,683$
EXPENDITURES BY PROGRAM
Program 2016-17 2017-2018 2018-2019
Community Development Administration 887,224 710,181 698,900
Commissions & Committees 40,169 51,517 51,728
Development Review 1,099,866 1,659,798 1,482,022
Long Range Planning 995,613 645,329 652,596
Engineering Development Review 715,456 - -
Development Services 119,751 88,712 93,253
Building and Safety 1,721,817 1,694,458 1,545,549
Rental Housing Inspection 417,028 - -
Human Relations 280,200 258,269 259,652
Housing Assistance 417,924 192,410 198,983
TOTAL EXPENDITURES 6,695,048$ 5,300,674$ 4,982,683$
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
Our mission is to serve all persons in a positive and courteous manner and help ensure that San Luis Obispo
continues to be a healthy, safe, attractive, and enjoyable place to live, work, or visit. We help plan the City's
form and character, support community values, preserve the environment, promote the wise use of resources,
and protect public health and safety.
The City of San Luis Obispo Community Development Department provides service and plays a role in shaping
the future of development in San Luis Obispo. The Planning, Building & Safety and Engineering Development
Review divisions develop guiding policies in the City's General Plan, and review new construction through zoning,
building permits, subdivision regulations, code enforcement and community design guidelines. The Community
Development Department serves San Luis Obispo residents directly at the public counter, and indirectly by guiding
the City's urban form from concept to construction.
D4-1
COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
DEPARTMENT EXPENDITURES BY FUNCTION
Function 2016-17 2017-18 2018-19
Community & Neighborhood Livability 6,654,879 5,249,157 4,930,955
Fiscal Health & Governance 40,169 51,517 51,728
TOTAL EXPENDITURES 6,695,048$ 5,300,674$ 4,982,683$
REGULAR FULL-TIME EQUIVALENT STAFFING BUDGET
Program 2016-17 2017-18 2018-19
Building And Safety 13.00 13.50 13.00
Community Development Administration 5.00 5.00 5.00
Development Review 5.00 9.90 9.90
Engineering Development Review 5.00 0.00 0.00
Housing Assistance 1.00 1.00 1.00
Long Range Planning 3.00 3.00 3.00
Rental Housing Inspection 4.00 0.00 0.00
TOTAL FTEs 36.00 32.40 31.90
Community &
Neighborhood
Livability
99%
Fiscal Health &
Governance
1%
2017-18 EXPENDITURES BY FUNCTION
D4-2
Department: Community Development
Target 2017-18 Target 2018-19
75%70%
Target 2017-18 Target 2018-19
24 Units Added 56 Units Added
Target 2017-18 Target 2018-19
80%80%
Measure 2015-16 2016-17 2017-18 2018-19
Number of Development Review Applications
Processed/Within cycle time N/A 967/831 800/600 750/525
Engineering Development Review Apps Processed/Within
Cycle Times N/A 27/15 40/30 40/28
Building Permit Apps Processed/Within Cycle Times N/A 734/339 750/563 800/560
Inspections Conducted/Conducted next day N/A 4525/4029 4600/4000 4600/4000
Enforcement Cases Reported/ Responded Within Cycle
Times N/A 587/456 600/480 600/510
Affordable Housing Units Constructed (Cumulative)88 90 114 170
Code enforcement response times include three tiers based on the level of potential impact to life/health safety that the violation presents. Health
and safety violations are given the highest priority while violations of 'general welfare' rules, such as zoning, are second tier. Property
maintenance violations (Neighborhood Enhancement Ordinance) are considered third tier from a life/safety perspective. Neighborhood Wellness
is unique in that it also involves proactive patrols to implement City objectives. This performance measure assesses the performance of the Code
Enforcement Divsion with respect to response time to complaints received. The standards are: FIRST TIER - 24 Hours : SECOND TIER - 2
Days : Third Tier - 3-5 Days
WORKLOAD MEASURES
2017/19 FINANCIAL PLAN
Meeting established cycle times for development projects is a crucial part of the development review process. Applications, plans and inspections
are reviewed or conducted by multiple divisions of the City. Processing delays have negative effects on the applicant's budgets, project
management and customer experience. Data gathered by this measure helps determine if additional resources are needed to meet cycle times or
to assess established cycle time's viability. The target goal of meeting cycle times on 75% (Yr. 1) to 70% (Yr. 2) of all development review
activities is based on assumptions that some projects will be more complex, development review activities will be extremely high and resources
will be limited. In an effort to maintain fiscal sustainability, the Community Development Department has programed an 11% reduction in
operating cost in FY 2017-18 and an additional 8% reduction in FY 2018-19. It will be imparitive to prioritize process improvement identification
and implementation in the first year of the financial plan to obtain the targets set within this measure.
Measure/Explanation
Affordable Housing Units Constructed
Community Development leads the Housing Major City Goal that focuses on the increased production of housing affordable to a range of income
levels including the creation of a "workforce" affordability level, while ensuring comformance with the City's Climate Action Plan objectives to
promote sustainable growth. According to the City's Regional Housing Needs Allocation, the City is to provide 464 Extremely Low, Very Low,
and Low Income Affordable Housing units by June 30, 2019. Currently, the City has produced 90 units in these categories during the current
RHNA period that began in June 2014, or approximately 4 per month. Based on current entitlements and applications in progress, it appears that
the City will be able to support the addition of 80 additional affordable homes for these income types during the 17/19 Financial Plan period.
Measure/Explanation
Code Enforcent Response Within Established Timelines
Percent of Development Review activities completed within established cycle times.
DEPARTMENT PERFORMANCE AND WORKLOAD MEASURES
SUMMARY
Our mission is to serve all persons in a positive and courteous manner and help ensure that San Luis Obispo continues to be a healthy, safe,
attractive, and enjoyable place to live, work, or visit. The performance measures listed below relate to some of our most important activities,
including development review, affordable housing, and neighborhood wellness. During the 2017-19 Financial Plan period, the Community
Development Department will be focusing on process improvements so that it can continue to meet or exceed the community's service level
expectations in a constrained fiscal environment.
PERFORMANCE MEASURES
Measure/Explanation
D4-3
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
541,641 643,926 (6%)634,645 (1%)
31,850 40,150 (78%)40,150 -
19,557 26,105 21%24,105 (8%)
593,048 710,181 (20%)698,900 (2%)
Other Operating Expenditures 21,505
Contract Services 179,550
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
Staffing 686,169
FUND:General Fund
PROGRAM DESCRIPTION:
Total: Community Development Admin 887,224
OBJECTIVES:
- Housing Major City Goal - Support the implementation of the Housing Element, facilitating workforce, affordable, supportive and
transitional housing options, including support for needed infrastructure within the City's fair share.
- Climate Action Major City Goal - Support the implementation of the Climate Action Plan.
- Other Program Objectives:
- Support the improvement of neighborhood wellness, work with staff to develop effective and efficient business processes to provide
optimal use of resources.
- Implement proactive public engagement tools for projects going before a hearing or public workshop
- Implement the City's Fiscal Responsibility Philosophy by "right-sizing" CDD with a focus on the reduction of unfunded liabilities.
- Identify and support ideas for continued improvement and development within the Community Development Department.
ACTIVITIES:
- Community Development Department Leadership
- Department Management
- Database and Records Management
- Organization Development
- Human Resource Management
- Budgeting and Resource Allocation
- Contract and Securities Management
- Citywide Addressing
- Committee and Commission Support
- Public Information and Support Services
The Community Development Administration program provides management and support for the Development Review, Long-Range
Planning, Engineering Development Review and Building & Safety Divisions of the Community Development Department, and the
City Council, Planning Commission, Architectural Review Commission, Cultural Heritage Committee and Human Relations
Commission. Program goals are 1)providing effective and efficient management and support for other operating divisions;2)
establishing customer service and performance management standards for the Community Development Department;3)coordinating
priorities and tasks with other City departments;4)establishing and maintaining complete and accurate records of staff and advisory
body actions; and 5) providing prompt, courteous and accurate responses to requests for information.
COMMUNITY DEVELOPMENT
Community Development FUNCTION:Community & Neighborhood
Community Development Administration OPERATION:Community Planning
D4-4
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
21,888 26,817 17%27,028 1%
14,508 13,500 59%13,500 -
4,773 11,200 29%11,200 -
41,169 51,517 28%51,728 %
Other Operating Expenditures 8,700
Human Relations Commission - Focus on homeless prevention, transitional housing and supportive services, including hunger
prevention.
- Continue to support a long-term, comprehensive, proactive, sustainable program that addresses homelessness and focuses on
transitioning children, families and individuals out of homelessness.
- Continue to work with the County and other local municipalities in implementing the San Luis Obispo Countywide 10-year Plan to
End Chronic Homelessness.
Contract Services
-Planning Commission (PC)
-Architectural Review Commission (ARC)
-Cultural Heritage Committee (CHC)
-Human Relations Commission (HRC)
-Construction Board of Appeals
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
Staffing 22,969
FUND:General Fund
PROGRAM DESCRIPTION:
Total: Commissions & Committees 40,169
OBJECTIVES:
Protect, maintain and enhance the social and economic values created by past and present investments in the community by requiring
all future development to respect these traditions and require that all buildings and structures placed on the land respect the natural
land forms, and become a compatible part of the total community environment.
Planning Commission - Support General Plan goals and objectives in plan and project approvals.
- Emphasize affordable housing programs, and encourage workforce housing.
- Encourage expansion and stewardship of City Open Space. Address and improve the relations between students and residents in
neighborhoods surrounding Cal Poly, including housing, communication, neighborhood protection, parking, and infrastructure.
Architectural Review Commission - Update the Community Design Guidelines including: developing criteria for compatible
development in historic zones, augmenting and enhancing the existing criteria for infill residential development to prevent out of scale
and non-compatible development, updating the CDG for neighborhood compatibility to address transitions between neighborhood
commercial development and adjacent residential neighborhoods, encouraging implementation of continuous bicycle path linkages
throughout the City.
Cultural Heritage Committee - Help identify, and advise on suitable treatment for archaeological and historical resources.
- Develop information on historic resources.
- Foster public awareness and appreciation of cultural resources through means such as tours, a web site, identification plaques and
awards.
- Provide recognition for preservation and restoration efforts.
- Communicate with other City bodies and staff concerning cultural resource issues.
- Provide guidance to owners to help preservation and restoration efforts.
- Review new development to determine consistency with cultural resource preservation guidelines or standards.
ACTIVITIES:
8,500
Three commissions, one committee,and an appeal board advise the City Council on planning, building and social issues.
Community Development Department staff serves as the staff liasion to all of these commissions and committees.
COMMUNITY DEVELOPMENT
Community Development FUNCTION:Fiscal Health & Governance
Commissions & Committees OPERATION:Governance
D4-5
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
671,726 1,670,410 62%1,497,175 (10%)
90,662 59,000 12%59,000 -
10,797 19,100 36%19,100 -
773,185 1,748,510 59%1,575,275 (10%)
Other Operating Expenditures 14,000
Contract Services 52,500
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
Staffing 1,033,366
FUND:General Fund
PROGRAM DESCRIPTION:
Total: Development Review 1,099,866
OBJECTIVES:
- Housing – Facilitate increased production of all housing types, particularly for workforce and low income households. -
Housing Development: Support the City's Housing Program objectives, specifically, facilitate the approval of housing
developments for Avila Ranch, San Luis Ranch, the Margarita Area, Orcutt Area, Broad Street Corridor, sites identified in
the Housing Element, and other key infill sites.
- Multimodal Transportation – Support implementation of Bicycle Transportation Plan, Short-Range Transit Plan, and
pedestrian safety.
- Climate Action Plan – Support implementation of the Climate Action Plan and the Sustainability programs of the Land
Use Element.
- Downtown Vitality – Support the downtown environment by continuing to improve safety, foster infrastructure
investment, and maintenance.
Other Program Objectives -
Economic Development: Support the City's Economic Development Program objectives by facilitating approval of
downtown mixed-use projects and businesses which provide head-of-household jobs.
- Process Improvements: Continue to improve the development review process by implementing the recommendations of
the Department's Organizational Assessment.
- Performance Measures: Implement comprehensive performance management system to track the efficiency and
effectiveness of permit review.
ACTIVITIES:
- Evaluate development applications for compliance with City Standards.
- Maintain development regulations and standards.
- Oversee design and construction of Public Improvement Plans.
- Review and issue encroachment permits.
- Verify compliance with the Waterways Management Plan, Stormwater Regulations, and flood protection measures.
The development review program assists the community with land use issues and evaluates all types of development
applications (including City-sponsored projects) relating to compliance with the City's General Plan, Zoning Regulations,
Subdivision Standards, Engineering Standards, and other development regulations. Development review also maintains the
City's development regulations. Reviewing development proposals prior to allowing construction is a key component of
the City's General Plan implementation strategy. New development must conform to goals and standards established for
housing, economic development, and environmental protection. Program goals are to 1)assist in achieving desired
development in conformance with established policies, guidelines, standards, and acceptable timeframes;2)provide timely
processing of applications consistent with State and local laws and policies;3)create and maintain an enjoyable place to
live, work,or visit;4)protect the public health, safety and welfare; and 5)create high public awareness of decisions on
planning issues.
COMMUNITY DEVELOPMENT
Community Development FUNCTION:Community & Neighborhood
Development Review OPERATION: Community Planning
D4-6
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
1,157,156 1,542,858 (1%)1,489,049 (3%)
630,896 123,600 (4%)32,600 (74%)
25,552 28,000 (10%)23,900 (15%)
1,813,604 1,694,458 (2%)1,545,549 (9%)Total: Building And Safety 1,721,817
OBJECTIVES:
The Building Division continues to preserve neighborhood wellness by providing proactive code enforcement and responds
to complaints in a timely manner based on established priorities. The Division provides public property and fire, life safety,
code enforcement and development review support services.
-Implement process improvements to meet timeliness objectives and support the plan review processes across all City
departments and divisions for expediency and consistency. Update procedure manuals for the Building Safety Division to
ensure sustainability of process improvements.
-Coordinate outreach to other Divisions to support enforcement activities through internal service by Code Enforcement to
enhance timely compliance with a variety of regulatory programs citywide, collaborate with property management
companies, landlords, tenants, Cal Poly and Cuesta regarding possible programs which could provide educations to tenants
and landlords and/or a Voluntary Safe Housing Program and Implement a comprehensive plan for Construction Board of
Appeals hearings
-Update the Building Damage Assessment Program in an effort to ensure data collection consistent with FEMA
guidelines.Coordinate URM program to close out all final permit activities and verify compliance with mandatory fire
sprinkler retrofit provisions. Provide community outreach relative to seismic strengthening of structures at risk of damage
during an earthquake
-Support the City wide assessment of Access Compliance and develop a process to bring City owned buildings into
compliance
ACTIVITIES:
-Plan review of construction permit applications
-Development review coordination
-Construction inspection
-Code enforcement and neighborhood wellness
-Coordination of Collection of Impact Fees
-Un-reinforced Masonry Ordinance
-Stormwater Regulations
-Building and Safety Code Updates
-Staff support to the Construction Board of Appeals
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
Staffing 1,562,217
Other Operating Expenditures 31,000
Contract Services 128,600
The Building and Safety Division implements the adopted construction codes and other state and local laws that regulate
building construction, use, and maintenance including the California Building, Residential, Electrical, Plumbing,
Mechanical, Energy, and Green Building Codes,as well as disabled access regulations. The program operates a public
permit counter responsible for the processing and coordinating of construction applications which are reviewed by other
city departments including Public Works, Planning, Utilities, and Fire,as well as external agencies such as County
Environmental Health and the Air Pollution Control District. The Program also includes a major focus on Neighborhood
Wellness and code enforcement Overall program goals are a safe, accessible, and energy-efficient built environment that is
compliant with all applicable construction and municipal regulations.
COMMUNITY DEVELOPMENT
Community Development FUNCTION:Community & Neighborhood
Building And Safety OPERATION:Neighborhood Wellness
FUND:General Fund
PROGRAM DESCRIPTION:
D4-7
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
515,972 504,479 (4%)519,246 3%
198,428 127,500 (72%)120,000 (6%)
6,559 13,350 6%13,350 -
720,959 645,329 (35%)652,596 1%
Other Operating Expenditures 12,600
Contract Services 458,000
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
Staffing 525,013
FUND:General Fund
PROGRAM DESCRIPTION:
Total: Long Range Planning 995,613
OBJECTIVES:
Major City Goals
- Housing. Implement the Housing Element, facilitating workforce, affordable, supportive and transitional housing options,
including support for needed infrastructure within the City's fair share.
- 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.
Other Program Objectives
- Neighborhood Wellness. Improve neighborhood wellness, work with residents, Cuesta, and Cal Poly; increase public
safety, code compliance, and collaborative solutions.
- Downtown. Adopt a Downtown Concept Plan, develop a plan for expansion of Mission Plaza, and improve safety,
infrastructure, and maintenance in the Downtown.
ACTIVITIES:
- General Plan Development, update, and monitoring
- Housing Programs
- Specific Plans and Area Plans development and updates - Climate Action Plan updates and participation on the City 'Green
Team'
- Community Development Block Grant (CDBG) oversight
- Council and advisory body Support (PC, CHC, and HRC)
- Historic Preservation
- Support implementation of Sustainability Programs and Climate Action Plan Major City Goal
- Population, demographic, and land use Information
- City sponsored annexations
- Environmental Review for City projects
- Airport Planning and coordination efforts with the County Airport Land Use Commission
- Subdivision Regulations update
- Response to project and CEQA referrals from County and other agencies
- Interagency coordination and collaboration
Long-Range Planning forecasts future conditions and needs, identifies community concerns, and provides strategies to meet
adopted goals.These strategies are used by the City as policies and standards for day-to-day decision making. Long-range
plans guide the City's physical development and the City's role within the region,state,and nation.The Division helps
prepare, maintain,and implement these long-range plans and General Plan programs.It also oversees the City's Community
Development Block Grant Program (CDBG)and provides oversight to the City's Cultural Heritage Committee, Human
Relations Committee and Historic Preservation Program.
COMMUNITY DEVELOPMENT
Community Development FUNCTION:Community & Neighborhood
Long Range Planning OPERATION:Community Planning
D4-8
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
--0%-0%
233,119 257,469 (8%)258,852 1%
-800 -800 -
233,119 258,269 (8%)259,652 1%
Other Operating Expenditures 800
Contract Services 279,400
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
Staffing -
FUND:General Fund
PROGRAM DESCRIPTION:
Total: Human Relations 280,200
OBJECTIVES:
- Award Grant funding to private, non-profit agencies serving the Human Services needs of San Luis Obispo residents
- Continue to promote accessibility opportunities in San Luis Obispo
- Continue to Support a long-term, comprehensive, proactive, sustainable program that addresses homelessness and
focuses on transitioning people out of homelessness
- Continue to Support affordable Housing production and Preservation in the City.
- Continue to Support Services to seniors and youth by encouraging collaboration among service providers
ACTIVITIES:
Community Development Block Grant (CDBG) evaluations - Reviewing staff recommendations for funding based on
grant applications and recommending funding levels to Council.
Grants-in-aid administration - Evaluating grant applications and recommending to Council funding levels for social
services applicants. Monitoring contract performance periodically throughout the year.
Community Needs Workshop - Hosting an annual Community Needs Workshop to hear the health and human service
needs in the community.
Affordable Housing - Focusing on creating or encouraging new alternative ways to provide affordable housing in the
community.
Neighborhood Matching Grants - Review staff recommendations for funding based on grant applications.
Low Income Water and Sewer Customer Subsidy - Providing a reduced rate of 15% for low income utility customers.
The Human Relations Program provides funding for the activities of the Human Relations Commission, which serves as an
advisory body to the Council on issues relating to human and social services. Program goals include:1) advising the
Council on social and human service issues;2) overseeing the grants-in-aid process and providing recommendations to
Council on grant distribution,including input on Community Development Block Grant recommendations; 3) serving as
liaison to the community regarding social and human service issues;4) monitoring and informing Council and the
community on statistics identifying the social health of the city.
COMMUNITY DEVELOPMENT
Community Development FUNCTION:Community & Neighborhood
Human Relations OPERATION:Community Planning
D4-9
DEPARTMENT:
PROGRAM:
OBJECTIVES:
Actual
2015-16 2017-18 Change 2018-19 Change
116,188 132,410 (1%)138,983 5%
153,923 57,000 (80%)57,000 -
119 3,000 -3,000 -
270,230 192,410 (54%)198,983 3%
Budget 2017-19 Financial Plan
2016-17
Staffing 134,317
Other Operating Expenditures 3,000
Contract Services 280,607
FUND:CDBG Fund
PROGRAM DESCRIPTION:
Total: Housing Assistance 417,924
-Housing Major City Goal -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.
Other Program Objectives
- Pursue opportunities to implement the "Ten Year Plan to end Chronic Homelessness".
-Continue to represent the City on the Homeless Services Oversight Council,Friends of 40 Prado Board,Workforce
Housing Coalition, and Housing Trust Fund.
- Implement high and medium high priority Housing Element programs.
- Work with the development and funding communities to achieve additional affordable housing units.
- Manage the Affordable Housing Program and distribution of AHF awards
- Facilitate residential construction in the MASP, OASP and other priority areas.
- Seek grants to support affordable housing construction.
ACTIVITIES:
Housing Program Coordination:
- Affordable Housing facilitation
- Expansion of Grant and Other Funding Programs
- Inclusionary housing monitoring and administration
- Grant Administration, monitoring, and reporting
- Housing Element Program Implementation
- Affordable Housing Fund Program Management
- Liaison to the Human Relations Commission (HRC)
- 10 Year Plan to End Chronic Homelessness collaboration with County partners
- Assist with funding, construction timeline support, and operations of the 40 Prado Homeless Shelter
PROGRAM COSTS:
This program includes management of the City's Inclusionary Housing and CDBG programs,liaison to the Human Relations
Commission and implementation of the Housing Element of the General Plan.This program also provides funding
assistance to help meet the housing needs of homeless persons in San Luis Obispo.The program's goals are:1) achieving
the City's housing goals as set forth in the General Plan;2) promoting and assisting developers create and preserve
affordable housing,and 3)assisting in reducing homelessness and in the implementation of The 10 Year Plan to End
Chronic Homelessness.
COMMUNITY DEVELOPMENT
Community Development FUNCTION:Community & Neighborhood
Housing Assistance OPERATION:Community Planning
D4-10
DEPARTMENT MISSION:
ABOUT DEPARTMENT:
EXPENDITURES BY ACCOUNT CATEGORY
Account 2016-17 2017-2018 2018-2019
Staffing 4,178,836 2,788,230 2,648,410
Contract Services 759,219 837,370 874,450
Other Operating Expenditures 231,840 148,183 148,533
TOTAL EXPENDITURES 5,169,895$ 3,773,783$ 3,671,393$
EXPENDITURES BY PROGRAM
Program 2016-17 2017-2018 2018-2019
Finance Administration 879,400 714,895 882,643
Budgets - 147,418 143,840
Revenue Management 550,245 325,947 332,596
Purchasing - 183,897 186,646
Accounting 742,168 884,524 907,708
Non-Departmental (Citywide)2,998,082 1,517,102 1,217,960
TOTAL EXPENDITURES 5,169,896$ 3,773,783$ 3,671,393$
FINANCE
DEPARTMENT SUMMARY
Safeguarding the City’s resources and fiscal health –implementing financial policies, plans and reporting
systems to serve the citizens and enable operating departments to achieve their objectives.
The Department of Finance is responsible for managing the City's financial operations in accordance with
policies and plans. This includes the preparation of the City's budget, payroll, and financial reports,
administration of the City's treasury and revenue operations, management of the City's resources, and
administration of indirect City-wide costs not easily charged to operating programs or projects.
Key Department goals include: implementing effective financial planning; reporting and accounting systems to
help the operating departments achieve their objectives and ensure the City's long-term fiscal health; and
ensuring all Budget and Fiscal Policy Fund Balance requirements are met.
D5-1
FINANCE
DEPARTMENT SUMMARY
DEPARTMENT EXPENDITURES BY FUNCTION
Function 2016-17 2017-18 2018-19
Fiscal Health & Governance 5,169,896 3,773,783 3,671,393
TOTAL EXPENDITURES 5,169,896$ 3,773,783$ 3,671,393$
REGULAR FULL-TIME EQUIVALENT STAFFING BUDGET
Program 2016-17 2017-18 2018-19
Accounting 6.30 4.80 4.80
Budgets 0.00 1.20 1.20
Financial Administration 3.50 2.50 2.50
Purchasing 0.00 1.70 1.70
Revenue Management 2.70 2.30 2.30
TOTAL FTEs 12.50 12.50 12.50
Fiscal Health &
Governance
100%
2017-18 EXPENDITURES BY FUNCTION
D5-2
Department: Finance
Target 2017-18 Target 2018-19
Yes Yes
Target 2017-18 Target 2018-19
100%100%
Target 2017-18 Target 2018-19
100%100%
Measure 2015-16 2016-17 2017-18 2018-19
Business Tax Certificates Issued 8,127 8,176 8,180 8,180
Payroll Checks and Direct Deposits 14,500 14,824 15,000 15,000
Vendor Invoices Processed 25,500 27,200 27,500 27,500
Accounts Payable Checks 8,264 8,774 8,774 8,774
W-2's Issued 766 807 807 807
1099's Issued 117 127 137 137
Journal Entries Processed 1,611 1,575 1,550 1,550
Budget Amendment Requests
Processed 280 274 277 277
Provide accurate and timely financial reporting data as required to Federal and State entities as well as to the City Council
as required by the City Charter.
WORKLOAD MEASURES
2017/19 FINANCIAL PLAN
The Government Finance Officers Association (GFOA) issues the Certificate of Achievement for Excellence in Financial
Reporting (CAFR) and the Distinguished Budget Preparation Award to recognize local governments that go beyond the
minimum requirements of generally accepted accounting principles when preparing comprehensive annual financial
reports, that provide full disclosure of financial status to the public, and that prepare budget documents of the very highest
quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the
GFOA’s best practices on budgeting.
Measure/Explanation
Meet Budget and Fiscal Policy Fund Balance Requirements
Through semi-annual reporting to the City Council, ensure that the City is meeting all budget and fiscal policy adopted
fund balance requirements.
Measure/Explanation
Meet all Federal, State, and City Charter Reporting Requirements
Receive the Government Finance Officers Association Distinguished Budget
and CAFR Award
DEPARTMENT PERFORMANCE AND WORKLOAD MEASURES
SUMMARY
The Finance department is responsible for safeguarding the City's resources and fiscal health. Finance department
implements financial policies, plans and reporting systems to serve the citizens and enable operating departments achieve
their objectives. The measures below were created to align with the Finance Department's mission by measuring the
quality of financial reporting, implementation of fiscal policies, and the Department's ability to serve citizens and enable
operating departments achieve their objectives.
PERFORMANCE MEASURES
Measure/Explanation
D5-3
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
216,060 576,309 (25%)593,157 3%
16,222 124,450 24%273,350 120%
14,366 14,136 %16,136 14%
246,648 714,895 (19%)882,643 23%
Financial Administration OPERATION:Fiscal Health
FINANCE DEPARTMENT
PROGRAMS
Finance FUNCTION:Fiscal Health & Governance
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
This program plans, organizes, leads and monitors the divisions within the Finance Department. It is responsible for managing
the City's financial operations in accordance with established policies and plans. Program goals are:
1) Developing and implementing effective and efficient financial policies, plans and reporting systems that help the Council,
City Manager, and operating departments achieve their objectives and assure the City's long-term fiscal health;
2) Protecting the City's assets from unauthorized use; and
3) Providing quality service to all of the department's customers, both internal and external to the organization.
OBJECTIVES:
The primary objectives of Financial Administration are:
1) Provide Finance representation for the Fiscal Sustainability and Responsibility Major City Goal. Responsibility Philosophy
with a focus on economic development and responsiveness, unfunded liabilities, and infrastructure financing.
2) Identify financial support for and provide assistance with the implementation of Major City Goals.
3) Work closely with the operating departments in developing and implementing funding plans and programs in achieving
their goals and objectives.
4) Oversee implementation of Finance goals, objectives, and projects.
5) Continue developing and implementing operation efficiencies.
6) Lead implementation of an Enterprise Resource System for core Financial Operations and Human Resources.
ACTIVITIES:
-Fiscal Policy Advice and Guidance. Developing innovative and cost-effective ways of carrying out and financing City
services and facilities; preparing and implementing policies and plans for effectively managing the City's financial resources
and preserving its long-term financial health; advising the City Council, City Manager and Department Heads on fiscal
matters; coordinating the preparation of the City's two-year financial plan and budget; and reviewing Council agenda reports
and other policy documents for fiscal impacts.
Support Services. Processing and distributing interdepartmental and U.S. mail.
-Department Leadership. Focus on the development and continued nurturing of an organization that effectively builds and uses
the skills and talents of each team member in achieving departmental goals and objectives; developing departmental and
employee work programs and monitoring performance; coordinating activities that cross program lines; and representing
department programs before the public, community groups, Council, staff and other public agencies.
-Department Administration. Reviewing and administering department budgets, ensuring that budgetary limits are respected
and maintaining adequate and appropriate department records.
-Cross-Departmental Program Administration. Conducting best practices reviews on internal control areas that typically cross
department activities.
Total: Financial Administration 879,400
Budget 2017-19 Financial Plan
2016-17
Staffing 764,800
Other Operating Expenditures 14,100
Contract Services 100,500
D5-4
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
-137,988 -143,840 4.2%
-9,430 --(100%)
-----
-147,418 -143,840 (2%)
The Budget Program is responsible for citywide coordination of the development and preparation of the City of San Luis
Obispo's two-year Financial Plan budget, and Supplemental Budget. The Financial Plan allocates resources of the City to
achieve the highest priority objectives established by Council. The program is responsible for implementation of bugetary
controls and financial reporting and compliance with apdopted Financial Plans.
FINANCE DEPARTMENT
PROGRAMS
Finance FUNCTION:Fiscal Health & Governance
Budgets OPERATION:Fiscal Health
FUND:General Fund
PROGRAM DESCRIPTION:
Total: Budgets -
OBJECTIVES:
- Lead development and prepare a two-year Financial Plan in accordance with Council adopted highest priorities and fiscal
policies.
- Evaluate, monitor, and produce reports documenting the City's financial progress for internal customers and for
presentation to the City Council every six months.
- Facilitate the evaluation of City Programs by providing a means to measurably examine the performance of financial
activities over time.
ACTIVITIES:
- Financial Planning. Provide analysis and recommendations regarding fiscal and operational issues to internal and external
customers. Coordinate citywide budget development.
- Compliance. Issuing interim financial reports on the City's fiscal and budgetary status. Monitor compliance with adopted
budget. Provide analysis and recommendations for budget adjustments. Maintaining online access of financial information
to department fiscal officers and other City system users. Maintaining accurate and timely financial information on the
City’s website.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
Staffing -
Other Operating Expenditures -
Contract Services -
D5-5
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
476,672 232,937 (15%)238,646 2%
101,759 73,360 (57%)73,650 %
101,418 19,650 (82%)20,300 3%
679,849 325,947 (41%)332,596 2%
Revenue Management OPERATION:Fiscal Health
FINANCE DEPARTMENT
PROGRAMS
Finance FUNCTION:Fiscal Health & Governance
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Revenue Management Program administers the City's treasury and revenue operations in accordance with established
fiscal policies. Program goals are:
1) developing and implementing effective and efficient revenue planning, monitoring and reporting systems that help assure
the City's long-term fiscal health;
2) providing quality customer service; and
3) protecting the City's cash assets from unauthorized use.
ACTIVITIES:
- Business tax and license. Administering the business tax system, including annual renewals of all City businesses,
enforcing the business tax ordinance, implementing gross receipt verification programs and providing mandated business tax
information to the State.
- counts receivable. Maintaining an organization-wide accounts receivable system, including grant receipts, transient
occupancy tax (TOT) collections and all other tax and fee receipts.
- cashier and public counter. Providing public counter and cashiering services at City Hall as well as accounting for all bank
deposits from other City facilities.
OBJECTIVES:
- Fiscal Sustainability and Responsibility. Implement the City's Fiscal Responsibility Philosophy with a focus on the
reduction of unfunded liabilities.
- Continue refinement of business tax enforcement program.
- Monitor receipts of local revenues and initiate effective collection strategies to ensure that revenues and taxes are paid by
those who are obligated to pay them.
Total: Revenue Management 550,245
Budget 2017-19 Financial Plan
2016-17
Staffing 272,486
Other Operating Expenditures 107,990
Contract Services 169,769
D5-6
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
-181,597 -186,646 3%
-2,300 ---
-----
-183,897 -186,646 1%
PROGRAM DESCRIPTION:
Purchasing OPERATION:Fiscal Health
FUND:General Fund
FINANCE DEPARTMENT
PROGRAMS
Finance FUNCTION:Fiscal Health & Governance
OBJECTIVES:
- Oversee City purchasing and ensure compliance with all applicable laws, regulations and policies.
- Develop and maintain standards and procedures for purchasing activities for all departments.
- Maintain best practices in purchasing to ensure responsible use of City funds.
- Manage City contracts and performance compliance.
- Provide quality service, analytical support and information regarding procurement and contracting to all departments.
Contract Services -
The new Purchasing Program will update City purchasing and contracting policies to effectuate more efficient and
standardized purchasing and will develop new, centralized purchasing procedures for citywide implementation. The
program will provide assistance to all departments in their purchasing activities.
Program goals are:
1) Developing and implementing effective, efficient and uniform purchasing policies and procedures for all City
departments.
2) Providing quality advising and customer service to all City departments.
3) Protecting City assets and taxpayer funds by assuring efficient, cost-effective purchasing.
Total: Purchasing -
ACTIVITIES:
-Business Process Review. Review of the City's existing purchasing policies and procedures, including requisition
practices, approval thresholds and procedures, vendor outreach efforts, solicitation processes, contract negotiation practices,
and contract execution procedures; determine where efficiencies are needed and appropriate; develop policies and
procedures to create necessary efficiencies; develop plan and make recommendations to implement changes; and provide
assistance and training to City employees that will be effected by any approved policy and procedural changes.
-Purchasing Operations. Plan, organize, direct and supervise the City's centralized purchasing activities; research and
identify potential Leveraged Purchase Agreements and compliant master agreements for streamlined purchasing of regularly
purchased goods and services; ensure appropriate advertising and notifications of solicitations; administer
bidding/solicitation practices; assist in evaluation of proposals and bids to ensure specifications, terms and conditions, as
well as applicable laws, codes and policies are met; advise and provide information regarding purchasing policies and
procedures to City staff; ensure proper documentation and record keeping of all purchasing activity. -
Contract Management. Develop and maintain a centralized contract filing system or database for all City contracts; monitor
pending expiration dates; maintain records for all contracts for required retention periods; assist and advise project
managers regarding any contract issues, including vendor disputes and responding to questions regarding required
performance under the contract.
-Auditing. Conduct and supervise internal reviews for compliance with adopted City purchasing and contracting policies,
practices and procedures; investigate and follow-up on problems and complaints regarding purchasing matters; track and,
where possible, remedy any non-compliant purchasing activity.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
2016-17
Staffing -
Other Operating Expenditures -
D5-7
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
423,382 632,924 20%693,808 10%
248,741 243,850 18%206,150 (15%)
2,760 7,750 -7,750 -
674,883 884,524 19%907,708 3%
Accounting OPERATION:Fiscal Health
FINANCE DEPARTMENT
PROGRAMS
Finance FUNCTION:Fiscal Health & Governance
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Accounting Program prepares citywide financial statements, ensures integrity of fiancial data, processes accounts
payable and payroll, prepares financial reports in compliance with Federal and State regulations.
1) developing and implementing effective and efficient revenue planning, monitoring and reporting systems that help assure
the City's long-term fiscal health;
2) providing quality customer service; and
3) protecting the City's cash assets from unauthorized use.
OBJECTIVES:
- Provide accurate and timely financial reports to internal and external stakeholders.
- Process timely payments as well as collections to/from vendors and the public.
- Maintain City employee payroll records and meet payroll disbursement and reporting deadlines.
- Provide general oversight over the City's investments, banking, and debt services.
ACTIVITIES:
- Financial reporting. Assisting with the preparation of the two-year financial plan, annual budgets and mid-year budget
reviews; preparing the Comprehensive Annual Financial Report (CAFR); coordinating annual and special audits; preparing
annual State Controller's Reports; preparing the cost allocation plan; calculating the annual appropriation limit.
- Payroll. Processing the City's biweekly payroll; filing quarterly and annual reports with taxing authorities and regulatory
agencies; coordinating employee benefit coverage and reporting with the Human Resources Department; processing
payments for insurance benefits and withheld taxes; providing payroll statistics to various departments and agencies.
- Accounts Payable. Processing the City's bills for payment and issuing checks to vendors; filing monthly, quarterly and
annual reports required by regulatory agencies; reviewing internal controls and adhering to established payment procedures;
maintaining vendor and purchase order files; reviewing contract pay estimates.
- General Accounting services and policies. Maintaining the general ledger system and chart of accounts; preparing daily
cash deposits and reports; reconciling monthly bank statements; establishing accounting systems and practices;
administering the City's real and personal property management systems; coordinating FEMA/OES disaster cost recovery
activities; reviewing claims to recover the cost of providing state-mandated services (SB90); maintaining historical records
of the City's financial performance.
- Investments, banking services and debt service administration. Working collaboratively with the City's investment advisor
in managing the portfolio in accordance with adopted policies and plans, including preparing investment summary reports,
identifying appropriate investment vehicles and timeframes, and allocating interest earnings among funds in accordance
with generally accepted accounting principles; administering the City's banking services contract; coordinating project
financings and administering debt service obligations in accordance with bond covenants.
Total: Accounting 742,168
Budget 2017-19 Financial Plan
2016-17
Staffing 528,268
Other Operating Expenditures 7,750
Contract Services 206,150
D5-8
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
-1,026,475 (61%)792,313 (23%)
122,167 386,280 37% 321,300 (17%)
92,860 104,347 2% 104,347 -
215,027 1,517,102 (49%)1,217,960 (20%)
Support Services & Non-Departmental OPERATION: Fiscal Health
NON-DEPARTMENTAL PROGRAM
Finance FUNCTION: Fiscal Health & Governance
PROGRAM COSTS:
FUND: General Fund
PROGRAM DESCRIPTION:
The Support Services and Non-Departmental Program administers and accounts for indirect Citywide costs not easily
charged to operating programs or projects. The program goal is cost-effective budgeting and accounting for these costs.
ACTIVITIES:
-This program provides the resources to fund copier maintenance and supplies; postage and mailing supplies; membership
and conference fees for the League of California Cities; and membership fees to the SLO Chamber of Commerce. In
addition, funding is provided for use at the City Manager’s discretion to support innovative proposals from the operating
departments that improve City services, reduce operating costs, increase productivity or respond to one-time expenditures
that are essential for the delivery of basic services that could not be anticipated during the City's two-year financial
planning and budgetary process. This program provides the resources necessary to cover the cost of employee use of the
City’s parking lots and structures during working hours, General Fund leave payouts and staffing contingency funds.
Total: Support Services 2,998,082
Budget 2017-19 Financial Plan
2016-17
Other Operating Expenditures 102,000
Staffing 2,613,282
Contract Services 282,800
D5-9
Fire
Find us at www.slocity.org
Serving you is our mission because we care. The San
Luis Obispo Fire Department protects the lives and
property of the residents, businesses, and visitors of the
City from the adverse effects of medical emergencies,
fires, and other dangers caused by man or nature.
DEPARTMENT MISSION:
ABOUT DEPARTMENT:
EXPENDITURES BY ACCOUNT CATEGORY
Account 2016-17 2017-2018 2018-2019
Staffing 9,918,527 11,655,813 11,891,412
Contract Services 320,240 329,307 362,890
Other Operating Expenditures 460,970 532,045 338,826
TOTAL EXPENDITURES 10,699,737$ 12,517,165$ 12,593,128$
EXPENDITURES BY PROGRAM
Program 2016-17 2017-2018 2018-2019
Fire Administration 951,214 1,011,151 1,047,193
Emergency Response 8,614,553 10,141,962 10,466,694
Hazard Prevention 970,745 1,083,047 904,886
Training Services 113,750 233,050 125,650
Fire Station Facilities S upport 33,650 38,055 38,805
Disaster Preparedness 15,825 9,900 9,900
TOTAL EXPENDITURES 10,699,736$ 12,517,165$ 12,593,128$
FIRE
DEPARTMENT SUMMARY
Serving you is our mission because we care. The San Luis Obispo Fire Department protects the lives and
property of the residents, businesses, and visitors of the City from the adverse effects of medical emergencies,
fires, and other dangers caused by man or nature.
In addition to providing compassionate emergency response, the Fire Department embraces a prevention and
education strategy that includes fire and life safety inspections, plan review services, fire/arson investigation, fire
safety and prevention public education, and disaster preparedness classes. The Fire Department has automatic and
mutual aid agreements with surrounding departments, California Office of Emergency Services, and Los Padres
National Forest.
D6-1
FIRE
DEPARTMENT SUMMARY
DEPARTMENT EXPENDITURES BY FUNCTION
Function 2016-17 2017-18 2018-19
Community Safety 10,666,087 12,448,321 12,522,478
Environmental Health & Open Space - 30,790 31,845
Infrastructure & Transportation 33,650 38,055 38,805
TOTAL EXPENDITURES 10,699,737$ 12,517,165$ 12,593,128$
AUTHORIZED REGULAR FULL-TIME EQUIVALENT STAFFING
Program 2016-17 2017-18 2018-19
Emergency Response 45.00 45.00 45.00
Fire Administration 4.00 4.00 4.00
Fire Apparatus Services 2.00 2.00 2.00
Hazard Prevention 6.00 6.00 6.00
TOTAL FTEs 57.00 57.00 57.00
Community Safety
100%
Environmental Health
& Open Space
0%Infrastructure &
Transportation
0%
2017-18 EXPENDITURES BY FUNCTION
D6-2
Department: Fire
Target 2017-18 Target 2018-19
90%90%
Target 2017-18 Target 2018-19
85%85%
Target 2017-18 Target 2018-19
80%50%
Measure 2015-16 2016-17 2017-18 2018-19
Fire Incidents (National Fire
Incident Reporting System (NFIRS)
100 series)*
167 162 167 172
Rescue and Medical Services
(NFIRS 300 series)*3769 3635 3744 3856
Total Fire Responses*5877 5920 6097 6280
Fire and Safety Inspections 1260 1267 1275 1287
Building Plan and Development
Plan Reviews 773 802 800 820
Emergency Response Personnel
Average Training Hours*189 150 160 170
Disaster Preparedness Programs
Provided --30 35
Out of County Mutual Aid billing 40 41 32 32
Meet the Total Response Time (TRT) goal as defined by General Plan Safety
Element of 7 minutes or less to 90% of all lights-and-siren emergencies in the
City.
DEPARTMENT PERFORMANCE AND WORKLOAD MEASURES
SUMMARY
The Fire Department is responsible for protecting life and property by responding to medical emergencies, fires, hazardous materials incidents
and other emergencies as well as for promoting public safety through fire prevention programs including commercial property inspections,
plan review and fire sprinkler and fire alarm systems. Performance Measure Targets and workload measures were determined by current
funding and staffing levels.
PERFORMANCE MEASURES
Measure/Explanation
Customer service is an essential component of public service. Meeting published cycle times for Development projects is a crucial part of the
development review process. Applications, plans and inspections are reviewed or conducted by multiple divisions of the City. Processing
delays have negative effects on the applicant's budgets, project management and customer experiance. Data gathered by this measure helps
determine if additional resources are needed to meet cycle times or to assess published cycle times viability. The target goal of meeting cycle
times on 80% of all development review activities is based on assumptions that some projects will be more complex, development review
activities will be extremely high and resources will be limited. In 2018-19, as a result of decreased funding for contract plan review services
the target is reduced to 50%.
WORKLOAD MEASURES
2017/19 FINANCIAL PLAN
Total Response Time is calculated from the time of 911 pick-up in the City's Emergency Communication Center until arrival of the first Fire
Department personnel at the scene. For serious medical emergencies and fires of all types, rapid arrival at the scene impacts outcomes. The
time standard established in the General Plan Safety Element are reflective of the guidance standards of the National Fire Protection
Association (NFPA).
Measure/Explanation
Maximize property saved from fire damage
The Fire Department's ability to extinguish fires to prevent further property damage is one of its primary goals. The ability to accomplish this
goal is influenced by many factors. Elements of minimizing property loss by fires include public education, fire prevention inspections, code
enforcement, development plan review, reduction of fire hazards and fire department response times. The target goal of 85% will be measure
by overall property value saved versus property value loss. In 2015-16 the amount saved was 85.5% and 2016-17 was 82.5%.
Measure/Explanation
Percentage of Fire Department Development Review activities completed
within published cycle times
D6-3
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
730,737 835,841 7%867,443 4%
55,644 51,515 (%)51,355 (%)
96,820 123,795 4%128,395 4%
883,201 1,011,151 6%1,047,193 4%
FIRE DEPARTMENT
PROGRAMS
Fire FUNCTION:Community Safety
ACTIVITIES:
- Department leadership. Establishing and communicating organizational goals, values and priorities. Directing and
coordinating the work of the department. Representing the department before the public and community groups, department
heads and other public agencies. Maintaining positive and effective relations. Soliciting and anticipating community needs
and satisfaction with fire service delivery, including service provided for rescue and emergency medical response, fire plan
review, fire prevention and fire suppression services, and public education. Monitors local and industry trends when
managing changes in staffing, facilities, technology, and equipment. Partners with Human Resources Risk Management to
reduce preventable workplace injuries and accidents.
- Public information and support services. Providing administrative support for the department. Assist the public with
general information, including maintaining a progressive and valuable internet presence. Prepare reports; compile statistics
and data to address department needs and services.
- Human resource recruitment, testing and management. Partnering with the Human Resources Department with the design
and administration of new hire and promotional testing processes. Administering human resource policies, human resource
development, staffing requirements and payroll.
- Fiscal and contract management. Developing and monitoring fire department budgets, expenditures, revenues, contracts
and grants. Assuring compliance with fiscal policies. Expending all resources in a professional, credible and transparent
manner, with the public’s needs and trust in mind.
- Fund enhancement. Researching and responding to opportunities for revenue enhancement such as grants, sponsorships and
fees with a focus on leveraging local funding sources to maximize organizational outcomes and goals.
Fire Administration OPERATION:Fire Safety
51,715
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Fire Administration program provides strategic leadership to the organization. Fire Administration plans, directs and
evaluates all Fire Department programs and their activities.
OBJECTIVES:
- Provide responsive, effective and efficient fire department programs.
- Develop well planned, long-term sustainability focus for fire department personnel, facilities, equipment and organization.
Total: Fire Administration 951,214
Budget 2017-19 Financial Plan
2016-17
Staffing 780,329
Other Operating Expenditures 119,170
Contract Services
D6-4
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
8,659,106 9,802,087 18%10,122,583 3%
84,007 79,275 (1%)80,530 2%
231,041 260,600 6%263,581 1%
8,974,154 10,141,962 18%10,466,694 3%
Emergency Response OPERATION:Fire Safety
FIRE DEPARTMENT
PROGRAMS
Fire FUNCTION:Community Safety
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Emergency Response Program is responsible for protecting life, the environment, and property by responding to a wide
variety of emergencies, including, but not limited to: medical emergencies, structure fires, vegetation fires, hazardous
materials incidents, vehicle fires/accidents, flooding, utility emergencies, and a wide range of urgent public assists. The
program also includes fire apparatus services, maintenance and repair of light and heavy fire apparatus and vehicles.
OBJECTIVES:
- Deliver timely response (seven minutes Total Response Time to 90% of all emergencies requiring the use of lights and
siren, per City General Plan Safety Element). Total Response Time is measured from 911 call receipt to arrival of
emergency response personnel.
- Provide medical emergency Advanced Life Support.
- Provide effective number of personnel for initial attack on fires.
- Limit environmental damage caused by release of hazardous materials.
- Minimize property damage.
- Perform all required maintenance on light and heavy fire vehicle apparatus and vehicles and related equipment.
ACTIVITIES:
- Emergency Medical Services (EMS). Providing victims of acute trauma and sudden illness with Advanced Life Support
(ALS) from certified Firefighter-Paramedics. Maintain quality of patient care through professional training, quality
improvement program, and equipment maintenance, repair and replacement.
- Fire Protection. Responding to fire emergencies, rescuing civilians exposed to fire, suppressing fires, salvaging
possessions, and protecting exposed property.
- Hazardous material incident response. Controlling and containing unwanted hazardous materials releases.
- Rescue. Extrication of victims trapped in wrecked automobiles, collapsed buildings, swift water rescues and
trail/cliffside/open space extractions.
- Fire Apparatus and Equipment. Maintain all apparatus and equipment in sound working order.
Total: Emergency Response 8,614,553
Budget 2017-19 Financial Plan
2016-17
Staffing 8,288,378
Other Operating Expenditures 246,250
Contract Services 79,925
D6-5
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
701,599 916,285 14%849,686 (7%)
64,283 146,637 (1%)34,675 (76%)
19,045 20,125 5%20,525 2%
784,927 1,083,047 12%904,886 (16%)
FIRE DEPARTMENT
PROGRAMS
Fire FUNCTION:Community Safety
ACTIVITIES:
- Fire and life safety inspections and abatement. Regularly inspecting residential, commercial, governmental, education and
industrial sites for fire hazards, and responding to citizen complaints and implementing the weed abatement program during
the fire season.
- Fire investigation. Investigating all reported fires to determine causes and origin. Work closely with law enforcement to
seamlessly transition investigation cases related to possible crimes, including arson.
- Hazardous material inspection and abatement. Enforcing regulations governing the storage, use, handling of, and disposal
of hazardous materials; annually inspecting the safety and environmental quality of all facilities, storage, use or handling of
hazardous materials.
- Building plan review and construction inspections. Reviewing development projects and building plans for compliance
with fire safety codes, along with associated field inspections.
- Hazardous waste removal and disposal. Serving as a collection agent for hazardous waste found in city streets, property, or
creeks resulting from unknown sources and unidentified parties. Conduct plan checks for underground storage tank
installation and removals, with a permit issued by the Department, along with associated field inspections.
- Education. Providing fire and safety education programs to businesses, hospitals and homeowners groups.
- Hydrant maintenance. Inspecting, testing and servicing fire hydrants (funded by Utilities).
Hazard Prevention OPERATION:Fire Safety
147,800
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Hazard Prevention Program prevents injury and loss of life, property and the environment damaged by fire, explosion or
exposure to hazardous materials.
OBJECTIVES:
-Eliminate fire hazards and investigate fires in buildings, properties and equipment through plan review and safety
inspection services.
- Participate in the County Certified Unified Program Agency (CUPA) program to track, inspect, and increase safety related
to hazardous materials.
- Expand public awareness about the dangers of fire and hazardous materials.
Total: Hazard Prevention 970,745
Budget 2017-19 Financial Plan
2016-17
Staffing 803,820
Other Operating Expenditures 19,125
Contract Services
D6-6
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
40,745 97,600 131%47,700 (51%)
23,598 43,400 28%34,900 (20%)
48,934 92,050 144%43,050 (53%)
113,278 233,050 105%125,650 (46%)
FIRE DEPARTMENT
PROGRAMS
Fire FUNCTION:Community Safety
ACTIVITIES:
- In-service training. Complying with mandates, conducting training exercises and classroom lessons to maintain the myriad
skills of our business, and facilitate the introduction of new methodologies, technology and equipment. The addition of an
internet based training delivery and records management system has allowed us to meet minimum training mandates in a
more efficient manner.
- Outside training. Scheduling and coordinating employee attendance at State Certified Upper Level (I and II) training
offered outside of the Department; facilitate bringing specialized instruction into our area; provide any other needed and
mandated training not generated within the instructional capabilities of fire department staff.
- Health fitness. Scheduling and coordinating all physical fitness activities including medical examinations and
comprehensive fitness evaluation.
- Safety. Providing required safety training to all employees.
- Training Academy. Conducting recruit-training academy for new hire fire fighters.
Training Services OPERATION:Fire Safety
33,800
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Fire Training Program schedules, coordinates, and documents both in-house and outside training and certification for
fire department staff. The program also works to maintain and improve the health fitness of fire department employees. The
overall program goal is to provide and support highly qualified, well-trained, safe, healthy and fit employees.
OBJECTIVES:
- Provide and support highly qualified, well-trained, safe, healthy and fit employees.
- Conduct six week recruit-training for all new hire fire fighters.
Total: Training Services 113,750
Budget 2017-19 Financial Plan
2016-17
Staffing 42,200
Other Operating Expenditures 37,750
Contract Services
D6-7
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
359 700 40%700 -
27,168 8,480 21%9,230 9%
23,334 28,875 10%28,875 -
50,861 38,055 13%38,805 2%
FIRE DEPARTMENT
PROGRAMS
Fire FUNCTION:Infrastructure & Transportation
ACTIVITIES:
- Minor Facilities Maintenance. Identifying, coordinating, and purchasing cleaning supplies and maintenance tools,
maintaining landscaped areas with both contract and Fire Department labor, repairing or replacing broken or worn station
appliances and furnishings, and correcting minor electrical and plumbing problems while meeting Cal-OSHA safe work
place requirements. Managing scheduled maintenance costs and services for building safety systems such as Diesel Exhaust
Removal System.
- Major Building Repair and Construction. Identifying necessary remodel and update needs for the interior and exterior of
the four fire stations. Major building and exterior repair projects are coordinated with or managed by the Public Works
Department.
- Automatic External Defibrillators (AED). Public Access Defibrillation Project is a program that provides Automatic
External Defibrillators (AED’s) in public areas throughout the city to allow lay rescuers to intervene early in cases of
cardiac arrest. An AED is an automated computerized medical device programmed to analyze heart rhythm, recognize
rhythms that require defibrillation, and deliver lifesaving electrical shocks.
- Fire Mapping Program. Updates fire engine grid books for emergency personnel and provides miscellaneous emergency
response maps at all fire stations. Paper mapbooks (11”x17”) and large wall maps are an essential backup tool to our
electronic GIS-based mapping systems.
- Fire Radio System and Equipment. Partner with Information Technology and Police Department to ensure sustainability of
public safety radio system.
Fire Station Facilities Support OPERATION:Facilities
7,000
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
Fire Stations Facilities Support manages and maintains the City’s four fire station facilities, their grounds and miscellaneous
related equipment, appliances, and furnishings.
OBJECTIVES:
- Maintain safe, functional, attractive, and energy efficient fire stations.
-Work closely with the Public Works Department to facilitate building repairs and landscape maintenance.
Total: Fire Station Facilities Support 33,650
Budget 2017-19 Financial Plan
2016-17
Staffing 500
Other Operating Expenditures 26,150
Contract Services
D6-8
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
98 3,300 -3,300 -
7,460 ----
40,582 6,600 (47%)6,600 -
48,140 9,900 (37%)9,900 -
FIRE DEPARTMENT
PROGRAMS
Fire FUNCTION:Community Safety
ACTIVITIES:
- Training. Teaching city employees from a variety of departments how to use the incident command system and conducting
disaster response drills.
- Planning. Reviewing and revising the city’s disaster response plans to improve deployment of city forces and ensure
coordination with federal, state and local agencies: operating the City’s emergency operation center (EOC) in the event of a
disaster.
- Community Outreach. Providing general fire safety and life safety information to citizens on the community. Training the
general public on how to provide for themselves in a major emergency for 72 hours following an emergency.
- Business Continuity. Upon request, distribute information to encourage businesses to create and implement emergency
preparedness plans to protect their business against any unexpected business interruption following a disaster.
Disaster Preparedness OPERATION:Fire Safety
-
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Disaster Preparedness Program has two focuses: 1) ensures that City personnel can provide appropriate rescue and
relief services following a major disaster such as earthquake, flood, nuclear power accident, hazardous material spill, and
wildland fire: and 2) provides information and education on disaster preparedness, and fire safety to the general public.
OBJECTIVES:
- Provide disaster response training to city employees.
- Maintain up-to-date hazard mitigation and disaster response plans.
- Educate residents and businesses in disaster and emergency preparedness.
Total: Disaster Preparedness 15,825
Budget 2017-19 Financial Plan
2016-17
Staffing 3,300
Other Operating Expenditures 12,525
Contract Services
D6-9
Human Resources
Helping employees realize their full potential
so they can effectively serve our community
Find us at www.slocity.org
DEPARTMENT MISSION:
ABOUT DEPARTMENT:
EXPENDITURES BY ACCOUNT CATEGORYAccount 2016-17 2017-2018 2018-2019Staffing873,893 923,490 949,332Contract Services 624,000 272,000 272,000Other Operating Expend 3,577,182 4,566,100 4,631,300TOTAL EXPENDITURES 5,075,075$ 5,761,590$ 5,852,632$ EXPENDITURES BY PROGRAMProgram 2016-17 2017-2018 2018-2019Human Resources 1,047,886 1,211,890 1,237,732 Risk Management 4,005,489 4,531,100 4,596,300 Wellness Program 21,700 18,600 18,600 TOTAL EXPENDITURES 5,075,075$ 5,761,590$ 5,852,632$
HUMAN RESOURCESDEPARTMENT SUMMARY
Helping employees realize their full potential so they can effectively serve our community.
The San Luis Obispo Human Resources Department provides support to all City departments through programs: Human Resources Administration, Risk Management, and Wellness. The services provided under the Human Resources Administration program include coordination of recruitment and selection processes; employee benefit administration; labor relations and negotiations; performance management; employee training; and employee benefit administration. Services provided that fall under the Risk Management program include liability and property claims administration; workers' compensation; safety improvement; and insurance review. The services provided under the Wellness program include the Employee Assistance Program and various education and wellness activities to promote a healthy organization.
D7-1
HUMAN RESOURCESDEPARTMENT SUMMARYDEPARTMENT EXPENDITURES BY FUNCTIONFunction2016-17 2017-18 2018-19Fiscal Health & Governance 5,075,075 6,761,590 6,852,632 TOTAL EXPENDITURES 5,075,075$ 6,761,590$ 6,852,632$
REGULAR FULL-TIME EQUIVALENT STAFFING BUDGETProgram2016-17 2017-18 2018-19Human Resources 3.70 5.00 5.00Risk Management 1.30 0.00 0.00TOTAL FTEs 5.00 5.00 5.00
Fiscal Health & Governance100%
2017-18 EXPENDITURES BY FUNCTION
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Department: Human Resources
Target 2017-18 Target 2018-19
90%95%
Target 2017-18 Target 2018-19
38%38%
Target 2017-18 Target 2018-19
-10%-20%
*This performance measure will only take into account liability claims that incurred monetary losses
Measure/Explanation 2015-16 2016-17 2017-18 2018-19
Recruitments - Regular and
Supplemental 80 80 70 70
Labor relations activity 39 45 40 40
Applications screened 3650 2600 3000 3000
Training sessions coordinated 32 31 31 31
Classification, compensation and
benefit analysis 149 48 45 45
Liability Claims Filed 92 79 72 65
The Human Resources Department will work with other departments to reduce losses associated with the City’s worker’s
compensation and liability programs. This program will facilitate the implementation of several loss control strategies to
reach the end goal of a 30% reduction of losses in these two programs over the span of three years. Improvements on
employee safety and decreasing liability claims will lead to reduced costs. Reducing employee work-related injuries and
illnesses also reduces the stress, strain, lost time, and discomfort of employees, thus positively impacting productivity and
morale. This performance measure will use the current five year averages to set benchmarks in reducing claim numbers and
claim costs by 30% in 3 years. For workers' compensation the goal is to reduce the claim count from 56 to 43 claims severity
from an annual total of $1.3M to $1M and total annual loss days from 697 to 536. For liability, the goal is reduce the claim
count from 41 to 32 and claims severity from an annual total of $465,000 to $360,000.
WORKLOAD MEASURES
2017/19 FINANCIAL PLAN
The Human Resources Department will work with other departments to increase the percentage of on-time performance
evaluations delivered to employees. Currently the City has 84% of performance evaluations completed on-time.
Performance evaluations increase communication between a supervisor and employee, reiterate all of the hard work and
performance feedback provided during the evaluation period, and can be a motivational tool to the employee.
Measure/Explanation
Percentage of Internal Promotions
The Employment Opportunity Program (EOP) is designed to give current employees a window of opportunity to apply for
and possibly transfer or promote into another classification when there is a vacancy prior to the start of an outside
recruitment. This program supports succession planning opportunities for all employees, including regular (non-
probationary), contract and supplemental employees. Hiring internally has many benefits, some of which are: It promotes a
Healthy and Smart Organization, it saves money in recruitment costs, retains high quality trained employees dedicated to
serving the community, proven loyalty to the organization and community, seamless transition to new duties, and it is a
synergistic fit for team culture. Currently internal promotions at the City have averaged 38% over the past five years with a
goal of continuing at that same rate going forward.
Measure/Explanation
Reduction in Liability and Workers Compensation Claims
Percentage of On-time Employee Performance Evaluations
DEPARTMENT PERFORMANCE AND WORKLOAD MEASURES
SUMMARY
The mission of the Human Resources Department is helping employees realize their full potential so they can effectively
serve our community. The Human Resources performance measures include objectives such as on-time employee
performance evaluations, internal employee promotions and reducing liability and workers compensation claims.
PERFORMANCE MEASURES
Measure/Explanation
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DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
465,074 923,490 30%949,332 3%
285,346 245,800 (15%)245,800 -
40,459 42,600 (16%)42,600 -
790,879 1,211,890 16%1,237,732 2%
HUMAN RESOURCES
PROGRAMS
Human Resources FUNCTION:Fiscal Health & Governance
ACTIVITIES:
- Employee recruitment, selection and orientation. Manage and coordinate the recruitment, testing and selection processes,
including administration of the NEOGOV online recruitment system. Providing a comprehensive onboarding to new hires.
- Employee classification and compensation. Identifying the duties, qualifications, and compensation appropriate for each
City position. Ensuring employee classifications and compensation align with the City’s Compensation Philosophy.
- Employee performance management. Coordinating performance feedback to ensure employees receive accurate,
consistent, and constructive input in support of a safe and efficient work environment. Coaching managers to address
employee performance issues and employee development plans.
- Employee development and training. Develop, plan, schedule, and implement city-wide training and development
programs that meet statutory and regulatory standards and promote professional development. Communicating and
coordinating these courses and programs.
- Employee/employer labor relations and negotiations. Meeting and conferring with employee association representatives to
reach agreement on labor relations issues and employee association memorandum of agreements.
- Employee communication and recognition. Coordinating and publishing a newsletter that disseminates information
Citywide. Coordinating events that encourage and recognize employees to exemplify the City’s organizational values by
bringing employees together to celebrate accomplishments.
- Legal Compliance. Ensure compliance by advising managers and employees on rights including Federal Labor Standards
Act, Americans with Disabilities Act, Family Medical Leave Act, California Family Rights Act, Uniformed Services
Employment and Reemployment Rights Act, Health Care Reform, Consolidated Omnibus Budget Reconciliation Act of
1985 and other relevant laws, ordinances, or regulations.
Human Resources OPERATION:Organizational Vitality
287,800
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Human Resources Administration Program manages a variety of functions including coordination of recruitment and
selection, classification and compensation, performance management, employee training and development, labor relations
and negotiations, employee benefits (including medical, dental, vision, flexible spending accounts, deferred compensation
accounts, life and disability insurance, and CalPERS retirement programs) and statutory and regulatory compliance.
OBJECTIVES:
- Maintain compliance with State and Federal laws including the Federal Labor Standards Act, Americans with Disabilities
Act, family care acts, and the Affordable Care Act.
- Continue to develop and promote succession planning efforts to ensure the City has knowledge transfer as employees retire
and that employees are well prepared to advance when opportunities arise.
- Coordinate and implement the City’s Leadership and Learning Academy and other required trainings.
- Continue to improve marketing the City to draw well-qualified applicants to careers in public service, especially in critical,
difficult to fill areas.
Total: Human Resources 1,047,886
Budget 2017-19 Financial Plan
2016-17
Staffing 709,486
Other Operating Expenditures 50,600
Contract Services
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DEPARTMENT:PROGRAM:
Actual2015-16 2017-18 Change 2018-19 Change158,452 - (100%) - -8,475 10,100 (97%) 10,100 -3,900,018 4,521,000 28% 4,586,200 1%4,066,945 4,531,100 13% 4,596,300 1%
Other Operating Expenditures 3,520,982Total: Risk Management 4,005,489
PROGRAM COSTS:Budget 2017-19 Financial Plan2016-17Staffing164,407Contract Services 320,100
FUND: General FundPROGRAM DESCRIPTION:The Risk Management Program reduces the risk of accidents and protects City assets from liability for accident losses. The Program helps City employees reduce injuries and costs associated with those injuries.OBJECTIVES:- Continue to review and update safety policies and procedures in compliance with Cal-OSHA.- Continue to increase safety awareness and reduce preventable injuries through training and education of employees.- Review insurance plans and coverage and process renewals annually, seeking the most cost-effective methods of insuring.- Review standards for insurance requirements in contracts with those who do business with the City to make sure appropriate risk transfer measures are included.- Continue to monitor workers’ compensation claims and provide training to help minimize recurrent injuries.- Continue to encourage supervisors to provide injured employees with modified duty assignments.ACTIVITIES:- Liability claims administration. Review general liability claims against the City and recommend adjustment or other action.- Workers’ compensation claims administration. Reviewing employee injury claims against the City recommending adjustment or other action, and promoting a return to work program to minimize lost time.- Safety improvement. Identifying trends and safety risks, proactively recommending hazard abatement to minimize risk, and implementing safer operating procedures using best practices in risk management.- Insurance review. Ensuring that contractors and special event sponsors carry adequate insurance to protect the City; reviewing the City's self-insurance provisions to ensure adequate resources are available to cover losses.- General Liability and Property Insurance Premiums- Liability. Providing general liability coverage through the California Joint Powers Insurance Authority for Excess Insurance Program with a $500,000 SIR (Self Insured Retention).- Property. Providing coverage for property damage and loss.- Worker’s Compensation. Providing coverage for workers’ compensation through the California Joint Powers Insurance Authority.- Volunteer Insurance. Providing coverage for City volunteers for accidental death and dismemberment and accident medical expense through CIMA, Corporate Insurance Management, Inc.- Environmental Insurance. Providing coverage for pollution legal liability and remediation legal liability through the California Joint Powers Insurance Authority.
- Fidelity Bonds. Providing blanket fidelity bond coverage through the California Joint Powers Insurance Authority. Premiums are paid annually and are not subject to retroactive adjustments. - Special Event Tenant User Liability Insurance. Providing low-cost tenant user liability insurance for certain activities on City property. The insurance premium is paid by the tenant user and is paid to the City according to a schedule. The City then pays for the insurance. The insurance is arranged through the California Joint Powers Insurance Authority. - Fitness-for-duty and Accommodations Meetings: Coordinating Fitness for Duty evaluations and interactive accommodation meetings as required by law, and an early return to work program.
Risk Management OPERATION: Fiscal Health
HUMAN RESOURCESPROGRAMS
Human Resources FUNCTION: Fiscal Health & Governance
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DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
-----
15,211 16,100 -16,100 -
4,928 2,500 (55%)2,500 -
20,139 18,600 (14%)18,600 -
HUMAN RESOURCES
PROGRAMS
Human Resources FUNCTION:Fiscal Health & Governance
ACTIVITIES:
- Wellness Room. Maintaining fitness equipment and promoting physical activity.
- Employee Assistance Program (EAP). Confidential, professional assistance with personal issues related to the employee’s
emotional health, family life and work life including counseling and legal assistance and referral.
- Physical Fitness Testing and Education. Encouraging healthy practices and choices through educational testing in an effort
to improve employee health and productivity.
- Group Activities. Encouraging physical activity and interaction with co-workers.
Wellness Program OPERATION:Organizational Vitality
16,100
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Wellness Program supplements the Risk Management Program by providing employees tools and education to improve
their physical and emotional well-being; thus enhancing employee productivity and performance. The program provides
employees with fitness, nutrition, and health and safety information, education, and programs as well as professional
counseling and referral services through the Employee Assistance Program.
OBJECTIVES:
-Continue to make the wellness room and educational library available for City Employee use.
- Coordinate City Employee Fitness Assessments.
- Coordinate to encourage physical activity and healthy life styles.
- Provide health, wellness and safety information to employees via newsletter articles.
- Continue to encourage use of Employee Assistance Program.
Total: Wellness Program 21,700
Budget 2017-19 Financial Plan
2016-17
Staffing -
Other Operating Expenditures 5,600
Contract Services
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DEPARTMENT MISSION:
ABOUT DEPARTMENT:
EXPENDITURES BY ACCOUNT CATEGORY
Account 2016-17 2017-2018 2018-2019
Staffing 3,302,619 3,423,131 3,726,099
Contract Services 218,850 389,225 229,225
Other Operating Expenditures 503,438 506,060 509,660
TOTAL EXPENDITURES 4,024,907$ 4,318,416$ 4,464,984$
EXPENDITURES BY PROGRAM
Program 2016-17 2017-2018 2018-2019
Recreation Administration 762,025 932,649 795,402
Facilities 225,073 246,981 257,706
Recreational Sports 335,492 346,023 359,837
Youth Services 926,731 919,094 1,039,317
Community Services 277,352 284,248 294,329
Ranger Program 482,365 505,119 552,677
Aquatics Sinsheimer Park 399,016 422,970 487,431
Golf Course Operations & Maintenance 616,852 661,331 678,285
TOTAL EXPENDITURES 4,024,906$ 4,318,416$ 4,464,984$
PARKS & RECREATION
DEPARTMENT SUMMARY
Inspiring happiness by creating community through people, parks, programs, and open space.
The City of San Luis Obispo Parks and Recreation Department is committed to providing quality parks, facilities
(pools, golf course, sports fields) open space, recreation programs, cultural, and educational services essential to
personal well-being and a sense of community in the City of San Luis Obispo. The City of San Luis Obispo Parks
and Recreation Department is responsive to the needs of the public for programs that promote wellness and
community through leisure, cultural and social pursuits.
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PARKS & RECREATION
DEPARTMENT SUMMARY
DEPARTMENT EXPENDITURES BY FUNCTION
Function 2016-17 2017-18 2018-19
Culture & Recreation 2,780,517 2,880,648 3,116,904
Environmental Health & Open Space 482,365 505,119 552,677
Fiscal Health & Governance 762,025 932,649 795,402
TOTAL EXPENDITURES 4,024,907$ 4,318,416$ 4,464,983$
REGULAR FULL-TIME EQUIVALENT STAFFING BUDGET
Program 2016-17 2017-18 2018-19
Aquatics Sinsheimer Park 1.00 1.00 1.00
Community Services 1.00 1.00 1.00
Facilities 1.00 1.00 1.00
Golf Course Operations & Maintenance 4.00 4.00 4.00
Ranger Program 3.00 3.00 3.00
Parks & Recreation Administration 5.00 5.00 5.00
Recreational Sports 1.00 1.00 1.00
Youth Services 2.00 2.00 2.00
TOTAL FTEs 18.00 18.00 18.00
Culture & Recreation
67%Environmental Health
& Open Space
12%
Fiscal Health &
Governance
21%
2017-18 EXPENDITURES BY FUNCTION
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Department: Parks and Recreation
Target 2017-18 Target 2018-19 337,315 337,315
Target 2017-18 Target 2018-19Number Pending 12- month use of Cervis 3%
Target 2017-18 Target 2018-1953 Miles 55 Miles
Measure 2015-16 2016-17 2017-18 2018-19Youth Service Participants 795 795 1,250 1,200Adult/Youth Sports Participants 1,695 1,695 1,700 1,750Triathlon Participants 1,000 975 1,000 1,000Golf Rounds Played 30,508 28,800 30,000 30,000Contract Class Participants 994 1,050 1,100 1,150Pool Users 68,400 86,000 86,000 86,000Facilities Attendance 218,000 218,000 218,000 218,000Special Events Permitted 85 93 90 90Seniors Programming 260 300 300 300Jack House & PRC Meetings 24 24 24 24
Maintain and Enhance Parks and Recreation Participation
DEPARTMENT PERFORMANCE AND WORKLOAD MEASURES
SUMMARY
The Parks and Recreation Department's mission is: Inspiring happiness by creating community through people, parks, programs, and open space. The measures below align with the Department's mission, measuring both number of people served through programs, events, facilities, and trails maintained; as well as the number of volunteers who help make this programming successful.
PERFORMANCE MEASURESMeasure/Explanation
The City has 53 miles of trails that Ranger Service staff and volunteers, maintain, manage, and patrol in addition to its creek corridors. Over the two year budget cyle, the Ranger staff will build out and increase trails from 53 to 55 miles. They protect the City's natural resources by completing maintenance, rehabilitation and patrol of the open space. Daily the Rangers visit 25 trailheads, inspect 7-8 miles of creek corridor and maintain the 4,000 acres of open space.
WORKLOAD MEASURES 2017/19 FINANCIAL PLAN
The Parks and Recreation Department offers a wide variety of diverse programs that appeal to the community. The target goal will be to maintain the number of participants, currently 337,315, and enhance their experience in Parks and Recreation programs, events and facility visits. Programming is currently at capacity throughout the majority of divisions in Parks and Recreation.
Measure/Explanation
Increase Number of Volunteers in Parks and Recreation
The Parks and Recreation Department strives to maximize the use of volunteers Department-wide, with each Division identifying its own needs. The City's new volunteer software program, CERVIS Technologies, will provide streamlined access for Parks and Recreation Staff and Volunteers. In year one, Parks and Recreation will establish the number of volunteers, and increase by 3% in year two.
Measure/ExplanationMiles of Trails Maintained in the City Open Space
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DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
633,167 709,334 1%732,087 3%
13,727 192,625 408%32,625 (83%)
19,964 30,690 26%30,690 -
666,857 932,649 22%795,402 (15%)
General Fund
PARKS AND RECREATION
PROGRAMS
Parks & Recreation FUNCTION:Fiscal Health & Governance
Recreation Administration OPERATION:Fiscal Health
FUND:
ACTIVITIES:
- Department Management and Administration.
- Department Strategic Plan Implementation.
- Human Resource Supervision and Program Management. Directing and coordinating the work of management, general unit,
limited benefit temporary (LBT), and temporary part-time employees.
- Overseeing the hiring and training of all part-time staff to Parks and Recreation (over 100 per year).
- Support and Management of two Advisory Bodies.
- Marketing, staffing, coordination, and evaluation of recreation programs and facilities to meet the needs of the community.
- Park Planning and Capital Improvement Project Management.
- Public Arts. Coordinating the City’s Visual Arts in Public Places program for public art.
- Managing both Private Donations of Public Art and the Public Art in Private Development through the City’s Development
In-Lieu Fee Program.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
PROGRAM DESCRIPTION:
Provide quality parks, open space, recreation, cultural and educational services essential to promote personal well-being and
sense of community. Plan, direct, and evaluate all recreation programs, activities, events and facilities in the City of San Luis
Obispo. Oversees management, general unit, and part-time employees (150+) in the daily provision of recreational programs
and use of City parks, facilities, and open space. Implement adopted Department Strategic Plan; plan for new recreation
opportunities, parks, facilities and improvements to existing ones, develop and manage the department budget; apply for and
administer grant programs, initiate and apply research on industry trends and best practices; provide clerical assistance
department-wide, issue special event, street banner and film permits and coordinate the City’s Visual Arts in Public Places
Program. Provides support to two advisory bodies: the Parks and Recreation Commission and the Jack House Committee.
OBJECTIVES:
- Manage Department budget including revenue collection from user fees.
- Implement Parks and Recreation Department Strategic Plan.
- Provide ongoing support to the Parks and Recreation Commission and Jack House Committee to achieve annual work
program goals.
- Manage volunteers and develop partnerships and cooperative programs to provide recreational experiences to the
community.
- Begin update of the Parks and Recreation Element of the General Plan.
- Enhance marketing of Public Art program. Continue to leverage community partnerships for the promotion and
implementation of Public Art. Implement Public Art Master Plan & Management Program.
- Provide customer service with use of current technology for optimal customer satisfaction.
Total: Recreation Administration 762,025
2016-17
Staffing 699,735
Other Operating Expenditures 24,390
Contract Services 37,900
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DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
195,021 229,051 11%239,776 5%
7,028 5,100 16%5,100 -
13,836 12,830 (5%)12,830 -
215,884 246,981 10%257,706 4%
PARKS AND RECREATION
PROGRAMS
Parks & Recreation FUNCTION:Culture & Recreation
Facilities OPERATION: Recreational Services
PROGRAM DESCRIPTION:
Manage, supervise and schedule internal and external uses of City buildings, facilities, fields, and reserved park areas.
Coordinate the scheduling of facility maintenance with various City departments and user groups. Oversee the issuance of
facility rental permits; facilitate the review and approval of permits for special events, banner and film permits.
OBJECTIVES:
- Manage and coordinate use of the San Luis Obispo Baseball Stadium, Damon-Garcia Sports Fields and Jack House
Gardens. Schedule, permit, coordinate and track uses by youth and adult sports groups. Track special events and uses at City
sites.
- Manage the Facility Desk.
- Work closely with Public Works Parks Maintenance and Building Maintenance for optimum maintenance of indoor and
outdoor facilities.
- Manage the Commemorative Bench Program.
General FundFUND:
ACTIVITIES:
- Facility Reservations. Scheduling reservation requests and issuing permits for special events, park use, sports fields, multi-
use courts, and indoor meeting rooms. Assuring users are compliant with permits, insurance and appropriate activities.
coordinating Facility preparation and maintenance with users and staff for maximum Facility use.
- Facility Management. Providing staff support for uses at the Damon-Garcia sports fields, Jack House Gardens, San Luis
Obispo Baseball Stadium, the Senior Center, City/County Library, Meadow park Building, the Ludwick Community Center,
SESLOC parking attendants and other outdoor areas. Supplying on-call staff for evening and weekend Facility use. meeting
routinely with Public Works Parks maintenance, Building maintenance and the Ranger Service for safety and maintenance
of facilities during use. Preparing agreements for use of the San Luis Obispo Baseball Stadium and other facilities as
necessary.
- Supervision and Program Management. Directing and coordinating the work of limited benefit temporary (LBT) and
temporary employees. Monitoring, identifying, and delivering staff training opportunities while encouraging teamwork and
open communication.
- Special User requests of City Athletic Facilities. Facilitating meetings with youth and adult sports groups using City
Facilities. Scheduling facilities for youth and adult sports tournaments held within the City. coordinating use of City tennis
courts for Community members, adult leagues, local colleges and the San Luis Coastal Unified School District.
- Commemorative Bench Program and Donations. Managing and supervising the placement of Commemorative benches in
Parks and coordinating with Public Works maintenance staff for installation and maintenance. Facilitating Community
Facility Donations.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Facilities 225,073
2016-17
Staffing 207,143
Other Operating Expenditures 13,530
Contract Services 4,400
D8-5
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
219,846 242,833 5%256,647 6%
29,009 37,200 9%37,200 -
64,579 65,990 (5%)65,990 -
313,433 346,023 3%359,837 4%
PARKS AND RECREATION
PROGRAMS
Parks & Recreation FUNCTION:Culture & Recreation
Recreational Sports OPERATION:Recreational Services
PROGRAM DESCRIPTION:
Manage recreational sports for youth and teens (ages 5-18 years old), adult and boomers (50yrs+). Provide fundamental
sports instruction in a non-competitive, positive environment. The Recreation Sports program coordinates the City’s annual
SLO Triathlon, which brings together over 1,200 participants nation-wide.
OBJECTIVES:
Expand senior recreation sports programming.
Maximize existing community partnerships to develop and offer pilot recreational programs designed to support an unmet
community need within existing and available resources.
Enhance pickleball play opportunities within existing city parks, facilities and resources.
Continue to collaborate with the SLO County YMCA in offering youth sports.
Enhance the Junior Giants baseball program to increase player participation.
General FundFUND:
ACTIVITIES:
- Supervision and Program Management. Coordinating the work of one full time Recreation Coordinator, one limited benefit
temporary (LBT) and many temporary employees. Monitoring, identifying and delivering staff training opportunities while
encouraging teamwork and open communication.
- Youth Sports Programs. Designing youth sports opportunities for children in kindergarten through sixth grade that promote
a positive, growth-oriented environment through activity, instruction and organized activities. Partnering with the YMCA
and other organizations. Training for coaches through the National Youth Sports Coaches Association, and Parent
Association for Youth Sports program (PAYS) for staff and parents. Partnering with the YMCA in basketball, flag football,
and futsal (indoor soccer).
- Adult Sports Programs. Administering all aspects of three seasons of adult softball at El Chorro Regional Park and Santa
Rosa Park. Training and scheduling of officials, creating game schedules, obtaining field insurance coverage, and
purchasing equipment. In addition, the Adult Sports Program partners with Central Coast Soccer League to offer three
seasons of Men’s and Coed Soccer and Ultimate Pickup Frisbee to meet the needs of the Community.
- Boomer Athletics. Offer league and drop-in sports for active adults (50+); such as drop-in softball at Santa Rosa Park, and
volleyball, table tennis and pickleball at the Ludwick Community Center and pickleball at Meadow Park and French Park.
- San Luis Obispo Triathlon.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Recreational Sports 335,492
2016-17
Staffing 232,302
Other Operating Expenditures 69,190
Contract Services 34,000
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DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
778,550 768,584 (1%)888,807 16%
15,733 27,100 45%27,100 -
121,953 123,410 (5%)123,410 -
916,236 919,094 (1%)1,039,317 13%
FUND:General Fund
PARKS AND RECREATION
PROGRAMS
Parks & Recreation FUNCTION:Culture & Recreation
Youth Services OPERATION:Recreational Services
ACTIVITIES:
- Supervision and Program Management. Directing and coordinating the work of one full-time staff, seven limited benefit
temporary (LBT) and approximately 55 part-time temporary employees. Monitoring, identifying and delivering staff
development opportunities while encouraging teamwork and open communication.
- Child Care Programs. Licensed by the State of California Community Care Licensing, Sun ‘N Fun provides a fun,
nurturing and social experience for school-age children during the before and after school hours. Serve 40-50 children daily
at each of the City’s five elementary school campuses, Monday through Friday, 7 a.m. to 6 p.m. Providing Transitional-
Kindergarten (TK) child care.
- Develop life skills, create community projects, offer recreational opportunities, support health and fitness, and enhance
academic skills. Serving 20-30 children daily at each of the City’s five elementary school campuses, Monday through
Friday 2:50 p.m. to 6 p.m.
- Summer Day Camps. Providing quality and comprehensive summer day camp programs for children 6-12 years old while
offering a wide range of opportunities during the summer months.
- Spring Break Camp and Teacher Work Days. Serves 80+ children per day while Teacher Work Day Camps serve 70
Campers for each Camp.
- Manage Scholarship Program.
- Promote ADA Inclusive Care.
- Collaboration with: School Attendance Review Board (SARB), San Luis Coastal Unified School District, CAP-SLO,
Prado Day Center, Cal Poly Recreation Department, SLO Child Abuse Prevention Council, and the SLO County Childcare
Planning Council.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
PROGRAM DESCRIPTION:
Provides services to over 1,200 children and their families before and after school, during spring and other school recesses,
and throughout the summer. Youth Services provides essential child care to families, while programs focus on the healthy
and positive development of children, including both cognitive, academic and social development. Progressive and anti-
bias curriculum offers a variety of activities, social experiences, and opportunities that promote learning, awareness of
community, fitness and health, academic support and fun. In addition to the daily schedule, the programs feature additional
components such as environmental education, community service projects, academic support, health and fitness, family
participation events, guest speakers, and field trips. The SLO Teens Program at Laguna Middle School provides a
comprehensive afterschool program that offers academic assistance, diverse enrichment activities, weekly lessons aimed at
personal growth and job skill development, and health and wellness in an environment that builds community and gives
parents peace of mind that their teen is in a safe place.
OBJECTIVES:
- Effectively implement California Community Care licensing regulations.
- Recruit volunteers and community members to provide enrichment opportunities for youth in all program areas.
- Conduct regular family surveys to ensure child care needs are prioritized and addressed as permitted with given licensing
and budgetary limits, specifically Summer Camps.
- Develop structured, inclusive care programs for children with special needs and current, mandatory training for the
support staff who serve them.
- Evaluate program components to ensure they support academic, health and fitness, developmental, environmental and
community trends.
Total: Youth Services 926,731
2016-17
Staffing 777,471
Other Operating Expenditures 130,510
Contract Services 18,750
D8-7
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
142,018 179,518 3%189,599 6%
81,357 74,500 3%74,500 -
26,985 30,230 (1%)30,230 -
250,360 284,248 2%294,329 4%
PARKS AND RECREATION
PROGRAMS
Parks & Recreation FUNCTION:Culture & Recreation
Community Services OPERATION:Cultural Services
PROGRAM DESCRIPTION:
Produce community-wide special events, including events at the Historic Jack House, Mission Plaza, Downtown San Luis
Obispo, Sinsheimer Pool and other City parks. Manage enrichment programs including Contract Classes, Community
Gardens, Senior and Boomer Activities, and the SLO Skate Park. Serve as liaison to the Jack House Advisory Committee.
Coordinate the City-wide Volunteer program. Facilitate the City-wide Special Event program and permitting process.
OBJECTIVES:
- Seek new contract instructors to expand enrichment class offerings to the community.
- Expand senior program and class offerings at the Senior Center and Golf Course.
- Increase volunteerism through the implementation of the City-wide Volunteer Program and CERVIS management
database.
- Develop new marketing strategies for promotion of the Historic Jack House.
- Construct recycled water Community Garden at the Laguna Lake Golf Course.
- Update City Special Event Permitting process and policies to reflect current community uses.
General FundFUND:
ACTIVITIES:
- Supervision and Program Management. Directing and coordinating the work of one limited benefit temporary (LBT) and
three part-time temporary employees. Monitoring, identifying, and delivering staff training opportunities while encouraging
teamwork and open communication.
- Produce Community-Focused Events.
- City-Wide Volunteer Program. Promote the City’s many opportunities to volunteer. Training volunteers to supplement
present services and encourage civic pride and community involvement. Recruiting, coordinating, orientating, and tracking
the use of volunteers in all parks and recreation programs. Recognizing volunteer efforts with the Volunteer of the Quarter
program as well as by holding an annual Volunteer Appreciation Dinner.
- Coordinate Special Event Permits, Street Banner Reservations, and Commercial Filming Permits.
- Coordinate Enrichment Classes.
- Senior Center Programs. Staff serves as the liaison to the Senior Center Executive Board, and provides oversight to
maintenance of the facility, needs of the seniors, and new programming ideas.
- Boomer Programs. Integration of Senior Center programming with the Laguna Lake Golf Course to expand senior and
boomer recreational opportunities.
- SLO Skate Park. Providing a legal, safe, and entertaining venue for skateboard and inline skate enthusiasts. Coordinating
with Public Works for minor maintenance and upkeep of the new state-of-the-art concrete facility. Offering special events,
professional demonstrations, contests; and Monster Skate Series.
- Community Gardens. Coordinating the rentals of garden plots at the four community garden locations; Emerson Park,
Laurel Lane, Broad Street and the Rotary Garden at Meadow Park.
- Staff Liaison Jack House Committee.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Community Services 277,352
2016-17
Staffing 174,422
Other Operating Expenditures 30,630
Contract Services 72,300
D8-8
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
400,618 463,189 5%510,747 10%
11,900 19,500 -19,500 -
19,037 22,430 -22,430 -
431,554 505,119 5%552,677 9%
FUND:
PROGRAM DESCRIPTION:
Support for City open spaces by educating on proper uses and ensuring a safe atmosphere for users and wildlife. Protects
the natural resources in the City’s open space by working collaboratively with the City’s Natural Resources Management
Program to carry out daily maintenance, construction, rehabilitation and mitigation projects, as well as the patrol of City
open space. Ranger staff conducts year-round environmental education programs and hikes for people of all ages and
abilities.
OBJECTIVES:
General Fund
PARKS AND RECREATION
PROGRAMS
Parks & Recreation FUNCTION:Environmental Health & Open
Ranger Program OPERATION:Open Space
ACTIVITIES:
- Supervision and Program Management. Directing and coordinating the work of two full-time and four limited benefit
temporary (LBT) and temporary employees. Monitoring, identifying, and delivering staff training opportunities while
encouraging teamwork and open communication.
- Open Space Maintenance/Management/Development. Managing and physically conducting the maintenance aspects of the
City’s open space preservation program by performing projects needed for rehabilitation and preservation of sensitive and
high traffic areas. In consultation with the Natural Resources Manager and City Biologist, open space maintenance projects
are scheduled and implemented. Weekly Trail Workdays, led by the Park Rangers, are held to aid in the rehabilitation and
construction of the trails. To aide in the maintenance, many volunteer hours are donated to the City’s open spaces by
various clubs: CCCMB, Access Fund, Sierra Club and other community service organizations. Seasonal mowing is
conducted by Park Rangers to reduce fire potential in all City open spaces.
- Open Space Patrol. Ensuring compliance with the City’s open space regulations by patrolling on foot, by vehicle or
bicycle over 3,500 acres of open space area and 52.5 miles of trail.
- Creek Corridors and Storm Water Compliance. Patrolling and maintaining City creek corridors to prevent unnecessary
human intrusion and promote the sustainability of the natural resources while staying compliant with the new storm water
mandate.
- City Mitigation Sites. Installing and maintaining plants to ensure the success of the project.
- Environmental Education. Providing nature programs and hikes, school presentations, Jr. Ranger Camps and other
interpretation projects to further educate the public about the environment and encourage proper use of the open space.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
- Serve as department lead for maintenance of the City’s open space.
- Complete maintenance projects noted in the Open Space Maintenance Plan.
- Patrol City open spaces and creeks for illegal activities.
- Assist in compliance with the City’s Storm Water Program by assisting in creek and watershed issues.
- Assist in maintenance activities to facilitate mitigation projects in the City’s open spaces.
- Work closely with Central Coast Concerned Mountain Bikers (CCCMB) and other volunteers on collaborative projects to
maintain and enhance the City’s open space trail network.
Total: Ranger Program 482,365
2016-17
Staffing 440,435
Other Operating Expenditures 22,430
Contract Services 19,500
D8-9
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
325,092 404,940 6%469,401 16%
1,514 1,900 12%1,900 -
16,314 16,130 6%16,130 -
342,920 422,970 6%487,431 15%
PARKS AND RECREATION
PROGRAMS
Parks & Recreation FUNCTION:Culture & Recreation
Aquatics Sinsheimer Park OPERATION:Recreational Services
PROGRAM DESCRIPTION:
Provide a safe and well maintained facility offering diverse aquatic activities. Program goals include: 1) sustaining an
environment that is safe, clean and enjoyable; 2) remaining cognizant of industry trends and customer’s needs in order to
provide quality programs; 3) providing well-trained and skilled staff to ensure patron safety and provide emergency
response if needed.
OBJECTIVES:
Maintain and expand upon current programming; lap swimming, swim instruction, recreational swimming, competitive
swimming, lifeguard training and staffing in-service use levels to realize revenue goals and projections.
Maintain training programs in conjunction with current regulations and requirements.
Maintain a clean, accessible and safe facility as an integral aspect of the programming and paramount to the prevention of
incidents or injury at the SLO Swim Center.
Provide community events; Water Safety Day, birthday parties and the Jr Lifeguard Program.
Promote active lifestyles through the 100-Mile Club Program.
General FundFUND:
ACTIVITIES:
- Supervision and Program Management. Directing and coordinating the work of one full time and two limited benefit
temporary (LBT) staff and many temporary employees. Monitoring, identifying, and delivering staff training opportunities
while encouraging teamwork and open communication.
- Recreation Swimming.
- Lap Swimming.
- Swimming Instruction.
- In-Service Training. Ensuring compliance with all local, state, and federal guidelines and regulations; requiring on-going
facility specific training to maintain skills, confidence, and the ability to efficiently and effectively respond in an
emergency; constantly reviewing safe practices and procedures to ensure patron safety and prevent accidents/injuries.
- Therapy. Enhancing therapeutic and instructional aquatic programming opportunities to the community by offering
activities in the Therapy Pool that are not possible in the 50 meter pool; offering programs on a year-round basis that prior
to the addition of the therapy pool had been seasonal.
- Competitive Swimming. Managing contractual agreements with local swim clubs, Mission Prep and the San Luis Coastal
Unified School District.
- Maintenance. Focusing on regular and thorough equipment and facility maintenance and inspections.
- Other Facility Use.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Aquatics Sinsheimer Park 399,016
2016-17
Staffing 382,086
Other Operating Expenditures 15,230
Contract Services 1,700
D8-10
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
365,735 425,681 9%439,035 3%
24,496 31,300 3%31,300 -
186,121 204,350 3%207,950 2%
576,352 661,331 7%678,285 3%
PARKS AND RECREATION
PROGRAMS
Parks & Recreation FUNCTION:Culture & Recreation
Golf Course Oper & Maint OPERATION:Recreational Services
PROGRAM DESCRIPTION:
Operate and maintain the 26-acre, 10-hole executive length Laguna Lake Golf Course 362 days of the year. Maintain a
safe, attractive course while offering a reasonably priced recreational opportunity with an emphasis on seniors and youth
patrons. Focus on new program initiatives and increased sustainable practices in ongoing maintenance.
OBJECTIVES:
- Provide various promotions and community events (Night Golf, September Scramble and Gobble-Wobble).
- Increase volunteerism at the Golf Course through the city-wide Volunteer Program (CERVIS).
- Expand senior program and class offerings at the Senior Center and Golf Course.
- Develop new marketing strategies for promotion of the Golf Course.
- Identify efficient and environmental initiatives focused on water conservation and long-term sustainability of the Golf
Course.
- Focus on tree removal and replacement with more drought tolerant trees; continue tree nursery program to alleviate the
high cost of mature trees.
General FundFUND:
ACTIVITIES:
- Supervision and Program Management. Two Parks and Recreation Supervisors, for Sports and Facilities divisions, direct
and coordinate the work of golf operations and maintenance staff respectively. There are four full-time staff (one
operations and three maintenance) approximately ten temporary employees (providing cashiering and maintenance
services) and many volunteers (ranging from Course Marshalls to ball pickers) who are essential in making the Golf Course
run day-to-day. Monitoring, identifying, and delivering staff training opportunities while encouraging teamwork and open
communication.
- Maintenance of 10 Hole Executive Golf Course.
- Equipment Maintenance, Sharpening and Repair.
- Community-Focused Events. Collaborating with the Community Services program to organize recreational community
special events that help unify the community and gather citizens in a healthy, positive environment, while promoting the
benefits of recreation and the Golf Course. Collaborating with a variety of entities, including Laguna Lake Middle School
and Cal Poly student organizations and clubs. Coordinating special events at the Golf Course with Community Services
staff including; reviewing liability concerns, managing agreements with vendors/entertainers, purchasing supplies, securing
sponsorships and implementing event logistical plans.
- Senior-Focused Programming. Offering generation-specific activities for active adults (50+). Creating and implementing
new programs. Integration of Laguna Lake Golf Course programming with the Senior Center to expand recreational
opportunities for seniors.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Golf Course Oper & Maint 616,852
2016-17
Staffing 389,024
Other Operating Expenditures 197,528
Contract Services 30,300
D8-11
DEPARTMENT MISSION:
ABOUT DEPARTMENT:
EXPENDITURES BY ACCOUNT CATEGORYAccount 2016-17 2017-2018 2018-2019Staffing14,843,879 15,241,343 15,911,365Contract Services 457,071 631,265 638,270Other Operating Expend 589,574 467,170 457,640TOTAL EXPENDITURES 15,890,524$ 16,339,778$ 17,007,275$ EXPENDITURES BY PROGRAMProgram 2016-17 2017-2018 2018-2019Police Administration 1,596,342 1,786,923 1,826,443 Patrol 7,588,548 8,424,414 8,853,325 Investigations 2,698,157 2,509,761 2,608,855 Support Services 2,602,839 2,660,867 2,729,048 Neighborhood Outreach & Education 252,559 268,999 276,317 Traffic Safety 1,152,079 688,815 713,287 TOTAL EXPENDITURES 15,890,524$ 16,339,778$ 17,007,275$
POLICEDEPARTMENT SUMMARY
Maintaining a safe city by working in partnership with the community to protect life and property, prevent and reduce crime, and improve the quality of life in our neighborhoods while preserving the rights of all through a commitment to Service, Pride and Integrity.
The San Luis Obispo Police Department consists of two operating bureaus; Operations and Administration. The Operations Bureau consists of patrol services, traffic safety, and neighborhood services. The Administrative Services Bureau includes administrative services, investigative division, communications, and records units.
D9-1
POLICEDEPARTMENT SUMMARY
DEPARTMENT EXPENDITURES BY FUNCTIONFunction 2016-17 2017-18 2018-19Community Safety 15,890,524 16,339,778 17,007,275 TOTAL EXPENDITURES 15,890,524$ 16,339,778$ 17,007,275$
REGULAR FULL-TIME EQUIVALENT STAFFING BUDGETProgram2016-17 2017-18 2018-19Investigations12.00 12.00 12.00Neighborhood Outreach & Education Services 1.00 1.00 1.00Patrol43.00 43.00 43.00Police Administration 5.50 5.50 5.50Support Services 20.00 20.00 20.00OTS Step Grant 1.00 0.00 0.00Traffic Safety 4.00 4.00 4.00TOTAL FTEs 86.50 85.50 85.50
Community Safety100%
2017-18 EXPENDITURES BY FUNCTION
D9-2
Department: Police
Target 2017-18 Target 2018-19
-5%-5%
Target 2017-18 Target 2018-19
5 6
Target 2017-18 Target 2018-19
-2,000 Hours
(11,500 hrs.)
-2,000 Hours (9,500
hrs.)
Measure 2015-16 2016-17 2017-18 2018-19
Noise Complaints Received by
Dispatch 2,106 1,950 1,900 1,900
Citations Issued 6,876 6,662 7,622 7,860
DUI Arrests 411 362 400 400
Police Calls for Service 38,300 39,480 40,664 41,884
Felony Offenses 1,188 1,212 1,248 1,285
Total Arrests 3,026 3,351 3,451 3,554
Phone calls received in the
Communications Center 96,818 84,970 90,000 90,000
Property/Evidence Booked 7,435 7,665 7,800 7,900
Cases assigned for investigation 479 489 500 500
Public Records Requests Filled 49 78 80 80
Crime Reduction
DEPARTMENT PERFORMANCE AND WORKLOAD MEASURES
SUMMARY
The mission of the Police Department is to maintain a safe city by working in partnership with the community to protect
life and property, prevent and reduce crime, and improve the quality of life in our neighborhoods. The Police
Department's performance measures include objectives such as crime reduction, community outreach, and fiscal
sustainability.
PERFORMANCE MEASURES
Measure/Explanation
The Police Department will work to reduce overtime by 2,000 hours. In FY 2015-16; total paid overtime hours were
approximately 13,500. Focused areas of possible overtime reduction will include report writing, utilizing officers
(already on duty) from other assignments to cover shortages in Patrol, and reassessing non-mandated training
occurrences.
WORKLOAD MEASURES
2017/19 FINANCIAL PLAN
The Police Department will work to reduce Part 1 Crime (defined as crimes against persons) by 5% as compared to FY
2016-17. Methods for reaching this goal include; utilizing a crime analyst position, rapid deployment of resources,
increased social media, lowest level problem solving tactics and accountability, and utilizing intelligence led policing.
Measure/Explanation
Increased Community Outreach Programs
The Police Department has created several new outreach opportunities and will work to increase outreach to enhance
relationships between the community and the department by adding one new program per year. Some examples of
outreach include; PEACE discussions (Police Education and Community Engagement), the creation of a PACT (Police
and Community Together) group which consists of a diverse representation from the community and Police Officer
liaisons, Neighborhood Officer Program and the Roundtable. The increase will be in the form of new outreach, not
previously measured.
Measure/Explanation
Fiscal Health & Sustainability - Overtime Reduction
D9-3
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
920,827 1,064,618 4%1,095,433 3%
258,190 418,565 58%427,270 2%
275,250 303,740 %303,740 -
1,454,267 1,786,923 12%1,826,443 2%
ACTIVITIES:
- Leadership and Professional Standards. Maintaining positive and effective community relations; coordinating inter-department and
agency affairs; implementing mandated activities; managing special projects; developing policies and procedures and reviewing them
for compliance; conducting internal affairs investigations;
- Contract administration. Administering animal control, false alarm, facility, information technology, equipment, towing, Bomb Task
Force and other contracts.
- Business/fiscal administration. Developing and monitoring budgets; coordinating audits; paying invoices; administering
departmental collection activities; preparing financial reports, and evaluating and forecasting fiscal trends.
- Public safety information system management; administering, supporting, and maintaining system applications.
- Grant research and management. Researching, submitting applications, and reporting on law enforcement grants and special
funding programs.
- Personnel & training. Recruiting, selecting and testing personnel, developing and managing in-service training, mandated training
and intermediate and advanced training activities; maintaining personnel training records, facilities and equipment; maintaining
personnel files.
- Cost recovery activities. Processing permit and license applications; processing driving-under-the-influence (DUI) cost recovery
billings; fee reviews and collection.
- Legal liaison. Processing, investigating and coordinating claims against the department or its employees and coordinating with City
Attorney’s office on lawsuits involving the department.
- Janitorial Services. Oversee contracted janitorial work at police facilities; coordinating maintenance.
Police Administration OPERATION:Police Protection
POLICE DEPARTMENT
PROGRAMS
Police FUNCTION:Community Safety
265,671
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The police administration program plans, directs, and evaluates all police services, including overall department leadership provided
by the Chief of Police. Police administration provides business and fiscal management; personnel hiring and training; risk
management; claims/lawsuit coordination; contract service administration; equipment purchase and maintenance; and computer
application support for public safety information systems, including computer aided dispatch (CAD) and records management
applications. This program is also responsible for preparing and implementing policies and procedures, ensuring appropriate training
and performance standards are maintained and ensuring compliance with mandates.
OBJECTIVES:
- Complete the annual report of Police department activities and statistics.
- Provide oversight for the department’s strategic plan to implement both short term and long term planning needs.
- Oversee Police Facility Building Replacement Project including a Site Assessment and Concept plan.
- Initiate Intelligence Lead policing model with new Crime Analyst.
Total: Police Administration 1,596,342
Budget 2017-19 Financial Plan
2016-17
Staffing 1,027,931
Other Operating Expenditures 302,740
Contract Services
D9-4
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
7,147,026 8,316,414 12%8,751,625 5%
12,187 21,000 47%14,700 (30%)
134,558 87,000 (25%)87,000 -
7,293,771 8,424,414 11%8,853,325 5%
ACTIVITIES:
- General patrol. Driving or walking assigned sectors; conducting pro-active patrols to discover criminal activity in progress
or prevent its occurrence; responding to calls-for-service, apprehending criminals; enforcing traffic laws.
- Directed patrol. Providing targeted vehicle and foot patrol to respond to known criminal patterns or locations of frequent
occurrences.
- Community Action Team. This team is focused on repeat offenders that drive patrol calls for service. The officers have
made connections with many outside agencies to connect offenders with resources. They work closely with the courts, metal
health, homeless services and other entities to find solutions.
- Special events. Planning and coordinating special events and major deployments with event organizers, other City
departments; community organizations, schools, and other law enforcement organizations.
- Neighborhood enhancement. Directed educational and enforcement activities focused specifically on quality-of-life issues
in neighborhoods; making presentations and attending meetings in coordination with the Office of Neighborhood Services to
groups including neighborhood associations, university sports teams, Greek organizations, and others.
- Traffic enforcement. Conducting proactive traffic enforcement by issuing warnings and citations for violations
- Downtown Team. Providing a dedicated program of education, enforcement and crime prevention in the downtown core in
collaboration with the Downtown Association, Chamber of Commerce, and owners and staff of downtown bars, restaurants
and businesses; providing patrol in the downtown core and neighboring areas on bicycle; addressing daytime issues
downtown including aggressive panhandling and related crimes.
- Special Weapons and Tactics (SWAT). Participating in the Regional SWAT Team, comprised of specially trained and
equipped officers to respond to high risk situations that require expertise and resources beyond patrol officers.
Patrol OPERATION:Police Protection
POLICE DEPARTMENT
PROGRAMS
Police FUNCTION:Community Safety
14,300
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The police patrol services program utilizes uniformed officers to respond to emergencies and calls for service; conduct
preliminary investigations of criminal activity; enforce state and City laws and statutes; apprehend criminals; enforce traffic
laws; conduct routine traffic collision investigations; control disturbances; manage unusual incidents; implement crime
prevention strategies; and provide other public safety related services as directed.
OBJECTIVES:
- Continue to develop and implement proactive policing strategies focusing on neighborhood safety and quality of life.
- Implement a new team based schedule for patrol operations.
- Increase enforcement of traffic laws focused on violations that tend to increase collisions.
- Continue efforts with the current Neighborhood Officer Program; partnering officers and the community to more
effectively collaborate and resolve issues surrounding their neighborhoods.
- Continue to deploy the Community Action Team and Downtown Bike Unit to address adverse behavior and homeless
issues within the downtown.
- Increase enforcement of traffic laws related to bicycle safety.
Total: Patrol 7,588,548
Budget 2017-19 Financial Plan
2016-17
Staffing 7,458,304
Other Operating Expenditures 115,944
Contract Services
D9-5
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
2,702,049 2,469,261 (7%)2,574,655 4%
1,407 4,600 -4,600 -
38,445 35,900 35%29,600 (18%)
2,741,901 2,509,761 (7%)2,608,855 4%
ACTIVITIES:
- Investigations. Investigating complex crimes, identifying suspects, and submitting cases to the District Attorney for
prosecution; investigating initial reports of suspected child abuse; coordinating missing persons investigations; interview
and track convicted sex offenders.
- Juvenile Services. Providing enforcement, intervention and educational services to the high school, and the middle school
in the City; investigate criminal and chronic truancy cases involving juveniles, including major graffiti investigations;
participate in school-based Threat Assessment conferences with school staff; plan and help train school staff for emergency
situations at the schools.
- Special Narcotics Unit. Participating in the countywide Narcotics Unit to investigate major narcotic trafficking cases and
to leverage significant resources dedicated to this task force involving other law enforcement agencies.
- Special Enforcement Team (SET). Conducting specialized enforcement activities directed at known violators or designed
to address crime trends, such as street drug sales, burglary cases, and gang activities; augmenting patrol and investigation
units as needed for major crimes, special events, and peak activity periods; conducting alcohol and tobacco compliance
operations.
- Evidence and Property. Collecting, analyzing, monitoring, storing, auditing, and disposing of evidence and property.
- Public Outreach. Provide public outreach to a variety of citizen groups, business entities and other organizations to
enhance awareness of crime trends, educate and reduce victimization.
Investigations OPERATION:Police Protection
POLICE DEPARTMENT
PROGRAMS
Police FUNCTION:Community Safety
4,600
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The investigative services program provides investigation of a variety of criminal activity, including homicides, assault,
robberies, burglaries, narcotic trafficking, major frauds, and child and elder abuse. Program staff also interview and monitor
convicted sex and arson offenders; coordinate and deliver enforcement, intervention and education services to the high
school, and junior high; provide forensic investigative services and evidence collection and analysis; and process and
dispose of evidence and property.
OBJECTIVES:
- Provide comprehensive and updated training to all Investigators including advancements in technology crimes and
complex criminal investigations.
- Continue to participate in the First Responders Group, Terrorism Liaison work group, Crime Stoppers and the SARP
Board and the Women’s Safety Committee to identify and improve sexual assault prevention and investigation efforts.
- Conduct pro-active and aggressive investigations in crime trends which victimize City residents and businesses.
- Continue to provide crime awareness and public training opportunities to reduce victimization within our community.
Total: Investigations 2,698,157
Budget 2017-19 Financial Plan
2016-17
Staffing 2,667,057
Other Operating Expenditures 26,500
Contract Services
D9-6
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
2,300,302 2,520,967 2%2,587,548 3%
113,759 126,900 11%131,500 4%
2,933 13,000 117%10,000 (23%)
2,416,994 2,660,867 2%2,729,048 3%
ACTIVITIES:
- Records and Citations. Processing, maintaining, and purging police citations and reports pursuant to State and Federal
mandates and City records retention policies; sealing juvenile and adult records, processing restraining orders pursuant to court
order; entering disturbance advisement cards, and field interview cards.
- Statistics and Information Requests. Providing requested information to the Courts, law enforcement personnel and the public
as required by the CPRA; testifying to both written and audio recordings, as custodian of records, when subpoenaed by the
courts; conducting data base background checks requested by authorized agencies; tracking and reporting crime statistics to
DOJ as required.
- Public Contact. Provide first point of contact for citizens both in person and via telephone; assisting with citation sign offs,
impounded and towed vehicle releases, and general inquiries; assisting with registering mandated offenders and maintaining
registrant files; processing Taxi, Massage, and mobile food vendor permits and collecting fees.
- Processing both emergency and non-emergency phone calls and requests for service.
- Dispatching Police and Fire Response. Prioritizing calls for service and dispatching public safety emergency vehicles and
personnel to calls for service; requesting ambulance response via computerized dispatch system.
- Public Outreach. Public education and training regarding safety, injury prevention, and utilizing emergency services.
- Monitor Security Systems. Monitoring security cameras for City facilities and monitoring and responding to in-house alarm
and GPS tracking systems.
Support Services OPERATION:Police Protection
POLICE DEPARTMENT
PROGRAMS
Police FUNCTION:Community Safety
114,600
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The support services program is divided into two divisions: Communications and Records. Support Services is involved in
Department of Justice (DOJ) audits, acts as custodian of criminal records, and compliance with State and Federal regulations
such as Uniformed Crime Reporting (UCR) and California Public Records Act. This program provides project management for
various technology projects, particularly those related to the communications and records functions. Support Services
personnel are responsible for receiving, processing and dispatching emergency and non-emergency calls for service; providing
emergency medical dispatching, public outreach, processing police reports and citations; tracking and reporting crime statistics;
and maintaining confidential information.
OBJECTIVES:
- In cooperation with a countywide project, implement text to 9-1-1 in our Public Safety Answering Point (PSAP) center.
- Transition the department from submitting paper reports (crime, arrest, incident) to the Spillman Law Forms electronic report
writing system. Phase II will be submitting electronic CHP 555 forms for collisions.
- Design and remodel the newly acquired trailer to accommodate a PSAP evacuation. Work with AT&T to activate the 9-1-1
mobile laptops for a full functioning dispatch operations out of the trailer.
- Implement Voice Print quality assurance/quality improvement modules for communications personnel.
- Train communications supervisors in CAD Dashboard and begin utilizing this product to better monitor performance of staff.
Total: Support Services 2,602,839
Budget 2017-19 Financial Plan
2016-17
Staffing 2,482,239
Other Operating Expenditures 6,000
Contract Services
D9-7
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
170,534 210,199 7%217,517 3%
43,811 48,800 5%48,800 -
5,876 10,000 (4%)10,000 -
220,221 268,999 7%276,317 3%
- S.N.A.P. (Student Neighborhood Assistance Program) Provides first response to noise ordinance violations within the
City, enforcing neighborhood parking districts, graffiti abatement, tagging abandoned vehicles for towing; and enforcing
Neighborhood Enhancement ordinances. SNAP employees are part-time temporary employees who are Cal Poly and/or
Cuesta College students.
- Crime Prevention. Coordinate the media crime prevention program including print and Internet components; work with
local university, neighborhood, and business groups involved in neighborhood and City quality of life issues; assist
Neighborhood Officers with neighborhood meetings, and support residents with Neighborhood Watch.
- Neighborhood Services Team. The team is comprised of City staff from various departments who work collaboratively
with residents and community based groups in an effort to promote communication, support of the City’s General Plan, and
foster neighborhood well-being; publish quarterly Neighborhood Services Team newsletter.
- Noise Ordinance Enforcement. Tracking trends related to noise complaints and violations and help develop strategies to
reduce violations; collaborate with patrol staff to address repeat offenders; processing violation notices and administrative
citations issued to residential property owners; Community Civility Effort involvement working specifically on quality of
life challenges in the neighborhoods relating to noise, parking and behaviors.
- SLO Solutions. Overseeing contract and supporting efforts of the SLO Solutions program, which provides free conflict
resolution and mediation services to City residents, focusing on disputes involving neighbors, roommates, and
tenant/landlords. SLO Solutions is jointly funded by Cal Poly, Cuesta College and the City.
- Department Volunteer Coordination. Recruiting volunteers and assisting with backgrounds checks and placement, tracking
volunteer hours and providing necessary support.
Neighborhood Outreach & Education OPERATION:Police Protection
POLICE DEPARTMENT
PROGRAMS
Police FUNCTION:Community Safety
46,500
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Neighborhood Outreach & Education Program is responsible for coordinating services and outreach to the residential
neighborhoods in the City, through the efforts of the Neighborhood Outreach Manager and Neighborhood Services Team,
which is comprised of representatives from various City departments. The Program coordinates response to violations of the
City noise ordinance, along with related follow-up, data collection, and the issuance of warning notices and administrative
citations to property owners. The duties of the Neighborhood Outreach Manager include disseminating crime prevention
information; presenting neighborhood education programs on Cuesta and Cal Poly campuses; coordinating and providing
support to various committees and neighborhood groups; receiving and acting on concerns expressed by neighborhood
residents about issues affecting the quality of life in the neighborhoods; processing citation appeals for noise and
neighborhood parking violations; and preparing the Neighborhood Services Team newsletter.
OBJECTIVES:
- Develop and implement a voluntary party registration program (as recommended in the Neighborhood
Wellness/Community Civility Report.)
- Neighborhood Watch program expansion.
ACTIVITIES:
Total: Neighborhood Outreach & Education 252,559
Budget 2017-19 Financial Plan
2016-17
Staffing 195,659
Other Operating Expenditures 10,400
Contract Services
D9-8
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
659,890 659,885 (18%)684,587 4%
4,921 11,400 -11,400 -
4,469 17,530 (3%)17,300 (1%)
669,280 688,815 (17%)713,287 4%
POLICE DEPARTMENT
PROGRAMS
Police FUNCTION:Community Safety
ACTIVITIES:
- General Traffic Enforcement. General enforcement of traffic laws, including DUI enforcement through special patrols and
DUI check-points.
- Directed Traffic Enforcement. Focused enforcement in areas with high traffic concentration and/or a history of collisions;
special enforcement in response to citizen complaints of violations in neighborhood areas; enforcement of school zones
during peak hours when children are being dropped off and picked up.
- Collision Investigation. Investigation of traffic collisions and reconstructing collisions involving death or serious injury.
- DUI Enforcement. Dedicate personnel to reducing the occurrence of alcohol involved traffic incidents in our city.
Proactively enforce DUI laws and provide training to officers. Deter DUI driver’s through education, and actively engage in
proactive traffic enforcement focusing on the top three collision factors in our City.
- Special Event Coordination. Working with staff from Parks and Recreation and other City departments to plan and staff
special events in the City.
- Education. Provide education regarding traffic and bicycle safety to members of the community.
Traffic Safety OPERATION:Police Protection
11,400
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The traffic safety program provides enforcement of traffic laws, collision investigations, education programs and
coordination of special events.
OBJECTIVES:
- Continue conducting special enforcement operations in the City’s most hazardous intersections and roadways to reduce
collisions in those locations.
- Conduct specialized enforcement focused on reducing collisions involving bicycles and pedestrians.
- Continue enforcement efforts of DUI violations.
- Using Spillman Dashboard, implement data-driven approaches to crime and traffic safety to maximize resources and
reduce crime and collisions.
- Conduct programs designed to increase traffic safety in the neighborhoods.
- Continue to partner with the Parks and Recreation Department, the Public Works Department, the San Luis Obispo County
Bicycle Coalition, and numerous bike shops in the area to host an annual “Bike Rodeo”. The Rodeo includes a “Safety
Town” to teach safety and basic skills to smaller children and a supervised road ride on surface streets to give the older
children supervised experience with safe cycling on the road.
- Continue to annually apply for and maintain the Office of Traffic Safety (OTS) Grants.
- Continue to actively participate in traffic safety programs such as Click it or Ticket, Child Safety Seat Week, Safe Routes
to School, Every 15 Minutes, Bicycle Rodeos, MADD and school traffic safety presentations.
Total: Traffic Safety 832,486
Budget 2017-19 Financial Plan
2016-17
Staffing 803,096
Other Operating Expenditures 17,990
Contract Services
D9-9
DEPARTMENT MISSION:
ABOUT THE DEPARTMENT:
EXPENDITURES BY ACCOUNT CATEGORY
Account 2016-17 2017-2018 2018-2019
Staffing 9,924,547 10,243,659 10,516,535
Contract Services 4,611,521 4,807,885 4,920,789
Other Operating Expend 3,928,082 4,003,997 4,053,964
TOTAL EXPENDITURES 18,464,150$ 19,055,541$ 19,491,289$
EXPENDITURES BY PROGRAM
Program 2016-17 2017-2018 2018-2019
Public Works Admin.1,017,667 1,019,913 1,039,976
Landscape & Park Maintenance 2,589,092 2,753,355 2,816,694
Swim Center Maintenance 480,829 491,452 494,408
Tree Maintenance 504,311 556,440 547,896
Building Maintenance 1,213,829 1,261,433 1,273,167
Streets & Sidewalk Maint 1,362,462 1,467,863 1,487,418
Flood Control 900,365 988,236 1,007,194
Traffic Signals Lights 546,948 535,787 557,992
Vehicle Equip. Maint.1,240,802 1,254,693 1,310,384
CIP Project Engineering 2,086,813 2,119,817 2,157,954
Transportation Plan/Eng 884,565 829,539 863,026
Parking Operations/Maint.2,188,099 2,215,088 2,274,025
Transit Operations/Maint.3,448,368 3,423,351 3,518,007
TOTAL EXPENDITURES 18,464,150$ 18,916,967$ 19,348,141$
PUBLIC WORKS
DEPARTMENT SUMMARY
Preserving and enhancing city infrastructure for an accessible, safe, and inclusive community experience.
The City of San Luis Obispo Public Works Department provides two primary services; providing safe mobility options
for residents, businesses and visitors; and, maintaining the public's infrastructure and assets. Both of these functions are
accomplished by delivering services and programs, maintaining and operating public facilities, designing and
constructing capital projects, and inspecting and reviewing the public components of private development.
Safe mobility options are provided through transportation planning, traffic circulation, traffic safety, parking services,
street maintenance, transit services, sidewalks, and bike facilities. Maintenance of public infrastructure includes parks,
trees, streets, City buildings, the City fleet, storm drains, and other public structures.
The Department accomplishes its two primary functions through the organizational structure of a City Engineer and
divisions responsible for Capital Projects, Streets, Parks, Trees, City Buildings and Storm Drains, and a Transportation
Deputy Director and divisions responsible for Transportation, Transit, Parking, and City Fleet. Both of these critical
functions are supported and directed by Public Works Administration.
D10-1
PUBLIC WORKS
DEPARTMENT SUMMARY
DEPARTMENT EXPENDITURES BY FUNCTION
Function 2016-17 2017-18 2018-19
Community & Neighborhood Livability 3,093,404 3,309,794 3,364,590
Community Safety 900,365 988,236 1,007,194
Fiscal Health & Governance 1,017,667 1,019,913 1,039,976
Infrastructure & Transportation 13,452,714 13,599,023 13,936,381
TOTAL EXPENDITURES 18,464,150$ 18,916,967$ 19,348,141$
REGULAR FULL-TIME EQUIVALENT STAFFING BUDGET
Program 2016-17 2017-18 2018-19
Building Maintenance 5.00 5.00 5.00
CIP Project Engineering 15.00 15.00 15.00
Flood Control 6.15 6.15 6.15
Landscape & Parks Maintenance 12.00 12.00 12.00
Parking Operations/Maintenance 10.00 10.00 10.00
Public Works Administration 6.00 6.00 6.00
Streets & Sidewalk Maintenance 9.65 9.65 9.65
Swim Center Maintenance 1.00 1.00 1.00
Traffic Signal Lights 2.00 2.00 2.00
Transit Operations/Maintenance 3.00 3.00 3.00
Transportation Planning/Engineering 6.00 6.00 6.00
Urban Forest 4.00 4.00 4.00
Vehicle Equipment Maintenance 4.50 4.50 4.50
TOTAL FTEs 84.30 84.30 84.30
Community &
Neighborhood
Livability
18%
Community Safety
5%
Fiscal Health &
Governance
5%
Infrastructure &
Transportation
72%
2017-18 EXPENDITURES BY FUNCTION
D10-2
Department: Public Works
Target 2017-18 Target 2018-19
5% annual increase 5% annual increase
Target 2017-18 Target 2018-19
Target 2017-18 Target 2018-19
Measure 2015-16 2016-17 2017-18 2018-19
Total acreage of park inventory 540 550 550 570
Street miles maintained 197 197 197 197
Total transit riders 1,209,708 1,198,000 1,221,960 1,234,180
Total number of public parking spaces
in the Downtown core 2,647 2,492 2,492 2,413
Internal service assets - Square feet of
City facilities/total City fleet 221,176/296 221,176/320 230,428/320 230,428/320
Pavement Condition Index (PCI)74 71 70 72
Total trench repairs 45 160 78 78
Bicycle Network; Class 1/2/3 in total
miles 7.2/29.7/24 7.5/29.7/24 7.5/29.7/24 8.0/30.45/24
Total trees in the Urban Forest (public
right of way/parks)13,000/6,000 13,000/6,000 13,000/6,000 13,000/6,000
Corrugated Metal Pipe in Storm
System 22%22%21%20%
Measure/Explanation
DEPARTMENT PERFORMANCE AND WORKLOAD MEASURES
SUMMARY
The mission of the City of San Luis Obispo Public Works Department is to preserve and enhance city infrastructure for an
accessible, safe and inclusive community experience. These Performance Measures are intended to monitor one or more
aspects of that mission.
PERFORMANCE MEASURES
Measure/Explanation
Increase the number of work orders for proactive preventive maintenance of city
assets
Increasing the percentage of total preventive work orders completed by staff in the areas of parks, city facilities, and streets
maintenance. Preventive work orders prolong the city's existing infrastructure and city assets while reducing the risk of
larger, more expensive projects in the future.
Measure/Explanation
Enhance traffic safety for all modes of transportation A) 3%, B) 2%, C) 2%
Reduce traffic collisions: A) vehicle to vehicle, B) vehicle to bicycle, C) vehicle to pedestrian, based upon a running three
year average.
Percentage of capital projects constructed in the budgeted year 85%
Target completion of projects funded to construct improvements or maintain assets to 85% within the two year financial
plan. The goal of 85% takes into account unforseen challenges such as obtaining permits and agreements from third parties,
unforseen field conditions, weather, etc.
WORKLOAD MEASURES
2017/19 FINANCIAL PLAN
D10-3
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
944,330 982,813 - 1,002,876 2%
5,747 6,800 - 6,800 -
25,257 30,300 - 30,300 -
975,334 1,019,913 %1,039,976 2%
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION: Fiscal Health & Governance
Public Works Admin. OPERATION: Organizational Vitality
Budget 2017-19 Financial Plan
FUND: General Fund
PROGRAM DESCRIPTION:
The Public Works Administration Program helps plan, direct, and evaluate twelve other Public Works Department operating
programs: Street & Sidewalk Maintenance, Transportation Planning and Engineering, Swim Center Maintenance, Signal and Light
Maintenance, Parking Services, CIP Project Engineering, Creek and Flood Protection, Transit Services, Building Maintenance Parks
and Landscape Maintenance, Fleet Maintenance, Tree Maintenance. The Public Works Administration Program also assists the
operating programs with various administrative and property management services. The program goal is delivery of responsive and
competitive public works services through teamwork, good communication, and appropriate technology.
OBJECTIVES:
ACTIVITIES:
- 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 Plan
- 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 support of the Downtown
Association’s proposal to consider a Downtown improvement district.
- Fiscal Support. Preparing the Public Works Department operating and capital budgets for the City’s Financial Plan and Cost
Allocation Plan. Administering procurement policies. Responsible for grant procurement, management and reporting. Providing
fiscal stewardship by recommending sustainable practices while balancing the fiscal constraints of operation.
- Administrative Support Services. Administering employee evaluations; providing timecard processing, clerical support services to
all Public Works and various Utilities programs, and providing contract support for Capital Improvement Projects, coordination of
the City’s Community Service Work-Program, processing of all Public Works invoices.
- Customer Service. Provide customer service to general inquiries related to Public Works services through phone calls, walk-ins,
emails and web-site requests. Coordinates with various divisions via service requests and work orders.
- Contract and Property Management. Administrating and providing contract services for janitorial and uniform needs city-wide.
Assessing needs for office, meeting, and storage space; managing remodeling projects to accommodate changing needs. Negotiating
and closing property acquisitions, sales, and leases.
- Public Information Office. Serving as official information center for the Public Works Department, ensuring that all pertinent
information about the Public Works Department operations is released on a timely basis, promoting a positive image of the
department, accurately reporting to the news media information on Public Works projects, road closures or emergency incidents.
Promoting community awareness of public works activities.
PROGRAM COSTS:
Total: Public Works Admin.1,017,667
2016-17
Staffing 980,567
Other Operating Expenditures 30,300
Contract Services 6,800
D10-4
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
1,094,884 1,262,485 6%1,290,337 2%
408,303 464,600 3%473,287 2%
882,437 1,026,270 9%1,053,070 3%
2,385,624 2,753,355 6%2,816,694 2%
Budget 2017-19 Financial Plan
Contract Services 452,400
ACTIVITIES:
Total: Landscape & Park Maint.2,589,092
2016-17
Staffing 1,194,563
Other Operating Expenditures 942,129
- Park Maintenance. Maintaining large landscaped areas in developed parks and on grounds used jointly with other
agencies for City recreation programs; providing janitorial maintenance for park restrooms and other park buildings;
collecting and disposing of waste from trash containers in parks; servicing and repairing landscape maintenance equipment;
proposing improvement projects for parks; managing minor capital maintenance projects for parks; inspecting playgrounds
for compliance with safety regulations; monitoring irrigation water use and proposing conservation measures.
- Landscape Maintenance. Maintaining landscaped areas around small parks, community gardens, parking lots, street
medians, sound walls, and City buildings; proposing improvement projects for landscape areas; managing minor capital
maintenance projects for landscaping; monitoring irrigation water use and proposing conservation measures.
- Training. Conducting safety training required by the Occupational Safety and Health Association (OSHA); conducting
technical training for new equipment and emerging landscape maintenance technologies; conducting ongoing pesticide
safety training required by County and State regulatory mandates.
- Event Support. Grooming and marking playing fields; sweeping and maintaining game courts; assisting sponsors of
events using City facilities. Provide the preparation, maintenance and renovation services for the Damon-Garcia Sports
Field complex to promote league play.
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Park and Landscape Maintenance Program maintains parks and landscaped areas within the City, including irrigation
management and recreation support. The program oversees contract services for janitorial maintenance of restrooms and
park buildings, and landscape. The program includes utility costs to support park and landscape operations and
appearance. The program goal is safe, useful, and attractive parks and landscaped areas.
OBJECTIVES:
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION:Community & Neighborhood
Major City Goal
-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.
- Multi-Modal Transportation: Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range
Transit Plan.
Other Important Objective
Downtown Vitality: Continue to improve safety, infrastructure investment, and maintenance in the support of the
Downtown Association’s proposal to consider a Downtown improvement district.
Landscape & Park Maint.OPERATION:Neighborhood Wellness
D10-5
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
116,898 133,652 9%136,608 2%
26,676 24,900 -24,900 -
230,861 332,900 -332,900 -
374,435 491,452 2%494,408 1%
Budget 2017-19 Financial Plan
Contract Services 24,900
ACTIVITIES:
Total: Swim Center Maintenance 480,829
2016-17
Staffing 123,029
Other Operating Expenditures 332,900
- Skilled Craft Maintenance. Performing plumbing, masonry, electrical work, carpentry, telemetry, locksmithing, pump and
boiler maintenance, water filtration, chemical injection, chemical monitoring, peripheral water purification and heating
system maintenance.
- Specialized Technical Service. Servicing and maintaining HVAC systems, power cogeneration systems, security and fire
alarm systems, elevators, fire extinguishers, and first aid kits. This work is performed by contractors with ongoing service
contracts.
- Staffing resources. This work is overseen by the Building Maintenance Tech who also supervises the part-time position,
with contracts overseen by the Facilities Maintenance Supervisor.
- Swimming Pool Operations. Operating and monitoring the pool water heating and treatment systems, daily testing and
saturation index chemical adjustments, cleaning pool tile, plaster surfaces, pool vacuuming and brushing. Maintenance
painting and minor repair work. This work is performed primarily by a half-time temporary Maintenance Worker with
assistance from a full-time regular Building Maintenance Technician.
- Building Improvement. Constructing minor capital improvements. This work is typically performed by contractors, and
work is overseen by the Facilities Maintenance Supervisor.
- Regulatory Compliance. Ensure State, Federal, County, and City regulatory compliance required for public pools (such as
the Sinsheimer facility) in areas such as: non-entanglement drain covers and safety vacuum release systems. (Virginia
Graham Baker Act and the State of California Assembly Bill - AB1020), hazardous material storage permit by City Fire,
boiler emission testing/permitting by County APCD, and public pool permit with water quality regulation by County EHS.
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Swim Center Maintenance Program maintains, operates, and monitors the Olympic swimming and diving pool, the
therapy pool, two bathhouses, the deck areas, and all water treatment and mechanical equipment serving the pool complex
located at Sinsheimer Park. The Program includes utility costs for the Swim Center operation.
Skilled craft maintenance is provided in plumbing, masonry, electrical, carpentry, telemetry, locksmithing, and mechanical
areas. The program oversees funded contract services for HVAC systems, security, alarms, fire extinguishers, and first aid
kits. The program goals are to provide 1) a safe, clean, and attractive Swim Center 2) reliable and energy-efficient Swim
Center equipment and 3) maximum facilities life.
OBJECTIVES:
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION:Infrastructure & Transportation
Major City Goal
- 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.
Swim Center Maintenance OPERATION:Facilities
D10-6
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
409,866 474,906 11%465,618 (2%)
64,855 57,784 8%58,528 1%
21,951 23,750 -23,750 -
496,672 556,440 10%547,896 (2%)
Budget 2017-19 Financial Plan
Contract Services 53,300
ACTIVITIES:
Total: Tree Maintenance 504,311
2016-17
Staffing 427,261
Other Operating Expenditures 23,750
- Tree Maintenance. Pruning street trees and other trees on City property; repairing street tree wells and well covers;
servicing and repairing tree maintenance equipment.
- Urban Forest Improvement & Enhancement. Reviewing landscape improvement plans for private development and
inspecting installations; developing and maintaining the tree inventory and maintenance software; planting new trees in City
parks and streets; replacing damaged or diseased trees; conducting and monitoring tree removal operations; providing
liaison staffing for monthly Tree Committee meetings; and presenting Tree Committee findings before Council.
- Downtown Support - Banner and Decoration Installation. Installing banners and decorations on downtown streets and in
Mission Plaza to announce special events.
- Tree Code Enforcement. Enforcing the tree ordinance and associated standards and policies. Processing Tree Removal
and citation appeals.
- Development Review. Reviewing landscape improvement plans for private development and inspecting tree removals and
installations.
- Tree Committee. Serving as a staff liaison in support of the Tree Committee. The Tree Committee is an appointed seven
member citizen advisory body that serves the community and the City Council and makes recommendations for tree
removals, tree installations and promoted urban forest awareness.
- Urban Forest Awareness and Special Events. Promoting awareness and expansion of the urban forest through community
programs and events such as the Commemorative Tree Program, Downtown Foresters, Tree City USA Arbor Day, and
volunteer citizen tree planting events.
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Tree Maintenance Program plants, maintains, and preserves trees along City streets, in Parks and on City property. This
program includes pruning, replacement, and new plantings. The goal of the Tree Maintenance Program is to manage and
care for the City Urban Forest through: 1) fostering environmental, asthetic and economic improvements; 2) enhancing
quality of life through sustainable urban and community forestry; 3) achieving City Council and citizen goals by enforcing
the Municipal Code, reviewing Community Development issues and reducing liabilities for the City; and 4) creating
programs and an environment where citizens are encouraged to participate in this endeavor.
OBJECTIVES:
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION:Community & Neighborhood
- 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.
- Downtown Vitality: Continue to improve safety, infrastructure investment, and maintenance in the support of the
Downtown Association’s proposal to consider a Downtown improvement district.
Tree Maintenance OPERATION:Neighborhood Wellness
D10-7
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
522,544 592,783 5% 601,617 1%
237,621 268,750 2% 271,250 1%
342,336 399,900 3% 400,300 %
1,102,501 1,261,433 4% 1,273,167 1%
Major City Goal
- 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.
Building Maintenance OPERATION: Facilities
OBJECTIVES:
FUND: General Fund
PROGRAM DESCRIPTION:
The Building Maintenance Program provides full building maintenance services for City Hall, 919 Palm St. office space,
Utilities Administration, Parking Enforcement Offices and Pacific St. retail spaces, Police Station and Annex, Police and Fire
Dispatch Center, Recreation Offices, Senior Center, Ludwick Center, Jack House, City/County Museum, City/County Library
Meeting Rooms, Corporation Yard Administration, Fleet/Shops, Warehouse, Paint Storage, Fuel Island and Waste Water
Collection buildings, Meadow Park Meeting Room, Sinsheimer Concession Stand, Railroad Museum (city rehabbed shell only),
Fire Stations 1, 2, 3 and 4 (including the fleet, radio shed, and museum buildings).
The scope of program responsibility is to oversee unplanned, unbudgeted repairs to existing building features such as: the roof,
ceiling, walls, floors, doors, windows, integral HVAC, plumbing, and electrical systems, Hayworth systems furniture, security
and fire alarm systems. The buildings program also oversees planned, budgeted building maintenance minor capital projects that
are not sufficiently costly or complex to require engineering oversight. Additionally the program oversees funded contract
services for HVAC, janitorial (where applicable), building applicable fire suppression, limited first aid kit service, elevator
inspection, alarm monitoring and testing, sprinkler system testing and certification, pest control, and floor refurbishing. In some
cases, the program includes utility costs to support building operation and maintenance.
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION: Infrastructure & Transportation
Total: Building Maintenance 1,213,829
2016-17
Staffing 562,529
Other Operating Expenditures 388,800
Budget 2017-19 Financial Plan
Contract Services 262,500
ACTIVITIES:
- Skilled Craft Maintenance. Performing plumbing, electrical, carpentry, flooring, mechanical, hardware, painting, roofing,
pump, boiler, furniture, tile, and drinking water purification system repairs.
- Specialized Technical Services. Servicing and maintaining HVAC systems, power co-generation systems, security and fire
alarm systems, locksmiths, telemetry, controls, filtration systems, specialized software.
- Staffing resources. All this work is performed by four full-time regular Building Maintenance Technicians and coordinated by
the Facilities Maintenance Supervisor and various contractors.
- Contract Maintenance Services. Overseeing contracted maintenance work and ongoing operations contracts performed by
contractors: HVAC filter service, janitorial service, reverse osmosis and de-ionized water systems, fire extinguishers, kitchen
hood ansul systems, first aid kits, elevator inspection, alarm monitoring, pest control, floor refurbishment, kitchen range duct
cleaning.
- Building Improvements. Constructing minor capital maintenance projects. This work is typically performed by contractors, and
work is overseen by the Facilities Maintenance Supervisor.
- Project Consultation Support. Providing facilities maintenance support and consultation for capital improvement projects and
tenant improvements.
PROGRAM COSTS:
D10-8
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
825,586 1,001,273 10% 1,018,568 2%
50,627 67,690 8% 69,150 2%
317,512 398,900 2% 399,700 %
1,193,725 1,467,863 8% 1,487,418 1%
Budget 2017-19 Financial Plan
Contract Services 62,500
ACTIVITIES:
- Pavement Maintenance Maintaining serviceable street pavements and reconstructing failed sections; evaluating pavement
condition in areas scheduled for maintenance and recommending locations for reconstruction, resurfacing, and resealing; paving
existing streets to meet newly installed curbs and gutters; installing asphalt berms in lieu of curbs; patching potholes and crack
sealing city streets.
- General Street Maintenance Constructing new concrete curbs, gutters, and sidewalks; repairing concrete curbs, gutters, and
sidewalks; pruning street tree roots; repairing and maintaining street furnishings; installing and repairing dead-end barriers,
survey monument wells; repairing and removing damaged bus shelters, bus benches, and bike racks; repairing and replacing
damaged guard railing and bridge railing; systematically surveying and documenting sidewalk condition in designated annual
maintenance areas and scheduling needed repairs; surveying sidewalks and scheduling repairs in the downtown area once
annually; removing graffiti from City property.
- Pavement Marking Maintenance Installing and maintaining pavement markings, curb markings, and signs; repainting stop
bars, and parking tees; periodically replacing thermoplastic school crosswalks; maintaining pavement markings in City parking
lots; re-striping City streets.
- Street Sign Maintenance Installing and replacing standard traffic control signs and accessibility signs as required by state
codes, and special signs.
- Special Event & Downtown Support Installing traffic barricades for parades and other Parks and Recreation Special Events,
Farmers Market, accident responses, and emergency response activities.
PROGRAM COSTS:
Total: Streets & Sidewalk Maint 1,362,462
2016-17
Staffing 909,512
Other Operating Expenditures 390,450
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION: Infrastructure & Transportation
Major City Goal
- 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.
- Multi-Modal Transportation: Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range
Transit Plan.
Other Important Objective
- Downtown Vitality: Continue to improve safety, infrastructure investment, and maintenance in the support of the Downtown
Association’s proposal to consider a Downtown improvement district.
Streets & Sidewalk Maint OPERATION: Roadway Infrastructure
OBJECTIVES:
FUND: General Fund
PROGRAM DESCRIPTION:
The Street Maintenance Program maintains the paved portion of all streets under City jurisdiction, including minor patching,
major repairs, and sealing. It also maintains curbs, gutters, sidewalks, street furnishings, signs, and pavement markings on City
streets. The program provides regular downtown trash pickup and graffiti removal, and oversees sidewalk and Mission Plaza
scrubbing. It supports special events with traffic control and provides weekly barricade installation for Farmer’s Market.
Program goals are to provide the community with 1) smooth and safe street pavement 2) safe and efficient traffic circulation and
3) smooth and safe sidewalks.
D10-9
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
573,359 712,286 6%729,594 2%
110,824 225,050 28%226,650 1%
106,234 50,900 %50,950 %
790,418 988,236 10%1,007,194 2%
Other Operating Expenditures 50,650
Contract Services 176,263
PROGRAM COSTS:
Budget 2017-19 Financial Plan
ACTIVITIES:
Major City Goal
- 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.
Other Important Objective
Downtown Vitality: Continue to improve safety, infrastructure investment, and maintenance in the support of the Downtown
Association’s proposal to consider a Downtown improvement district.
Total: Flood Control 900,365
2016-17
Staffing 673,452
FUND:General Fund
PROGRAM DESCRIPTION:
OBJECTIVES:
- Storm Water Management Plan Implementation. Completing activities included in the City’s Storm Water Management
Plan involving the six major implementation areas required by the State: public education, public participation, illicit
discharge, construction, post construction, and good housekeeping of municipal operations.
- Storm Drain and Creek Maintenance. Clearing and maintaining creeks and storm drainage facilities; working with
contract labor crews and Natural Resources Division staff on large scale creek cleaning projects.
- Street Sweeping. Sweeping and disposing of dirt and debris on City streets.
- Storm Emergency Response. Responding to emergency calls during and after heavy storms as they relate to City facilities;
providing sand for property owner sandbags during the rainy season.
- Stormwater Code Enforcement. Enforcing and ensuring compliance with the City’s Stormwater Management Plan through
various inspections of construction projects and property.
The Creek and Flood Protection Program maintains storm drain facilities and creeks within the City, coordinates emergency
response during heavy storms, and implements the City’s Storm Water Management Plan. Program goals are to provide 1) a
well-maintained storm drainage system that minimizes property damage from flooding, 2) a creek system maintained to
balance conveyance with environmental concerns 3) regularly swept streets to minimize pollution entering storm drains and
creeks and 4) cost-effective implementation of the City’s Storm Water Management Plan under the Central Coast Regional
Water Quality Control Board and State Water Board permit.
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION:Community Safety
Flood Control OPERATION:Stormwater
D10-10
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
205,630 235,587 2%241,542 3%
27,769 21,100 (45%)16,800 (20%)
243,577 279,100 1%299,650 7%
476,976 535,787 (2%)557,992 4%
Budget 2017-19 Financial Plan
Contract Services 38,300
ACTIVITIES:
Total: Traffic Signals Lights 546,948
2016-17
Staffing 231,548
Other Operating Expenditures 277,100
- Traffic Signal Operations and Maintenance. Maintaining and repairing City traffic signals; operating the networked traffic
management system and installing video detection systems.
- Street Light Operations and Maintenance. Maintaining and repairing City streetlights and coordinating the installation of
streetlights according to adopted standards.
PROGRAM COSTS:
FUND:General Fund
PROGRAM DESCRIPTION:
The Signal and Light Maintenance Program operates and maintains traffic signals and street lights on City streets. Work
includes installation, operation, and monitoring of the City’s traffic management and detection systems. Program includes
utility costs to support system operation, and apportioned costs of systems operated by the State. Program goals are to
ensure 1) safe and efficient traffic flow through intersections and 2) lighted streets and neighborhoods.
OBJECTIVES:
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION:Infrastructure & Transportation
Major City Goal
- 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.
Traffic Signals Lights OPERATION:Roadway Infrastructure
D10-11
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
456,876 478,793 3%534,484 12%
118,109 117,825 24%117,825 -
491,217 658,075 (3%)658,075 -
1,066,202 1,254,693 1%1,310,384 4%Total: Vehicle Equip. Maint.1,240,802
2016-17
Staffing 464,902
Other Operating Expenditures 680,600
Contract Services 95,300
OBJECTIVES:
ACTIVITIES:
Major City Goal
- 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.
- Vehicle and Construction Equipment Maintenance. Servicing and repairing all City-owned vehicles and equipment; such as
Police patrol units and motorcycles, automobiles, light and heavy trucks, construction equipment, back-up generators, parks
mowers and specialized equipment accessories. Responding to emergency service calls and towing requests. Scheduling of
preventative maintenance and repairs of all City fleet vehicles and equipment (with exception of Transit Services).
- Specialized Equipment Maintenance. Maintaining the above ground fuel storage tanks and associated fueling systems, car &
equipment washing facility, proper cleaning and disposal of clarifiers and back-up generators located at the Corporation Yard.
- Safety Equipment Installation & Maintenance. Maintaining radios, mobile-data computers and video recording systems for
public safety units. Installation of all after-market code-3 and safety equipment.
- Procurement. Recommending vehicle and equipment replacements in accordance with the City’s Fleet Management Policy
for all City vehicles and equipment. Developing specifications for vehicle procurements. Management of City’s inventory for
fuel, oil, tires, welding gases and replacement parts. Responsible for disposing of all City vehicles and equipment.
- Safety and Environmental Protection. Arranging state-mandated inspections for smog certifications, diesel particulate trap
certifications, off-road and commercial vehicles, stand-by generators, and cranes. Monitoring and disposing of hazardous
materials for Fleet Services. Responsible for compliance with the California Department of Motor Vehicles “pull-notice”
program for commercial vehicle licensing.
- Permitting. Coordinating Federal and State mandated permitting of portable engine equipment, emergency stand-by
generators and vehicle emissions for all City fleet and equipment.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
- Regulatory Programs. Coordinating, implementing, permitting and providing staff training for the City’s Hazardous Materials
Business Plan and Spill Prevention Control & Countermeasures Plan for Above Ground Storage Tanks.
Fabrication. Fabricating parts and welding of specialized equipment.
FUND:General Fund
PROGRAM DESCRIPTION:
The Vehicle and Equipment Maintenance Program maintains and repairs all City vehicles, construction equipment, and back-up
generators except those used in the Transit program. The program goal is to provide safe, efficient and reliable vehicles and
equipment.
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION:Infrastructure & Transportation
Vehicle Equip. Maint.OPERATION:Multimodal Transportation
D10-12
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
1,831,854 2,017,817 1% 2,055,454 2%
31,499 41,400 9% 41,900 1%
48,644 60,600 2% 60,600 -
1,911,997 2,119,817 2% 2,157,954 2%
ACTIVITIES:
Total: CIP Project Engineering 2,086,813
2016-17
Staffing 1,989,113
Other Operating Expenditures 59,700
- CIP Project Design. Complete preliminary studies, acquire property or right of way; obtain environmental clearance and
regulatory permits; prepare plans, specifications, cost estimates, advertise for bids and process contract award for CIP
contracts.
- CIP Project Construction Management. Inspect construction work for conformance to specifications; prepare estimates for
progress payments; document project work to avoid claims; compile daily diaries for construction management and inspection
activities, and address contract disputes in an equitable manner with a goal toward resolution.
- Private Development Inspection. Inspect construction work by the private sector on public facilities and construction of
new facilities to be dedicated to the City; inspect work performed in the public right-of-way by utility companies and proper
owners; ensure construction conforms to City standards.
- Recordkeeping. Prepare and maintain record maps of City streets and infrastructure; prepare and maintain record drawings
of CIP project construction; maintain City’s survey control information.
- CIP Administration. Ensure administrative support services for the delivery of Capital Improvement Projects such as
project advertisement, bid solicitation, construction pay estimate processing, verification of insurance and claim liability,
compliance with fair wage ordinance, and purging of project files.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Contract Services 38,000
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION: Infrastructure & Transportation
Major City Goal
- 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.
- Multi-Modal Transportation: Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range
Transit Plan.
Other Important Objective
- Downtown Vitality: Continue to improve safety, infrastructure investment, and maintenance in the support of the Downtown
Association’s proposal to consider a Downtown improvement district.
CIP Project Engineering OPERATION: Engineering
OBJECTIVES:
FUND: General Fund
PROGRAM DESCRIPTION:
The CIP Project Engineering Program oversees design and construction (including inspection) of construction projects in the
City’s Capital Improvement Plan (CIP). These projects include improvements to buildings, parks, streets, water, wastewater,
and flood protection systems. The program also provides inspection services for public infrastructure improvements built by
the private sector. The program goal is to promote cost-effective CIP projects and quality public infrastructure improvements
that meet established engineering standards and specifications.
D10-13
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
630,107 761,714 (2%)801,721 5%
28,718 24,400 (67%)24,400 -
26,213 43,425 36%36,905 (15%)
685,038 829,539 (6%)863,026 4%
- Transportation Planning. Preparing and maintaining the General Plan Circulation Element as required by state law;
forecasting future traffic volumes & transit demand, preparing and maintaining Short Range Transit Plans, the Access and
Parking Management Plan, and the Bicycle Transportation Plan; planning and recommending capital improvement plan
projects and operating program changes needed to implement transportation plans; applying for grants to fund transportation
facilities and programs, and educating the public on traffic safety.
- Traffic Engineering. Operating the City’s various transportation facilities such as traffic signal systems, recommending,
designing improvements to traffic signal and pavement marking systems; designing transportation facilities, preparing
plans, specification, and cost estimates; conducting traffic counts; reviewing accident reports; responding to citizen
complaints; mitigating the causes of high collision rates at various locations; analyzing the performance of all transportation
modes within the traffic circulation system; reviewing building and development project plans to ensure accommodation of
the additional traffic generated. Implementing the City’s Traffic Safety & Operations programs.
- Other Transportation Projects. Maintaining and implementing the Neighborhood Traffic Management Guidelines, staffing
the Bicycle Advisory Committee, promoting alternative transportation, collaborating with partnering agencies and
organizations, maintaining a Halloween safety campaign, implementing the City bike rack donation program, and promoting
technological advancements in fuel-efficiency, emissions control, and communication which reduce the need for travel.
- Regulatory Compliance. Maintaining regulatory compliance with Local, State, and Federal requirements & mandates on
transportation systems and facilities.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Contract Services 74,400
Total: Transportation Plan/Eng 884,565
2016-17
Staffing 778,120
Other Operating Expenditures 32,045
FUND:General Fund
PROGRAM DESCRIPTION:
The Transportation Planning and Engineering Program provide and oversee analysis, planning, operations, design and
construction of the City's traffic circulation systems.
OBJECTIVES:
ACTIVITIES:
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION:Infrastructure & Transportation
Major City Goal
- Multi-Modal Transportation: Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range
Transit 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.
- 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
Other Important Objective
-Downtown Vitality: Continue to improve safety, infrastructure investment, and maintenance in the support of the Downtown
Association’s proposal to consider a Downtown improvement district.
Transportation Plan/Eng OPERATION:Multimodal Transportation
D10-14
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
1,037,843 1,279,386 1%1,321,298 3%
552,725 694,525 2%703,662 1%
245,184 241,177 2%249,064 3%
1,835,752 2,215,088 1%2,274,024 3%
PROGRAM DESCRIPTION:
The Parking Services program implements the Access and Parking Management Plan and directs the operation and
maintenance of the City’s parking facilities. These facilities include 11 parking lots in the downtown and at Railroad
Square, downtown on-street parking, three parking structures, eight residential permit parking districts (Alta Vista,
Monterey Heights, Park View, College Highlands, Tassajara, Ferrini, Murray, and Palomar-Serrano) and about 1,500
parking meters downtown (400+ of those parking meters are credit card capable. Program goals are to 1) promote economic
and social vitality in the downtown core, 2) implement the Conceptual Physical Plan for the City’s Center, 3) provide
sufficient parking in the commercial core for visitors and employees, 4) reduce parking demand, 5) implement the
transportation strategy presented in the General Plan Circulation Element, 6) provide equitable and high-quality parking
services to citizens, visitors, and businesses in San Luis Obispo.
OBJECTIVES:
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION:Infrastructure & Transportation
Parking Operations/Maint.OPERATION:Multimodal Transportation
FUND:Parking Fund
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Contract Services 683,750
Major City Goal
- 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.
- Multi-Modal Transportation: Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range
Transit Plan.
Other Important Objective
- Downtown Vitality: Continue to improve safety, infrastructure investment, and maintenance in support of the Downtown
Association’s proposal to consider a Downtown Improvement district.
ACTIVITIES:
Total: Parking Operations/Maint.2,188,099
2016-17
Staffing 1,268,891
Other Operating Expenditures 235,458
- Compliance/Enforcement. Proactively patrol streets, parking lots, parking structures, residential areas, and permit districts
every day of the week; provide information; issue parking citations and warnings for violations; arrange for towing of
vehicles of habitual parking offenders; recommend the installation and/or replacement of regulatory signs and curb
markings.
- Parking Fund Revenue Management. Collect fines, meter revenue, parking fees, and parking lease payments; collect
delinquent fines; recommend parking fee and fine adjustments; sell parking permits, validations, and meter cash keys.
- Maintenance. Maintain and repair parking meters and meter posts; monitor software for credit card capable parking
meters; perform janitorial maintenance in parking structures and parking offices; sweep and clean parking lots and
structures.
- Structure Operations. Collect parking fees every day of the week; provide security surveillance, and maintain customer
service equipment.
- Parking Management and Demand Reduction. Develop and implement strategies that make maximum use of existing
parking spaces and reduce the use of single occupancy vehicles in order to increase the effective inventory of parking
D10-15
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
276,535 310,164 (3%)316,818 2%
469,078 2,654,487 %2,742,489 3%
2,175,044 458,700 (5%)458,700 -
2,920,657 3,423,351 (1%)3,518,007 3%
Budget 2017-19 Financial Plan
Contract Services 2,643,108
ACTIVITIES:
Total: Transit Operations/Maint.3,448,368
2016-17
Staffing 321,060
Other Operating Expenditures 484,200
- Vehicle Operations and Maintenance. Contracting for transit operations, including drivers, fuel, and insurance;
contracting for downtown trolley operations, including drivers, fuel, and insurance; contracting for maintenance of City-
owned buses and trolleys. Replace old transit vehicles to meet California Air Resources Board (CARB) requirements and
reduce vehicle breakdowns.
- Non-Vehicle Maintenance. Maintaining the bus maintenance yard; maintaining shelters, benches, and signs.
- Administration. Planning for future service improvements and extensions; complying with state and federal grant
requirements; ensuring compliance with taxi franchise provisions; organizing agendas for Mass Transportation Committee
meetings.
PROGRAM COSTS:
FUND:Transit Fund
PROGRAM DESCRIPTION:
The Transit Program (SLO Transit) provides daily fixed-route transit service to the general public within the City limits and
to Cal Poly State University. This program also includes a downtown trolley service providing connecting service from the
downtown to the lodging district on upper Monterey Street. Program goals are to provide 1) quality transportation for transit
dependent people 2) convenient transportation for all residents and 3) an attractive alternative to driving which can reduce
traffic congestion and air pollution.
OBJECTIVES:
PUBLIC WORKS
PROGRAMS
Public Works FUNCTION:Infrastructure & Transportation
Major City Goal
- 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.
- Multi-Modal Transportation: Prioritize implementation of the Bicycle Master Plan, pedestrian safety, and the Short-Range
Transit Plan.
Other Important Objective
- Downtown Vitality: Continue to improve safety, infrastructure investment, and maintenance in the support of the
Downtown Association’s proposal to consider a Downtown improvement district.
Transit Operations/Maint.OPERATION:Multimodal Transportation
D10-16
Utilities
Committed to providing our community the
highest level of water & wastewater service
Find us at www.slocity.org
DEPARTMENT MISSION:
ABOUT DEPARTMENT:
EXPENDITURES BY ACCOUNT CATEGORY
Account 2016-17 2017-2018 2018-2019
Staffing 9,030,597 9,163,471 9,367,356
Contract Services 10,987,128 10,664,050 10,823,134
Other Operating Expend 3,548,600 3,722,665 3,830,905
TOTAL EXPENDITURES 23,566,325$ 23,550,186$ 24,021,395$
EXPENDITURES BY PROGRAM
Program 2016-17 2017-2018 2018-2019
Water Admin/Engineering 846,858 705,751 744,618
Water Source Of Supply 9,771,026 9,381,572 9,534,060
Water Treatment 2,771,220 2,791,977 2,761,401
Water Distribution 1,397,945 1,835,800 1,881,555
Utilities Services-Water 721,421 515,893 531,547
Wastewater Admin/Eng.956,406 823,258 883,953
Wastewater Collection 1,045,476 1,126,926 1,142,593
Environmental Compliance 258,694 265,608 280,602
Water Resource Recovery 3,582,761 3,812,256 3,892,439
Utilities Revenue - 509,532 522,483
Water Quality Lab 775,609 780,277 800,698
Utilities Services-Sewer 479,174 - -
Reservoir Operations 959,736 1,001,337 1,045,445
TOTAL EXPENDITURES 23,566,326$ 23,550,186$ 24,021,395$
UTILITIES
DEPARTMENT SUMMARY
Committed to providing our community the highest level of water & wastewater service.
The City of San Luis Obispo Utilities Department provides essential services that support the community's health, well-
being, and quality of life each and every day. Through its efforts, water for the community is safely transported,
prepared, distributed, used, collected, treated and beneficially reused 365 days a year, 24 hours per day. These efforts are
accomplished by people in the departments' water and wastewater divisions. Long range planning for water resources
and infrastructure needs, environmental stewardship and business management required to provide these vital services
are critical functions of the Utilities Department. Being efficient stewards of the community's resources and its
environment is a core value of the department and near to each and every employee that serves it.
D11-1
UTILITIES
DEPARTMENT SUMMARY
DEPARTMENT EXPENDITURES BY FUNCTION
Function 2016-17 2017-18 2018-19
Community & Neighborhood Livability 1,200,595 515,893 531,547
Environmental Health & Open Space 7,388,284 7,650,118 7,735,140
Fiscal Health & Governance 1,803,264 2,038,541 2,151,055
Infrastructure & Transportation 13,174,182 13,345,635 13,603,654
TOTAL EXPENDITURES 23,566,325$ 23,550,187$ 24,021,395$
REGULAR FULL-TIME EQUIVALENT STAFFING BUDGET
Program 2016-17 2017-18 2018-19
Environmental Compliance 1.80 1.80 1.80
Reservoir Operations 3.90 4.00 4.00
Sewer Customer Service 2.15 0.00 0.00
Utilities Revenue 0.00 2.00 2.00
Utilities Services-Water 3.65 3.80 3.80
Wastewater Admin/Eng.6.00 5.00 5.00
Wastewater Collection 6.75 7.15 7.15
Water Admin/Engineering 5.10 4.20 4.20
Water Distribution 12.00 12.50 12.50
Water Quality Lab 3.70 3.70 3.70
Water Resource Recovery 12.30 12.80 12.80
Water Source of Supply 0.70 0.70 0.70
Water Treatment 11.05 11.45 11.45
TOTAL FTEs 69.10 69.10 69.10
Community &
Neighborhood
Livability
2%
Environmental Health
& Open Space
32%
Fiscal Health &
Governance
9%
Infrastructure &
Transportation
57%
2017-18 EXPENDITURES BY FUNCTION
D11-2
Department: Utilities
Target 2017-18 Target 2018-19
100%100%
Target 2017-18 Target 2018-19
100%100%
Meet Budget and Fiscal Policy Fund Balance Requirements
Target 2017-18 Target 2018-19
100%100%
Measure 2015-16 2016-17 2017-18 2018-19
Total Regulatory Inspections
Performed 3268 3197 3634 3643
Hours of Regulatory Compliance
Training 1820 1920 1920 1920
Public Education tours/events 89 95 111 111
Regulatory Reporting 805 820 815 815
One Water delivered (acre feet)5909 5983 6050 6220
Drinking Water Compliance Rate (% Days)
DEPARTMENT PERFORMANCE AND WORKLOAD MEASURES
SUMMARY
The City of San Luis Obispo Utilities Department provides essential services that support the community’s health, well-
being, and quality of life. Through its efforts, water for the community is safely transported, prepared, distributed, used,
collected, treated and beneficially reused 365 days a year, 24 hours-a-day. Long range planning for water resources and
infrastructure needs, environmental stewardship and business management required to provide these vital services are
critical functions of the Utilities Department.
PERFORMANCE MEASURES
Measure/Explanation
Utilities Department’s progress in the 2017-19 approved capital improvement project plan. The indicator is expressed in
the number of projects being on track to be completed during the 2017-19 Financial Plan.
WORKLOAD MEASURES
2017/19 FINANCIAL PLAN
Utilities compliance with the drinking water quality standards in effect for the Water Treatment Facility. The indicator is
expressed as the percent of time each year that the water treatment facility is in full compliance with applicable drinking
water quality requirements.
Measure/Explanation
Wastewater Treatment Effectiveness Rate (% Days)
Utilities compliance with the effluent quality standards and national pollutant discharge elimination system (NPDES)
permit for the Water Resource Recovery Facility. The indicator is expressed as the percent of time each year that the
water treatment facility is in full compliance with applicable drinking water quality requirements.
Measure/Explanation
Capital Improvement Projects Completion
D11-3
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
519,219 605,721 (19%)647,018 7%
72,430 59,300 (3%)59,600 1%
42,949 40,730 15%38,000 (7%)
634,599 705,751 (17%)744,618 6%
UTILITIES
PROGRAMS
Utilities FUNCTION:Fiscal Health & Governance
Water Admin/Engineering OPERATION:Organizational Vitality
FUND:Water Fund
PROGRAM DESCRIPTION:
The Water Fund’s Administration/Engineering program provides guidance and direction for effective water resource
management for the various Water Fund programs.It evaluates and provides strategic and long-term planning and
engineering for the water system. Program goals are:
1) Efficient management and achievement of Water enterprise objectives.
2) Well-planned and effective implementation of capital improvement plans.
OBJECTIVES:
-Continue Sustainable Groundwater Management Act work with formation of a Groundwater Sustainability Agency and
creation of a Groundwater Sustainability Plan.
- Continue regional dialogue related to water supply and resiliency.
-Monitor water enterprise fund financial operations, recommend rates and revenues needed to support program and service
objectives.
- Continue safety assessments and ensure compliance with safety regulations.
- Continue organizational analysis to consistently improve customer service.
- Continue implementation and tracking of strategic planning activities.
ACTIVITIES:
-Administration.Establishing goals, identifying and mitigating potential roadblocks for successful implementation,
establishing staff objectives, organizing resources to accomplish objectives, evaluating progress on accomplishing
objectives, monitoring legislative activities related to regulation of water resources including recycled water, matching long-
term supply to projected demand,ensuring the financial health of the water fund to meet its obligations and goals;
promoting and maintaining effective and productive communication within the department, other City departments,the
community stakeholders and regional partners.
-Engineering. Analyzing the water systems, planning documents,and fee programs to ensure resources and infrastructure
can adequately meet the needs of the community; prioritizing capital improvement needs, providing preliminary design on
capital improvement projects, developing design standards for capital improvements, providing technical assistance to the
water operating programs and other City departments, administering special engineering and construction contracts,
reviewing private development plans.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Water Admin/Engineering 846,858
2016-17
Staffing 750,008
Other Operating Expenditures 35,450
Contract Services 61,400
D11-4
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
91,221 95,835 1%96,689 1%
7,416,840 9,150,837 (4%)9,298,471 2%
953,130 134,900 7%138,900 3%
8,461,190 9,381,572 (4%)9,534,060 2%
UTILITIES
PROGRAMS
Utilities FUNCTION:Infrastructure & Transportation
Water Source Of Supply OPERATION:Utility Services
FUND:Water Fund
PROGRAM DESCRIPTION:
The Water Source of Supply program procures raw water from the City’s three primary surface sources: Whale Rock
Reservoir, Salinas Reservoir (Santa Margarita Lake),and Nacimiento Reservoir to provide a clean, dependable supply of raw
water for treatment at the City’s water treatment plant.An additional source of supply offers highly treated recycled water
from the City’s Water Resource Recovery Facility that is used for irrigation and other approved purposes.
OBJECTIVES:
- Deliver raw water supplies in a reliable, cost-effective manner.
- Operate, maintain, and repair supply facilities.
- Maximize production and use of recycled water.
ACTIVITIES:
- Whale Rock Reservoir. The Whale Rock Commission, of which the City is a member, operates Whale Rock Reservoir
through the Whale Rock Fund. Through the source of supply program, the City pays the Whale Rock Fund 55% of the money
required to operate the Whale Rock Reservoir programs based on its proportionate ownership of the reservoir,and 100% of
the money required to pump raw water to the City's water treatment plant for City use.
- Salinas Reservoir. The San Luis Obispo County Flood Control and Water Conservation District operates Salinas Reservoir
under lease with the Army Corps of Engineers. Through the source of supply program, the City pays for the total cost of
operating and maintaining Salinas Reservoir and transporting raw water to the City's water treatment plant as the City
maintains the water rights to the reservoir. Costs associated with recreation activities at the reservoir are paid for by the
County of San Luis Obispo.
- Nacimiento Reservoir. Monterey County Water Resources Agency owns the Nacimiento Reservoir. The San Luis Obispo
County Flood Control and Water Conservation District has contractual rights to water in the reservoir. The Nacimiento Water
Project was completed in early 2011 and provides a supplemental raw water source for several agencies in the County
including the City of San Luis Obispo. The County Flood Control and Water Conservation District provides day-to-day
operation and maintenance of the Nacimiento delivery facilities. The Nacimiento Commission, made up of representatives
from the City of San Luis Obispo, City of Paso Robles, Atascadero Mutual Water Company, Templeton Community Services
District,and a member of the County Board of Supervisors,is an advisory board to the Board of Supervisors which approves
budgets and makes other operational decisions. The City pays its proportionate share to operate the program. The City’s water
treatment plant treats the raw water for City use.
- Recycled Water. The City’s Water Resource Recovery Facility produces a high quality recycled water product that can be
used for a number of approved purposes, such as landscape irrigation. The use of recycled water directly offsets the demand
for potable water, thus allowing other water sources to be utilized more effectively. Costs associated with treatment and
delivery are located in the source of supply budget, although a number of program managers have responsibility for individual
aspects of the recycled water program.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Water Source Of Supply 9,771,026
2016-17
Staffing 95,318
Other Operating Expenditures 126,400
Contract Services 9,549,308
D11-5
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
1,316,745 1,730,677 5%1,666,251 (4%)
205,174 184,800 16%181,300 (2%)
565,777 876,500 (10%)913,850 4%
2,087,696 2,791,977 1%2,761,401 (1%)
UTILITIES
PROGRAMS
Utilities FUNCTION:Environmental Health & Open Space
Water Treatment OPERATION:Environmental Protection
FUND:Water Fund
PROGRAM DESCRIPTION:
The Water Treatment program receives raw water from three surface reservoirs, treats it to meet potable water standards, and
delivers it into the water distribution system. The Water Treatment Plant produces an average of 4.5 million gallons of potable
water per day for the City of San Luis Obispo and Cal Poly. The program goal is to provide an adequate water supply, treated to
State and Federal standards, for domestic consumption and firefighting.
OBJECTIVES:
- Protect public health - Continue to provide uninterrupted supply of high quality water to distribution system.
- Continue to meet all treatment standards as required by EPA, SWRCB’s Division of Drinking Water, APCD, and other
regulatory agencies.
- Continue with succession planning goals through development of standard operating procedures, internship program, etc.
- Continue development of computerized maintenance database and work order system.
- Continue development and implementation of Capital Improvement Projects.
ACTIVITIES:
- Reservoir water treatment. Receiving and analyzing raw water from the City’s three surface reservoirs, chemically treating and
filtering the raw water to meet Federal and State standards, adding fluoride to treated water, pumping treated water to storage
facilities, preparing reports for local, State, and Federal agencies.
- Laboratory analysis. Performing analyses to maintain compliance with Federal and State regulations and necessary for the
optimization of treatment process operations.
- Equipment maintenance. Calibrating treatment mechanisms, performing periodic preventative maintenance, repairing broken
equipment, evaluating and replacing worn and obsolete equipment.
- Janitorial and grounds maintenance. Cleaning and tending buildings, removing trash, performing minor repairs, controlling
weeds, preventing soil erosion, managing low maintenance landscaping materials.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Water Treatment 2,771,220
2016-17
Staffing 1,641,920
Other Operating Expenditures 970,400
Contract Services 158,900
D11-6
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
909,490 1,478,895 30%1,520,450 3%
59,035 90,230 20%92,230 2%
158,513 266,675 47%268,875 1%
1,127,037 1,835,800 31%1,881,555 2%
UTILITIES
PROGRAMS
Utilities FUNCTION:Infrastructure & Transportation
Water Distribution OPERATION:Utility Services
FUND:Water Fund
PROGRAM DESCRIPTION:
The Water Distribution Program is responsible for the delivery of potable water from the Water Treatment Plant and wells to
system users and fire hydrants via 12 water storage facilities, seven pump stations,and approximately 180 miles of water
mains. The Water Distribution Program also delivers recycled water from the Water Resource Recovery Facility to landscape
irrigation users via approximately nine miles of purple pipelines. Program staff collaborates with Public Works to design,
construct,and commission capital improvement projects. The program goal is uninterrupted water flow at adequate pressure
with minimum water leakage.
OBJECTIVES:
- Continue the water distribution system improvements in accordance with the Capital Improvement Plan.
- Design, construct, and implement the recommendations in the Water System Master Plan.
- Maintain compliance with all applicable regulations and protect public health.
ACTIVITIES:
- Pumps station and tank maintenance. Inspecting all pump stations weekly, lubricating and repairing pumps and motors,
painting pump houses and facilities, controlling weeds, tending landscape, and repairing fences.
- Potable water system maintenance. Repairing broken or leaking water mains and appurtenances, periodically inspecting and
cleaning and rebuilding all pressure reducing valves, exercising and repairing isolation valves.
- Recycled water system maintenance. Repairing broken or leaking water mains and appurtenances, flushing mains,and
conducting annual bacteriological sampling.
- Water service installation and service renewal. Installing and upgrading, service lines, meters, and meter boxes.
- Fire hydrant installation. Installing and replacing fire hydrants as needed.
- Backflow and cross-connection control. Preventing backflow of harmful substances into the water system.
- USA mark-outs. Locating and marking of all City underground utilities within public right of way prior to any excavations.
- Bacteriological sampling. Taking water samples of all new water mains before they are placed into service to ensure public
health and safety.
- Low Threat Discharge Permit compliance. Sampling, monitoring,and reporting all planned and unplanned discharges as
required by the City’s Low Threat Discharge Permit issued by the Regional Water Quality Control Board.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Water Distribution 1,397,945
2016-17
Staffing 1,141,445
Other Operating Expenditures 181,000
Contract Services 75,500
D11-7
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
401,474 392,223 (27%)409,027 4%
110,627 78,070 (40%)77,370 (1%)
89,022 45,600 (8%)45,150 (1%)
601,124 515,893 (28%)531,547 3%
UTILITIES
PROGRAMS
Utilities FUNCTION: Community & Neighborhood
Utilities Services OPERATION: Neighborhood Wellness
FUND: Water Fund
PROGRAM DESCRIPTION:
The Utilities Services program coordinates the planning, development,and implementationof programs and services related to
water conservation, public outreach, solid waste management and recycling, storm water pollution prevention, and recycled
water. The program goals are: 1) Maintaining per capita water use at or below the level identified in the Urban Water
Management Plan, the Water and Wastewater Management Element, and any current state-mandated water use reduction
requirements.2) Promoting and monitoring the efficient and best and highest use of recycledwater. 3) Providing assistance to
the community’s water customers. 4) Achieving the City’s solid waste diversion goals. 5) Implementing Storm Water
Management Plan best management practices and reporting requirements. 6) Assisting in meeting the objectives of the
Neighborhood Wellness Program. 7) Providing the community and other City departments with information related to the
department’s goals and objectives
OBJECTIVES:
- Implement the CUWCC Best Management Practices to comply with state legislation AB 1420 and SBx7-7.
- Implement Utilities Department public information and outreach plan and programs.
- Implement local programs identified in the Source Reduction and Recycling Element.
- Coordinate the implemention the Recycled Water Program objectives
ACTIVITIES:
- Water conservation. Implementing best management practices regarding urban water conservation; enforcing water
conservation related municipal codes; preparing reports to the State Water Resources Control Board; monitoring per capita
water demand; providing community assistance and information, and evaluating programs for effectiveness and compliance
with state mandates.
- Water Recycling.Expansion of the program to irrigation and construction customers and to new uses such as potable reuse
and outside-City delivery;providing ongoing site monitoringand cross connectioninspections of existing recycledwater sites;
customer assistance for efficient irrigation practices, training for onsite irrigation managers, providing public information
regarding the safe use of recycled water and submittal of required reports to the appropriate regulatory agencies.
- Solid waste and recycling. Developingand implementingdiversion programs; implementingthe City's Source Reductionand
Recycling Element responsibilities; monitoring solid waste and recycling franchise agreements for compliance; evaluating
programs for effectiveness; complying with reporting requirements to the California Integrated Waste Management Board;
administering the demolition and construction recycling program.
- Storm Water Management Plan. Assisting in the implementationof the City’s Storm Water Management Plan program and
the required best management practices.
- Neighborhood Wellness Program. Participate on the Neighborhood Services Team, provide support services for illegal
dumping activities in neighborhoods and provide assistance to Neighborhood Services Specialist as needed.
- Customer Assistance. Provide administrative support to the Utility Revenue section, address customer billing issues
associated with high water use, and establish or discontinue service for customers as requested.
- Public Outreach. Provide assistance in developing information consistent with the Department's strategic plan; such as the
Resource Newsletter, maintaining social media platforms and webpages, and attendance at public outreach event
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Utilities Services-Water 721,421
2016-17
Staffing 540,906
Other Operating Expenditures 49,745
Contract Services 130,770
D11-8
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
643,306 745,188 (17%)809,613 9%
84,319 41,210 15%41,210 -
33,559 36,860 68%33,130 (10%)
761,183 823,258 (14%)883,953 7%
UTILITIES
PROGRAMS
Utilities FUNCTION:Fiscal Health & Governance
Wastewater Admin/Eng.OPERATION:Organizational Vitality
FUND:Sewer Fund
PROGRAM DESCRIPTION:
The Wastewater Administration/Engineering program leads,evaluates,and provides guidance and direction for effective
water resource management for the various wastewater programs.It provides strategic and long-term planning and
engineering for the wastewater and recycled water systems. Program goals include:
1) Efficient management and achievement of wastewater enterprise objectives.
2) Well-planned and effective implementation of capital improvement plans.
OBJECTIVES:
-Monitor sewer enterprise fund financial operations and recommend rates and revenues needed to support program and
service objectives.
- Implement capacity and connection fee update.
- Continue implementation and tracking of strategic planning activities.
- Continue safety assessments and ensure compliance with safety regulations.
- Complete design of the Water Resource Recovery Facility (WRRF) Project.
- Complete financing of WRRF Project.
- WRRF Project construction management and bidding documents
ACTIVITIES:
- Administration.Establishing goals, identifying and mitigating potential roadblocks for successful completion;establishing
staff objectives to accomplish goals; organizing resources to accomplish objectives; evaluating progress on accomplishing
objectives; monitoring legislative activities related to recycled water and wastewater collection and treatment; negotiation
with State and Federal regulatory agencies for development of reasonable discharge limitations; promoting and maintaining
effective and productive communication within the department, other city departments,the community,and other
stakeholders.
- Engineering. Analyzing the wastewater and recycled water systems, planning documents,and fee programs to ensure
resources and infrastructure can adequately meet the needs of the community; prioritizing capital improvement needs,
providing preliminary design on capital improvement projects, developing design standards for capital improvements,
providing technical assistance to the wastewater operating sections and other city departments, administering special
engineering and construction contracts, reviewing private development plans.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Wastewater Admin/Eng.956,406
2016-17
Staffing 898,656
Other Operating Expenditures 21,950
Contract Services 35,800
D11-9
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
702,610 867,979 11%882,946 2%
25,199 78,947 6%79,047 %
128,998 180,000 (5%)180,600 %
856,807 1,126,926 8%1,142,593 1%
UTILITIES
PROGRAMS
Utilities FUNCTION:Infrastructure & Transportation
Wastewater Collection OPERATION:Utility Services
FUND:Sewer Fund
PROGRAM DESCRIPTION:
The Wastewater Collection program is responsible for transporting wastewater from its various sources to the Water Resource
Recovery Facility via nine pump stations and 137 miles of gravity sewer mains. The program goals are:
1) To operate the wastewater collection system to meet all applicable regulatory notification and reporting requirements.
2) Provide uninterrupted sewage flow without health hazard, effluent leakage, or water infiltration and inflow.
OBJECTIVES:
- Evaluate and optimize the sewer main maintenance and hydro-cleaning program.
- Evaluate the operation and maintenance of the sewer lift stations.
- Complete the wastewater collection main replacement capital improvement projects.
- Continue Closed Circuit Televisio (CCTV) sewer main inspections and prioritize structural condition ratings.
- Continue to optimize the Infrastructure Renewal Strategy Plan.
- Continue to develop and implement program recommendations to reduce inflow/ infiltration.
ACTIVITIES:
- Sewer main maintenance. Cleaning sewer mains on preventive and predictive maintenance schedules, inspecting new and
existing mains with CCTV, responding to mainline blockages and other emergencies, repairing manholes and broken mains,
installing new service connections and inspecting new construction, capital improvement projects, maintaining the Computerized
Maintenance Management System (CMMS) and Geographical Information System databases.
- Lift station operation and maintenance. Monitoring and analyzing lift station performance, operating and maintaining pumps
and motors, performing routine maintenance and repair, tending landscape.
- Inflow and infiltration reduction. Measuring collection system flows, performing physical inspections, conducting smoke tests,
performing CCTV evaluations and inspections, maintaining inspection and testing records, evaluating data and taking action.
- Service requests. Responding to customer service complaints and investigations related to private sewer lateral overflows, odor
complaints, and deficiencies. Assisting other city work programs in the inspection and maintenance of vaults, tanks, pipeline
repairs, drainage facilities, and housekeeping activities.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Wastewater Collection 1,045,476
2016-17
Staffing 782,026
Other Operating Expenditures 188,850
Contract Services 74,600
D11-10
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
202,691 221,558 2%237,152 7%
20,664 23,950 (%)23,950 -
13,632 20,100 10%19,500 (3%)
236,987 265,608 3%280,602 6%
UTILITIES
PROGRAMS
Utilities FUNCTION:Environmental Health & Open Space
Environmental Compliance OPERATION:Environmental Protection
FUND:Sewer Fund
PROGRAM DESCRIPTION:
The Environmental Compliance program is responsible for complying with the non-domestic wastewater and various stormwater
aspects of the Clean Water Act. This involves the coordination, planning, development, and implementation of programs and services
related to stormwater and industrial wastes discharged from commercial and industrial sources that have the potential to damage the
collection system, inhibit proper treatment at the Water Resource Recovery Facility (WRRF), or harm the environment. The Program
goals are:
1) Full compliance with State, Federal, and local pretreatment and stormwater regulations.
2) Protection of employees, the public, property, the WRRF, and the environment from damage or injury caused by illegal discharge of
regulated pollutants.
3) Ensuring wastewater effluent and biosolids can be safely recycled and the prevention of harmful discharges to the City’s sanitary
sewer system.
4) Monitoring the disposal of industrial waste and stormwater in the City through inspections of commercial and industrial businesses.
5) Implementing the Stormwater Management Plan, WRRF Industrial Stormwater Plan, best management practices, and reporting
requirements.
OBJECTIVES:
- Implement all Best Management Practices related to the Municipal Stormwater Permit.
- Revise and implement WRRF Industrial Stormwater Plan to reflect changes in General Industrial Permit.
- Implement Wasteload Allocation Attainment Plan for Pathogen TMDL.
ACTIVITIES:
- Establishing local discharge limits. Reviewing and technically justifying local discharge limits approved by the Regional Water
Quality Control Board (RWQCB) and established in the municipal code to regulate the amount of industrial pollutants that may be
discharged to the City’s sewer system by commercial and industrial wastewater customers.
- Sample collection and management. Conducting compliance sampling according to Federal and State regulations at the WRRF for
industrial stormwater and priority pollutants and at industrial user sites, ensuring all sample collection and methodology conforms to
legal requirements and accepted chain of custody practices required for enforcement purposes.
- Inspection and enforcement. Inspecting industrial, commercial, and food facilities to ensure compliance with Federal, State and City
codes. Documenting non-compliance investigative reports of illegal discharges, issuing notices of violation, and following the approved
Enforcement Response Plan as required.
- Reporting and recordkeeping. Preparing and submitting reports to local, State and Federal regulatory agencies annually for the
industrial stormwater and pretreatment program. Maintaining comprehensive files and computer database for inspections and
wastewater discharge records for commercial and industrial users.
- Spill reporting. Responding, investigating, and issuing notices of violation for illegal discharges to the waterways. Reporting sewage
spills to the RWQCB according to state regulations. Maintaining files and computer database of all spills.
- Stormwater Management Plan implementation. Assisting in the implementation of the City’s Stormwater Management Plan program
and the required best management practices. Maintaining compliance with the General Industrial Stormwater Permit.
- Regulations and compliance. Tracking regulations and implementing compliance strategies related to wastewater treatment, industrial
waste, recycled water, biosolids, and stormwater. Participating in regulatory and policy development.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Environmental Compliance 258,694
2016-17
Staffing 216,494
Other Operating Expenditures 18,200
Contract Services 24,000
D11-11
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
1,435,819 1,764,689 7%1,781,322 1%
361,900 451,967 (6%)461,417 2%
1,432,617 1,595,600 10%1,649,700 3%
3,230,335 3,812,256 6%3,892,439 2%
UTILITIES
PROGRAMS
Utilities FUNCTION:Environmental Health & Open Space
Water Resource Recovery OPERATION:Environmental Protection
FUND:Sewer Fund
PROGRAM DESCRIPTION:
The Water Resource Recovery Facility (WRRF) receives and treats an average of 3 million gallons of wastewater per day. Program
goals are:
1) Protecting public health by treating and discharging wastewater that continuously meets all State and Federal standards.
2) Treating and stabilizing biosolids for disposal to composting facilities.
3) Treating and delivering recycled water to the recycled water distribution system.
4) Continuous compliance with local air and water standards.
5) Continuously defining, streamlining and refining facility operations for efficiency and compliance.
6) Creating and maintaining safety and emergency response programs and procedures that meet all State and Federal requirements.
7) Promoting awareness of WRRF operations through community outreach and volunteer training programs.
OBJECTIVES:
- Assist in study and design of WRRF improvement project based on new permit limits and projected capacity goals.
- Meet increased demand for recycled water.
- Participate in community outreach by giving tours and providing a volunteer/internship program.
- Continue with succession planning goals in the development of standard operating procedures.
- Continue to develop and implement Emergency Response Plans and Safety Programs.
ACTIVITIES:
- Wastewater treatment. Receiving, treating, and disinfecting wastewater; calibrating and monitoring equipment and facility
processes; maintaining records; sampling, testing, and gathering analytical data for process control and facility management;
preparing reports for local, State and Federal agencies; developing and monitoring telemetry systems for process control.
- Safety and emergency response management. Training personnel to meet Federal and State OSHA standards and requirements for
all Safety and Emergency Response programs, rules and regulations.
-Water recycling. Treating tertiary treated wastewater to meet State Water Resources Control Board’s Division of Drinking Water
requirements (Title 22) for use in public areas. Calibrating and maintaining process equipment; monitoring and testing system for
process control. Ensuring an adequate supply of recycled water is available to meet system demand.
- Equipment maintenance. Performing scheduled predictive and preventive maintenance, managing computerized maintenance
scheduling program, tracking and managing parts and tools inventory.
- Facility and grounds maintenance. Cleaning buildings, performing minor building repairs, controlling weeds, repairing irrigation
systems, preventing soil erosion, repairing fences and gates; lawn, ground cover and tree maintenance.
- Biosolids management. Treating, stabilizing, dewatering, storing, and disposing of biosolids to a composting facility.
- Capital Improvement Plan (CIP) projects. Completing necessary CIP projects required to improve and/or modify plant processes;
maintaining, rehabilitating, or replacing worn out WRRF process equipment and structures.
- Community outreach. Providing guided facility tours to enhance relationships and communication between the City, community
organizations, Cal Poly, Cuesta College and other local schools.
- Volunteer/Intern training. Providing training to volunteers/interns for the purpose of expanding current knowledge or retraining
for transitional community members seeking a new career in wastewater and the requisite certifications.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Water Resource Recovery 3,582,761
2016-17
Staffing 1,650,011
Other Operating Expenditures 1,452,800
Contract Services 479,950
D11-12
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
-189,632 -194,383 3%
231,300 -235,500 2%
-88,600 -92,600 5%
-509,532 -522,483 3%
UTILITIES
PROGRAMS
Utilities FUNCTION:Fiscal Health & Governance
Utilities Revenue OPERATION:Utility Services
FUND:Sewer Fund
PROGRAM DESCRIPTION:
The Utilities Revenue program is responsible for the accurate and timely collection of revenues that support the City's water
and wastewater programs. It provides the customer interface for billing questions and service requests. It provides account
auditing and data analysis that supports other programs.
OBJECTIVES:
- Provide exceptional, respectful service.
- Continue account audits. Proactively manage utility meter reading contract.
- Monitor usage trends and analyze water use data for use in multiple studies and reports.
- Continue creation of standard operating procedures and checklists.
- Monitor contracts for services to ensure compliance; make swift course corrections as needed.
- Maintain awareness of and compliance with applicable regulations related to utility service.
- Solidify program needs and requirements after transition to Utilities Department.
- Accurate and timely maintenance of water meter database.
ACTIVITIES:
Set up service, answer billing inquiries, support Utility Billing Adjustment Committee, create service invoices and process
payments, interface with bill printing company, manage meter reading contract, manage software program, coordinate utility
turn ons/offs, coordinate with Utilities Services section related to field work requirements such as conservation audits and
water meter re-reads, analyze trends and data, audit accounts, maintain accurate citywide meter inventory database.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Utilities Revenue -
2016-17
Staffing -
Other Operating Expenditures -
Contract Services
D11-13
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
437,765 528,277 3%548,598 4%
102,853 186,700 (6%)186,800 %
47,730 65,300 5%65,300 -
588,348 780,277 1%800,698 3%
UTILITIES
PROGRAMS
Utilities FUNCTION:Environmental Health & Open Space
Water Quality Lab OPERATION:Environmental Protection
FUND:Sewer Fund
PROGRAM DESCRIPTION:
The Water Quality Laboratory (WQL)is an Environmental Laboratory Accreditation Program (ELAP) State Certified
Laboratory which performs sampling and/or analyses for approximately 100,000 samples annually in support of City services
including: wastewater, recycled water, groundwater, drinking water, San Luis Obispo creek watershed, and biosolids. The WQL
operates under regulations as defined in Title 22, Section 64817 of the California Code of Federal Regulations ensuring
compliance with Federal, State and local regulations, ELAP, and National Pollutant Discharge Elimination System (NPDES)
permit guidelines with other directive documents.
OBJECTIVES:
- Continue work related to the NPDES permit.
- Continue work related to 303d Integrated List for impaired water bodies.
- Coordinate and implement any required water quality special studies including the Water Resource Recovery Facility (WRRF)
Improvement Project.
- Continue meeting all ELAP standards.
- Continue participating in community outreach programs including the WQL Internship Program.
- Continue the Total Maximum Daily Load pathogen study and other investigative projects including Urban Catchment Basin
and Laguna Lake characterization studies.
ACTIVITIES:
- Laboratory Analyses and Sampling. Providing analysis and sampling in support of citywide departments, infrastructure
facilities, and other City services. Analyzing untreated and treated drinking water supplies, wastewater, recycled water, fire
hydrant water, new construction, and drinking water line repairs, surface waters, and biosolids which are used for process
control and permit compliance sampling. Investigation and analysis of special projects as they arise.
- Participate in ELAP. Participating in ELAP certification allows the City to perform its own analysis for certain constituents,
allowing for self-reporting to regulatory agencies. Annual ELAP program inspections and successful analysis of unknown
samples sent to the City’s lab by the State demonstrates proficiency and continues the City’s ELAP certification.
- Community Outreach. Participating in community based facility tours and internship programs which enhance relationships
and communication between the City, students, community organizations, Cal Poly and Cuesta College.
- Reporting and Record-keeping. Preparing and submitting reports to local, State, and Federal regulatory agencies monthly and
annually for the WRRF and the Water Treatment facility. Maintaining comprehensive files, records, reports, and computer
databases.
- Special Projects. Providing analysis, sampling and documents in support of Utilities special projects such as the TTHM &
Alternative Disinfection, Alternative Disinfection UV project, Nutrient Sampling, and WRRF design and improvement projects.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Water Quality Lab 775,609
2016-17
Staffing 515,179
Other Operating Expenditures 62,200
Contract Services 198,230
D11-14
DEPARTMENT:
PROGRAM:
Actual
2015-16 2017-18 Change 2018-19 Change
423,473 542,798 12%573,906 6%
82,901 86,739 16%86,239 (1%)
332,155 371,800 (8%)385,300 4%
838,529 1,001,337 4%1,045,445 4%
UTILITIES
PROGRAMS
Utilities FUNCTION:Infrastructure & Transportation
Reservoir Operations OPERATION:Utility Services
FUND:Whale Rock Fund
PROGRAM DESCRIPTION:
The Whale Rock Commission is a joint powers agency with six voting members that represent two state agencies and the City
of San Luis Obispo. This commission was formed to build the Whale Rock Reservoir and sets policy for its operation. The
City of San Luis Obispo, California Men’s Colony (CMC),and California Polytechnic State University (Cal Poly) are the
actual water users, sharing the costs and benefits of the reservoir in proportion to their original investment,with the City at 55
percent, Cal Poly at 34 percent,and CMC at 11 percent. The reservoir operations program provides for raw water storage in a
38,967 acre-foot reservoir and raw water delivery through 18 miles of conduit and two pump stations to the member agencies
of the Whale Rock Commission. The program goal is safe dam operation and maintenance,and reliable, easily treatable
supply of raw water for the participating agencies.
OBJECTIVES:
- Collect, store, and pump raw water to member agencies in a reliable, cost-effective manner.
- Protect the dam from vandalism and contamination through effective surveillance.
- Increase awareness of Whale Rock Reservoir as a community asset. Promote public use of fishing and hiking trails. Identify
additional recreational activities that do not negatively impact water quality.
- Maintain reservoir infrastructure to maximize lifespan. Manage the capital improvment program to renew infrastructure and
ensure reliability of water delivery.
ACTIVITIES:
- Water collection, storage and delivery. Collecting and storing raw water, monitoring dam seepage, performing dam stability
readings, and daily dam inspection activities. Monitor raw water quality, and coordinate deliveries of raw water to Whale
Rock Commission agencies and other customers. Provide assistance to Cayucos Area Water Organization (CAWO) member
agencies to assure downstream water entitlements are protected.
- Land Management Patrolling, monitoring, inspecting, repairing and maintaining perimeter access, the dam, reservoir,
surrounding lands including trails and fencing, exposed pipelines and pumping stations to prevent vandalism, raw water
source contamination and acts of terrorism.
- Equipment maintenance. Performing daily inspections, preventive maintenance, repair damaged equipment, and replace
inefficient pumps, electrical motors, motor controllers, generators, meters, and other water delivery controls and equipment.
- Recordkeeping. Preparing daily, weekly, and monthly records and reports for local, State, and Federal agencies. Perform
annual survey of the dam and provide annual report for the Division of Safety of Dams.
- Fishing Program. Maintenance and enhancement of the fishing access trails and visitor facilities in accordance with the State
Water Resources Control Board’s Division of Drinking Water. Maintain trails, trash receptacles, restrooms, and access and
picnic areas in a contaminant free condition at all times. Co-ordinate Steelhead Trout enhancement projects with the
Department of Fish and Game.
- Water deliveries to CAWO. Provide water deliveries to the Cayucos Surface Water Treatment Facility through the Whale
Rock pipeline. Provide optimum use of dam and reservoir under-flow by maximizing the operation of the downstream CAWO
well.
PROGRAM COSTS:
Budget 2017-19 Financial Plan
Total: Reservoir Operations 959,736
2016-17
Staffing 482,836
Other Operating Expenditures 402,300
Contract Services 74,600
D11-15
Section E
CIP
CAPITAL IMPROVEMENT PLAN
Capital Improvement Plan (CIP)
The Capital Improvement Plan section includes:
•CIP Highlights
•CIP Summary Expenditures by Fund
•CIP Summary by Fund and Funding Source
•CIP Summary by Function
•CIP Master List by Function
•Community Safety
•Infrastructure & Transportation
•Major Facility Replacement
•Information Technology
•Fleet Replacement
•Community & Neighborhood Livability
•Environmental Health and Open Space
•Culture & Recreation
•Fiscal Health & Governance
CIP Summaries including:
CIP Write-Ups for the following Functions:
E1-1
CAPITAL IMPROVEMENT PLAN
INTRODUCTION
The Capital Improvement Plan (CIP) enables the City to plan, schedule, and finance capital projects to ensure cost effectiveness and conformance with established plans and policies. The City’s budget process guides the priorities through community input, Council goal setting, Measure G priorities, and the Major City Goal work programs as defined by the City Council.
The City’s CIP includes all infrastructure projects and equipment purchases over the next five years. The first two years of the five-year CIP are, if approved by Council, funded and scheduled for completion. The last three years serve as the framework for future Financial Plans. The plan represents a phased approach to funding the projects needed to maintain the City’s infrastructure and major building facility assets over the entire five-year period. The plan also identifies equipment replacement needs in the area of fleet and information technology infrastructure.
Capital project construction and purchases represent one of the fundamental functions of local government. Many of these projects extend the life of existing city assets like streets, parks, bridges, and water and sewer pipelines and plants. Other projects replace aging facilities and equipment. Finally some projects, representing community desires and council priorities, are new projects intended to enhance the overall quality of life of residents and visitors.
All the City's construction projects and equipment purchases of $25,000 or more are included in the Capital Improvement Plan. Minor capital outlays costing less than $25,000 are included with the Financial Plan operating program budgets. Based on the Council determined goals, and balanced with the City’s financial circumstances, the recommended capital improvement projects total $127.4 million for the 2017-19 Financial Plan and $298.7 million over the five-year plan. Below is a breakout of proposed 2017-19 city-wide projects by function and funding source.
Community & Neighborhood Livability0%
Community Safety1%Culture & Recreation1%
Environmental Health & Open Space70%
Infrastructure & Transportation28%
2017-19 CIP by FUNCTION
E1-2
CAPITAL IMPROVEMENT PLAN
Airport Area Impact Fee1%
Community Development Block Grant Fund0%
Fleet Replacement Fund1%
General CIP Grant Fund11%
General Purpose CIP1%Information Technology Replacement Fund1%Local Revenue Measure Sub-Fund8%Major Facility Replacement Fund0%Parking Fund1%
Parkland Development Fund1%
Public Art Fund0%
Sewer Fund63%
Transit Fund1%
Transportation Impact Fee1%Water Fund10%
2017-19 CIP by FUND
FUND 2017-18 2018-19Airport Area Impact Fee 55,000$ 750,000$ Community Development Block Grant Fund 105,000$ -$ Fleet Replacement Fund 495,000$ 434,000$ General CIP Grant Fund 702,000$ 13,427,453$ General Purpose CIP 264,000$ 788,547$ Information Technology Replacement Fund 304,000$ 1,294,294$ Local Revenue Measure Sub-Fund 5,076,700$ 5,002,323$ Major Facility Replacement Fund 52,200$ 144,200$ Parking Fund 825,000$ 650,000$ Parkland Development Fund 160,000$ 254,000$ Public Art Fund 49,700$ 51,700$ Sewer Fund 22,042,500$ 58,162,000$ Transit Fund 335,000$ 1,085,000$ Transportation Impact Fee 310,500$ 1,369,000$ Water Fund 3,277,500$ 9,362,100$ Whale Rock Fund 520,000$ 36,000$ TOTAL 34,574,100$ 92,810,617$
E1-3
CAPITAL IMPROVEMENT PLAN
PROJECT EVALUATION AND SELECTION
To assist the City Manager in developing the recommended CIP for 2017-22, a designated CIP Review Committee evaluated all departmental requests. Review team members included: 1) Daryl Grigsby, Director of Public Works 2) Derek Johnson, Assistant City Manager 3) Deanna Cantrell, Police Chief 4) Xenia Bradford, Interim Director of Finance
5) Michael Codron, Director of Community Development 6) Carrie Mattingly, Director of Utilities 7) Shelly Stanwyck, Director of Parks & Recreation In preparing the CIP recommendations, the review team considered the following evaluation factors in setting priorities: 1. Is it 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 2015-17? 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? KEY ROLE OF LOCAL REVENUE MEASURE Measure G, also known as the San Luis Obispo Essential Services Measure, is a ½ percent general purpose sales tax that was approved by voters in November 2014. This Measure extended, for eight additional years, the former Measure Y ½ percent general sales tax. It is projected to generate about $7.6 million in 2017-18 and $7.7 million 2018-19 in added revenues for the City. All Measure G spending is reported in the Local Revenue Measure Sub-Fund, which is a sub-fund of the General fund. Measure G provides a local revenue source to ensure that even during challenging financial times the City is able to provide its residents with a high level of service. This fact was proven during the Great Recession when the City used cost containment measures and the available Measure Y revenues to sustain existing essential service levels and make new investments to achieve Council goals. Measure G revenues will continue to be allocated to the community priorities identified in the Measure G ballot language. These funds also and provide the City with the financial ability to address new priorities as they emerge. Linkage to Major City Goals/Other Important Objectives The proposed uses of Measure G revenues in 2017-19 are closely aligned with the top goals and objectives adopted by the City Council, and are summarized as follows: 1) Housing 2) Multi-Modal Transportation 3) Climate Action 4) Downtown Vitality 5) Fiscal Sustainability & Responsibility 6) Other vital services and capital improvement projects
E1-4
CAPITAL IMPROVEMENT PLAN
Accountability for the Use of Measure G Revenues The ordinance approved by the voters as part of Measure G provides the City with revenues for general purposes. By definition, a general purpose revenue, such as Measure G, is not restricted to any particular use. In practice, the City focuses its Measure G revenues on funding essential services such as public safety, streets, flood protection, code enforcement and open space preservation. Measure G includes significant accountability provisions, many of which are continued practices from its predecessor, Measure Y, including; Measure G revenues and expenditures will continue to be audited and reported on annually as part of the City’s Comprehensive Annual Financial Report The Local Revenue Measure Community Forum will continue to be held each year to allow the City Council and staff to hear from residents about their priorities for the City. Decisions on Measure G expenditures must be made through the City’s budget process and include recommendations made by the recently formed Revenue Enhancement Oversight Committee (REOC). The REOC will review the annual report on Measure G expenditures; and a summary will be provided annually to each household in the community detailing how much revenue is being generated by the measure and how funds are being spent. Measure G has an eight-year sunset clause, as did the former Measure Y and will expire in March 2023 if it is not renewed during the 2022 general election. In approving Measure G, the voters recognized that challenges and priorities change over time; and that the Council would need flexibility in using Measure G revenues to respond to emergent issues. For this reason, one of the key accountability features in Measure G is using the City’s budget and goal-setting process as the primary way of determining the use of these general purpose General Fund revenues. As provided in Section 3.15.040 (D) of the Essential Services and Use Tax Ordinance: Integration of the Use of Funds into the City's Budget and Goal-Setting Process. The estimated revenue and proposed use of funds generated by this measure shall be an integral part of the City's budget and goal setting process, and significant opportunities will be provided for meaningful participation by citizens in determining priority uses of these funds. In short, the proposed use of Measure G revenues in 2017-19 is based on the results of the City Council’s goal-setting process and input from the REOC, which included a focus on Measure G and thus reflects the community’s current priorities. BUDGET AND FISCAL POLICIES FOR THE CIP Formally articulated budget and fiscal policies provide the fundamental framework and foundation for preparing and implementing the City’s Financial Plan and the Capital Improvement Plan. For ease of reference, policies pertaining to Capital Improvement Plan Project Management are listed here.
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CAPITAL IMPROVEMENT PLAN
Capital Improvement Plan Project Management Policies A. CIP Project: $25,000 or more. Construction projects and equipment purchases that cost $25,000 or more will be included in the CIP. Minor capital outlays of less than $25,000 will be included with the operating program budgets. B. CIP Purpose: The purpose of the CIP is to systematically plan, schedule, and finance capital projects to ensure cost-effectiveness in conformance with established policies. The CIP is a five-year plan organized into the same functional groupings used for the operating programs. The CIP reflects a balance between capital replacement projects that repair, replace or enhance existing facilities, equipment or infrastructure; and capital facility projects that significantly expand or add to the City’s existing fixed assets. C. Project Manager. Every CIP project will have a project manager who will prepare the project proposal, ensure that required phases are completed on schedule, authorize all project expenditures, ensure that all regulations and laws are observed, and periodically report project status. D. CIP Review Committee. Headed by the City Manager or his/her designee (currently the Public Works Director), this Committee will review project proposals, determine project phasing, recommend project managers, review and evaluate the draft CIP budget document, and report CIP project progress on an ongoing basis. E. CIP Phases. Each CIP proposal emphasizes project planning, with projects progressing through one or more of the following phases depending on the project type and scope:
F. CIP Appropriation. The City’s annual CIP appropriation for study, design, acquisition and/or construction is based on the projects designated by the Council through adoption of the Financial Plan. Adoption of the Financial Plan CIP appropriation does not automatically authorize spending for specific projects. This spending approval generally occurs only after the preceding project phase has been completed and approved by the Council. Accordingly, expenditure approvals are generally made when the City authorizes the release of the project specifications for bidding. In that action the Council authorizes a contract to be entered into if the project costs are within the budgeted amount as spelled out in the Council action. If project costs at the time of bid award are less than the budgeted amount, the balance will be un-appropriated and returned to fund balance or allocated to another project. If project costs at the time of bid award are greater than budget amounts, five options are available: 1. Eliminate the project. 2. Defer the project for consideration to the next Financial Plan period. 3. Re-scope or change the phasing of the project to meet the existing budget. 4. Transfer funding from another specified, lower priority project. 5. Appropriate additional resources as necessary from fund balance.
Fund Appropration Project Study Design Environmental Review Property Acquisition Site Preparation Equipment Acquisition Contruction & Construction Management
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CAPITAL IMPROVEMENT PLAN
G. CIP Budget Carryover. Appropriations for CIP projects lapse three years after budget adoption if spending approval has not been obtained (see CIP Appropriation). Project accounts, which have received spending approval, will not lapse until completion of the approved project phase. H. Public Art. CIP projects will be evaluated during the budget process and prior to each phase for conformance with the City's Public Art policy, which generally requires that 1% of eligible project construction costs be set aside for public art. Excluded from this requirement are underground projects and utility infrastructure projects. It is generally preferred that public art be incorporated directly into the project, but this is not practical or desirable for all projects; in this case, an in-lieu contribution to public art will be made. To ensure that funds are adequately budgeted for this purpose regardless of whether public art will be directly incorporated into the project, funds for public art will be identified separately in the CIP. I. Program Objectives. Project phases will be listed as objectives in the program narratives of the programs, which manage the projects. J. General Plan Consistency Review. The Planning Commission will review the Preliminary CIP for consistency with the General Plan and provide its findings to the Council prior to plan adoption. CIP FINANCIAL REPORTING AND FUNDING The following summarizes key policies related to CIP financial reporting and funding. CIP Budget and Financial Reporting It is the City’s policy to prepare financial statements in accordance with generally accepted accounting principles (GAAP). The City prepares its budget for each fund in accordance with its respective basis of accounting. This includes the CIP. CIP Revenues It is the City’s policy to discourage earmarking general-purpose revenues, whether in the General Fund or Enterprise Funds. For this reason, there are no “dedicated” revenues for CIP purposes, except in limited circumstances where revenues are legally restricted for capital projects. This includes: 1. Development Impact Fees. It is the City’s policy that new development should pay its fair share of the cost of constructing the community facilities needed to serve it. For this reason, the City has established development impact fees for water, sewer, and transportation improvements under the stringent requirements set by the State under Assembly Bill 1600 (California Government Code Section 66000 et. seq.) 2. In-Lieu Fees. The City has adopted parking, parkland dedication, and “inclusionary moderate and low income housing” requirements. In some cases, developers may pay in-lieu fees instead of providing that asset (parking, parkland, or affordable housing). 3. Grants. Projects may be funded from grant programs where the use is restricted for CIP purposes by an outside agency. In preparing the CIP, the City reflects grant funding from the various sources that are available to fund eligible projects. While the CIP program includes these grant-funded projects, none are appropriated until the grant award is confirmed by city staff. 4. Donations. Very rarely the City may receive donations; but in these cases, they are generally earmarked by the donor for a specific project. All other CIP project funding competes with
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CAPITAL IMPROVEMENT PLAN
resources for delivery of day-to-day services and other new initiatives, within the overall resource capacity of the General Fund and applicable Enterprise Funds. This is appropriate, given that this is the fundamental purpose of the City’s budget process: balancing limited resources between basic services, new program initiatives, infrastructure maintenance, and new facilities. It also means that the CIP is directly tied to the City’s overall fiscal health and financial outlook. CIP EXPENDITURE SUMMARIES This section includes summary information for the 2017-22 Capital Improvement Plan, including Functions and Funding Source. 1. Summary of CIP expenditures by fund and funding source for each fiscal year, and 2. Master CIP detail expenditures by function, category, and project name for each fiscal year: Function: 1) Community Safety 2) Infrastructure & Transportation 3) Community & Neighborhood Livability 4) Environmental Health & Open Space 5) Culture & Recreation 6) Fiscal Health & Governance 7) Major Facility Replacement 8) IT Replacement 9) Fleet Replacement
Departments included: Police, Fire, Public Works Public Works, Utilities, Information Technology Administration, Utilities Parks & Recreation Finance, Administration Public Works Information Technology Public Works
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FUND 2017-18 2018-19Airport Area Impact Fee 55,000$ 750,000$ Community Development Block Grant Fund 105,000$ -$ Fleet Replacement Fund 495,000$ 434,000$ General CIP Grant Fund 702,000$ 13,427,453$ General Purpose CIP 264,000$ 788,547$ Information Technology Replacement Fund 304,000$ 1,294,294$ Local Revenue Measure Sub-Fund 5,076,700$ 5,002,323$ Major Facility Replacement Fund 52,200$ 144,200$ Parking Fund 825,000$ 650,000$ Parkland Development Fund 160,000$ 254,000$ Public Art Fund 49,700$ 51,700$ Sewer Fund 22,042,500$ 58,162,000$ Transit Fund 335,000$ 1,085,000$ Transportation Impact Fee 310,500$ 1,369,000$ Water Fund 3,277,500$ 9,362,100$ Whale Rock Fund 520,000$ 36,000$ TOTAL 34,574,100$ 92,810,617$
CAPITAL IMPROVEMENT PLAN - SUMMARY BY FUND
Airport Area Impact Fee1%
Community Development Block Grant Fund0%Fleet Replacement Fund1%
General CIP Grant Fund11%
General Purpose CIP1%
Information Technology Replacement Fund1%
Local Revenue Measure Sub-Fund8%Major Facility Replacement Fund0%Parking Fund1%
Parkland Development Fund1%
Public Art Fund0%
Sewer Fund63%
Transit Fund1%
Transportation Impact Fee1%Water Fund10%
2017-19 CIP by FUND
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2017-18 2018-19 2019-20 2020-21 2021-22
Airport Area Impact Fee 55,000$ 750,000$ -$ -$ -$ Airport Area Impact Fee Total 55,000$ 750,000$ -$ -$ -$
State or Federal Grant 105,000$ -$ 250,000$ 250,000$ 250,000$ CDBG Fund Total 105,000$ -$ 250,000$ 250,000$ 250,000$
Debt Financing 465,000$ 359,000$ -$ 410,000$ -$ Fleet Replacement Fund 30,000$ 75,000$ General Capital Outlay -$ -$ 784,000$ 519,000$ 522,000$ Fleet Replacement Fund Total 495,000$ 434,000$ 784,000$ 929,000$ 522,000$
State or Federal Grant 600,000$ 13,327,453$ -$ 390,500$ 16,380,600$ Zone 9 - County Grant 102,000$ 100,000$ 100,000$ 100,000$ 100,000$ General CIP Grant Fund Total 702,000$ 13,427,453$ 100,000$ 490,500$ 16,480,600$
Developer Contribution -$ 97,547$ 1,350,000$ General Capital Outlay 264,000$ 691,000$ 3,786,780$ 3,514,500$ 3,690,700$ General Purpose CIP Total 264,000$ 788,547$ 5,136,780$ 3,514,500$ 3,690,700$
General Capital Outlay 189,255$ 1,078,977$ 525,000$ 550,968$ 579,000$ Parking Fund 6,633$ 18,854$ 4,069$ 633$ 9,749$ Sewer Fund 14,923$ 71,780$ 307,876$ 4,260$ 25,873$ State or Federal Grant 65,000$ -$ -$ -$ -$ Transit Fund 3,317$ 56,570$ 2,035$ 982$ 2,248$ Water Fund 22,662$ 52,150$ 24,287$ 1,848$ 29,419$ Whale Rock Fund 2,210$ 15,963$ 1,356$ 409$ 417$ Information Tech. Replacement Fund Total 304,000$ 1,294,294$ 864,623$ 559,100$ 646,706$
2017-19 Financial Plan Proposed
Airport Area Impact Fee
Fleet Replacement Fund
General CIP Grant Fund
General Purpose CIP
Community Development Block Grant (CDBG) Fund
CAPITAL IMPROVEMENT PLAN - SUMMARY BY FUND & FUNDING SOURCE
Information Technology Replacement Fund
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2017-18 2018-19 2019-20 2020-21 2021-222017-19 Financial Plan Proposed
CAPITAL IMPROVEMENT PLAN - SUMMARY BY FUND & FUNDING SOURCE
Measure G Revenue 3,288,300$ 3,539,600$ -$ -$ -$ Measure G Revenue - Information Technology 536,500$ 182,023$ -$ -$ -$ Measure G Revenue - Major Facility Replacement 483,900$ 507,700$ -$ -$ -$ Measure G Revenue - Fleet Replacement 638,000$ 508,000$ -$ -$ -$ Measure G Revenue - Fleet Debt 130,000$ 265,000$ -$ -$ -$ Local Revenue Measure Sub-Fund Total 5,076,700$ 5,002,323$ -$ -$ -$
General Capital Outlay 45,000$ 101,000$ 821,900$ 288,000$ 162,200$ Sewer Fund 3,600$ 21,600$ -$ -$ -$ Water Fund 3,600$ 21,600$ -$ -$ -$ Major Facility Replacement Fund Total 52,200$ 144,200$ 821,900$ 288,000$ 162,200$
Debt Financing 17,600,000$ Parking Fund 825,000$ 650,000$ 6,000,000$ 70,000$ -$ Parking Fund Total 825,000$ 650,000$ 23,600,000$ 70,000$ -$
Park In-Lieu Fees 160,000$ 254,000$ 15,000$ 15,000$ 15,000$ Parkland Development Fund Total 160,000$ 254,000$ 15,000$ 15,000$ 15,000$
Art In Lieu Fee 15,000$ 15,000$ 15,000$ 15,000$ 15,000$ General Capital Outlay 34,700$ 36,700$ 35,020$ 35,500$ 37,300$ Public Art Fund Total 49,700$ 51,700$ 50,020$ 50,500$ 52,300$
Sewer Fund 22,042,500$ 58,162,000$ 37,140,000$ 30,906,000$ 4,065,000$ Sewer Fund Total 22,042,500$ 58,162,000$ 37,140,000$ 30,906,000$ 4,065,000$
State or Federal Grant 335,000$ 25,000$ 25,000$ 25,000$ 25,000$ Transit Fund 1,060,000$ 1,590,000$ 1,590,000$ 250,000$ Transit Fund Total 335,000$ 1,085,000$ 1,615,000$ 1,615,000$ 275,000$
Parkland Development Fund
Public Art Fund
Local Revenue Measure Sub-Fund
Major Facility Replacement Fund
Parking Fund
Sewer Fund
Transit Fund
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2017-18 2018-19 2019-20 2020-21 2021-222017-19 Financial Plan Proposed
CAPITAL IMPROVEMENT PLAN - SUMMARY BY FUND & FUNDING SOURCE
Debt Financing 12,500,000$ Transportation Impact Fee - Fund Balance 60,500$ 1,119,000$ 1,400,000$ 60,000$ -$ Transportation Impact Fee 250,000$ 250,000$ -$ -$ -$ Transportation Impact Fee Total 310,500$ 1,369,000$ 1,400,000$ 60,000$ 12,500,000$
Water Fund 3,277,500$ 9,362,100$ 17,141,000$ 2,784,000$ 2,149,000$ Water Fund Total 3,277,500$ 9,362,100$ 17,141,000$ 2,784,000$ 2,149,000$
Whale Rock Fund 520,000$ 36,000$ -$ -$ 60,000$ Whale Rock Fund Total 520,000$ 36,000$ -$ -$ 60,000$
TOTAL 34,574,100$ 92,810,617$ 88,918,323$ 41,531,600$ 40,868,506$
Transportation Impact Fee
Water Fund
Whale Rock Fund
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2017-18 2018-19Community & Neighborhood Livability 170,000$ 425,000$ Community Safety 390,000$ 578,600$ Culture & Recreation 620,000$ 416,700$ Environmental Health & Open Space 20,789,000$ 68,098,000$ Infrastructure & Transportation 12,605,100$ 23,292,317$ TOTAL 34,574,100$ 92,810,617$
CAPITAL IMPROVEMENT PLAN - SUMMARY BY FUNCTION
Community & Neighborhood Livability0%
Community Safety1%Culture & Recreation1%
Environmental Health & Open Space70%
Infrastructure & Transportation28%
2017-19 CIP by FUNCTION
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PAGE #FUNCTION, CATEGORY, & PROJECT NAME 2017-18 2018-19 2019-20 2020-21 2021-22
Neighborhood Wellness
E2-1 Mission Plaza Railing Upgrade -$ 30,000$ -$ 35,000$ 15,000$
E2-3 Mission Plaza Restroom Replacements and Enhancements -$ 25,000$ 45,000$
E2-5 Park Major Replacement & Repairs 170,000$ 290,000$ 215,000$ 315,000$ 15,000$
E2-11 Playground Equipment Replacement -$ 80,000$ 350,000$ 25,000$ 150,000$
COMMUNITY & NEIGHBORHOOD LIVABILITY Total 170,000$ 425,000$ 610,000$ 375,000$ 180,000$
Fire Safety
E2-12 Fire Station 4 Emergency Backup Generator 7,000$ 72,500$ -$ -$
Police Protection
E2-14 Police Department Space Improvements 35,000$ 89,000$ 279,000$ -$ -$
E2-16 Police Station Replacement 15,000$
Stormwater
E2-18 Silt Removal 102,000$ 100,000$ 100,000$ 100,000$ 100,000$
E2-20 Storm Drain System Replacement 231,000$ 317,100$ 111,780$ 253,500$ 471,300$
COMMUNITY SAFETY Total 390,000$ 578,600$ 490,780$ 353,500$ 571,300$
Cultural Services
E2-23 City/County Library Major Maint. & ADA Compliance 405,300$ -$ -$ -$ -$
E2-25 Public Art Fund 49,700$ 51,700$ 50,020$ 50,500$ 52,300$
E2-27 Public Art Master Planning Initiatives 75,000$ 75,000$ 15,000$ 15,000$ 15,000$
Recreational Services
E2-29 Parks and Recreation Interior Office Rehabilitation 5,000$ 111,000$ -$ -$
E2-31 Pickleball Courts (formerly New Park Amenitites 60,000$
E2-33 Sinsheimer Park Tennis Court Lighting 25,000$ 179,000$
CULTURE & RECREATION Total 620,000$ 416,700$ 65,020$ 65,500$ 67,300$
Environmental Protection
E2-35 Green Fleet Vehicle Charging Stations 30,000$ 75,000$
E2-37 Ongoing Open Space Maintenance 60,000$ 60,000$ 60,000$ 60,000$ 60,000$
E2-39 Water Resource Recovery Facility Major Facility 19,709,000$ 56,500,000$ 35,000,000$ 29,000,000$
E2-41 Water Treatment - Energy Efficiency 450,000$ 8,500,000$ 5,800,000$
E2-43 Water Treatment - Major Facility Maintenance 360,000$ 163,000$ 171,000$ 179,000$ 189,000$
E2-45 Water Treatment - Tank Maintenance 40,000$ 275,000$ 50,000$
OpenSpace
E2-47 Laguna Lake Dredging and Sediment Management Project Implementation 40,000$ 200,000$ 250,000$ 300,000$ 350,000$
E2-49 Open Space Acquisition 100,000$ 2,600,000$ 100,000$ 150,000$ 200,000$
ENVIRONMENTAL HEALTH & OPEN SPACE Total 20,789,000$ 68,098,000$ 41,656,000$ 29,739,000$ 799,000$
CAPITAL IMPROVEMENT PLAN - MASTER LIST BY FUNCTION
COMMUNITY & NEIGHBORHOOD LIVABILITY
COMMUNITY SAFETY
CULTURE & RECREATION
ENVIRONMENTAL HEALTH & OPEN SPACE
2017-19 Financial Plan Proposed
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PAGE #FUNCTION, CATEGORY, & PROJECT NAME 2017-18 2018-19 2019-20 2020-21 2021-22
CAPITAL IMPROVEMENT PLAN - MASTER LIST BY FUNCTION
2017-19 Financial Plan Proposed
Facilities
E2-51 City Facility Parking Lot Maintenance 120,000$ -$ 100,000$ 200,000$
E2-53 Corporation Yard TI -$ 50,000$ -$ -$
E2-55 Major Facility Replacement 536,100$ 651,900$ 821,900$ 288,000$ 162,200$
Information Technology
E2-62 IT Replacement 740,500$ 1,476,317$ 864,623$ 559,100$ 646,706$
E2-165 Enterprise SQL Server 2016 Cluster - FY 2017-18 100,000$ -$ -$ -$ -$
Multimodal Transportation
E2-89 2015 Traffic Safety Report Implementation 60,000$ 175,000$ -$ -$
E2-91 Active Transportation Plan 40,000$ -$ -$ -$ -$
E2-92 Bicycle Facility Improvements 100,000$ 100,000$ 100,000$ 110,000$ 110,000$
E2-94 Bob Jones Trail Prefumo Creek Connection to Oceanaire -$ 1,060,000$ 1,000$ 1,000$ 1,000$
E2-96 Broad Street Corridor Access Improvements 25,000$ 45,000$ -$ -$
E2-98 California & Taft Roundabout 60,000$ 1,000,000$
E2-100 Higuera St. Widening - Bridge to Elks & Fontana to Chumash 35,500$ 330,000$
E2-79 Marsh Street Parking Structure Maintenance 575,000$ -$ -$ -$ -$
E2-104 Neighborhood Traffic Improvements 75,000$ 75,000$ 75,000$ 75,000$ 75,000$
E2-102 Orcutt & Tank Farm Roundabout 100,000$
E2-81 Palm - Nipomo Parking Structure 250,000$ -$ 23,600,000$ -$ -$
E2-83 Parking Access Revenue Control System -$ 650,000$ -$ -$ -$
E2-106 Pedestrian and Bicycle Pathway Maintenance 60,000$ 60,000$ 35,000$ 80,000$ 50,000$
E2-108 Penny Lane Bridge at Union Pacific Railroad (UPRR)50,000$
E2-110 Prado Road Bridge & Road Widening 595,000$ 9,750,000$
E2-112 Prado Road Interchange 150,000$ 840,000$ 2,700,000$ 28,000,000$
E2-114 Railroad Safety Trail (RRST) - Pepper Street to the Train Station -$ 30,000$ 140,000$ -$ -$
E2-116 Safe Routes to School Implementation Foothill Crossing 50,000$ 250,000$
E2-85 Transit - Automatic Vehicle Location System 310,000$ -$ -$ -$ -$
E2-87 Transit - Bus Shelter Replacement 25,000$ 25,000$ 25,000$ 25,000$ 25,000$
E2-89 Transportation Safety & Operations 30,000$ 90,000$ 30,000$ 90,000$ 30,000$
E2-65 Fleet Replacement 1,348,000$ 2,287,000$ 2,889,000$ 2,810,000$ 997,000$
Roadway Infrastructure
E2-120 Bridge Maintenance -$ 50,000$ 100,000$ 75,000$ 75,000$
E2-122 Bridge Replacement - Chorro Street -$ -$ -$ 363,000$
E2-124 Bridge Replacement - Madonna Road -$ -$ -$ -$ 451,000$
E2-126 Bridge Replacement - Nipomo Street 390,500$ 160,000$
E2-128 Broad Street Bicycle Boulevard 180,000$ 270,000$
E2-129 Downtown Renewal 190,000$ 60,000$ -$
E2-139 New Street Lights 20,000$ 20,000$ 20,000$ 20,000$
E2-132 Sidewalk Replacement and Installation 130,000$ 50,000$ 275,000$ 400,000$ 350,000$
E2-135 Street Reconstruction & Resurfacing 1,600,000$ 1,600,000$ 1,600,000$ 1,600,000$ 1,600,000$
E2-137 Traffic Signs & Striping Maintenance 25,000$ 25,000$ 75,000$ 75,000$
INFRASTRUCTURE & TRANSPORTATION
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PAGE #FUNCTION, CATEGORY, & PROJECT NAME 2017-18 2018-19 2019-20 2020-21 2021-22
CAPITAL IMPROVEMENT PLAN - MASTER LIST BY FUNCTION
2017-19 Financial Plan Proposed
Utility Services
E2-150 LAN Tablet System 34,100$
E2-141 Wastewater Collection System Improvements 1,250,000$ 1,474,000$ 1,570,000$ 1,630,000$ 1,870,000$
E2-146 Wastewater Collection Telemetry System Improvements 100,000$ 38,000$ -$ -$ -$
E2-148 Wastewater Lift Station Replacement 1,085,000$ -$ -$ -$ 1,980,000$
E2-152 Water Distribution System Improvements 2,390,000$ 470,000$ 450,000$ 2,610,000$ 2,010,000$
E2-157 Water Distribution Telemetry System Improvements 50,000$ 50,000$ -$ -$ -$
E2-159 Water Storage Resevoir Replacement 200,000$ 10,500,000$
E2-161 Whale Rock Pipeline Reliability Assessment 500,000$
E2-163 Whale Rock Resevoir Automoatic Control Valve Replacement 36,000$
INFRASTRUCTURE & TRANSPORTATION Total 12,605,100$ 23,292,317$ 46,096,523$ 10,998,600$ 39,250,906$
TOTAL 34,574,100$ 92,810,617$ 88,918,323$ 41,531,600$ 40,868,506$
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CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY MISSION PLAZA RAILING UPGRADE – FY 2018-19, FY 20-21, FY 2021-22 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives: Downtown Vitality ☒ Measure G Priority: Code Enforcement 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. Most of the 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 E2-1
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY Anticipated Facility Life Span: 25 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalConstruction (953)$120,000$30,000$35,000 $15,000$200,000Total$120,000$0 $30,000$0 $35,000 $15,000 $200,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$120,000$30,000$35,000 $15,000$200,000Total$120,000$0 $30,000$0 $35,000 $15,000 $200,000 This project is funded by the Local Revenue Measure. E2-2
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY MISSION PLAZA RESTROOM REPLACEMENT AND ENHANCEMENT - FY 2017-18, FY 2018-19, FY 2019-20 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives: Downtown Vitality ☒ Measure G Priority: Parks and Recreation/Senior Programs and Facilities 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 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 E2-3
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY MISSION PLAZA RESTROOM REPLACEMENT AND ENHANCEMENT - FY 2017-18, FY 2018-19, FY 2019-20 Anticipated Facility Life Span: 50 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalStudy (951)$0Design (952)$80,000$45,000$125,000Construction (953)$0Const. Management (954)$0Environmental Review (957)$25,000$25,000Total$80,000$0 $25,000 $45,000$0$0 $150,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$80,000$25,000 $45,000$150,000Total$80,000$0 $25,000 $45,000$0$0 $150,000 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. This project is funded by the Local Revenue Measure. E2-4
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: Parks and Recreation/Senior Programs and Facilities 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 E2-5
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY to the nearby walkway. At 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. E2-6
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. E2-7
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 2017-18 2018-19 2019-20 2020-21 2021-22 Location Design Const. Design Const. Design Const. Design Const. Design Const. 1. Meadow Park Building Access Bridge $75,000 2. Sinsheimer Court Entrance Hardscape $60,000 3. Sinsheimer Irrigation $10,000 $60,000 4. Sinsheimer Stadium Drainage $10,000 $60,000 5. Elsford Park Fencing $15,000 6. Damon Garcia Sport Lights $30,000 7. Meadow Park Irrigation Valves $90,000 $30,000 8. Mission Plaza Irrigation Valves $80,000 9. Railroad Bike path fencing - Partial $30,000 10. Laguna Lake Docks & Ramp 11. Sinsheimer Equipment Storage $20,000 $90,000 12. Railroad Bike path fencing - Partial $245,000 E2-8
CAPITAL IMPROVEMENT PLAN – COMMUNITY & NEIGHBORHOOD LIVABILITY 13. Calle Joaquin Irrigation $10,000 $25,000 14. Meadow Park Par Course $10,000 $30,000 15. Hydration Stations (various sites) $15,000 $15,000 $15,000 $15,000 $15,000 Total $20,000 $150,000 $20,000 $270,000 $20,000 $195,000 $315,000 - - Annual Totals $170,000 $290,000 $215,000 $315,000 $15,000 Projects Identified for Future Needs: Laguna Lake Shoreline ($170,000), Emerson Park Fitness Equipment ($60,000), Mission Plaza Arbor ($70,000), Mission Plaza Bridge ($200,000), Meadow & Santa Rosa Park Bleachers ($325,000) Anticipated Facility Life Span: Varies by Project Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (952)$85,000 $20,000 $20,000 $20,000 $50,000$0$195,000Construction (953)$401,000 $150,000 $270,000 $195,000 $265,000 $15,000$1,296,000Const. Management (954)$40,000$40,000Total$526,000 $170,000 $290,000 $215,000 $315,000 $15,000 $1,531,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 TotalGeneral Capital Outlay$526,000 $170,000 $290,000 $215,000 $315,000 $15,000$1,531,000Total$526,000 $170,000 $290,000 $215,000 $315,000 $15,000 $1,531,000 This project is funded by the Local Revenue Measure. E2-9
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: Parks and Recreation/Senior Programs and Facilities 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 $350,000. 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 E2-10
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 Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (952)$80,000$25,000$105,000Construction (953)$350,000$0 $150,000$500,000Total$0$0 $80,000 $350,000 $25,000 $150,000 $605,000Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalGeneral Capital Outlay$80,000 $350,000 $25,000 $150,000$605,000Total$0$0 $80,000 $350,000 $25,000 $150,000 $605,000 This project is funded by the Local Revenue Measure. E2-11
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: Public Safety 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 high 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 of the City’s four fire stations 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 E2-12
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 $79,500Project 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 This is project is being funded by the Local Revenue Measure. E2-13
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY POLICE DEPARTMENT SPACE IMPROVEMENTS & CARPET REPLACEMENT - FY 2017-18, 2018-19, 2019-20 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 in FY 2017-18 and $89,000 in FY 2018-19 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 $279,000 in FY 2019-20. Status This is a new project not included in the 2015-17 Financial Plan. E2-14
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY Project Team Lead Department: Police Department Operating Program Number & Title: 80100 Police Administration Assignment Program/Work Group Estimated Hours 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 $279,000$349,500Computer Acquisition (963)$18,500$18,500Total$0 $35,000 $89,000 $279,000 $0 $0 $403,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$35,000 $89,000 $279,000$403,000Total$0 $35,000 $89,000 $279,000 $0 $0 $403,000 E2-15
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY POLICE STATION REPLACEMENT – FY 2017-18 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☒ Measure G Priority: Public Safety 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. E2-16
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 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalStudy (951)$65,000$0$65,000Design (952)$15,000 $0$15,000Total$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 E2-17
CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY
SILT REMOVAL – (ANNUAL)
Project Description Community Priority
☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives
☐ Measure G Priority: Flood Protection
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 - Design 450 hours
Technical Studies Natural Resources 200 hours
Contract Administration CIP Engineering - Administration 80 hours
Construction Management CIP Engineering - Inspection 200 hours
Site 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 path 2018 & 2021
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CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY
Location Estimated Year of Construction
Culvert – Larkspur at Goldenrod 2018 & 2021
Murray Culverts at Broad – Old Garden Creek 2018
Sacramento 500 ft North of Via Esteban 2018
Sacramento 100 ft North of Ricardo 2018
Tank Farm Road 250 ft West of Orcutt 2018
Project Phasing and Funding Sources
Master account project: Specification No. 90581 Silt Removal
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Design (952)$25,000 $25,000
Construction (953)$110,000 $77,000 $100,000 $287,000
Environmental Review (957)$0
Total $110,000 $102,000 $100,000 $0 $0 $0 $312,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Grant $110,000 $102,000 $100,000 $100,000 $100,000 $100,000 $612,000
General Capital Outlay $0
Total $110,000 $102,000 $100,000 $100,000 $100,000 $100,000 $612,000
This project is funded by Zone 9 grant money.
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CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY
STORM DRAIN SYSTEM REPLACEMENT – (ANNUAL)
Project Description Community Priority
☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives
☒ Measure G Priority: Flood Protection
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
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 faile d 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 imme diately 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 s ize 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. Althoug h 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.
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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 $21,000 $185,000 $15,000 2017-18
CMP Replacement $30,000 - - 2018-19
CMP Replacement $10,000 $81,780 $20,000 2019-20
CMP Replacement - $65,825 - 2020-21
CMP Replacement $23,565 $377,040 $70,695 2021-22
Old Garden Creek $12,675 $150,000 $25,000 2020-21
Broad / Leff Culvert $10,000 2017-18
Broad / Leff Culvert - $279,300 $37,800 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.
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CAPITAL IMPROVEMENT PLAN – COMMUNITY SAFETY
Project Phasing and Funding Sources
Master account project - Specification No. 90742 Storm Drain Replacement
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Design (952)$28,700 $31,000 $30,000 $10,000 $12,675 $23,565 $135,940
Construction (953)$475,000 $185,000 $279,300 $81,780 $215,825 $377,040 $1,613,945
Const. Management (954)$70,600 $15,000 $7,800 $20,000 $25,000 $70,695 $209,095
Total $574,300 $231,000 $317,100 $111,780 $253,500 $471,300 $1,958,980
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $574,300 $231,000 $317,100 $111,780 $253,500 $471,300 $1,958,980
Total $574,300 $231,000 $317,100 $111,780 $253,500 $471,300 $1,958,980
This project is funded by the Local Revenue Measure.
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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 $405,300 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 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. Total elevator replacement costs: $235,367 Total flooring replacement costs: $133,707 Anticipated roofing costs (including other related maintenance): $264,512 Overhead (project management and contingency): $176,905 Total: $810,491 City Share: $405,246 Status This is a new project not included in the 2015-17 Financial Plan. E2-23
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION 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 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 Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalConstruction (953)$405,300$405,300Total$0 $405,300 $0 $0 $0 $0 $405,300Ongoing 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$405,300$405,300Total$0 $405,300 $0 $0 $0 $0 $405,300 This project will be funded by the Local Revenue Measure. E2-24
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION ANNUAL PUBLIC ART FUNDING (ANNUAL) Project Description Community Priority ☒ New Project ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need The City’s Public Art Program receives funding from a combination of the City’s general capital program and development fee revenues. This funding is used to support various public art projects throughout the City. This CIP relates to the City’s annual contribution to its Public Art Fund. Status Capital Improvement Project Contribution to Public Art Fund. Under the City's public art policy, 1% of the construction component of eligible City capital improvement plan (CIP) projects shall be allocated for public art. Capital projects that are excluded from this 1% requirement are: 1. Underground projects 2. Utility infrastructure projects 3. Projects funded from outside agencies 4. Costs other than construction such as study, environmental review, design, site preparation and acquisition 5. Public Art projects Projects with eligible construction funding components are identified in the five-year CIP funding table located at the end of this budget request. In accordance with the approved funding policy level of 1% of eligible capital project construction costs, staff has identified General Fund allocations of $35,500 in 2017-18, $38,500 in 2018-19, $38,400 in 2019-20, $35,500 in 2020-21 and $37,300 in 2021-22. Allocation of Public Art Funds After the Financial Plan is adopted, the CIP Review Committee will review potential public art projects for 2017-19 submitted by the Public Art Program Manager and make recommendations to the Council regarding the allocation of the City’s public art fund to specific public art projects. Project Team Lead Department: Parks and Recreation Operating Program Number & Title: 60100 Parks and Recreation Administration Assignment Program/Work Group Estimated Hours Funding Allocation P&R (Public Art Program) 10 Public Art/CIP Review Committee P&R (Public Art Program), Public Works 10 E2-25
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalPublic Art (965)$49,700 $51,700 $50,020 $50,500 $52,300$254,220Total$0 $49,700 $51,700 $50,020 $50,500 $52,300 $254,220Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalMaintenance Materials$5,000 $5,000 $5,000 $5,000 $5,000$25,000Contract Services$10,000 $10,000 $10,000 $10,000 $10,000$50,000Total$0 $15,000 $15,000 $15,000 $15,000 $15,000 $75,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$34,700 $36,700 $35,020 $35,500 $37,300$179,220Impact/In-Lieu Fees$15,000 $15,000 $15,000 $15,000 $15,000$75,000Total$0 $49,700 $51,700 $50,020 $50,500 $52,300 $254,220 This project will be funded partially by development review fees for public art projects. E2-26
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION PUBLIC ART MASTER PLANNING INITIATIVES – (ANNUAL) Project Description Community Priority ☒ New Project ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need In December 2016, Council adopted the City’s first Public Art Master Plan. The Public Art Master Plan has an emphasis on operational and programmatic priorities with goals and objectives designed to serve as a road map for the future of public art San Luis Obispo. This budget request seeks public art funding appropriations for the implementation of the short-term action items identified for Years one through three of the Master Plan. Short-Term action items prioritize the maintenance of the existing pubic art collection and expansion of public art program with cost effective temporary, semi-permanent, and function art. Funding to meet these objectives are requested as part of the 2017-19 Financial Planning process. Maintenance Current Public Art Collection- $15,000 annually. The most immediate need of the public art program is the maintenance of the current collection of 76 pieces of artwork. Addressing urgent repairs is recommended annually during the next five years of the City’s CIP to fund needed deferred maintenance and repairs. It is recommended that $15,000 be allocated annually for these maintenance activities through 2022. Expansion of Temporary Public Art Program for Box Art - $40,000 in each of years one and two. The expansion the Box Art Program is recommended in the adopted Public Art Master Plan. Further, the Box Art Program policy, recently adopted by City Council, also includes the expansion of this mural artwork to all city-owned traffic signal cabinets over the next three to five years. Public Art funding is therefore recommended to be allocated toward expansion of this existing temporary public art program. The cost of a Box Art Painting phase, including the artist stipend and preparing and protecting the box art murals, is estimated to cost $40,000 a year and results in the painting of approximately 13 boxes in years one and two of the Financial Plan completing a full expansion of Box Art program to all city-owned utility boxes by 2019. Integration of New Art Types into the Collection - $20,000 in each of years one and two. The Public Art Master plan encourages new and creative art installations. Parks and Recreation, Utilities and Public Works staff are recommending engaging the community in creating art designs for the city’s utility covers. This type of art-centric design competition will elevate the public’s awareness of the City’s Public Art program and utility services. The public art program will facilitate the art-designing competition for the selection of a design(s) for future use by the Utilities Department when utility covers are replaced. The Utilities Department will be responsible for the purchase of the newly designed physical utility covers. The Utility Cover Art is recommended in Year 1. Pursuing a public art project to integrate street murals at selected street crossings is recommended in Year 2. Other new art type projects will be developed and future funding sought in the 2019-.21 Financial Plan. E2-27
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION Status This is a new budget request not in the 2015-17 Financial Plan. Public Art Master Plan Initiatives will be funded exclusively from the Public Art Fund (260), which is comprised of both the City’s General Fund contributions and Development in-lieu fees collected annually. Project Team Lead Department: Parks and Recreation Operating Program Number & Title: 60100 Parks and Recreation Administration Assignment Program/Work Group Estimated Hours Public Art/CIP Review Committee P&R (Public Art Program), Public Works, Utilities 15 Public Art Programming P&R (Public Art Program) 200 Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalPublic Art (965)$75,000 $75,000 $15,000 $15,000 $15,000$195,000Total$0 $75,000 $75,000 $15,000 $15,000 $15,000 $195,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalImpact/In-Lieu Fees$75,000 $75,000 $15,000 $15,000 $15,000$195,000Total$0 $75,000 $75,000 $15,000 $15,000 $15,000 $195,000 There is currently $422,077 available in the Public Art Fund balance to support the implementation of the Public Art Master Plan. E2-28
CAPITAL IMPROVEMENT PLAN – FISCAL HEALTH & GOVERNANCE 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 furnituremodifications, 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 $5,000; 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 in 2017-18 and construction in 2018-19. Status This is a new project not included in the 2015-17 Financial Plan. E2-29
CAPITAL IMPROVEMENT PLAN – FISCAL HEALTH & GOVERNANCE Project Team Lead Department: Parks and Recreation Operating Program Number & Title: 60100 Recreation Administration 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 2021-22TotalDesign (952)$5,000$5,000Construction (953)$40,000$40,000Equipment Acquisition (956)$50,000$50,000Computer Acquisition (963)$21,000$21,000Total$0 $5,000 $111,000 $0 $0 $0 $116,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$0 $5,000 $111,000$116,000Total$0 $5,000 $111,000 $0 $0 $0 $116,000 E2-30
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION PICKLEBALL COURTS (formerly New Park Amenities) - FY 2017-18 Project Description Community Priority ☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need To continue to be responsive to emerging recreational needs, funding for a “New Parks Amenities” was approved in the current CIP for 2018-19 with the intent of creating new recreational opportunities in alignment with the City’s financial planning processes. Construction of dedicated Pickleball courts is one such need. Since 2014, Pickleball enthusiasts have informed the City about the growing popularity of the sport and their desire to have recreational opportunities within the City to play Pickleball. In March 2015, the Parks and Recreation Commission approved a Pilot Program, temporarily sharing of existing basketball sport court space, for the emerging sport. In 2016, the Commission approved Pickleball as a regular ongoing program in Parks and Recreation. Although Pickleball is a reserved activity Monday through Friday from nine to noon on two different basketball courts, there are currently no dedicated Pickleball courts in the City. Further the City’s tennis courts are oversubscribed and do not lend themselves to conversion. The Parks and Recreation Commission has identified the construction of dedicated Pickleball courts as one of its Goal’s for consideration in the 2017-19 Financial Plan. Addressing racquet sport needs including Pickleball is also a part of the adopted Strategic Plan for the Parks and Recreation Department. As the sport continues to grow in popularity, 200+ players weekly, there is a strong need for dedicated Pickleball courts in San Luis Obispo. Repurpose and Reconstruction at French Park The French Park Basketball Courts and Sand Volleyball court are under-utilized. Use of park-in-lieu funding in the estimated amount of could result in dedicated Pickleball Courts. If the Sand Volleyball court is “filled in” and a half-court basketball is relocated there, then the former Basketball court could be resurfaced to provide three (3) dedicated Pickleball courts. The funding would be used for the concrete pad construction, resurfacing, and extending fencing around the newly constructed Pickleball courts. Due to the high popularity of this emerging sport, the amount of residents this recreational activity serves, and the lack of dedicated facilities in the City, advancement of the funding from year 2 (2018-19) to Year 1 (2017-18) is also being recommended. E2-31
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION Status This is a new project originally projected for the 2017-19 Financial Plan. Due to reasons stated above, the advancement of funding to Year 1 (2017-18) is requested. Project Team Lead Department: Parks and Recreation Operating Program Number & Title: Parks and Recreation Administration- 60100 Assignment Program/Work Group Estimated Hours Project Proponent Parks & Recreation Administration 80 Project Team Parks & Recreation, Public Works, Parks Maintenance 80 Design & Construction Public Works 240 Construction Mgmt Public Works 120 Anticipated Facility Life Span: Lifespan of Court Facilities is 25 years with resurfacing maintenance anticipated at about the 7-year mark. Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (952)$10,000$10,000Construction (953)$50,000$50,000Total$0 $60,000 $0 $0 $0 $0 $60,000Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalImpact/In-Lieu Fees$0 $60,000$60,000Total$0 $60,000 $0 $0 $0 $0 $60,000 *Impact/In-Lieu Fees here is Parkland Development Fund E2-32
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION SINSHEIMER PARK TENNIS COURT LIGHTING - FY 2018-19 Project Description Community Priority ☒ New Project ☐ Major City Goal & Other Important Objectives ☐ Measure G Priority Purpose and Need There are no lighted tennis courts in the City of San Luis Obispo that are maintained and operated by the City. For many years, tennis court advocates have sought to light the Sinsheimer Park Tennis Courts. There are six tennis courts at Sinsheimer Park and they receive a tremendous amount of play. There are peak uses throughout the day at the tennis courts. The first wave is from 8:00 AM to 1:00 PM and the second wave starts at 3:00 PM. There is an active Women’s Tennis League which has competitive matches three days a week during the daytime hours. There are a large number of adult users who play in the morning as an informal group, some having played together weekly for over 30 years. Youth play occurs predominately after school hours and in the summer with several options for recreational lessons offered by Parks and Recreation. Consistent with the Joint Use Agreement with the San Luis Obispo Coastal Unified School District, four of the courts are used by Junior Varsity girls in the Fall and boys in the Spring, or for a fee by Mission College Preparatory if the San Luis Obispo High School Coaches have all athletes play together at the high school courts. Unfortunately, because of the lack of lighting at the Sinsheimer Park Tennis Courts working adults and their children have become an underserved population. The courts and court lighting at San Luis Obispo High School have been replaced but are not under the control of the City. During athletic seasons, and particularly in the Fall, student athletes take priority at Sinsheimer Park. During the summer months, players are able to play until about 8:00 PM. Once daylight savings time ends, tennis can only be played until 5:00 PM. Those who work during daytime hours of the work week are limited to being able to play only on weekends. There is an active group of users who are advocating for the City to meet this unmet need. They are willing to assist in the cost associated with this project in a limited capacity. The advocates have pointed out that most other sports including soccer, rugby, softball, baseball, swimming, sand volleyball, hockey, and skating, all have lit facilities. Because of the local popularity of tennis and the huge demand for courts to play tennis on, it is a disservice to continue to limit the use of the Sinsheimer Park courts to only daytime hours. Community outreach to residents near the Sinsheimer Park Tennis Courts will be a major factor in the design process, as some residents have been opposed to lighting the tennis courts and others have been in favor. Status This is an existing project shown in the 2015-17 Financial Plan. E2-33
CAPITAL IMPROVEMENT PLAN – CULTURE & RECREATION Project Team Lead Department: Parks and Recreation Operating Program Number & Title: 60230 – Parks and Recreation Facilities Assignment Program/Work Group Estimated Hours Project Management CIP Engineering - Design 100 Project Inspection CIP Engineering - Construction 120 Project Administration CIP Engineering - Administration 100 Project Proponent Parks & Recreation Administration 100 Environmental Review Planning 16 Anticipated Facility Life Span: 25 Years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalDesign (952)$25,000$25,000Construction (953)$145,000$145,000Const. Management (954)$30,000$30,000Total$0 $25,000 $175,000 $0 $0 $0 $200,000Ongoing Costs by TypeBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalUtilities$4,000$4,000Total$0 $0 $4,000 $0 $0 $0 $4,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalImpact/In-Lieu Fees$0 $25,000 $179,000$204,000Total$0 $25,000 $179,000 $0 $0 $0 $204,000 The project will be funded by Parkland Development Funds E2-34
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 E2-35
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE Anticipated Facility Life Span: Estimated at 20 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalDesign (952)$30,000$30,000Construction (953)$75,000$75,000Total$0 $30,000 $75,000$0$0$0 $105,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalFleet 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. This project will funded by the Local Revenue Measure E2-36
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: Open Space Preservation 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. E2-37
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE Project Team Lead Department: Parks and Recreation Operating Program Number & Title: 60290 Ranger Service 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 Initial Projects Costs by PhaseBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalDesign (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 $300,000Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalGeneral 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 This project will be funded by the Local Revenue Measure E2-38
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: ☐ 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 E2-39
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE Assignment Program/Work Group Estimated Hours per FY 17-18 18-19 19-20 20-21 21-22 Project Management Consultant Services 600 600 400 200 100 Environmental Review Utilities, Community Development 80 80 0 0 0 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 small-bore association lead abatement in preparation of the gun range demolition on the project site. E2-40
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE WATER TREATMENT PLANT ENERGY EFFICIENCY PROJECT - 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 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 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 E2-41
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE Anticipated Facility Life Span: 35 yearsInitial Projects Costs by PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalStudy (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 Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalWater 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 E2-42
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE WATER TREATMENT PLANT – MAJOR FACILITY MAINTENANCE – ANNUAL 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. Project Team Lead Department: Utilities Department Operating Program Number & Title: 55150 – Water Treatment. Specification No. 99653 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 E2-43
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 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. 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 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 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 E2-44
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE WATER TREATMENT PLANT TANK MAINTENANCE – ANNUAL 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. E2-45
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 Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalWater Fund$40,000$275,000 $50,000$365,000Total$0 $40,000 $0 $275,000 $50,000 $0 $365,000 E2-46
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE
LAGUNA LAKE DREDGING AND SEDIMENT MANAGEMENT IMPLEMENTATION – FY 2017-18 THROUGH FY 2021-22
Project Description Community Priority
☒ Existing Project ☐ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
The City of San Luis Obispo owns the 344-acre Laguna Lake Natural Reserve (the “Reserve”) that includes
most of the lake itself, portions of Prefumo Creek and its outlet into the lake, and adjacent upland areas. The
City Council adopted the Laguna Lake Natural Reserve Conservation Plan (“Conservation Plan”) on July 15,
2014 to guide future management of the Reserve by offering a framework for conservation, restoration,
recovery, and scenic recreational use. Laguna Lake is primarily a naturally occurring lake, although the lake
and its watersheds have been altered and manipulated, to include the re-routing of Prefumo Creek into the lake
in the early 1960s. This has resulted in increased sediment deposition rates. Recent bathymetric surveys indicate
accelerated changes in lake depth and morphology resulting in decreased water quality and aquatic habitat
functions, as well as diminished aesthetic and recreational values associated with the lake. As a result, dredging and sediment management strategies are among the
primary recommendations of the Conservation Plan.
The City’s Financial Plan for 2015-17 identified implementation of the Conservation Plan as an “Other Important Council Objective” and included a work plan that
contains all of the necessary steps to make a dredging and sediment management project “shovel ready”. In January 2016, the City retained the firm MNS Engineers
(“MNS”) to assist the City with the work plan that was adopted by the City Council that included the following main tasks: 1.) Prepare Design Plans and Engineering
Specifications; 2.) Environmental Studies and Project Permitting; and 3.) Public Outreach and Financing Options.
In 2017-19, the City will establish a basic dredging maintenance regime for the lake. To accomplish this, the City will remove modest amounts of sediment with the
lake commensurate with annual deposition rates (i.e. 3,000-4,000 cubic yards per year), as well as utilize a small weed harvester to effectively manage aquatic
vegetation that has been problematic for water quality. At this time, the City anticipates completing final planning and receiving regulatory agency permits in 2017-
18. Additional management and enhancement activities for the lake are expected over the course of the next five years through a combination of grants, Zone 9
Flood Control and Water Conservation District funds, and other long-term CIPs that relate to Laguna Lake (e.g. Parks Major Maintenance and Repair, Silt Removal,
and Madonna Bridge Replacement).
Status
This is an existing project shown in the 2015-17 Financial Plan as the Other Important Objective: Implement the Laguna Lake Natural Reserve Conservation Plan.
Specification No. 91392. Funding for design, engineering, environmental, and finance was $450,000 during the 2015-17 Financial Plan period.
Project Team
Lead Departments: City Administration & Public Works
Operating Program Number & Title: 11250 Natural Resources
E2-47
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE
LAGUNA LAKE DREDGING AND SEDIMENT MANAGEMENT IMPLEMENTATION – FY 2017-18 THROUGH FY 2021-22
Project Team (cont.)
Assignment Program/Work Group Estimated Hours
Project Proponent Natural Resources 250 per year
Project Management CIP Engineering – Design 250 per year
Construction Management CIP Engineering – Inspection 250 per year
Contract Management CIP Engineering - Admin 80 per year
Anticipated Facility Life Span: 30 years
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Study (951)$282,634 $10,000 $292,634
Design (952)$167,366 $167,366
Construction (953)$170,000 $210,000 $250,000 $290,000 $920,000
Const. Management (954)$15,000 $20,000 $25,000 $30,000 $90,000
Equipment Acquisition (956)$10,000 $10,000
Environmental Review (957)$20,000 $15,000 $20,000 $25,000 $30,000 $110,000
Total $450,000 $40,000 $200,000 $250,000 $300,000 $350,000 $1,590,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Maintenance Materials $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 $450,000 $40,000 $200,000 $250,000 $300,000 $350,000 $1,590,000
Total $450,000 $40,000 $200,000 $250,000 $300,000 $350,000 $1,590,000
E2-48
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE OPEN SPACE ACQUISITION – FY 2017-18, FY 2018-19, FY 2020-21, FY 2021-22 Project Description Community Priority ☒ Annual Maintenance ☐ Major City Goal & Other Important Objectives ☒ Measure G Priority: Open Space Preservation 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 high priority, voluntary land conservation opportunities in the Cuesta Canyon area of the City’s Greenbelt by working cooperatively with the property owners, 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 E2-49
CAPITAL IMPROVEMENT PLAN – ENVIRONMENTAL HEALTH & OPEN SPACE 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 Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalLand Acquisition (950)$500,000 $75,000 $2,600,000 $100,000 $150,000 $175,000$3,600,000Study (951)$25,000$25,000$50,000Total$500,000 $100,000 $2,600,000 $100,000 $150,000 $200,000 $3,650,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$500,000 $100,000 $100,000 $100,000 $150,000 $200,000$1,150,000Grant$2,500,000$2,500,000Total$500,000 $100,000 $2,600,000 $100,000 $150,000 $200,000 $3,650,000 This project is being funded from the Local Revenue Measure. 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 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. E2-50
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: Traffic Congestion Relief/Safety Improvements 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. Project Team Lead Department: Public Works Operating Program Number & Title: 50230 Building Maintenance - Specification No. 91310 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 E2-51
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 Date 2017-18 2018-192019-20 2020-212021-22TotalDesign (952)$0 $20,000 $20,000$40,000Construction (953)$120,000$0 $80,000 $180,000$380,000Total$0$0 $120,000$0 $100,000 $200,000 $420,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$120,000$0 $100,000 $200,000$420,000Total$0$0 $120,000$0 $100,000 $200,000 $420,000 This project is funded by the Local Revenue Measure. E2-52
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. The 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. E2-53
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Project Team Lead Department: Public Works Operating Program Number & Title: 50230 – Building Maintenance Assignment Program/Work Group Estimated Hours Project Management CIP Engineering - Design 100 Project Inspection CIP Engineering - Construction 4 Project Administration CIP Engineering - Administration 4 Project Proponent Public Works Administration 40 Environmental Review Planning 8 Anticipated Facility Life Span: 20 Years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalDesign (952)$50,000$50,000Total$0$0 $50,000$0$0$0 $50,000Project Funding by SourceBudget to Date2017-18 2018-19 2019-20 2020-21 2021-22 TotalGeneral Capital Outlay$50,000$50,000Total$0$0 $50,000$0$0$0 $50,000 E2-54
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION FACILITY MAINTENANCE – (ANNUAL) 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. A. 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. B. 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. C. 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 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 E2-55
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 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: (1) Replacement of the single cooling unit to two standard “off the shelf” direct expansion cooling units to create ease of maintenance and redundancy. (2) 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. (3) 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 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 E2-56
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 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 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. E2-57
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 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. 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 E2-58
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION $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 Const. Design Const. Design Const. Design Const. Design Const. 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 - - - - 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 - - E2-59
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 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 - - - - - - - - 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 - - - - E2-60
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Hydration Stations 15,000 15,000 15,000 15,000 15,000 Total 14,400 468,700 100,050 551,850 29,800 $792,100 $28,000 260,000 - 162,200 Annual Totals $536,100 $651,900 $821,900 $288,000 $162,200 *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 Date 2017-18 2018-192019-20 2020-212021-22TotalDesign (952)$67,400 $100,050 $29,800 $28,000$225,250Construction (953)$468,700 $551,850 $792,100 $260,000 $162,200$2,234,850Total$0 $536,100 $651,900 $821,900 $288,000 $162,200 $2,460,100Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalMajor Facility Replacement$528,900 $608,700 $821,900 $288,000 $162,200$2,409,700Sewer Fund$3,600 $21,600$25,200Water Fund$3,600 $21,600$25,200Total$0 $536,100 $651,900 $821,900 $288,000 $162,200 $2,460,100 E2-61
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
IT REPLACEMENT - ANNUAL
Project Description Community Priority
☒ Rehabilitation or Replacement ☐ Major City Goal & Other Important Objectives
☒ Measure G Priority
Purpose and Need
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 $740,500 ($625,755 General Fund, $49,745 Enterprise Fund and $65,000 Grant Funds)
2) 2018-19 Total $1,476,317 ($1,261,000 General Fund and $215,317 Enterprise Fund)
3) 2019-20 $864,623 ($525,000 General Fund and $339,623 Enterprise Fund)
4) 2020-21 $559,100 ($550,968 General Fund and $8,132 Enterprise Fund)
5) 2021-22 $646,706 ($579,000 and $67,706 Enterprise Fund)
Status
This is an ongoing replacement effort shown in the 2015-17 Financial Plan.
Staff is requesting 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.
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 availability 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 accordance with
the function that they serve.
Project Team
Lead Department: Information Technology
Operating Program Number & Title: 25300 Network Services
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
INFORMATION TECHNOLOGY REPLACEMENT GENERAL FUND ENTERPRISE FUND OTHER FUNDS
TOTALS:$625,755 $1,261,000 $525,000 $550,968 $579,000 $49,745 $215,317 $339,623 $8,132 $67,706 $65,000 $0 $0 $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
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
Radio Handhelds & Mobiles $486,929 $180,000 $0 $143,123 $14,100 $149,706 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Dispatch Radio Consoles $375,000 $0 $0 $0 $375,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
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
ECC Blade Computers $4,317 $0 $4,317 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
ECC Equipment Replacement $35,000 $0 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tait Radio System Backend Upgrade $650,000 $0 $508,045 $0 $0 $0 $0 $141,955 $0 $0 $0 $0 $0 $0 $0 $0
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
PD SAN Controllers (Storage Area Network)$80,000 $0 $0 $0 $0 $80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
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 $1,624,000 $165,000 $168,056 $381,877 $41,868 $349,294 $0 $37,444 $339,623 $8,132 $67,706 $65,000 $0 $0 $0 $0
Police Department SAN Controllers $80,000 $80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
VoIP Telephone System $300,000 $0 $0 $0 $0 $256,371 $0 $0 $0 $0 $43,629 $0 $0 $0 $0 $0
Storage Capacity Replacment $85,000 $85,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
UPS Battery Backup System $51,000 $0 $42,706 $0 $0 $0 $0 $8,294 $0 $0 $0 $0 $0 $0 $0 $0
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
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
Network Security Upgrade $125,000 $0 $0 $125,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
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
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
Wireless System Citywide $66,000 $0 $0 $0 $0 $50,217 $0 $0 $0 $0 $15,783 $0 $0 $0 $0 $0
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
Signs Management (Cartegraph)$65,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $65,000 $0 $0 $0 $0
iFix SCADA System - Controls wastewater alarms $250,000 $0 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $0
Hach Wims (Prev. OPS32)$30,000 $0 $0 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $0 $0
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
Enterprise Fund Detail
INFORMATION TECHNOLOGY REPLACEMENT Parking Fund Transit Fund Whale Rock Fund
TOTALS:$22,662 $52,150 $24,287 $1,848 $29,419 $14,923 $71,780 $307,876 $4,260 $25,873 $6,633 $18,854 $4,069 $633 $9,749 $3,317 $56,570 $2,035 $982 $2,248 $2,210 $15,963 $1,356 $409 $417
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 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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Irrigation (Rainmaster/Rainbird)$12,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
COMMUNITY SAFETY $2,301,246 $22,662 $40,645 $0 $0 $0 $14,923 $53,735 $0 $0 $0 $6,633 $14,128 $0 $0 $0 $3,317 $54,694 $0 $0 $0 $0 $0 $0 $0 $0
Radio Handhelds & Mobiles $486,929 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Dispatch Radio Consoles $375,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
South Hills Radio Site Upgrade and Radio Enhancements $523,500 $22,662 $16,363 $0 $0 $0 $14,923 $10,775 $0 $0 $0 $6,633 $4,789 $0 $0 $0 $3,317 $2,395 $0 $0 $0 $2,210 $1,596 $0 $0 $0
ECC Blade Computers $4,317 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
ECC Equipment Replacement $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Tait Radio System Backend Upgrade $650,000 $0 $24,282 $0 $0 $0 $0 $42,960 $0 $0 $0 $0 $9,339 $0 $0 $0 $0 $52,299 $0 $0 $0 $0 $13,075 $0 $0 $0
Audio Recording System Replacement (VoicePrint-Radio & 911)$120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
PD SAN Controllers (Storage Area Network)$80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Public Surveillance Cameras (City Hall, Sinsheimer Pool, Golf Course)$26,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
FISCAL HEALTH & GOVERNANCE $350,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Motion Enterprise Resource Planning (ERP)$350,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
INFRASTRUCTURE & TRANSPORTATION $1,834,000 $0 $11,505 $24,287 $1,848 $29,419 $0 $18,045 $307,876 $4,260 $25,873 $0 $4,726 $4,069 $633 $9,749 $0 $1,876 $2,035 $982 $2,248 $0 $1,292 $1,356 $409 $417
SQL Server Cluster $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Police Department SAN Controllers $80,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
VoIP Telephone System $300,000 $0 $0 $0 $0 $20,360 $0 $0 $0 $0 $15,789 $0 $0 $0 $0 $6,233 $0 $0 $0 $0 $1,247 $0 $0 $0 $0 $0
Storage Capacity Replacment $85,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
UPS Battery Backup System $51,000 $0 $1,885 $0 $0 $0 $0 $4,345 $0 $0 $0 $0 $646 $0 $0 $0 $0 $1,001 $0 $0 $0 $0 $417 $0 $0 $0
Microsoft Office (Total Project $225,000)$154,500 $0 $9,620 $0 $0 $0 $0 $13,700 $0 $0 $0 $0 $4,080 $0 $0 $0 $0 $875 $0 $0 $0 $0 $875 $0 $0 $0
Firewall Replacement (Total Project $186,500)$186,500 $0 $0 $15,259 $0 $0 $0 $0 $8,918 $0 $0 $0 $0 $4,069 $0 $0 $0 $0 $2,035 $0 $0 $0 $0 $1,356 $0 $0
Network Security Upgrade $125,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Virtual Private Network Replace (VPN (Total cost $130,000)$130,000 $0 $0 $9,028 $0 $0 $0 $0 $18,958 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Server Operating System Software (Total Project $50,000)$50,000 $0 $0 $0 $1,848 $0 $0 $0 $0 $4,260 $0 $0 $0 $0 $633 $0 $0 $0 $0 $982 $0 $0 $0 $0 $409 $0
Wireless System Citywide $66,000 $0 $0 $0 $0 $7,174 $0 $0 $0 $0 $5,739 $0 $0 $0 $0 $2,870 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
UPS Battery Backup System (Total Project $51,000)$51,000 $0 $0 $0 $0 $1,885 $0 $0 $0 $0 $4,345 $0 $0 $0 $0 $646 $0 $0 $0 $0 $1,001 $0 $0 $0 $0 $417
Fleet Management Software $110,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Signs Management (Cartegraph)$65,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
iFix SCADA System - Controls wastewater alarms $250,000 $0 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Hach Wims (Prev. OPS32)$30,000 $0 $0 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Water Fund Sewer Fund
E2-64
CAPITAL IMPROVEMENT PLAN – GENERAL FUND
FLEET REPLACEMENTS
Project Description
Replacing 62 vehicles/equipment will cost:
1) $1,233,000 in 2017-18
2) $1,132,000 in 2018-109
3) $784,000 in 2019-20
4) $929,000 in 2020-21
5) $522,000 in 2021-22
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure G Priority - List:
Need and Urgency
Staff is requesting replacement of vehicles and equipment for the following General Fund Departments:
1) Fire
2) Police
3) Public Works
4) Parks & Recreation
5) Community Development
6) Administration
The decision to replace these vehicles is based on the following factors:
1) Projected miles of vehicles at time of replacement will meet or exceed replacement miles recommended in the Fleet policy.
2) Actual years of operation compared to expected years in the Fleet policy.
3) Review of mechanical condition and history by Fleet Supervisor and operating Department staff .
4) Evaluation of Maintenance costs by Fleet Supervisor.
5) Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number, Title and Project Phasing:
Department staff has evaluated the condition of the proposed replacements for conformance with Fleet Management Policies, Maint.enance records, mileage logs,
condition assessment and operational needs, and has consulted with the Fleet Manager to research pricing, options and replacement dates. The following table
E2-65
CAPITAL IMPROVEMENT PLAN – GENERAL FUND
FLEET REPLACEMENTS
prioritizes the proposed replacements based upon these criteria over the next 5-years. The estimated Fleet Replacement expenditure projection, as identified in the
2017-19 Financial Plan, is also provided per fiscal year. The vehicles highlighted are recommended to be purchased using the City’s debt financing process.
2017-18
Department Program Asset # Year Make Model Description
Current
Age/Mileage /Hours
Replacement
Policy Year/
Mileage
Projected
Replacement
Cost
Public Works Streets Maint.. 9713 1994 Freightliner Dump Truck, Heavy Duty 22/570,000 12/60,000 $290,000
Public Works Streets Maint.. 1102 2007 Reliance Trailer, Transfer Dump 9 12/60,000
Police Patrol 1307 2013 Ford Explorer SUV, Utility Police Interceptor 3/77,000 80,000 $51,000
Police Patrol 1308 2013 Ford Explorer SUV, Utility Police Interceptor 3/82,000 80,000 $51,000
Police Traffic
Motorcycle
0705 2005 Honda ST1300 Motorcycle 11/28,000 35,000 $34,000
Public Works Streets Maint.. STS-CRP 2001 Crafco SS125 Crack Sealant Machine, Portable 15 15 $53,000
Public Works Streets Maint.. 0614 1989 Case 480FLL Loader & Attachments, Skip &
Drag
27/5000hrs 12/5000hrs $133,000
Public Works Streets Maint.. 0909 2009 International Durastar Heavy Duty Truck, w/Tymco
600 Sweeper Unit
7/50,000 8/60,000 $305,000
Public Works Parks Maint. 0309 2002 Dodge D2500 Pickup Truck, 3/4 Ton 14/75,000 12/100,000 $35,000
Public Works Parks Maint. 0131 2001 John Deere JD4500 Tractor, Utility 15/2,900 12/5000hrs $42,000
Fire Training
Services
0301 2002 Ford F150 Pickup Truck, 1/2 Ton 14/55,000 12/100,000 $58,000
Public Works Fleet 0305 1998 Mitsubishi FBS20-
48A
Forklift, Electric 18 15 $35,000
Public Works Streets Maint.. 0234 2002 Ford F-550 Medium Duty Truck, w/Hooklift
Bed
14/37,000 12/60,000 $120,000
Public Works Parks Maint. 0608 2005 Club Car Carry-All Cart, Utility w/Dump Bed 11/2,700hrs 6/5,000hrs $26,000
TOTAL $1,233,000
E2-66
CAPITAL IMPROVEMENT PLAN – GENERAL FUND
FLEET REPLACEMENTS
2018-19
Department Program Asset # Year Make Model Description
Current
Age/Mileage/Hours
Replacement
Policy
Year/Mileage
Projected
Replacement
Cost
Fire Emergency Response 0331 2003 Pierce Lance Fire Truck, Pumper 13 16 $624,000
Police Patrol 1305 2013 Ford Taurus Sedan, Police Interceptor 3/70,000 80,000 $51,000
Police Patrol 1306 2013 Ford Taurus Sedan, Police Interceptor 3/70,000 80,000 $51,000
Police Patrol 1309 2014 Ford 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
Public Works Parks Maint. PKS-1 1995 Toro Greens Aerator Aerator, Walk Behind 21 15 $11,000
Public Works Parks Maint. 0333 2002 NC Trailer, Portable Restroom 14 15 $15,000
Public Works Parks Maint. 0334 2002 NC Trailer, Portable Restroom 14 15 $15,000
Parks & Rec Golf 0862 2008 Toro GM 1000 Mower, 22" Walk Behind 8 7/5000hrs $33,000
Parks & Rec Golf 0863 2008 Toro GM 1000 Mower, 22" Walk Behind 8 7/5000hrs
Parks & Rec Golf 9001 2009 Toro GM 1000 Mower, 22" Walk Behind 7 7/5000hrs
Parks & Rec Golf 0624 2006 Cushman Turf Truckster Cart, Utility w/Dump Bed 10/1,700hrs 6/5000hrs $28,000
Parks & Rec Golf 0844 2008 Cushman Turf Truckster Cart, Utility w/Dump Bed 8/1,300 6/5,000hrs $28,000
Public Works Streets Maint. 0125 2001 Terex ODLSE25LA Trailer, Portable Arrow Board 15 15 $20,000
TOTAL $1,132,000
2019-20
Department Program
Asset
# Year Make Model Description
Current
Age/Mileage
/Hours
Replacement
Policy
Year/Mileage
Projected
Replacement
Cost
Police Patrol 1506 2015 Ford Explorer SUV, Utility Police Interceptor 2/31,000 80,000 $51,000
Police Patrol 1507 2015 Ford Explorer SUV, Utility Police Interceptor 2/37,000 80,000 $51,000
Police Patrol 1511 2015 Ford Explorer SUV, Utility Police Interceptor 2/52,000 80,000 $51,000
Police Patrol 1512 2015 Ford Explorer SUV, Utility Police Interceptor 2/56,000 80,000 $51,000
Public Works Streets Maint. 0413 2003 Caterpillar 420 Backhoe 13/3,400hrs 12/5000hrs $138,000
Public Works Parks Maint. 1007 2010 Toro 4000D Mower 6/2,700 7/5000hrs $68,000
Parks & Rec Admin 0802 2007 Dodge Caravan Minivan 9/66,000 11/90,000 $34,000
E2-67
CAPITAL IMPROVEMENT PLAN – GENERAL FUND
FLEET REPLACEMENTS
Public Works Streets Maint. 0329 2002 Caterpillar 924 Loader 14/3,000hrs 12/5000hrs $175,000
Public Works Parks Maint. 0218 2002 John Deere JD5320 Tractor, Utility 14/2,500hrs 12/5,000hrs $45,000
Public Works Streets Maint. 0223 2002 Dodge Dakota Pickup Truck, Compact 14/40,000 12/100,000 $45,000
Parks & Rec Golf 1201 2011 John Deere 8800 Mower, All Terrain 5/2,122 7/5,000 $75,000
TOTAL $784,000
2020-21
Department Program Asset # Year Make Model Description
Current
Age/Mileage/Hours
Replacement
Policy
Year/Mileage
Projected
Replacement
Cost
Police Patrol 1536 2015 Ford Explorer SUV, Utility Police Interceptor 1.5/40,000 80,000 $51,000
Police Patrol 1537 2015 Ford Explorer SUV, Utility Police Interceptor 1.5/36,000 80,000 $51,000
Police Patrol 1609 2015 Ford Explorer SUV, Utility Police Interceptor 1/12,000 80,000 $51,000
Police Patrol 1610 2015 Ford Explorer SUV, Utility Police Interceptor 1/29,000 80,000 $51,000
Public Works Parks Maint. 0505 2005 John
Deere
1200A ATV, Field Prep Machine 11/1,550 15 $15,000
Public Works Building
Maint.
0829 2008 Ford F-250 Pickup Truck, 3/4 Ton 8/55,000 12/100,000 $50,000
Public Works Building
Maint.
0831 2008 Ford F-250 Pickup Truck, 3/4 Ton 8/45,000 12/100,000 $50,000
Public Works Storm Water 0859 2008 Sterling V312SHA
E
Heavy Duty Truck, w/Vac-Con
Hydro cleaner
8/19,000 12/60,000 $410,000
Public Works Streets
Maint.
0842 2008 Ford F550 Medium Duty Truck, w/Utility Bed
& Crane
8/40,000 12/60,000 $120,000
Public Works Building
Maint.
0612 2005 Dodge D-250 Light Truck, 3/4 Ton w/Utility Bed 11/51,000 12/100,000 $45,000
Administration City Hall GEN-
9712
2005 Kohler 20RZ82 Generator, Stationary 11 15 $35,000
TOTAL $929,000
E2-68
CAPITAL IMPROVEMENT PLAN – GENERAL FUND
FLEET REPLACEMENTS
2021-22
Department Program Asset # Year Make Model Description
Current
Age/Mileage/Hours
Replacement
Policy
Year/Mileage
Projected
Replacement
Cost
Police Patrol 1642 2016 Ford Explorer SUV, Utility Police Interceptor 1/1,000 80,000 $52,000
Police Patrol 1705 2016 Ford Explorer SUV, Utility Police Interceptor 1/4,500 80,000 $52,000
Police Police Trailer 0115 2000 Pace American Trailer, Enclosed 16 19 $45,000
Public Works CIP Engineering 0722 2007 Chevrolet Colorado Pickup Truck, Compact 9/34,858 12/100,000 $35,000
Fire Fire Administration 0607 2005 Ford Ranger Pickup Truck, Compact 11/27,000 12/100,000 $40,000
Community
Development
Building & Safety 0129 2001 Toyota RAV4 SUV 15/40,000 12/100,000 $35,000
Community
Development
Building & Safety 0130 2001 Toyota RAV4 SUV 15/39,000 12/100,000 $35,000
Public Works Streets Maint 1001 2009 Bomag Paver, Asphalt 7/900 12/5,000 $100,000
Administration Natural Resources 0852 2008 Ford Ranger Pickup Truck, Compact 8/38,000 12/100,000 $35,000
Public Works Fleet GEN-5034 2005 Kohler 100ROZP71 Generator, Stationary $50,000
Public Works Parks Maint 0832 2008 Ford F250 Pickup Truck, 3/4 Ton 4x4 8/50,000 12/100,000 $35,000
Public Works Parks Maint 0320 1990 HB Trailer, Single Axle 26 18 $8,000
TOTAL $522,000
The vehicles highlighted in grey are recommended to be purchased using the City’s debt financing process.
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: NA
Project can be phased – Number of years for phasing: Staff has incorporated the spreading of replacement dates for these vehicles in attempts to smoo th
replacement costs and alleviate financial burden on the Fleet Replacement Funds.
Leasing Alternative: Although leasing may be beneficial in some instances, such as specialty construction equipment or lower mileage vehicles, i t is not always
viable for all vehicles and equipment. If the life of a vehicle can be extended due to favorable condition assessments, a lease may not allow for vehicle replacement
“deferment”. A comprehensive cost analysis for fleet leasing would need to be conducted in order to fully evaluate the cost benefits of this alternative.
Project Team
These purchases will be will be managed by the Fleet Program with minimum assistance by the Program Manager to ensure coordinated and timely purchases.
E2-69
CAPITAL IMPROVEMENT PLAN – PARKING FUND
FLEET REPLACEMENTS
Replacing 2 vehicles will cost:
1) None in 2017-18
2) None in 2018-19
3) None in 2019-20
4) $70,000 in 2020-21
5) None in 2021-22
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Purpose and Need
Staff is requesting replacement of vehicles and equipment for the following Parking Services Fund Department:
1) Public Works
The decision to replace these vehicles is based on the following factors:
1) Projected miles of vehicles at time of replacement will meet or exceed replacement miles recommended in the Fleet policy.
2) Actual years of operation compared to expected years in the Fleet policy.
3) Review of mechanical condition and history by Fleet Supervisor and operating Department staff .
4) Evaluation of maintenance costs by Fleet Supervisor.
5) Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number, Title and Project Phasing:
Department staff has evaluated the condition of the proposed replacements for conformance with Fleet Management Policies, maintenance records, mileage logs,
condition assessment and operational needs, and has consulted with the Fleet Manager to research pricing, options and replace ment dates. The following table
prioritizes the proposed replacements based upon these criteria over the next 5-years.
2020-21
Department Program Asset # Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected
Replacement Cost
Public Works Parking 0813 2008 Ford F150 Pickup Truck, 1/2 Ton $35,000
Public Works Parking 0854 2008 Ford Ranger Pickup Truck, Compact $35,000
TOTAL $70,000
E2-70
CAPITAL IMPROVEMENT PLAN – SEWER FUND
FLEET REPLACEMENTS
Project Description
Replacing 11 vehicles/equipment will cost:
1) $25,00 in 2017-18
2) $60,000 in 2018-19
3) $480,000 in 2019-20
4) $186,000 in 2020-21
5) $125,000 in 2021-22
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Need and Urgency
Staff is requesting replacement of vehicles and equipment for the following Sewer Fund Departments:
1) Utilities
The decision to replace these vehicles is based on the following factors:
1) Projected miles of vehicles at time of replacement will meet or exceed replacement miles recommended in the Fleet policy.
2) Actual years of operation compared to expected years in the Fleet policy.
3) Review of mechanical condition and history by Fleet Supervisor and operating Department staff.
4) Evaluation of maintenance costs by Fleet Supervisor.
5) Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number, Title and Project Phasing:
Department staff has evaluated the condition of the proposed replacements for conformance with Fleet Management Policies, maintenance records, mileage logs,
condition assessment and operational needs, and has consulted with the Fleet Manager to research pricing, options and replace ment dates. The following table
prioritizes the proposed replacements based upon these criteria over the next 5-years.
E2-71
CAPITAL IMPROVEMENT PLAN – SEWER FUND
FLEET REPLACEMENTS
Department Program Asset #Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities WWCL 0918 2002 Cart Away Trailer, Portable Concrete Mixer 14 15 $25,000
TOTAL $25,000
Department Program Asset #Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities WRRF 0855 2008 Club Car Cart, Utility 8 6/5,000hrs $20,000
Utilities WRRF 0856 2008 Club Car Cart, Utility 8 6/5,000hrs $20,000
Utilities WRRF 0857 2008 Club Car Cart, Utility 8 6/5,000hrs $20,000
TOTAL $60,000
Department Program Asset #Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities WWCL 0718 2007 Sterling Vac-Con Heavy Duty Truck, w/Vac-Con Hydrocleaner 9/22,000 12/60,000 $410,000
Utilities Waste Water Admin 0804 2007 Toyota Prius Sedan 9/67,000 12/100,000 $35,000
Utilities WRRF 0806 2007 Toyota Prius Sedan 9/41,000 12/100,000 $35,000
TOTAL $480,000
Department Program Asset #Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities WRRF 0611 2006 Ford F-550 Medium Duty Truck, w/Flatbed & Crane 10/12,000 12/60,000 $150,000
Utilities WRRF 0816 2008 Ford F-150 Pickup Truck, 1/2 Ton 8/28,000 12/100,000 $36,000
TOTAL $186,000
Department Program Asset #Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities WRRF 0622 2001 Mitsubishi Forklift 15/3,000 15 $55,000
Utilities WWCL 0626 2006 Caterpillar 304C Excavator, Mini 10/460 12/5,000 $70,000
TOTAL $125,000
2017-18
2018-19
2019-20
2020-21
2021-22
E2-72
CAPITAL IMPROVEMENT PLAN – TRANSIT FUND
FLEET REPLACEMENT – SLO TRANSIT VEHICLES
Project Description
Replacing transit vehicles for the SLO Transit System will cost:
1) Two (2) 30-40 foot Bus (Asset# 0824, 0861) will cost $1,060,000 in 2018-19
2) Three (3) 40-foot Bus (Asset# 0912, 0913, 0914) will cost $1,590,000 in 2019-20
3) Three (3) 40-foot Bus (Asset# 0915, 0916, 0917) will cost $1,590,000 in 2020-21
4) One (1) Trolley (Asset# 0911) will cost $250,000 in 2021-22
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Purpose and Need
Transit vehicles have very specific useful life criteria established by the Federal Transit Administration (FTA). Over the road coaches have an established useful
life of twelve (12) years. Due to California Air Resources Board (CARB) emissions reduction requirement in the mid 2000’s, SLO Transit had to replace the
majority of our transit fleet in years 2007 and 2008 to comply with clean diesel emission standards. As such, the 12 year useful life criteria will cause SLO transit
to strategically begin to replace or rehabilitate eight (8) buses and one trolley starting in 2018-19. This CIP request proposes to begin that replacement cycle with
two – three buses per year starting in 2018-19 and the trolley in FY 2021-22. Rehabilitation funding may be necessary for the remaining vehicles to extend their
useful life until adequate funding is available.
Because these replacements are occurring in the “out” years of the financial plan, available grant funding is difficult to pr edict due to issues such as Federal
appropriations limits, availability of Grant sources such as FTA 5307 funding, Congestion Mitigation and Air Quality (CMAQ), an d state TDA funds. The number
of vehicles that would be replaced or rehabilitated per year is highly dependent upon these funding l evels and this CIP will need adjustments as future funding
levels are known.
In accordance with the City’s Fleet Policy, buses have a target replacement schedule of 10 or 12 years. Staff has reviewed maintenance records, mileage logs and
a condition assessment and recommends these vehicle replacement dates.
The decision to replace these vehicles is based on the following factors:
1. FTA guidelines for recommended year of bus replacement
2. Review of mechanical condition and history by Fleet Supervisor and Department staff.
3. Evaluation of maintenance costs by Fleet Supervisor and Transit Manager.
4. Spreading vehicle replacement costs over multiple years for program users.
5. Projected FTA capital grant revenues
E2-73
CAPITAL IMPROVEMENT PLAN – TRANSIT FUND
FLEET REPLACEMENT – SLO TRANSIT VEHICLES
Note: Final vehicles that will be replace in future year will be determined based upon future replacement and rehabilitation cost analysis of each vehicle needing
to be replaced.
Department Program Asset #Year Make Model Description Current Age/Mileage/Hours
Replacement Policy
Year/Mileage Projected Replacement Cost
TOTAL $0
Department Program Asset #Year Make Model Description Current Age/Mileage/Hours
Replacement Policy
Year/Mileage Projected Replacement Cost
Public Works Transit 0824 2007 Gillig Low Floor Bus 10 years 10 years $530,000
Public Works Transit 0861 2007 Gillig Low Floor Bus 10 years 10 years $530,000
TOTAL $1,060,000
Department Program Asset #Year Make Model Description Current Age/Mileage/Hours
Replacement Policy
Year/Mileage Projected Replacement Cost
Public Works Transit 0912 2008 Gillig Low Floor Bus 12 years 12 years $530,000
Public Works Transit 0913 2008 Gillig Low Floor Bus 12 years 12 years $530,000
Public Works Transit 0914 2008 Gillig Low Floor Bus 12 years 12 years $530,000
TOTAL $1,590,000
Department Program Asset #Year Make Model Description Current Age/Mileage/Hours
Replacement Policy
Year/Mileage Projected Replacement Cost
Public Works Transit 0915 2008 Gillig Low Floor Bus 12 years 12 years $530,000
Public Works Transit 0916 2008 Gillig Low Floor Bus 12 years 12 years $530,000
Public Works Transit 0917 2008 Gillig Low Floor Bus 12 years 12 years $530,000
TOTAL $1,590,000
Department Program Asset #Year Make Model Description Current Age/Mileage/Hours
Replacement Policy
Year/Mileage Projected Replacement Cost
Public Works Transit 0911 2008 Double K Trolley Bus, Trolley 12 years 12 years $250,000
TOTAL $250,000
FY 2017-18
FY 2018-19
FY 2019-20
FY 2020-21
FY 2021-22
E2-74
CAPITAL IMPROVEMENT PLAN – WATER FUND
FLEET REPLACEMENTS
Project Description
Replacing 6 vehicles/equipment will cost:
1) $70,000 in 2017-18
2) $35,000 in 2018-19
3) $35,000 in 2019-20
4) $35,000 in 2020-21
5) $40,000 in 2021-22
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Need and Urgency
Staff is requesting replacement of vehicles and equipment for the following Water Fund Department:
1) Utilities
The decision to replace these vehicles is based on the following factors:
1) Projected miles of vehicles at time of replacement will meet or exceed replacement miles recommended in the Fleet policy.
2) Actual years of operation compared to expected years in the Fleet policy.
3) Review of mechanical condition and history by Fleet Supervisor and operating Department staff.
4) Evaluation of maintenance costs by Fleet Supervisor.
5) Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number, Title and Project Phasing:
Department staff has evaluated the condition of the proposed replacements for conformance with Fleet Management Policies, maintenance records, mileage logs,
condition assessment and operational needs, and has consulted with the Fleet Manager to research pricing, options and replace ment dates. The following table
prioritizes the proposed replacements based upon these criteria over the next 5-years.
E2-75
CAPITAL IMPROVEMENT PLAN – WATER FUND
FLEET REPLACEMENTS
Department Program Asset #Year Make Model Description Current Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities WD 0703 2007 Chevrolet Colorado Pickup Truck, Compact 9/65,000 12/100,000 $35,000
Utilities WD 0704 2007 Chevrolet Colorado Pickup Truck, Compact 9/77,000 12/100,000 $35,000
TOTAL $70,000
Department Program Asset #Year Make Model Description Current Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities WD 0621 2006 Ford Ranger Pickup Truck, Compact 10/85,000 12/100,000 $35,000
TOTAL $35,000
Department Program Asset #Year Make Model Description Current Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities Water Admin 0805 2007 Toyota Prius Sedan 9/76,000 12/100,000 $35,000
TOTAL $35,000
Department Program Asset #Year Make Model Description Current Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities WD 0812 2008 Ford Ranger Pickup Truck, Compact 4x4 8/42,000 12/100,000 $35,000
TOTAL $35,000
Department Program Asset #Year Make Model Description Current Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities WTP 1004 2009 Ford F-150 Pickup Truck, 1/2 Ton Crew Cab 4x4 7/30,000 12/100,000 $40,000
TOTAL $40,000
FY 2017-18
FY 2018-19
FY 2019-20
FY 2020-21
FY 2021-22
E2-76
CAPITAL IMPROVEMENT PLAN – WHALE ROCK FUND
FLEET REPLACEMENTS
Project Description
Replacing 4 vehicles/equipment will cost:
1) None in 2017-18
2) $20,000 in 2018-19
3) None in 2019-20
4) None in 2020-21
5) $60,000 in 2021-22
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Need and Urgency
Staff is requesting replacement of vehicles and equipment for the following Whale Rock Fund Department:
1) Utilities
The decision to replace these vehicles is based on the following factors:
1) Projected miles of vehicles at time of replacement will meet or exceed replacement miles recommended in the Fleet policy.
2) Actual years of operation compared to expected years in the Fleet policy.
3) Review of mechanical condition and history by Fleet Supervisor and operating Department staff.
4) Evaluation of maintenance costs by Fleet Supervisor.
5) Spreading vehicle replacement costs over multiple years for program users.
Operating Program Number, Title and Project Phasing:
Department staff has evaluated the condition of the proposed replacements for conformance with Fleet Management Policies, maintenance records, mileage logs,
condition assessment and operational needs, and has consulted with the Fleet Manager to research pricing, options and replace ment dates. The following table
prioritizes the proposed replacements based upon these criteria over the next 5-years.
E2-77
CAPITAL IMPROVEMENT PLAN – WHALE ROCK FUND
FLEET REPLACEMENTS
Department Program Asset #Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
TOTAL
Department Program Asset #Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities Whale Rock 9166 1990 Boat Trailer Trailer, Boat 26 20 See notes
Utilities Whale Rock 9714 1997 Boston Whaler Boat, 17'21 21 $20,000
TOTAL $20,000
Department Program Asset #Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
TOTAL
Department Program Asset #Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
TOTAL
Department Program Asset #Year Make Model Description
Current
Age/Mileage/Hours
Replacement Policy
Year/Mileage
Projected Replacement
Cost
Utilities Whale Rock 0415 2003 John Deere 4710 Tractor, Utility 13/845 12/5,000 $60,000
TOTAL $60,000
FY 2017-18
FY 2018-19
FY 2019-20
FY 2020-21
FY 2021-22
E2-78
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 E2-79
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION MARSH STREET PARKING STRUCTURE MAINTENANCE - FY 2017-18 Assignment Program/Work Group Estimated Hours Project Management Parking Services 40 Contract Administration / Management Parking Services 50 Construction Management CIP Engineering - Construction 120 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 2018-192019-20 2020-212021-22TotalDesign (952)$25,000$25,000Construction (953)$500,000$500,000Const. Management (954)$50,000$50,000Total$0 $575,000$0$0$0$0 $575,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalParking Fund$575,000$575,000Total$0 $575,000$0$0$0$0 $575,000 E2-80
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 once approved. The cost estimate used for this request will need to be finalized once the final design and environmental review is completed. E2-81
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 Facility Life Span (expected): 50 Years for Building StructureInitial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalLand 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 2018-192019-20 2020-212021-22TotalUtilities$0$0$0Maintenance Materials$0$0$0Staff$0$0$0Contract Services$0$0$0Total$0$0$0$0$0$0$0Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalParking 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 E2-82
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. E2-83
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION PARKING ACCESS REVENUE CONTROL SYSTEM – FY 2017-18 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 Anticipated Facility Life Span: 10 Years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalEquipment Acquisition (956)$113,000$650,000$763,000Total$113,000$0 $650,000$0$0$0 $763,000Ongoing Costs by TypeBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalContract Services$0Total$0$0$0$0$0$0$0Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalParking Fund$113,000$650,000$763,000Total$113,000$0 $650,000$0$0$0 $763,000 E2-84
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: Multimodal Transportation ☒ Measure G Priority: Traffic Congestion Relief/Safety Improvements 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 E2-85
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Anticipated Facility Life Span: Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalEquipment Acquisition (956)$310,000$310,000Total$0 $310,000$0$0$0$0 $310,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalTransit Fund$310,000$310,000Total$0 $310,000$0$0$0$0 $310,000 E2-86
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: Traffic Congestion Relief/Safety Improvements 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 E2-87
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION 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 $125,000Project 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 E2-88
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: Multimodal Transportation ☒ 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. 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. 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 E2-89
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 PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalConstruction (953)$60,000 $175,000$235,000Total$0 $60,000 $175,000$0$0$0 $235,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$60,000$60,000Grant$175,000$175,000Total$0 $60,000 $175,000$0$0$0 $235,000 Grant Source: Urban State Highway Account (USHA): $175,000 E2-90
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION ACTIVE TRANSPORTATION PLAN, FY 17-19 Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives: Multimodal Transportation ☒ Measure G Priority: Bicycle and Pedestrian Improvements 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 Project Management Transportation Planning and Engineering 80 Anticipated Facility Life Span: NA Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalStudy (951)$40,000$40,000Total$0 $40,000$0$0$0$0 $40,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$40,000$40,000Total$0 $40,000$0$0$0$0 $40,000 E2-91
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:
Multimodal Transportation
☒ Measure G Priority: Bicycle and Pedestrian Improvements
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 drain 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 ongoing 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
E2-92
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
Location Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Various Locations 2021 Citywide Arterials
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
E2-93
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
BOB JONES TRAIL – PREFUMO CREEK CONNECTION TO OCEANAIRE, FY 2017-18, FY 19-20, FY 2020-21, FY 21-22
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives: Multi Modal
Transportation
☒ Measure G Priority: Bicycle and Pedestrian Improvements
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
E2-94
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
BOB JONES TRAIL – PREFUMO CREEK CONNECTION TO OCEANAIRE, FY 2017-18, FY 19-20, FY 2020-21, FY 21-22
Assignment Program/Work Group Estimated Hours
Construction
Management
CIP Engineering - Construction 480
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
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
Funding Sources: 1) Grant in FY 2018-19 is from an unknown and unsecured grant source such as Statewide Active Transportation Program; 2) Impact Fee in FY
2018-19 is from direct developer mitigation fees collected to date.
E2-95
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION BROAD STREET CORRIDOR ACCESS IMPROVEMENTS FY 2017-18, FY 2018-19 Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives: Multimodal Transportation ☒ Measure G Priority: Traffic Congestion Relief/Safety Improvements 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. E2-96
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 EngineeringAssignment 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 2018-192019-20 2020-212021-22TotalStudy (951)$25,000$25,000Design (952)$45,000$0$45,000Total$0 $25,000 $45,000$0$0$0 $70,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalImpact/In-Lieu Fees$25,000 $45,000$70,000Total$0 $25,000 $45,000$0$0$0 $70,000 Source of funds: City Transportation Impact Fee. 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. Study and design will be funded using transportation impact fees but construction will rely on grants or general fund contributions. Project will require construction funding as part of the FY 2019-21 Financial Plan process. E2-97
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: Multimodal Transportation ☒ Measure G Priority: Traffic Congestion Relief/Safety Improvements 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 art. The intersection of California & Taft has been a top ranking priority for traffic congestion and traffic safety improvements for several years. Status Project is currently under design and environmental.. 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 E2-98
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION Anticipated Facility Life Span: 50 Years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalLand Acquisition (950)$60,000$60,000Design (952)$200,000$200,000Construction (953)$1,000,000$1,000,000Total$200,000 $60,000 $1,000,000$0$0$0 $1,260,000Ongoing Costs by TypeBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalContract Services$0Total$0$0$0$0$0$0$0Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$200,000$200,000Impact/In-Lieu Fees$97,547$97,547Grant$60,000 $902,453$962,453Total$200,000 $60,000 $1,000,000$0$0$0 $1,260,000 Funding Sources: 1) Impact Fee of $97,547 is direct contribution from Cal Poly as part of mitigation for Housing South project; 2) grants are anticipated to come from yet unsecured grant sources such as Congestion Mitigation and Air Quality (CMAQ) or Highway Safety Improvement Program (HSIP) E2-99
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION HIGUERA STREET WIDENING: BRIDGE TO ELKS & FONTANA TO CHUMASH - FY 2017-18, FY 2018-19 Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives: Multimodal Transportation ☒ Measure G Priority: Bicycle and Pedestrian Improvements 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 E2-100
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION 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 PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalDesign (952)$35,500$35,500Construction (953)$300,000$300,000Const. Management (954)$30,000$30,000Total$0 $35,500 $330,000$0$0$0 $365,500Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalImpact/In-Lieu Fees$35,500 $330,000$365,500Total$0 $35,500 $330,000$0$0$0 $365,500 Source of Funds: Citywide Transportation Impact Fees E2-101
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: Multimodal Transportation ☐ 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 E2-102
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION Anticipated Facility Life Span: 50 Years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalDesign (952)$100,000$100,000Total$0 $100,000$0$0$0$0 $100,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalImpact/In-Lieu Fees$100,000$100,000Total$0 $100,000$0$0$0$0 $100,000 Funding Source: Citywide Transportation Impact Fees E2-103
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
NEIGHBORHOOD TRAFFIC IMPROVEMENTS – (ANNUAL)
Project Description Community Priority
☒ New Project ☐ Major City Goal & Other Important Objectives
☐ Measure G Priority:
Purpose and Need
This project will continue the efforts of the City’s Neighborhood Traffic Management Plan (NTM) to improve
traffic conditions in existing neighborhoods. Each year the City receives requests for solutions to speeding and
cut-through traffic problems within neighborhoods. Based upon current workload and resources, typically one
to two of these requests develop into large scale NTM projects. The estimated annual cost of the on-going
program is $75,000 annually.
Status
This is an on-going program. It should be noted that the amounts allocated during this 5-year period reflect a
lower investment in this program, and policy makers and neighborhoods should be aware past investments made in this area are not financially sustainable over the
long-term. Still, the recommended amounts should provide adequate funding for traffic calming implementation.
Project Team
Lead Department: Public Works
Operating Program Number & Title: 50500-Transportation Planning and Engineering
Assignment Program/Work Group Estimated Hours
Project Manager Transportation Engineering 500
Environmental Clearance Community Development 10
Contract Management Transportation – Administration 100
Construction Management CIP Engineering – Construction 80
Anticipated Facility Life Span: Life spans dependent upon facility constructed.
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Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Construction (953)$75,000 $75,000 $75,000 $75,000 $75,000 $375,000
Total $0 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $75,000 $75,000 $75,000 $75,000 $75,000 $375,000
Total $0 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000
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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:
Multimodal Transportation
☒ Measure G Priority: Bicycle and Pedestrian Improvements
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 Manage ment 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 conditio n 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 application 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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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
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.
Project Phasing and Funding Sources
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 $35,000 $80,000 $50,000 $285,000
Total $0 $60,000 $60,000 $35,000 $80,000 $50,000 $285,000
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 $35,000 $80,000 $50,000 $285,000
Total $0 $60,000 $60,000 $35,000 $80,000 $50,000 $285,000
E2-107
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION PENNY LANE BRIDGE AT UNION PACIFIC RAIL ROAD (UPRR) – FY 2018-19 Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives: Multimodal Transportation ☒ Measure G Priority: Bicycle and Pedestrian Improvements 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 construction cost estimates. The project is TIF eligible but may ultimately compete well for construction grant funding at the regional and state level. Status New project. E2-108
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION Project Team Lead Department: Public Works Operating Program Number & Title: 50500 Transportation Planning & Engineering Assignment Program Estimated Hours Project Proponent Traffic Engineering 40 Project Manager CIP Engineering – Design 40 Environmental Clearance Community Development 3 Anticipated Facility Life Span: Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalStudy (951)$0$0 $50,000$50,000Total$0$0$0 $50,000$0$0 $50,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalImpact/In-Lieu Fees$0$0 $50,000$50,000Total$0$0$0 $50,000$0$0 $50,000 Funding Source: Citywide Transportation Impact Fee E2-109
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION PRADO ROAD BRIDGE & ROAD WIDENING - FY 2017-18, FY 2018-19 Project Description Community Priority ☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives: Multimodal Transportation ☒ Measure G Priority: Traffic Congestion Relief/Safety Improvements 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 the 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 E2-110
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 PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalLand Acquisition (950)$25,000$25,000Study (951)$40,000$40,000Design (952)$690,000 $450,000$1,140,000Construction (953)$9,750,000$9,750,000Environmental Review (957)$120,000$120,000Total$730,000 $595,000 $9,750,000$0$0$0 $11,075,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalImpact/In-Lieu Fees$730,000 $55,000 $750,000$1,535,000Grant$540,000 $9,000,000$9,540,000Total$730,000 $595,000 $9,750,000$0$0$0 $11,075,000 Source of Funds. 1) Impact Fees in FY 2017-18 and FY 2018-19 are from Airport Area Specific Plan Fees (AASP) collected to date. 2) Grant funds are anticipated to be Federal Highway Bridge Replacement (HBR) funds yet to be secured. Shortfall in HBR funding will need to be backfilled with Citywide Transportation Impact fee funds. E2-111
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: Traffic Congestion Relief/Safety
Improvements
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 project will move forward in parallel with the potential San Luis Ranch development project that has funded the majority of the early project development work
that has been submitted to Caltrans for review. The City is currently in discussions with the development project to establish a funding strategy for the interchange
project that may include among other things: direct contributions to the project, use of EIFD financing or possible tax sharing agreements to finalize an adequate
funding program to complete the project. This CIP assumes a financial plan similar to the LOVR interchange that ultimately resulted in an approx imate share of
50/50 between City and regional/state funding. (see funding table below)
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
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
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
Anticipated Facility Life Span: 75 Years
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Study (951)$25,000 $150,000 $590,000 $765,000
Design (952)$2,700,000 $2,700,000
Construction (953)$25,000,000 $25,000,000
Const. Management (954)$3,000,000 $3,000,000
Environmental Review (957)$250,000 $250,000
Total $25,000 $150,000 $840,000 $2,700,000 $0 $28,000,000 $31,715,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Impact/In-Lieu Fees $25,000 $150,000 $840,000 $1,350,000 $2,365,000
Impact/In-Lieu Fees $1,350,000 $0 $1,350,000
Grant $15,500,000 $15,500,000
Debt Financing $0 $12,500,000 $12,500,000
Total $25,000 $150,000 $840,000 $2,700,000 $0 $28,000,000 $31,715,000
Funding Sources: 1) Citywide Transportation Impact Fees: $150,000 in FY 2017-18, $840,000 in FY 2018-19, $1,350,000 in FY 2019-20
2) Direct Developer Contribution of $1,350,000 in FY 2018-19
3) Assumes future, as yet unsecured, grant or other source such as EIFD or tax exchange of $15,500,000 in FY 2021-22
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
RAILROAD SAFETY TRAIL(RRST) - PEPPER STREET TO THE TRAIN STATION, FY 17-19
Project Description Community Priority
☒ New Project ☒ Major City Goal & Other Important Objectives:
Multimodal Transportation
☒ Measure G Priority: Bicycle and Pedestrian Improvements
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
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CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
Current Proposed Concept
Anticipated Facility Life Span: 8 Years
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)$140,000 $140,000
Total $0 $0 $30,000 $140,000 $0 $0 $170,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $30,000 $140,000 $170,000
Total $0 $0 $30,000 $140,000 $0 $0 $170,000
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CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION SAFE ROUTES TO SCHOOL IMPLEMENTATION: FOOTHILL CROSSING - FY 2017-18, FY 2018-19 Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives: Multimodal Transportation ☐ Measure G Priority: Purpose and Need This project will construct bicycle and pedestrian improvements as part of a Safe Routes to School Plan for the Pacheco and Bishop Peak Elementary Schools. The project will address roadway crossing needs at Foothill Boulevard as well as surrounding the two schools. This project will complement the Broad Street Bicycle Boulevard and the Ramona Neighborhood Traffic Management Program. The project will construct improvements at the intersection of Foothill/Ferinni that includes additional traffic control, sidewalk, curb & gutter changes, and increased traffic warning devices. Status The 2015-17 Financial Plan allocated $45k to formulate a Safe Routes to School 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 E2-116
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION Anticipated Facility Life Span: 15 years Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalDesign (952)$45,000 $50,000$95,000Construction (953)$250,000$250,000Total$45,000 $50,000 $250,000$0$0$0 $345,000Ongoing Costs by TypeBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalUtilities$0Maintenance Materials$0Staff$0Contract Services$0Total$0$0$0$0$0$0$0Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$45,000 $50,000 $250,000$345,000Total$45,000 $50,000 $250,000$0$0$0 $345,000 E2-117
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION
TRANSPORTATION SAFETY & OPERATIONS – ANNUAL
Project Description Community Priority
☒ Annual Maintenance ☒ Major City Goal & Other Important Objectives:
Multimodal Transportation
☒ Measure G Priority: Traffic Congestion Relief/Safety
Improvements
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 change s. 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 an ongoing program.
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 40
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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
Funding Source: 1) Impact Fees are from the Citywide Transportation Impact fee program.
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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: Flood Protection 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. E2-120
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION Project Team Lead Department: Public Works Operating Program Number & Title: 50320 Flood Control 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 2021 4 Anticipated Facility Life Span: Bridges have a design life of 100 years. Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalConstruction (953)$0 $50,000 $100,000 $75,000 $75,000$300,000Total$0$0 $50,000 $100,000 $75,000 $75,000 $300,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$0 $50,000 $100,000 $75,000 $75,000$300,000Total$0$0 $50,000 $100,000 $75,000 $75,000 $300,000 E2-121
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 E2-122
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 2018-192019-20 2020-212021-22TotalDesign (952)$363,000$363,000Total$0$0$0$0$0 $363,000 $363,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGrant$321,300$321,300General Capital Outlay$41,700$41,700Total$0$0$0$0$0 $363,000 $363,000 Highway Bridge Program Grant Funds provided for this project. E2-123
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 E2-124
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 2021-22 TotalDesign (952) $451,000$451,000Total$0$0$0$0$0 $451,000 $451,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 TotalGrant $399,300$399,300General Capital Outlay $51,700$51,700Total$0$0$0$0$0 $451,000 $451,000 Highway Bridge Program Grant Funds provided for this project. E2-125
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 E2-126
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 2018-192019-20 2020-212021-22TotalLand Acquisition (950) $160,000$160,000Design (952) $390,500$390,500Total$0$0$0$0 $390,500 $160,000 $550,500Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGrant $390,500 $160,000$550,500Total$0$0$0$0 $390,500 $160,000 $550,500 Highway Bridge Program Grant Funds provided for this project. E2-127
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION BROAD STREET BICYCLE BOULEVARD - FY 2017-18, FY 19-20 Project Description Community Priority ☒ New Project ☒ Major City Goal & Other Important Objectives: Multimodal Transportation ☐ Measure G Priority: Purpose and Need Design and construct Phase 1 of the bicycle boulevard on Broad Street from US 101 to Foothill. The project description in currently under study and may include bikeway enhancements along Broad, Chorro and other area streets. 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 underway and expected to be completed fall 2017. Project Team Lead Department: Public Works Operating Program Number & Title: 50500-Transportation Planning and Engineering Assignment Program/Work Group Estimated Hours Project Manager Transportation Engineering 100 Contract Management Transportation Engineering 40 Construction Management CIP Engineering – Construction 40 Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalStudy (951)$45,000$45,000Construction (953)$180,000 $270,000$450,000Total$45,000$0 $180,000 $270,000$0$0 $495,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$45,000$180,000 $270,000$495,000Total$45,000$0 $180,000 $270,000$0$0 $495,000 E2-128
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: Bicycle and Pedestrian Improvements 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. E2-129
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Project Team Lead Department: Public Works Operating Program Number & Title: 50300 Street and Sidewalk Maintenance Assignment Program/Work Group Estimated Hours Project Management CIP Engineering - Design 80 hours 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 E2-130
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Project Phasing and Funding SourcesInitial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalDesign (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 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$6,000 $190,000$60,000$256,000Total$6,000 $190,000$0$0 $60,000$0 $256,000 E2-131
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SIDEWALK REPLACEMENT AND INSTALLATION – FY 2017-18 THROUGH FY 2021-22
Project Description Community Priority
☒ Rehabilitation or Replacement ☒ Major City Goal & Other Important Objectives:
Multimodal Transportation
☒ Measure G Priority: Bicycle and Pedestrian Improvements
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): The City maintains 202 miles of
sidewalk within the city limits. The City makes repairs to the majority of damaged area locations, with
a combination of City Maintenance crews and contract services completing reconstruction. Da maged
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.
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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 location
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 Type 2017-18 2018-19 2019-20 2020-21 2021-22
Design Const. Design Const. Design Const. Design Const. Design Const.
Sidewalk Installation and
Replacement (Pavement Area 2, 4 & 9)
$15,000
Sidewalk Curb Ramp Installation and
Replacement (Pavement Area 2, 4 & 9) $5,000 $105,000
Railroad District Sidewalk $5,000
Sidewalk Installation and
Replacement (Pavement Area 3, 4 & 9)
$15,000
Sidewalk Curb Ramp Installation and
Replacement (Pavement Area 3, 4 & 9) $5,000 $20,000
Railroad District Sidewalk $10,000
Sidewalk Installation and
Replacement (Pavement Area 4 & 9)
$15,000
Sidewalk Curb Ramp Installation and
Replacement (Pavement Area 4 & 9) $10,000 $240,000
Railroad District Sidewalk $10,000
Sidewalk Installation and
Replacement (Pavement Area 4, 5 & 9)
$100,000
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Sidewalk Curb Ramp Installation and
Replacement (Pavement Area 4, 5 & 9) $10,000 $240,000
Railroad District Sidewalk $50,000
North Chorro Sidewalk $50,000
Sidewalk Installation and
Replacement (Pavement Area 6 & 9)
$50,000
Sidewalk Curb Ramp Installation and
Replacement (Pavement Area 6 & 9) $10,000 $240,000
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 $5,000 $10,000 $10,000 $35,000
Construction (953)$125,000 $45,000 $270,000 $390,000 $340,000 $1,170,000
Total $0 $130,000 $50,000 $275,000 $400,000 $350,000 $1,205,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $25,000 $50,000 $25,000 $150,000 $100,000 $350,000
Grant $105,000 $0 $250,000 $250,000 $250,000 $855,000
Total $0 $130,000 $50,000 $275,000 $400,000 $350,000 $1,205,000
$105,000 of CDBG funds are provided for year 2017-18.
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STREET RECONSTRUCTION AND RESURFACING (ANNUAL)
Project Description Community Priority
☒ Annual Maintenance ☒ Major City Goal & Other Important Objectives:
Multimodal Transportation
☒ Measure G Priority: Neighborhood Street Paving
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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Location Estimated Year of
Construction
Pavement Area
(for projects in right-of-way)
Arterial Streets (Madonna – LOVR) 2017 Citywide
Concrete Streets (Toro & Palm, Toro & Johnson, Nipomo
& Dana)
2017 1 and 4
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 seal)
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 $60,000 $60,000 $60,000 $60,000 $350,000
Design (952)$0 $0
Construction (953)$1,510,700 $1,470,000 $1,470,000 $1,470,000 $1,470,000 $1,470,000 $8,860,700
Const. Management (954)$70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $420,000
Total $1,630,700 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $9,630,700
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
General Capital Outlay $1,630,700 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $9,630,700
Total $1,630,700 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $9,630,700
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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: Multimodal Transportation ☒ Measure G Priority: Traffic Congestion Relief/Safety Improvements 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 E2-137
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 PhaseBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalConstruction (953)$25,000 $25,000$75,000 $75,000$200,000Total$0 $25,000 $25,000$0 $75,000 $75,000 $200,000Project Funding by SourceBudget to Date 2017-18 2018-19 2019-20 2020-21 2021-22TotalGeneral Capital Outlay$25,000 $25,000$75,000 $75,000$200,000Total$0 $25,000 $25,000$0 $75,000 $75,000 $200,000 E2-138
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: Multimodal Transportation ☒ Measure G Priority: Public Safety 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 E2-139
CAPITAL IMPROVEMENT PLAN - INFRASTRUCTURE & TRANSPORTATION NEW STREET LIGHTS – FY 2017-18 THROUGH 2021-22 Initial Projects Costs by PhaseBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalConstruction (953)$20,000 $20,000$20,000 $20,000$80,000Total$0 $20,000 $20,000$0 $20,000 $20,000 $80,000Project Funding by SourceBudget to Date 2017-18 2018-192019-20 2020-212021-22TotalGeneral Capital Outlay$20,000 $20,000$20,000 $20,000$80,000Total$0 $20,000 $20,000$0 $20,000 $20,000 $80,000 E2-140
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
E2-141
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
Site List – For multi-year projects
2017-2018 Project List:
Location Pavement Area Length (feet) Cost
Sewerline Replacement (Trench and Pipe Bursting)
Design (contract services) $60,000
Santa Barbara - Morro / Osos
Osos - at 1819 Osos / Buchon
Church - at 1054 Church / Osos
Leff - Santa Rosa / Osos
4 656
$780,000
4 1,194
4 341
4 380
Total: 2,571
Construction Management (contract services) $70,000
Inflow/Infiltration Reduction N/A N/A $200,000
Trench Repairs N/A N/A $25,000
Raise manholes after paving N/A N/A $25,000
Easement – East of Chorro at Meinecke to Murray Study N/A N/A $30,000
Infrastructure Renewal Strategy – Foothill at Chorro to Lincoln Study N/A N/A $60,000
Total $1,250,000
2018-2019 Project List:
Location Pavement Area Length (feet) Cost
Sewerline Replacement (Cured In Place Pipe)
Design (contract services) $17,000
Walnut - HWY 1 / Morro
Morro - Mill / Peach
Morro - Palm / Mill
4 717
$170,000
4 246
4 361
Total: 1324
Construction Management (contract services) $17,000
Sewerline Replacement (Cured In Place Pipe)
$38,000 Design (contract services)
(Easement) Albert- Longview / McCollum
Mill - Toro / Morro
Santa Rosa - Palm / Monterey
4 1340
$380,000
4,1 1368
9 288
Total: 2996
Construction Management (contract services) $38,000
E2-14
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
Sewerline Replacement (Pipe Bursting)
$10,000 Design (contract services)
(Easement) - Foothill / Rougeot 7 335
$100,000
Construction Management (contract services) Total: 335 $10,000
Sewerline Replacement (Open Trench)
$37,000 Design (contract services)
(Easement) - Chorro- Meinecke / Murray
(Easement) - Murray- Chorro / HWY 1
(Easement) - Murray / Murray
7 303
$370,000
7 669
7 150
Total: 1122
Construction Management (contract services) $37,000
Inflow/Infiltration Reduction N/A N/A $200,000
Trench Repairs N/A N/A $25,000
Raise manholes after paving N/A N/A $25,000
Total $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
$1,100,000
8 308
7,8 2265
7 833
Total: 3571
Construction Management (contract services) $110,000
Inflow/Infiltration Reduction N/A N/A $200,000
Trench Repairs N/A N/A $25,000
Raise manholes after paving N/A N/A $25,000
Total $1,570,000
E2-14
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
2020-2021 Project List:
Location Pavement Area Length (feet) Cost
Sewerline Replacement (Trench and Pipe Bursting)
Design (contract services) $110,000
Luneta – 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
$1,160,000
7 572
7 175
7 1851
7 476
7 159
7 166
7 89
Total: 3838
Construction Management (contract services) $110,000
Inflow/Infiltration Reduction N/A N/A $200,000
Trench Repairs N/A N/A $25,000
Raise manholes after paving N/A N/A $25,000
Total $1,630,000
2021-2022 Project List:
Location Pavement Area Length (feet) Cost
Sewerline Replacement (Trench and Pipe Bursting)
Design (contract services) $135,000
Johnson - 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
$1,350,000
1,4 1911
4 290
4 294
4 728
9 423
9 326
Total: 4,416
Construction Management (contract services) $135,000
Inflow/Infiltration Reduction N/A N/A $200,000
Trench Repairs N/A N/A $25,000
Raise manholes after paving N/A N/A $25,000
Total $1,870,000
E2-14
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION
Anticipated Facility Life Span: 60 years
Initial Projects Costs by Phase
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Land Acquisition (950)$30,000 $30,000
Study (951)$60,000 $60,000
Design (952)$60,000 $102,000 $110,000 $110,000 $135,000 $517,000
Construction (953)$780,000 $1,020,000 $1,100,000 $1,160,000 $1,350,000 $5,410,000
Const. Management (954)$70,000 $102,000 $110,000 $110,000 $135,000 $527,000
Total $0 $1,000,000 $1,224,000 $1,320,000 $1,380,000 $1,620,000 $6,544,000
Ongoing Costs by Type
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Maintenance Materials $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000
Total $0 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000
Project Funding by Source
Budget to Date 2017-18 2018-19 2019-20 2020-21 2021-22 Total
Sewer Fund $1,250,000 $1,474,000 $1,570,000 $1,630,000 $1,870,000 $7,794,000
Total $0 $1,250,000 $1,474,000 $1,570,000 $1,630,000 $1,870,000 $7,794,000
E2-14
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 E2-146
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 E2-147
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 E2-148
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 2021-22TotalDesign (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 2021-22TotalSewer Fund$1,085,000$1,980,000$3,065,000Total$0 $1,085,000 $0 $0 $0 $1,980,000 $3,065,000 E2-149
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 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 E2-150
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 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 2021-22TotalContract 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 E2-151
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 E2-152
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 E2-153
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 Construction Management (contract services) $180,000 E2-154
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 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. E2-155
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 E2-156
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 E2-157
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 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 E2-158
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 E2-159
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 20 20 Anticipated 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 E2-160
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 E2-161
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 E2-162
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 E2-163
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 E2-164
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION 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. E2-165
CAPITAL IMPROVEMENT PLAN – INFRASTRUCTURE & TRANSPORTATION Status 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 2021-22TotalComputer Acquisition (963)$100,000$100,000Total$0 $100,000$0$0$0$0 $100,000Ongoing 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 2021-22TotalInformation Technology Replacement$100,000$100,000Total$0 $100,000$0$0$0$0 $100,000 E2-166
Section F
DEBT SERVICE
DEBT SERVICE REQUIREMENTS INTRODUCTION This section summarizes the debt service obligations of the City as of July 1, 2017 and any new debt that is proposed over the life of the Five-Year Capital Improvement Plan. These obligations represent the City's annual installment payments of principal and interest for previous capital improvement plan projects or acquisitions funded through debt financings. The City's debt management policies are comprehensively discussed in the Capital Financing and Debt Management section of the City’s Budget and Fiscal Policies. The following section includes: Descriptions of each lease or bond obligation existing at July 1, 2017 and anticipated financings through 2019-20. Summary of debt service payments by source Computation of the City’s legal debt margin
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DEBT SERVICE DESCRIPTION OF DEBT OBLIGATIONS 2005/1996 Revenue Refunding Bonds
Purpose: Construct a new headquarters fire station and other City acquisitions. Maturity Date: 2026 Original Principal Amount: $6,550,000 July 1, 2015 Principal Outstanding: $4,110,000 Interest Rate: 3.4% to 4.5% Debt Service Payment 2016-17 $466,789 Debt Service Payment 2017-18 $469,589 Funding Source: General Fund 2006 Lease Revenue Bonds Purpose: Parking Structure and City Offices Maturity Date: 2036 Original Amount: $16,160,000 July 1, 2015 Principal Outstanding: $13,270,000 Interest Rate: 4.0% to 4.7% Debt Service Payment 2016-17 $999,813 Debt Service Payment 2017-18 $997,695 Funding Source: General and Parking Funds 2009 Lease Revenue Bonds Purpose: Public Safety Communications and Emergency Operations Center Maturity Date: 2039 Original Amount: $10,705,000 July 1, 2015 Principal Outstanding: $7,500,035 Debt Service Payment 2016-17 $975,927 Debt Service Payment 2017-18 $976,126 Interest Rate: 3.00% to 5.75% Funding Source: General, Water, Sewer, Parking Funds 2012 Refunding 2001 Series C Lease Revenue Bonds
Purpose: Purchase property and build athletic fields; purchase property for police station expansion; purchase Downtown Plan properties Maturity Date: 2029 Original Principal Amount: $6,745,000 July 1, 2015 Principal Outstanding: $4,410,000 Debt Service Payment 2016-17 $381,975 Debt Service Payment 2017-18 $385,075 Interest Rate: 2.0% to 4.0% Funding Source: General Fund
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DEBT SERVICE DESCRIPTION OF DEBT OBLIGATIONS 2001 State Infrastructure Bank (CIEDB) Loan
Purpose: Expand Marsh Street parking structure Maturity Date: 2031 Original Principal Amount: $7,765,900 July 1, 2015 Principal Outstanding: $5,345,307 Debt Service Payment 2016-17 $419,730 Debt Service Payment 2017-18 $418,856 Interest Rate: 3.37% (including annual loan fees) Funding Source: Parking Fund 2004 State Water Control Board Loan Purpose: Construct water reuse project. Maturity Date: 2024 Authorized Principal Amount: $8,883,200 July 1, 2015 Principal Outstanding: $4,598,833 Debt Service Payment 2016-17 $525,457 Debt Service Payment 2017-18 $525,457 Interest Rate: 2.5% Funding Source: Water Fund 2006 Water Revenue Bonds Purpose: Water Treatment Plant Improvements Maturity Date: 2036 Original Amount: $16,905,000 July 1, 2015 Principal Outstanding: $13,830,000 Debt Service Payment 2016-17 $1,030,948 Debt Service Payment 2017-18 $1,033,548 Interest Rate: 3.75% to 4.625% Funding Source: Water Funds 2008 Installment Sale Agreement-SunTrust Purpose: Tank Farm Lift Station and Force Main Project Maturity Date: 2023 Original Amount: $2,050,000 July 1, 2015 Principal Outstanding: $1,375,000 Debt Service Payment 2016-17 $184,455 Debt Service Payment 2017-18 $183,680 Interest Rate: 4.2% Funding Source: Sewer Funds
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DEBT SERVICE DESCRIPTION OF DEBT OBLIGATIONS 2009 State Infrastructure Bank (CIEDB) Loan Purpose: Tank Farm Lift Station and Force Main Project Maturity Date: 2038 Original Principal Amount: $10,000,000 July 1, 2015 Principal Outstanding: $8,615,711 Debt Service Payment 2016-17 $558,418 Debt Service Payment 2017-18 $557,481 Interest Rate: 3.25% (including annual loan fees) Funding Source: Sewer Fund 2012/2002 Water Revenue Refunding Bonds
Purpose: Upgrade the City's water treatment plant to meet water quality standards. Maturity Date: 2023 Original Principal Amount: $10,890,000 July 1, 2015 Principal Outstanding: $3,840,000 Debt Service Payment 2016-17 $572,000 Debt Service Payment 2017-18 $569,600 Interest Rate: 2.0% to 4.0% Funding Source: Water Fund 2014 US Bank Wastewater Lease. Purpose: Construct energy conservation improvements at this facility Maturity Date: 2028 Original Principal Amount: $7,479,000 July 1, 2015 Principal Outstanding: $7,106,042 Debt Service Payment 2016-17 $618,544 Debt Service Payment 2017-18 $618,363 Interest Rate: 2.9% Funding Source: Sewer Fund 2010 Fire Engine/Truck Lease Financing Purpose: Purchase of fire apparatus with 100-foot ladder Maturity Date: 2020 Original Amount: $1,080,000 July 1, 2015 Principal Outstanding: $585,000 Debt Service Payment 2016-17 $129,203 Debt Service Payment 2017-18 $125,764 Interest Rate: 2.99% Funding Source: General Fund
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DEBT SERVICE DESCRIPTION OF DEBT OBLIGATIONS 2014 Fire Engine Lease Financing Purpose: Purchase of replacement fire apparatus Maturity Date: 2018 Original Amount: $548,351 July 1, 2015 Principal Outstanding: $440,302 Debt Service Payment 2016-17 $116,702 Debt Service Payment 2017-18 $116,702 Interest Rate: 2.108% Funding Source: General Fund 2014 LOVR Lease Revenue Bonds Purpose: Expand the LOVR/101 Interchange Overpass Maturity Date: 2044 Original Amount: $7,580,000 July 1, 2015 Principal Outstanding: $7,580,000 Debt Service Payment 2016-17 $422,181 Debt Service Payment 2017-18 $422,606 Interest Rate: 3.0% to 4.0% Funding Source: General Fund 2015 Copiers & Mobile Data Equipment - Lease Financing Purpose: Purchase of photocopiers Maturity Date: 2020 Original Amount: $102,304 July 1, 2015 Principal Outstanding: $97,392 Debt Service Payment 2016-17 $21,386 Debt Service Payment 2017-17 $21,386 Interest Rate: 1.7% Funding Source: General Fund Purpose: Mobile Data Computers for Police and Fire Vehicles Maturity Date: 2020 Original Amount: $693,000 July 1, 2015 Principal Outstanding: $693,000 Debt Service Payment 2015-16 $177,849 Debt Service Payment 2016-17 $177,849 Interest Rate: 1.5% to 1.7% Funding Source: General Fund
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DEBT SERVICE DESCRIPTION OF DEBT OBLIGATIONS 2016 Fleet Replacement Fund Financing Purpose: Purchase replacement fire engine 2 and replacement street sweeper Maturity Date: 2021 Original Amount: $1,141,468.09 July 1, 2016 Principal Outstanding: 0 Debt Service Payment 2016-17: $240,068 Debt Service Payment 2017-18: $240,067 Interest Rate: 1.70% Funding Source: General Fund PROPOSED FINANCING: 2017-18 Fiscal Year: Purpose: Purchase replacement dump truck and replacement street sweeper Maturity: 2023 Original Amount: $591,000 Interest rate: 4% (estimated) Funding Source: General Fund 2018-19 Fiscal Year: Purpose: Purchase replacement fire engine #3 Maturity: 2025 Original Amount: $623,500 Interest rate: 4% (estimated) Funding Source: General Fund 2018-19 Water Enterprise Fund Debt Purpose: Finance the replacement of reservoir #2 Maturity: 2040 Original Amount: $10.5 million Interest Rate: 2% estimated Funding Source: Water fees 2018-19 Water Enterprise Fund Debt Purpose: Upgrade Water Treatment Plant Maturity: 2040 Original Amount: $14.3 million Interest Rate: 2% estimated Funding Source: Water fees 2019-20 Sewer Enterprise Fund Debt Purpose: Upgrade the Water Resource Recovery Facility Maturity: 2052 Original Amount: $140,000,000 Interest Rate: 2% estimated Funding Source: Sewer fees
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DEBT SERVICE DESCRIPTION OF DEBT OBLIGATIONS 2019-20 Parking Enterprise Fund Debt Purpose: Construction of the Palm/Nipomo Parking Structure Maturity: To be determined Original Amount: To be determined – total project cost estimate $23,600,000 Interest Rate: to be determined Funding Source: Parking Enterprise Fund revenue
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DEBT SERVICE REQUIREMENTS
ANNUAL PAYMENTS BY SOURCE
Current2016-17 Proposed2017-18 % Change Proposed2018-19 % ChangeGENERAL FUND 2005/1996 Lease Revenue BondsPrincipal 305,000 320,000 5% 330,000 3%Interest 161,789 149,589 -8% 136,789 -6%2006 Lease Revenue Bonds-919 Palm StreetPrincipal 190,900 197,800 3% 207,000 4%Interest 269,014 261,140 -3% 252,832 -3%2009 Lease Revenue Bonds - Public Safety EOCPrincipal 525,140 546,315 4% 563,255 3%Interest 301,470 280,464 -7% 257,246 -6%2012/2001 Revenue Refunding Bonds Series B & CPrincipal 225,000 235,000 4% 245,000 0%Interest 156,975 150,075 -5% 142,875 -4%Fire Engine/Truck Lease FinancingPrincipal 115,000 115,000 0% 120,000 4%Interest 14,203 10,764 -32% 7,326 -47%Fire Engine Lease Financing 2014Principal 108,751 111,339 2% 113,989 2%Interest 7,951 5,363 -48% 2,713 -98%Capital Lease I.T. Equipment 2015Principal 191,099 193,395 1% 196,442 2%Interest 7,950 5,840 -36% 2,794 -109%LOVR Lease Revenue Bonds 2014Principal 150,000 155,000 3% 160,000 3%Interest 272,181 267,606 -2% 262,881 -2%Fleet Replacement Fund 2016Principal 220,663 224,414 2% 228,229 2%Interest 19,405 15,654 -24% 11,839 -32%Dump Truck/Street Sweeper Replacement 2018Principal - 109,000 100% 113,000 4%Interest - 21,000 100% 16,000 -31%Fire Engine Replacement 2019Principal - - 115,000 100%Interest - - 21,000 100%Total Debt Service Fund 3,242,491 3,374,757 4% 3,506,208 4%
WATER FUND2004 Water Reuse Project LoanPrincipal 420,748 431,267 2% 442,049 2%Interest 104,709 94,190 -11% 83,408 -13%2006 Water Treatment Plant UpgradePrincipal 435,000 455,000 4% 475,000 4%Interest 595,948 578,548 -3% 560,348 -3%2009 Lease Revenue Bonds - Public Safety EOCPrincipal 41,540 43,215 4% 44,555 3%Interest 23,847 22,185 -7% 20,349 -9%
2017-19 Financial Plan
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DEBT SERVICE REQUIREMENTS
ANNUAL PAYMENTS BY SOURCE
Current2016-17 Proposed2017-18 % Change Proposed2018-19 % Change
2017-19 Financial Plan
2012 Revenue Refunding BondsPrincipal 435,000 450,000 3% 470,000 4%Interest 137,000 119,600 -15% 101,600 -18%2018 State Revolving Fund (Replace Resv #2)Reserve Payment 437,271 100%2018 State Revolving Fund (Water Treatment Plant)Reserve Payment - - 321,073 100%#DIV/0!#DIV/0!Total Water Fund 2,193,792 2,194,005 0% 2,955,652 26%SEWER FUND2008 SunTrust BondPrincipal 135,000 140,000 4%145,000 3%Interest 49,455 43,680 -13%37,695 -16%2009 CIEDB State Loan - Tank Farm Lift StationPrincipal 266,031 274,678 3%283,605 3%Interest 292,387 282,803 -3%272,907 -4%2009 Lease Revenue Bonds - Public Safety EOCPrincipal 47,120 49,020 4%50,540 3%Interest 27,050 25,166 -7%23,082 -9%2014 US Bank Wastewater LeasePrincipal 430,859 443,354 3%456,211 3%Interest 187,685 175,009 -7%161,965 -8%
Total Wastewater Fund 1,435,587 1,433,710 0%1,431,006 0%PARKING FUND2001 State Infrastructure Bank (CIEDB) LoanPrincipal 251,682 259,408 3%267,372 3%Interest 168,048 159,448 -5%150,583 -6%2006 Lease Revenue Bonds-919 Palm StreetPrincipal 224,100 232,200 3%243,000 4%Interest 315,799 306,555 -3%296,803 -3%2009 Lease Revenue Bonds - Public Safety EOCPrincipal 6,200 6,450 4%6,650 3%Interest 3,560 3,311 -8%3,037 -9%
Total Parking Fund 969,389 967,372 0%967,445 0%
TOTAL DEBT SERVICE REQUIREMENTS 7,841,259 7,969,845 2% 8,860,311 10%
Note: All General Fund debt service payments are accounted for in the Debt Service Fund.
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DEBT SERVICE REQUIREMENTSCOMPUTATION OF LEGAL DEBT MARGIN
Gross Assessed Valuation (2016-17)$7,653,604,800
Legal Debt Limit - 3.75% of Gross Assessed Valuation (See Note Below)$287,010,200
Long-Term Debt:Revenue Bonds Secured by Capital Leases 35,162,708.17State Water Resources Revolving Fund Loans 4,188,346State Infrastructure Bank Loans 13,459,176 Revenue Bonds 16,835,000Installment Sale Agreement 7,932,297Lease Purchase Financing 2,168,95779,746,483
LESS DEDUCTIONS ALLOWED BY LAW:Revenue Bonds Secured by Capital Leases 35,162,708State Loans 17,647,522Water Revenue Bonds 16,835,00069,645,230
TOTAL DEBT APPLICABLE TO COMPUTED LIMIT $10,101,253
LEGAL DEBT MARGIN $276,908,947
NOTE:The California Government Code provides for a legal debt limit of 15% of gross assessed valuation based on25% of market value. Since this limit was set, the State Constitution has changed, requiring assessed value tobe set at 100% of market value. Adjusting for this change results in a comparable legal debt limit of 3.75% ofassessed value. The City's debt management policy, however, sets a lower direct debt limit of 2% of assessedvaluation which is $136,170,485. As noted above, the City has used $10,313,812 of this debt limit.
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Section G
BUDGET REFERENCE MATERIALS
BUDGET REFERENCE
•Organization of the City’s Funds
•Changes in Financial Position Overview
•Summary of Changes in Financial Position
•Changes in Financial Position by Fund
•Interfund Transactions
•Reimbursement Transfers
•Pension Obligation Cost Trends
•Retiree Health Care Obligations
•Budget Glossary
•Awards
The Budget Reference Materials section includes the following information:
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BUDGET REFERENCE MATERIALS ORGANIZATION OF THE CITY’S FUNDS CITY FUND DESCRIPTIONS The following funds are included in the Financial Plan. Additional descriptions of each of the fund types are provided in the Budget Glossary of the 2017-19 Financial Plan. Governmental Funds Most of the City's programs and functions are provided and financed through the following governmental funds, which are distinguished by their measurement focus on determining financial position and changes in financial position (modified accrual method), rather than upon determining net income: General Fund Local Revenue Measure Sub-Fund Special Revenue Funds Downtown Business Improvement District Gas Tax Fund Transportation Development Act Fund Community Development Block Grant Law Enforcement Grants Fund Public Art (Private Sector Contributions) Fund Tourism Business Improvement District Fund Capital Project Funds General Purpose CIP Parkland Development Fund Transportation Impact Fee Fund Open Space Protection Fund Airport Area Impact Fee Fund Affordable Housing Fund Fleet Replacement Fund Los Osos Valley Road Sub-Area Fee Fund Information Technology Replacement Fund Major Facility Replacement Fund Infrastructure Investment Capital Fund Debt Service Fund
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BUDGET REFERENCE MATERIALS ORGANIZATION OF THE CITY’S FUNDS Enterprise Funds Enterprise funds are distinguished from governmental funds by their similarity to private sector enterprises, as it is intended that the cost of providing services will be financed or recovered primarily through user charges (accrual basis). The City uses the following four enterprise funds: Water Sewer Parking Transit Trust and Agency Funds Also known as fiduciary funds, agency funds are used to account for assets held by the City in a trustee capacity for private individuals, organizations, or other governmental agencies. Agency funds are custodial in nature (assets equal liabilities) and do not measure the results of operations (revenues, expenditures, and changes in fund balance). Because of their custodial nature, agency funds are not typically included in budgetary documents. However, the City is directly responsible for the day-to-day management and operations of the Whale Rock Reservoir which represent significant costs with substantial receipts collected from the member agencies. As a result, budget information for the Whale Rock Commission is provided in the City's Financial Plan. Budget information for the Boysen Ranch Conservancy Fund is also reflected within this Financial Plan since the City has begun utilizing resources from the fund for projects related to the maintenance of this open space area. Both the Whale Rock and Boysen Ranch Funds are accounted for as agency funds of the City using the accrual basis of accounting. Internal Service Funds Internal service funds are used to report any activity that provides goods or services to other funds, departments or agencies of the primary government and its component units on a cost reimbursement basis. The City utilizes the Insurance / Benefit Fund to account for the accumulation of resources to pay for certain insurance and benefit program costs using resources collected from enterprise and governmental funds of the city.
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BUDGET REFERENCE MATERIALS CHANGES IN FINANCIAL POSITION OVERVIEW INTRODUCTION This section summarizes changes in financial position for each of the City's operating funds. For the Governmental Funds, financial position is defined as fund balance; for the enterprise funds it is defined as working capital; and for the Whale Rock Reservoir Fund and Insurance / Benefit Trust Fund it is defined as fund balance. Because governmental, agency, internal service and enterprise funds use different bases of accounting, fund balance and working capital are different measures of financial position under generally accepted accounting principles. However, they represent similar concepts: resources available at the beginning of the year to fund operations, debt service, and capital improvements in the following year. Accordingly, to establish a similar framework for evaluating and projecting the City's overall financial position, these two measures of financial position are used interchangeably in this section. Changes in financial position are provided for the last completed fiscal year (2015-16), the current year (2016-17) and the two years covered by this Financial Plan (2017-18 and 2018-19). BASIS OF ACCOUNTING AND BUDGETING Basis of Accounting In accordance with generally accepted accounting principles, the City's financial reporting system is organized on a fund basis consisting of three major fund types—governmental, proprietary and fiduciary. The City's various funds have been established in order to segregate and identify those financial transactions and resources associated with providing specific activities or programs in conformance with special regulations, restrictions, or limitations. Governmental funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Expenditures generally are recorded when a liability is incurred; however, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due. Proprietary funds are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The only type of proprietary funds that the City uses are enterprise funds for water, sewer, parking and transit services. The only fiduciary funds the City reports are agency funds. Unlike other types of funds, agency funds only report assets and liabilities, thus they do not have a measurement focus since they do not report operating activity. However, agency funds do use the accrual basis of accounting to recognize receivables and payables. An internal service fund has been created to account for the resources needed to pay for liability, workers compensation and other benefit-related costs. Internal service funds typically assess a fee or seek reimbursement for the amounts that are expended and are not expected to accumulate fund reserves unless needed for a future payment. Basis of Budgeting Budgetary basis refers to the basis of accounting used to estimate financing sources and uses in the budget. The City prepares its budget for each fund in accordance with its respective basis of accounting.
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CHANGES IN FINANCIAL POSITION
ALL FUNDS COMBINED
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19
RevenuesTax Revenues 56,318,548 56,640,730 58,035,218 2%59,710,423 3%Fines and Forfeitures 752,176 825,900 734,900 -11%740,800 1%Investment and Property Revenues 1,285,476 465,400 512,898 10%516,898 1%Subventions and Grants 14,581,707 20,921,552 5,323,605 -75%18,678,083 251%Service ChargesGovernmental Funds 13,659,017 11,354,383 11,573,271 2%11,493,599 -1%Enterprise Funds 44,146,490 40,935,994 41,030,083 0%42,131,220 3%Trust and Agency Revenues 1,135,935 1,140,205 1,310,950 15%1,177,691 -10%Other Revenues 1,031,450 158,600 500,360 215%550,431 10%Total Revenues 132,910,800 132,442,764 119,021,285 -10%134,999,146 13%
Expenditures Operating ProgramsCommunity Safety 25,718,455 26,902,897 29,782,942 11%30,536,947 3%Infrastructure & Transportation 27,669,793 34,427,550 30,290,423 -12%30,864,742 2%Community & Neighborhood Livability 8,433,268 10,245,126 9,074,845 -11%8,815,479 -3%Culture & Recreation 7,505,856 8,627,251 3,613,123 -58%3,858,583 7%Environmental Health & Open Space - - 8,704,220 8,811,479 1%Fiscal Health & Governance 22,835,600 27,306,548 22,279,840 -18%22,384,524 0%CalPERS Discount Rate - - - 432,211 Total Operating Programs 92,162,971 107,509,372 103,745,393 -4%105,703,965 2% Capital Improvement Plan Projects 26,717,422 72,506,914 34,574,100 -52%92,810,707 168% Reimbursed Expenditures 7,668,076 (4,164,747) (4,264,633) 2%(4,264,633) Debt Service 7,668,076 7,844,645 7,969,872 2%8,860,368 11%Total Expenditures 134,216,546 183,696,184 142,024,732 -23%203,110,407 43%
Other Sources (Uses)Adjustment to Working Capial - - - - Operating Transfers In 10,123,214 11,999,475 12,219,102 2%11,592,133 -5%Operating Transfers Out (9,950,118) (11,998,475) (12,218,759) 2%(11,592,133) -5%Proceeds from Debt Financings - 1,166,600 20,095,000 1623%65,624,000 227%Projected MOA Adjustments - (15,398) - -100%- Other Sources (Uses)- - - - Expenditure Savings - 1,428,944 1,268,462 -11%1,300,000 2%Total Other Sources (Uses)173,096 2,581,146 21,363,805 728%66,924,000 213% Revenues and Other Sources Over (Under)Expenditures and Other Uses (1,132,651) (48,672,274) (1,639,642) -97%(1,187,262) -28%
Fund Balance/Working Capital,Beginning of Year 108,769,501 118,887,751 68,092,772 -43%65,994,920 -3%
Fund Balance/Working Capital,End of YearPrior Year Restatement (709,020) - - - Reserved for Debt Service 2,021,966 2,021,966 2,043,221 1%2,043,219 0%Unreserved 104,905,865 68,193,511 64,409,909 -6%62,764,440 -3%
Total Fund Balance/Working Capital 107,636,850 70,215,477 66,453,130 -5%64,807,659 -2%
2017-19 Financial Plan
% Change % Change
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CHANGES IN FINANCIAL POSITION
ALL GOVERNMENTAL FUNDS COMBINED
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19
RevenuesTax Revenues 56,318,548 56,640,730 58,035,218 2%59,710,423 3%Fines and Forfeitures 172,353 156,000 147,600 -5%147,600 Investment and Property Revenues 577,170 308,600 356,098 15%356,098 Subventions and Grants 11,692,887 16,750,282 2,401,968 -86%14,872,325 519%Service Charges 13,659,017 11,354,383 11,573,271 2%11,493,599 -1%Other Revenues 272,299 65,000 170,660 163%210,660 23%Total Revenues 82,692,273 85,274,995 72,684,815 -15%86,790,706 19%
Expenditures Operating Programs1Community Safety 25,718,455 26,902,897 29,782,942 11%30,536,947 3%Infrastructure & Transportation 3,146,156 4,050,322 11,281,049 179%11,443,756 1%Culture & Recreation 7,505,856 8,619,751 3,605,623 -58%3,851,083 7%Community & Neighborhood Livability 8,433,268 10,245,126 8,558,952 -16%8,283,932 -3%Environmental Health & Open Space - - 1,023,313 1,044,495 2%Fiscal Health & Governance 18,826,608 23,138,801 14,976,666 -35%14,968,836 0%CalPERS Discount Rate - - - 375,000 Total Operating Programs 63,630,342 72,956,897 69,228,545 -5%70,504,049 2%Reimbursed Expenditures (4,008,992) (4,164,747) (4,264,633) 2%(4,264,633) Total Operating Expenditures 59,621,350 68,792,150 64,963,912 -6%66,239,416 2% Capital Improvement Plan Projects 19,102,153 40,473,435 7,574,100 -81%23,515,607 210% Debt Service 3,101,381 3,245,866 3,374,758 4%3,506,210 4%Total Expenditures 81,824,885 112,511,451 75,912,770 -33%93,261,233 23%
Other Sources (Uses)Operating Transfers In 9,950,118 11,999,475 11,469,102 -4%11,092,133 -3%Operating Transfers Out (8,514,070) (10,946,912) (10,212,193) -7%(9,362,660) -8%Proceeds from Debt Financings - 1,166,600 595,000 -49%624,000 5%Projected MOA Adjustments - - - Expenditure Savings - 1,428,944 1,268,462 -11%1,300,000 2%Total Other Sources (Uses)1,436,048 3,648,107 3,120,371 -14%3,653,473 17% Revenues and Other Sources Over (Under)- - - - Expenditures and Other Uses 2,303,436 (23,588,349) (107,584) -100%(2,817,054) 2518%
Fund Balance, Beginning of Year 48,154,267 50,513,165 25,363,566 -50%24,766,983 -2%Prior Year Restatement (709,020) - - - 47,445,247 50,513,165 25,363,566 -50%24,766,983 -2%Fund Balance, End of YearReserved for Debt Service 2,021,966 2,021,966 2,043,221 1%2,043,219 0%Unreserved 47,726,718 24,902,850 23,212,762 -7%19,906,709 -14%
Total Fund Balance 49,748,683 26,924,816 25,255,983 -6%21,949,928 -13%1 Prior to 2017-18, Operating and Capital expenditures were categorized into different City Functions.
2017-19 Financial Plan
% Change % Change
G1-6
CHANGES IN FINANCIAL POSITION
ALL ENTERPRISE AND AGENCY FUNDS COMBINED
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19
RevenuesFines and Forfeitures 579,823 669,900 587,300 -12%593,200 1%Investment and Property Revenues 708,307 156,800 156,800 160,800 3%From Other Governments 2,888,820 4,171,270 2,921,637 -30%3,805,758 30%Service Charges 44,146,490 40,935,994 41,030,083 0%42,131,220 3%Other Revenues 759,151 93,600 329,700 252%339,771 3%Trust and Agency Revenues 1,135,935 1,140,205 1,310,950 15%1,177,691 -10%Total Revenues 50,218,526 47,167,769 46,336,470 -2%48,208,440 4%
Expenditures Operating Programs1Community Safety - - - - Community & Neighborhood Livability - - 515,893 531,547 3%Environmental Health & Open Space - - 7,680,907 7,766,984 1%Infrastructure & Transportation 24,523,637 30,377,228 19,009,374 -37%19,420,986 2%Culture & Recreation - 7,500 7,500 7,500 CalPERS Discount Rate - - - 57,211 Fiscal Health & Governance 4,008,992 4,167,747 7,303,174 75%7,415,688 2%Total Operating Programs 28,532,629 34,552,475 34,516,848 0%35,199,916 2% Capital Improvement Plan Projects 7,615,269 32,033,479 27,000,000 -16%69,295,100 157% Debt Service 4,566,695 4,598,779 4,595,114 0%5,354,158 17%Total Expenditures 40,714,593 71,184,733 66,111,962 -7%109,849,174 66%
Other Sources (Uses)Adjustment to Working Capial - - - - Operating Transfers In 173,096 - 750,000 500,000 -33%Proceeds from Debt Financings - - 19,500,000 65,000,000 233%Operating Transfers Out (1,436,048) (1,051,563) (2,006,566) 91%(2,229,473) 11%Projected MOA Adjustments (15,398) -100%Other Sources (Uses)- - - - Total Other Sources (Uses)(1,262,952) (1,066,961) 18,243,434 -1810%63,270,527 247% Revenues and Other Sources Over (Under)Expenditures and Other Uses 8,240,982 (25,083,925) (1,532,058) -94%1,629,793 -206%
Working Capital, Beginning of Year 61,324,254 68,374,586 42,729,205 -38%41,227,938 -4%
Working Capital, End of Year 69,565,236 43,290,661 41,197,148 -5%42,857,731 4%1 Prior to 2017-18, Operating and Capital expenditures were categorized into different City Functions.
2017-19 Financial Plan
% Change % Change
G1-7
CHANGES IN FINANCIAL POSITION
GENERAL FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesTax Revenues 49,140,388 49,249,730 50,428,218 2%52,031,423 3%Fines and Forfeitures 172,353 156,000 147,600 -5%147,600 Investment and Property Revenues 380,946 281,700 264,798 -6%264,798 Subventions and Grants 1,459,775 316,000 316,000 316,000 Service Charges 9,623,282 8,769,518 9,596,384 9%9,484,425 -1%Other Revenues 86,259 55,000 130,660 138%130,660 Total Revenues 60,863,003 58,827,948 60,883,660 3%62,374,906 2%
Expenditures Operating Programs 1Community Safety 24,870,762 25,985,759 27,996,083 8%28,679,650 2%Infrastructure & Transportation 2,291,830 2,734,553 10,766,356 294%10,912,749 1%Culture & Recreation 7,311,138 8,137,529 3,605,623 -56%3,851,083 7%Community & Neighborhood Livability 7,834,301 9,826,194 8,283,022 -16%8,000,386 -3%Environmental Health & Open Space - - 878,628 892,427 2%Fiscal Health & Governance 15,080,806 20,425,177 13,409,321 -34%13,396,029 0%CalPERS Discount Rate - - - 375,000 Total Program Expenditures 57,388,837 67,109,212 64,939,032 -3%66,107,324 2%Reimbursed Expenditures (4,008,992) (4,164,747) (4,264,633) 2%(4,264,633) Total Expenditures 53,379,845 62,944,465 60,674,399 -4%61,842,691 2%
Other Sources (Uses)Operating Transfers In 2,920,748 2,353,342 3,398,300 44%3,259,635 -4%Proceeds from Debt Issuance - - - - Operating Transfers Out (6,975,470) (9,605,233) (4,707,714) -51%(5,148,535) 9%Expenditure Savings 1,428,944 1,268,462 -11%1,300,000 2%Other Sources - - - - Total Other Sources (Uses)(4,054,722) (5,822,947) (40,952) -99%(588,900) 1338% Revenues and Other Sources Over (Under)Expenditures and Other Uses 3,428,437 (9,939,464) 168,309 -102%(56,685) -134%Transfer to Local Revenue Measure Fund
Fund Balance, Beginning of Year 22,140,527 24,859,944 14,431,480 -42%14,110,789 -2%Prior Year Restatement (709,020) - Non-Dispensible Restricted (489,000) (489,000) (489,000) Fund Balance, End of Year sub-total 24,859,944 14,431,480 14,110,789 -2%13,565,104 -4%Fund Balance Components:Designated Reserves (4,112,465) Policy Reserve Level @ 20%:(11,475,178) (10,851,000) (10,708,080) -1%(10,777,000) 1%Amount Over (Under) Policy Reserve:9,272,301 3,580,480 3,402,709 -5%2,788,104 -18%
1 Prior to 2017-18, Operating and Capital expenditures were categorized into different City Functions.
2017-19 Financial Plan
% Change % Change
G1-8
CHANGES IN FINANCIAL POSITION
LOCAL REVENUE MEASURE SUB-FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19
RevenuesTax Revenues 7,178,160 7,391,000 7,607,000 3%7,679,000 1%Investment & Property Revenue 9,043 - - - Total Revenues 7,187,203 7,391,000 7,607,000 3%7,679,000 1%
Expenditures Operating Programs Community Safety 705,843 812,655 1,786,859 120%1,857,297 4%Infrastructure & Transportation 854,326 1,315,769 514,693 -61%531,007 3%Culture & Recreation 194,718 208,187 - -100%- Community & Neighborhood Livability 328,737 5,000 83,520 1570%84,563 1%Environmental Health & Open Space 144,685 152,068 5%Fiscal Health & Governance - - - - Capital Improvement Plan Projects 2,797,460 10,030,836 4,946,700 -51%4,737,323 -4%Total Expenditures 4,881,084 12,372,447 7,476,458 -40%7,362,258 -2%
Other Sources (Uses)Operating Transfers In - - 1,658,400 1,197,723 Operating Transfers Out - - (1,788,400) (1,462,723) -18%Total Other Sources (Uses)- - (130,000) (265,000) 104% Revenues and Other Sources Over (Under)Expenditures and Other Uses 2,306,119 (4,981,447) 542 -100%51,742 9442%
Fund Balance, Beginning of Year 2,426,279 4,732,398 (249,049) -105%(248,507) 0%Fund Balance, End of Year sub-total*4,732,398 (249,049) (248,507) 0%(196,765) -21%Fund Balance Components:Reserved (3,962,736) Unreserved 769,662
*20% Reserve fund balance is fully reported/calculated within General Fund Changes in Financial Position. Expenditures may be adjusted at each year-end to maintain the sub-fund balance above negative and the difference will be absorbed by the General Fund.
2017-19 Financial Plan
% Change % Change
G1-9
CHANGES IN FINANCIAL POSITION
INSURANCE BENEFIT
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenue 987 - - - Service Charges - - - Total Revenues 987 - - -
ExpendituresOperating ProgramsFiscal Health & Governance 2,128,437 1,000,000 1,000,000 1,000,000 Capital Improvement Plan Projects - - - - Total Expenditures 2,128,437 1,000,000 1,000,000 1,000,000
Other Sources (Uses)Operating Transfer In 2,124,000 1,739,898 750,000 -57%500,000 -33%Operating Transfer Out - - - Total Other Sources (Uses)2,124,000 1,739,898 750,000 -57%500,000 -33%
Revenues and Other Sources Over (Under)Expenditures and Other Uses (3,450) 739,898 (250,000) -134%(500,000) 100%
Fund Balance, Beginning of Year 343,301 339,851 1,079,749 218%829,749 -23%
Fund Balance, End of Year 339,851 1,079,749 829,749 -23%329,749 -60%
2017-19 Financial Plan
% Change % Change
G1-10
CHANGES IN FINANCIAL POSITION
DOWNTOWN BUSINESS IMPROVEMENT DISTRICT FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property RevenuesService ChargesAssessments 222,111 214,000 227,000 6%227,000 Other Service Charges - - - Total Service Charges 222,111 214,000 227,000 6%227,000 Other RevenuesTotal Revenues 222,111 214,000 227,000 6%227,000
ExpendituresOperating ProgramsFiscal Health & Governance 222,111 214,000 227,000 6%227,000 Capital Improvement Plan Projects - - - - Total Expenditures 222,111 214,000 227,000 6%227,000
Other Sources (Uses)Operating Transfer InOperating Transfer Out - - Total Other Sources (Uses)- - - -
Revenues and Other Sources Over (Under)Expenditures and Other Uses - - - -
Fund Balance, Beginning of Year 1,122 1,122 1,122 1,122 Prior Year RestatementFund Balance, End of Year 1,122 1,122 1,122 1,122
2017-19 Financial Plan
% Change % Change
G1-11
CHANGES IN FINANCIAL POSITION
TOURISM BUSINESS IMPROVEMENT DISTRICT FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenues 1,723 1,100 1,400 27%1,400 Service Charges 1,429,190 1,433,975 1,464,387 2%1,493,675 2%Total Revenues 1,430,913 1,435,075 1,465,787 2%1,495,075 2%
ExpendituresOperating ProgramsFiscal Health & Governance 1,395,253 1,499,624 1,340,345 -11%1,345,807 0%Capital Improvement Plan Projects - - - - Total Expenditures 1,395,253 1,499,624 1,340,345 -11%1,345,807 0%
Other Sources (Uses)Operating Transfer In - - - - Operating Transfer Out (28,412) (28,679) (27,679) -3%(28,679) 4%Total Other Sources (Uses)(28,412) (28,679) (27,679) -3%(28,679) 4%
Revenues and Other Sources Over (Under)Expenditures and Other Uses 7,247 (93,228) 97,763 -205%120,589 23%
Fund Balance, Beginning of Year 333,028 340,275 247,047 -27%344,810 40%Prior Year RestatementFund Balance, End of Year 340,275 247,047 344,810 40%465,399 35%
2017-19 Financial Plan
% Change % Change
G1-12
CHANGES IN FINANCIAL POSITION
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesFrom Other GovernmentsCDBG Allocation*304,004 597,863 232,623 -61%- -1Other Revenues - - - - Total Revenues 304,004 597,863 232,623 -61%- -100%
ExpendituresOperating ProgramsCommunity & Neighborhood Livability 270,230 413,932 192,410 -54%198,983 3%Fiscal Health & Governance - - - - Total Operating Programs 270,230 413,932 192,410 -54%198,983 3%Capital Improvement Plan Projects 164,853 337,899 105,000 -69%- -100%Debt ServiceTotal Expenditures 435,083 751,831 297,410 -60%198,983 -33%
Other Sources (Uses)Operating Transfer In 147,487 153,969 154,000 0%154,000 Total Other Sources (uses)147,487 153,969 154,000 0%154,000
Revenues and Other Sources Over (Under)Expenditures and Other Uses 16,408 1 89,213 8921200%(44,983) -150%
Fund Balance, Beginning of Year (83) 16,325 16,326 0%105,539 546%
Fund Balance, End of Year 16,325 16,326 105,539 546%60,556 -43%
*The City will have more information whether fund are available in 2018-19 by the end of fiscal year 2017-18. No revenues are expected in 2018-19 at this time.
2017-19 Financial Plan
% Change% Change
G1-13
CHANGES IN FINANCIAL POSITION
GAS TAX FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesFrom Other Governments -Gasoline Tax 1,033,757 965,000 965,000 965,000 Total Revenues 1,033,757 965,000 965,000 965,000
Other Sources (Uses)Operating Transfers Out (1,033,757) (965,000) (965,000) (965,000) Total Other Sources (Uses)(1,033,757) (965,000) (965,000) (965,000)
Revenues and Other Sources Over (Under)Expenditures and Other Uses - - - -
Fund Balance, Beginning of Year - - - -
Fund Balance, End of Year - - - -
In March 2010,the Legislature passed ABx8 6 and ABx8 9, which contained the provisions for a swap of Proposition 42 state sales tax on gasoline with allocations from the motor vehicle excise tax (gas tax).
2017-19 Financial Plan
% Change % Change
G1-14
CHANGES IN FINANCIAL POSITION
TRANSPORTATION DEVELOPMENT ACT (TDA) FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesSubventions and Grants 40,531 41,100 45,000 9%45,000 Total Revenues 40,531 41,100 45,000 9%45,000
Other Sources (Uses)Operating Transfers Out (40,531) (41,100) (45,000) 9%(45,000) Total Other Sources (Uses)(40,531) (41,100) (45,000) 9%(45,000)
Revenues and Other Sources Over (Under)Expenditures and Other Uses - - - -
Fund Balance, Beginning of Year - - - -
Fund Balance, End of Year - - - -
% Change % Change
2017-19 Financial Plan
G1-15
CHANGES IN FINANCIAL POSITION
LAW ENFORCEMENT GRANTS FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenues 12 - - - Subventions and Grants 206,831 105,708 81,345 -23%21,325 -74%Service Charges 1,782 - - - Total Revenues 208,625 105,708 81,345 -23%21,325 -74%
ExpendituresOperating ProgramsCommunity Safety 141,850 104,483 - -100%- Capital Improvement Plan Projects 60,169 69,607 - -100%- Total Expenditures 202,019 174,090 - -100%-
Other Sources (Uses)Operating Transfer In - - - - Operating Transfer Out - - - - Total Other Sources (Uses)- - -
Revenues and Other Sources Over (Under)Expenditures and Other Uses 6,606 (68,382) 81,345 -219%21,325 -74%
Fund Balance, Beginning of Year 16,886 23,492 (44,890) -291%36,455 -181%
Fund Balance, End of Year 23,492 (44,890) 36,455 -181%57,780 58%
% Change
2017-19 Financial Plan
% Change
G1-16
CHANGES IN FINANCIAL POSITION
PUBLIC ART (PRIVATE SECTOR CONTRIBUTIONS) FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenues 2,892 2,100 2,100 2,100 Service ChargesIn-lieu fees - 40,000 35,500 -11%38,500 8%Other Revenues 79,994 - - - Total Revenues 82,886 42,100 37,600 -11%40,600 8%
ExpendituresOperating ProgramsCultural & Recreation 274,035 -100%Capital Improvement Plan Projects 58,321 40,061 49,700 24%51,700 4%Total Expenditures 58,321 314,096 49,700 -84%51,700 4%
Other Sources (Uses)Operating Transfer In 36,400 39,900 - -100%- Operating Transfer OutTotal Other Sources (Uses)36,400 39,900 - -100%-
Revenues and Other Sources Over (Under)Expenditures and Other Uses 60,965 (232,096) (12,100) -95%(11,100) -8%
Fund Balance, Beginning of Year 362,844 423,809 191,713 -55%179,613 -6%
Fund Balance, End of Year 423,809 191,713 179,613 -6%168,513 -6%
% Change
2017-19 Financial Plan
% Change
G1-17
CHANGES IN FINANCIAL POSITION
GENERAL PURPOSE CIP
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesSubventions and Grants 8,574,127 12,124,611 702,000 -94%13,525,000 1827%Service Charges - - - - Other Revenues 2,506 - - - Total Revenues 8,576,633 12,124,611 702,000 -94%13,525,000 1827%
ExpendituresCapital Improvement Plan Projects 9,972,831 15,499,077 966,000 -94%14,216,000 1372%Total Expenditures 9,972,831 15,499,077 966,000 -94%14,216,000 1372%
Other Sources (Uses)Operating Transfers In 281,733 439,900 743,700 69%257,400 -65%Operating Transfers Out (53,900) (39,900) -100%Other Sources (Uses)- - Sale of Surplus Property - - Total Other Sources (Uses)227,833 400,000 743,700 86%257,400 -65%
Revenues and Other Sources Over (Under)Expenditures and Other Uses (1,168,365) (2,974,466) 479,700 -116%(433,600) -190%
Fund Balance, Beginning of Year 4,352,266 3,183,901 209,435 -93%689,135 229%Fund Balance, End of Year 3,183,901 209,435 689,135 229%255,535 -63%
% Change% Change
2017-19 Financial Plan
G1-18
CHANGES IN FINANCIAL POSITION
PARKLAND DEVELOPMENT FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenues 5,756 3,000 3,900 30%3,900 Subventions and Grants - - - Service Charges Park In-Lieu Fees 174,799 - - - Dwelling Unit Fees 7,950 - - - Other Revenues 34,320 - - - Total Revenues 222,825 3,000 3,900 30%3,900
ExpendituresCapital Improvement Plan Projects 1,572 252,697 160,000 -37%254,000 59%Total Expenditures 1,572 252,697 160,000 -37%254,000 59%
Other Sources (Uses)Operating Transfers In - 900,000 - -100%Operating Transfers Out - - (640,000) -100%Total Other Sources (Uses)- 900,000 (640,000) -171%- -100%
Revenues and Other Sources Over (Under)Expenditures and Other Uses 221,253 650,303 (796,100) -222%(250,100) -0.6858435
Fund Balance, Beginning of Year 620,558 841,811 1,492,114 77%696,014 -53%
Fund Balance, End of Year 841,811 1,492,114 696,014 -53%445,914 -36%
% Change % Change
2017-19 Financial Plan
G1-19
CHANGES IN FINANCIAL POSITION
TRANSPORTATION IMPACT FEE FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenue 107,807 1,000 46,000 4500%46,000 Subventions and Grants - - Impact Fees 1,356,158 889,990 250,000 -72%250,000 Other Revenues - - Total Revenues 1,463,965 890,990 296,000 -67%296,000
ExpendituresCapital Improvement Plan Projects 3,803,935 3,734,040 310,500 -92%1,369,000 341%Total Expenditures 3,803,935 3,734,040 310,500 -92%1,369,000 341%
Other Sources (Uses)Proceeds from Debt Financing - - Operating Transfer In - - Operating Transfer Out (320,000) (250,000) (250,000) (250,000) Total Other Sources (Uses)(320,000) (250,000) (250,000) (250,000)
Revenues and Other Sources Over (Under)Expenditures and Other Uses (2,659,970) (3,093,050) (264,500) -91%(1,323,000) 400%
Fund Balance, Beginning of Year 8,879,649 6,219,679 3,126,629 -50%2,862,129 -8%Prior Year RestatementFund Balance, End of Year 6,219,679 3,126,629 2,862,129 -8%1,539,129 -46%
2017-19 Financial Plan
% Change % Change
G1-20
CHANGES IN FINANCIAL POSITION
FLEET REPLACEMENT FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenues 13,625 6,000 10,000 67%10,000 Service Charges - Other Revenues - Sale of Surplus Property 69,220 10,000 40,000 300%80,000 100%Green Vehicle Rebates 7,500 -100%Total Revenues 82,845 23,500 50,000 113%90,000 80%
ExpendituresCapital Improvement Plan Projects 686,387 2,154,331 625,000 -71%699,000 12%Total Expenditures 686,387 2,154,331 625,000 -71%699,000 12%
Other Sources (Uses)Proceeds from Debt Financing - 1,166,600 595,000 -49%624,000 5%Operating Transfers Out - - (768,000) (773,000) 1%Operating Transfers In 384,100 - 768,000 773,000 1%Total Other Sources (Uses)384,100 1,166,600 595,000 -49%624,000 5%
Revenues and Other Sources Over (Under)Expenditures and Other Uses (219,442) (964,231) 20,000 -102%15,000 -25%
Fund Balance, Beginning of Year 2,029,047 1,809,605 845,374 -53%865,374 2%
Fund Balance, End of Year 1,809,605 845,374 865,374 2%880,374 2%
2017-19 Financial Plan
% Change % Change
G1-21
CHANGES IN FINANCIAL POSITION
OPEN SPACE PROTECTION FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenue 4,101 - - - Subventions and Grants 2,600,000 -100%Service Charges 47,369 6,900 -100%Other Revenues - - - Total Revenues 51,470 2,606,900 - -100%-
ExpendituresCapital Improvement Plan Projects 32,743 2,970,881 -100%Total Expenditures 32,743 2,970,881 - -100%-
Other Sources (Uses)Operating Transfer In - - - Operating Transfer Out - - - Total Other Sources (Uses)- - - -
Revenues and Other Sources Over (Under)Expenditures and Other Uses 18,726 (363,981) - -100%- - Fund Balance, Beginning of Year 530,623 549,349 185,368 -66%185,368 - Fund Balance, End of Year 549,349 185,368 185,368 185,368
2017-19 Financial Plan
% Change% Change
G1-22
CHANGES IN FINANCIAL POSITION
AIRPORT AREA IMPACT FEE FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenue 8,248 1,000 5,000 400%5,000 Service Charges 134,210 - - - Total Revenues 142,458 1,000 5,000 400%5,000
ExpendituresCapital Improvement Plan Projects - 56,669 55,000 -3%750,000 1264%Total Expenditures - 56,669 55,000 -3%750,000 1264%
Other Sources (Uses)Operating Transfer Out - - - -
Revenues and Other Sources Over (Under)Expenditures and Other Uses 142,458 (55,669) (50,000) -10%(745,000) 1390%
Fund Balance, Beginning of Year 937,498 1,079,956 1,024,287 -5%974,287 -5%
Fund Balance, End of Year 1,079,956 1,024,287 974,287 -5%229,287 -76%
2017-19 Financial Plan
% Change % Change
G1-23
CHANGES IN FINANCIAL POSITION
AFFORDABLE HOUSING FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenue 34,415 8,000 14,000 75%14,000 Subventions and Grants - - - Service Charges 625,506 - - - Total Revenues 659,921 8,000 14,000 75%14,000
ExpendituresCapital Improvement Plan Projects 636,978 1,524,227 - -100%- Total Expenditures 636,978 1,524,227 - -100%-
Transfer Out (62,000) (17,000) - -100%-
Revenues and Other Sources Over (Under)Expenditures and Other Uses (39,057) (1,533,227) 14,000 -101%14,000
Fund Balance, Beginning of Year 2,601,882 2,562,825 1,029,598 -60%1,043,598 1%
Fund Balance, End of Year 2,562,825 1,029,598 1,043,598 1%1,057,598 1%
2017-19 Financial Plan
% Change % Change
G1-24
CHANGES IN FINANCIAL POSITION
LOS OSOS VALLEY ROAD SUB-AREA FEE FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenue 2,586 1,700 1,700 1,700 Service Charges 14,661 - - Total Revenues 17,246 1,700 1,700 1,700
ExpendituresCapital Improvement Plan Projects - - - Total Expenditures - - - -
Other Sources (Uses)Operating Transfer In - - - - Operating Transfer Out - - - -
Revenues and Other Sources Over (Under)Expenditures and Other Uses 17,246 1,700 1,700 1,700
Fund Balance, Beginning of Year 146,723 163,969 165,669 1%167,369 1%
Fund Balance, End of Year 163,969 165,669 167,369 1%169,069 1%
2017-19 Financial Plan
% Change% Change
G1-25
CHANGES IN FINANCIAL POSITION
INFORMATION TECHNOLOGY REPLACEMENT
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenue 2,765 1,500 5,000 233%5,000 Subventions and Grants 73,861 - 60,000 - -100%Service ChargesTotal Revenues 76,626 1,500 65,000 4233%5,000 -92%
ExpendituresCapital Improvement Plan Projects 481,374 2,803,400 304,000 -89%1,294,294 326%Total Expenditures 481,374 2,803,400 304,000 -89%1,294,294 326%
Other Sources (Uses)Operating Transfer In 617,000 2,621,000 689,745 -74%1,350,967 96%Operating Transfer Out (536,500) (182,023) -66%Debt Proceeds 688,500 - - - Total Sources (Uses)1,305,500 2,621,000 153,245 -94%1,168,944 663%
Revenues and Other Sources Over (Under)Expenditures and Other Uses 900,753 (180,900) (85,755) -53%(120,350) 40%
Fund Balance, Beginning of Year (159,846) 740,907 560,007 -24%474,252 -15%
Fund Balance, End of Year 740,907 560,007 474,252 -15%353,902 -25%
2017-19 Financial Plan
% Change% Change
G1-26
CHANGES IN FINANCIAL POSITION
MAJOR FACILITY REPLACEMENT
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenue 606 500 1,300 160%1,300 Service Charges Donation 22,000 - - - Total Revenues 22,606 500 1,300 160%1,300
ExpendituresCapital Improvement Plan Projects 405,530 749,710 52,200 -93%144,290 176%Total Expenditures 405,530 749,710 52,200 -93%144,290 176%
Other Sources (Uses)Operating Transfer In 163,250 504,600 682,200 35%593,200 -13%Operating Transfer Out - - (483,900) (507,700) 5%163,250 504,600 198,300 -61%85,500 -57%
Revenues and Other Sources Over (Under)Expenditures and Other Uses (219,674) (244,610) 147,400 -160%(57,490) -139%
Fund Balance, Beginning of Year 488,636 268,962 24,352 -91%171,752 605%
Fund Balance, End of Year 268,962 24,352 171,752 605%114,262 -33%
% Change
2017-19 Financial Plan
% Change
G1-27
CHANGES IN FINANCIAL POSITION
INFRASTRUCTURE INVESTMENT FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenue 1,660 1,000 900 -10%900 Service Charges - - - Total Revenues 1,660 1,000 900 -10%900
ExpendituresOperating ProgramsCapital Improvement Projects - 250,000 - -100%- Total Expenditures - 250,000 - -100%-
Other Sources (Uses)Operating Transfer In 250,000 1,000 - -100%- Debt Proceeds - Total Sources (Uses)250,000 1,000 - -100%-
Revenues and Other Sources Over (Under)Expenditures and Other Uses 251,660 (248,000) 900 -100%900
Fund Balance, Beginning of Year 60,105 311,765 63,765 -80%64,665 1%
Fund Balance, End of Year 311,765 63,765 64,665 1%65,565 1%
2017-19 Financial Plan
% Change% Change
G1-28
CHANGES IN FINANCIAL POSITION
DEBT SERVICE FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment Property Revenue 54,725 Total Revenues 54,725 ExpendituresDebt Service2012/2001 Refunded Revenue Bonds 388,725 385,350 385,075 0%387,875 1%2005/1996 Refunding Revenue Bonds 467,851 466,789 469,589 1%466,789 -1%2006 Lease Revenue Bonds 460,374 459,914 458,940 0%459,832 0%2009 Lease Revenue Bonds 829,998 826,610 826,779 0%820,501 -1%Fire Engine/Truck Lease Purchase 127,492 129,203 125,764 -3%127,326 1%Capital Lease / Fire Truck 2014 116,702 116,702 116,702 116,702 Capital Lease (I.T. Equipment)195,190 199,049 199,235 0%199,236 0%2014 Lease Revenue Bond/ LOVR 515,050 422,181 422,606 0%422,881 0%Fleet Debt Service 240,068 370,068 54%505,068 36%Total Expenditures 3,101,381 3,245,866 3,374,758 4%3,506,210 4%..Other Sources (Uses)Operating Transfers In 3,025,400 3,245,866 3,374,757 4%3,506,208 4%Operating Transfers Out - - - Proceeds from Debt Financing - - - Total Other Sources (Uses)3,025,400 3,245,866 3,374,757 4%3,506,208 4%
Revenues and Other Sources Over (Under)Expenditures and Other Uses (21,256) - (1) (2) 100%
Fund Balance, Beginning of Year 2,043,222 2,043,222 2,043,222 2,043,221 0%
Fund Balance, End of YearReserved for Debt Service 2,021,966 2,021,966 2,043,221 1%2,043,219 0%
Total Fund Balance 2,021,966 2,043,222 2,043,221 0%2,043,219 0%
2017-19 Financial Plan
% Change% Change
G1-29
CHANGES IN FINANCIAL POSITION
WATER FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesService ChargesWater SalesWater Service Charges 17,084,904 17,216,708 17,623,312 2%18,167,251 3%Sales to Other Agencies 862,813 850,000 866,250 2%892,238 3%Development Impact Fees 1,542,268 800,000 800,000 800,000 Connection Charges and Meter Sales 60,421 71,000 61,000 -14%61,000 Late Charges and Credit Card Fees 39,584 65,000 23,000 -65%23,000 Account Set-up Fee 107,159 100,000 156,000 56%156,000 AB 939 Reimbursement 141,957 135,000 145,000 7%147,900 2%Total Service Charges 19,839,106 19,237,708 19,674,562 2%20,247,389 3%Other Revenues 46,439 50,000 283,000 466%283,000 Subventions and Grants - - - - Investment and Property Revenues 186,597 50,000 50,000 50,000 Total Revenues 20,072,142 19,337,708 20,007,562 3%20,580,389 3%
ExpendituresOperating Programs - - 515,893 531,547 - - 2,791,977 2,761,401 Infrastructure & Transportation 12,909,891 16,438,538 11,217,372 -32%11,415,616 2%Fiscal Health & Governance 1,328,061 1,477,598 2,191,201 48%2,230,068 2%CalPERS Discount Rate - - - 24,414 Total Operating Programs 14,237,952 17,916,136 16,716,443 -7%16,963,046 1%Capital Improvement Plan Projects 2,366,716 7,514,756 3,277,500 -56%9,362,100 186%Debt Service 2,169,951 2,193,792 2,194,005 0%2,955,652 35%Total Expenditures 18,774,619 27,624,684 22,187,948 -20%29,280,798 32%
Other Sources (Uses)Other Sources (Uses)Proceeds from Debt Financing - - 8,500,000 Projected MOA Adjustments - - - Operating Transfer In - - - Operating Transfers Out (469,607) (561,244) (967,599) 72%(1,027,176) 6%Expenditure Savings - - - Other Sources (Uses)- - - Total Other Sources (Uses)(469,607) (561,244) (967,599) 72%7,472,824 -872%
Revenues and Other Sources Over (Under)Expenditures and Other Uses 827,916 (8,848,220) (3,147,985) -64%(1,227,585) -61%
Working Capital, Beginning of Year 21,876,499 22,571,449 13,723,229 -39%10,575,244 -23%Adjustment for Long Term Accruals (132,966) - - - Working Capital, End of Year 22,571,449 13,723,229 10,575,244 -23%9,347,658 -12%
% Change
2017-19 Financial Plan
Environmental Health & Open SpaceCommunity & Neighborhood Livability
% Change
G1-30
CHANGES IN FINANCIAL POSITION
SEWER FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesService ChargesCustomer SalesSewer Service Charges 14,526,664 14,300,000 14,301,464 0%14,741,100 3%Sales to Cal Poly 888,437 875,000 875,000 901,250 3%Development Impact Fees 502,393 300,000 300,000 300,000 Account Set-Up Fees 107,131 100,000 156,000 56%156,000 Late Charges and credit card fees 40,066 65,000 23,000 -65%23,000 Industrial User Charges 79,822 70,000 85,000 21%85,000 Connection Charges and Meter Sales 60,241 71,000 61,000 -14%61,000 Total Service Charges 16,204,754 15,781,000 15,801,464 0%16,267,350 3%Other Revenues 50,718 37,500 34,000 -9%44,071 30%Investment and Property Revenues 209,651 50,000 50,000 50,000 Total Revenues 16,465,123 15,868,500 15,885,464 0%16,361,421 3%
Expenditures Operating Programs - - - - - - 4,858,140 4,973,738 Infrastructure & Transportation 6,018,807 7,098,843 1,126,926 -84%1,142,593 1%Fiscal Health & Governance 1,576,026 1,591,041 3,027,860 90%3,101,507 2%CalPERS Discount Rate - - - 24,713 Total Operating Programs 7,594,833 8,689,884 9,012,926 4%9,242,551 3%Capital Improvement Plan Projects 5,178,481 19,677,576 22,042,500 12%58,162,000 164%Debt Service 1,437,543 1,435,587 1,433,709 0%1,431,006 0%Total Expenditures 14,210,857 29,803,047 32,489,135 9%68,835,557 112%
Other Sources (Uses)Cashflow adjustment for working capital - - - Proceeds from Debt Financing - - 19,500,000 56,500,000 190%Projected MOA Adjustments - - - - Operating Transfer In 173,096 - - - Operating Transfers Out (493,073) (490,319) (817,715) 67%(901,818) 10%Other Sources (Uses)- - - Total Other Sources (Uses)(319,977) (490,319) 18,682,285 -3910%55,598,182 198%
Revenues and Other Sources Over (Under)Expenditures and Other Uses 1,934,289 (14,424,866) 2,078,614 -114%3,124,046 50%
Working Capital, Beginning of Year 27,071,809 28,917,309 14,492,443 -50%16,571,057 14%Adjustment for Long Term Accruals (88,789) - - - Working Capital, End of Year 28,917,309 14,492,443 16,571,057 14%19,695,104 19%
Community & Neighborhood LivabilityEnvironmental Health & Open Space
% Change% Change
2017-19 Financial Plan
G1-31
CHANGES IN FINANCIAL POSITION
WHALE ROCK COMMISSION Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenues 19,273 1,000 1,000 1,000 Service ChargesMember Agency Contributions O & M 724,058 735,828 808,845 10%845,179 4%Member Agency Contributions CIP 411,877 404,377 502,105 24%332,512 -34%Water Distribution Charges 277,791 370,000 337,500 -9%351,000 4%Other Service Charges - - - Total Service Charges & Interest 1,432,999 1,511,205 1,649,450 9%1,529,691 -7%Other Revenues 5,508 1,500 6,000 300%6,000 Total Revenues 1,438,507 1,512,705 1,655,450 9%1,535,691 -7%
ExpendituresOperating ProgramsInfrastructure & Transportation 838,529 1,006,373 1,026,637 2%1,070,745 4%Fiscal Health & Governance 115,989 125,510 141,937 13%141,937 Total Operating Programs 954,518 1,131,883 1,168,574 3%1,212,682 4%Capital Improvement Plan Projects 49,525 606,419 520,000 -14%36,000 -93% Total ExpendituresTotal Expenditures 1,004,043 1,738,302 1,688,574 -3%1,248,682 -26%
Other Sources (Uses)Operating Transfers Out - - (2,210) (15,963) 622%Other Sources (Uses)- - - - Adjust for working capital - - - - Total Other Sources (Uses)- - (2,210) (15,963) 622%
Revenues and Other Sources Over (Under)Expenditures and Other Uses 434,464 (225,597) (35,334) -84%271,046 -867%
Working Capital, Beginning of Year 1,122,068 1,556,532 1,330,935 -14%1,295,601 -3%
Working Capital, End of Year 1,556,532 1,330,935 1,295,601 -3%1,566,647 21%
% Change% Change
G1-32
CHANGES IN FINANCIAL POSITION
PARKING FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesService ChargesParking Meter CollectionsLots 304,345 166,200 140,400 -16%141,900 1%Streets 1,526,182 1,539,100 1,648,100 7%1,664,700 1%Parking Structure Collections 1,162,982 1,054,700 1,489,500 41%1,504,400 1%Long-Term Parking Revenues 642,483 434,900 795,000 83%802,900 1%Lease Revenues 403,630 500,500 502,900 0%509,800 1%Parking In-Lieu Fees 2,641,296 20,200 20,400 1%20,600 1%Other Service Charges (15,096) 100 (89,100) -89200%(90,000) 1%Total Service Charges 6,665,822 3,715,700 4,507,200 21%4,554,300 1%Investment and Property Revenues 283,400 48,200 48,000 0%52,000 8%Fines and Forfeitures 579,823 669,900 587,300 -12%593,200 1%Other Revenues 827 - 100 100 Total Revenues 7,529,872 4,433,800 5,142,600 16%5,199,600 1%
ExpendituresOperating ProgramsInfrastructure & Transportation 1,835,753 2,385,106 2,215,088 -7%2,274,025 3%Fiscal Health & Governance 711,587 684,603 622,189 -9%622,189 CalPERS Discount Rate - - - 6,200 Total Operating Programs 2,547,340 3,069,709 2,837,277 -8%2,902,414 2%Capital Improvement Plan Projects 20,547 2,231,404 825,000 -63%650,000 -21%Debt Service 959,201 969,400 967,400 0%967,500 0%Total Expenditures 3,527,088 6,270,513 4,629,677 -26%4,519,914 -2%
Other Sources (Uses)Operating Transfer In - - - - Operating Transfer Out (473,368) - (157,644) (169,865) 8%Other Sources (Uses)- - - - GST Loan per Council Approval - (500,000) - -100%- Potential MOA Adjustments - (11,198) - -100%- Total Other Sources (Uses)(473,368) (511,198) (157,644) -69%(169,865) 8% Revenues and Other Sources Over (Under)Expenditures and Other Uses 3,529,416 (2,347,911) 355,279 -115%509,821 43%
Working Capital, Beginning of Year 8,391,033 12,255,677 9,907,766 -19%10,263,045 4%Adjustment for Long Term Accruals 335,228 - - - Working Capital, End of Year 12,255,677 9,907,766 10,263,045 4%10,772,866 5%
% Change
2017-19 Financial Plan
% Change
G1-33
CHANGES IN FINANCIAL POSITION
TRANSIT FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenues 6,404 5,800 5,800 5,800 From Other GovernmentsTDA Revenues (LTF)1,312,716 1,286,625 1,166,759 -9%1,166,759 TDA Revenues (STA)162,418 159,890 154,027 -4%152,748 -1%Other Grants 39,738 1,300,200 174,600 -87%1,060,000 507%FTA Grants 1,373,948 1,424,555 1,426,251 0%1,426,251 Service Charges 3,809 690,381 709,357 3%711,181 0%Other Revenues 655,660 4,600 6,600 43%6,600 Total Revenues 3,554,693 4,872,051 3,643,394 -25%4,529,339 24%
ExpendituresOperating ProgramsInfrastructure & Transportation 2,920,657 3,448,368 3,423,351 -1%3,518,007 3%Fiscal Health & Governance 277,329 288,995 319,987 11%319,987 CalPERS Discount Rate - - - 1,884 Total Operating Programs 3,197,986 3,737,363 3,743,338 0%3,839,878 3%Capital Improvement Plan Projects - 2,003,324 335,000 -83%1,085,000 224%Total Expenditures 3,197,986 5,740,687 4,078,338 -29%4,924,878 21%
Other Sources (Uses)
Cashflow adjustment for working capital - - - - Projected MOA Adjustments - (4,200) -100%Operating Transfer In - - - - Operating Transfer Out - - (61,398) (114,651) 87%Other Sources - - Expenditure Savings - - - - Total Other Sources (Uses)- (4,200) (61,398) 1362%(114,651) 87%
Revenues and Other Sources Over (Under)Expenditures and Other Uses 356,707 (872,836) (496,342) -43%(510,190) 3%
Working Capital, Beginning of Year 2,775,920 2,983,713 2,110,877 -29%1,614,535 -24%Adjustment for Long Term Accruals (148,914) Working Capital, End of Year 2,983,713 2,110,877 1,614,535 -24%1,104,345 -32%
% Change
2017-19 Financial Plan
% Change
G1-34
CHANGES IN FINANCIAL POSITION
BOYSEN RANCH CONSERVATION FUND
Actual Mid-Year Proposed Proposed 2015-16 2016-17 2017-18 2018-19RevenuesInvestment and Property Revenue 2,981 1,800 2,000 11%2,000 Service Charges - - - Total Revenues 2,981 1,800 2,000 11%2,000
ExpendituresCulture & Recreation 7,500 7,500 7,500 Total Expenditures - 7,500 7,500 7,500
Other Sources (Uses)Operating Transfer In - Debt Proceeds - Total Sources (Uses)- - - -
Revenues and Other Sources Over (Under)Expenditures and Other Uses 2,981 (5,700) (5,500) -4%(5,500)
Fund Balance, Beginning of Year 86,925 89,906 84,206 -6%78,706 -7%
Fund Balance, End of Year 89,906 84,206 78,706 -7%73,206 -7%
% Change
2017-19 Financial Plan
% Change
G1-35
INTERFUND TRANSACTIONS
OPERATING TRANSFERS
Actual Budget Proposed Proposed 2015-16 2016-17 2017-18 2018-19General FundOperating Transfers InGas Tax Fund 1,033,757 965,000 965,000 0% 965,000 0%Transportation Development Act Fund 40,531 41,100 45,000 9% 45,000 0%Tourism BID Fund 28,412 28,679 28,679 0% 28,679 0%Transportation Impact Fee Fund 320,000 250,000 250,000 0% 250,000 0%Affordable Housing Fund 62,000 17,000 - -100% - 0%Parkland Development Fund - - 160,000 0% - -100%Transit Fund - - 58,081 0% 58,081 0%Parking Enterprise Fund 473,368 - 151,011 0% 151,011 0%Sewer Enterprise Fund 319,977 490,319 799,192 63% 808,438 1%Water Enterprise Fund 469,607 561,244 941,337 68% 953,426 1%Total Operating Transfers In 2,747,652 2,353,342 3,398,300 44%3,259,635 -4%
Operating Transfers OutInsurance Benefit Fund (2,124,000) (1,739,898) (750,000) -57% (500,000) -33%Community Development Block Grant (147,487) (153,969) (154,000) 0% (154,000) 0%General Purpose CIP (281,733) (439,900) (263,700) -40% (257,400) -2%Fleet Replacement Fund (384,100) - - 0% - 0%Parkland Development Fund - (900,000) - -100% - 0%Debt Service Fund (3,025,400) (3,245,866) (3,244,757) 0% (3,241,208) 0%Information Technology Replacement Fund (617,000) (2,621,000) (103,500) -96% (953,627) 821%Major Facility Replacement Fund (145,750) (504,600) (191,100) -62% (42,300) -78%Total Operating Transfers Out (6,725,470) (9,605,233) (4,707,057) -51%(5,148,535) 9%Total Operating Transfers (3,977,818) (7,251,891) (1,308,757) -82%(1,888,900) 44%
Local Revenue Measure Sub-FundOperating Transfer InMajor Facility Replacement Fund 483,900 0% 507,700 5%Information Technology Fund 536,500 0% 182,023 -66%Fleet Replacement Fund 638,000 0% 508,000 -20%Total Transfers In - - 1,658,400 0%1,197,723 -28%
Operating Transfer OutMajor Facility Replacement Fund (483,900) 0% (507,700) 5%Information Technology Fund (536,500) 0% (182,023) -66%Fleet Replacement Fund (768,000) 0% (773,000) 1%Total Transfers Out - - (1,788,400) 0%(1,462,723) -18%Total Operating Transfers - - (130,000) 0%(265,000) 104%
Community Development Block Grant FundOperating Transfer InGeneral Fund 147,487 153,969 154,000 0% 154,000 0%Total Transfers In 147,487 153,969 154,000 0%154,000 0%
Gas Tax FundOperating Transfer OutGeneral Fund (1,033,757) (965,000) (965,000) 0% (965,000) 0%Total Transfers Out (1,033,757) (965,000) (965,000) 0%(965,000) 0%
Transportation Development Act FundOperating Transfer OutGeneral Fund (40,531) (41,100) (45,000) 9% (45,000) 0%Total Transfers Out (40,531) (41,100) (45,000) 9%(45,000) 0%
2017-19% Change % Change
G1-36
INTERFUND TRANSACTIONS
OPERATING TRANSFERS
Actual Budget Proposed Proposed 2015-16 2016-17 2017-18 2018-19
2017-19% Change % ChangeTourism Business Improvement District FundOperating Transfer OutGeneral Fund (28,412) (28,679) (28,679) 0% (28,679) 0%Total Transfers Out (28,412) (28,679) (28,679) 0%(28,679) 0%
Information Technology Replacement FundOperating Transfer InGeneral Fund 617,000 2,621,000 103,500 -96% 953,627 821%Local Revenue Measure Sub-Fund - - 536,500 0% 182,023 -66%Parking Enterprise Fund - - 6,633 0% 18,854 184%Sewer Enterprise Fund - - 14,923 0% 71,780 381%Transit Enterprise Fund - - 3,317 0% 56,570 1605%Water Enterprise Fund - - 22,662 0% 52,150 130%Whale Rock Commission - - 2,210 0% 15,963 622%Total Transfers In 617,000 2,621,000 689,745 -74%1,350,967 96%
Operating Transfers OutLocal Revenue Measure Sub-Fund - - (536,500) 0% (182,023) -66%Total Transfers Out - - (536,500) 0%(182,023) -66%Total Operating Transfers 617,000 2,621,000 153,245 -94%1,168,944 663%
Sewer Enterprise FundOperating Transfer OutGeneral Fund (319,977) (490,319) (799,192) 63% (808,438) 1%Major Facility Replacement Fund - - (3,600) 0% (21,600) 500%Information Technology Replacement Fund - - (14,923) 0% (71,780) 381%Total Transfers Out (319,977) (490,319) (817,715) 67%(901,818) 10%
Parking Enterprise FundOperating Transfer OutGeneral Fund (473,368) - (151,011) 0% (151,011) 0%Information Technology Replacement - - (6,633) 0% (18,854) 184%Total Transfers Out (473,368) - (157,644) 0%(169,865) 8%
Water Enterprise FundOperating Transfer OutGeneral Fund (469,607) (561,244) (941,337) 68% (953,426) 1%Major Facility Replacement Fund - - (3,600) 0% (21,600) 500%Information Technology Replacement Fund - - (22,662) 0% (52,150) 130%Total Transfers Out (469,607) (561,244) (967,599) 72%(1,027,176) 6%
Insurance Benefit FundOperating Transfer InGeneral Fund 2,124,000 1,739,898 750,000 -57% 500,000 -33%Total Transfers In 2,124,000 1,739,898 750,000 -57%500,000 -33%
Whale Rock CommissionOperating Transfer OutInformation Technology Replacement Fund - - (2,210) 0% (15,963) 622%Total Transfers Out - - (2,210) 0%(15,963) 622%
Affordable Housing FundOperating Transfer OutGeneral Fund (62,000) (17,000) - -100%0%Total Transfers Out (62,000) (17,000) - -100%- 0%
G1-37
INTERFUND TRANSACTIONS
OPERATING TRANSFERS
Actual Budget Proposed Proposed 2015-16 2016-17 2017-18 2018-19
2017-19% Change % ChangeGeneral Purpose CIPOperating Transfer InGeneral Fund 281,733 439,900 263,700 -40% 257,400 -2%Parkland Development Fund - - 480,000 0% - -100%Total Transfers In 281,733 439,900 743,700 69%257,400 -65%
Operating Transfer OutMajor Facility (17,500) - - - Public Art Fund (36,400) (39,900) - - Total Transfers Out (53,900) (39,900) - - Total Operating Transfers 227,833 400,000 743,700 257,400
Public Art FundOperating Transfer InGeneral Fund - - - 0% - 0%General Purpose CIP 36,400 39,900 - -100% - 0%Total Transfers In 36,400 39,900 - -100%- 0%
Transportation Impact Fee FundOperating Transfer OutGeneral Fund (320,000) (250,000) (250,000) 0% (250,000) 0%Total Transfers Out (320,000) (250,000) (250,000) 0%(250,000) 0%
Fleet Replacement FundOperating Transfers InGeneral Fund 384,100 - - - 0%Local Revenue Measuer Sub-Fund - - 768,000 0% 773,000 1%Total Transfers In 384,100 - 768,000 0%773,000 1%
Operating Transfers OutDebt Service Fund - - (130,000) 0% (265,000) 104%Local Revenue Measure Sub-Fund - - (638,000) 0% (508,000) -20%Total Transfers Out - - (768,000) 0%(773,000) 1%Total Operating Transfers 384,100 - - - 0%
Debt Service FundOperating Transfer InGeneral Fund 3,025,400 3,245,866 3,244,757 0% 3,241,208 0%Fleet Fund - - 130,000 0% 265,000 104%Total Transfers In 3,025,400 3,245,866 3,374,757 4%3,506,208 4%
Major Facility Replacement FundOperating Transfer InGeneral Fund 145,750 504,600 191,100 -62% 42,300 -78%General Purpose CIP 17,500 - - - Local Revenue Measure Sub-Fund - - 483,900 0% 507,700 5%Water Enterprise Fund - - 3,600 0% 21,600 500%Sewer Enterprise Fund - - 3,600 0% 21,600 500%Total Transfers In 163,250 504,600 682,200 35%593,200 -13%
Operating Transfer OutLocal Revenue Measure Sub-Fund - - (483,900) 0% (507,700) 5%Total Transfers Out - - (483,900) 0%(507,700) 5%Total Operating Transfers 163,250 504,600 198,300 -61%85,500 -57%
G1-38
INTERFUND TRANSACTIONS
OPERATING TRANSFERS
Actual Budget Proposed Proposed 2015-16 2016-17 2017-18 2018-19
2017-19% Change % ChangeParkland Development FundOperating Transfer In General Fund - 900,000 - -100%0%General Purpose CIP - - - 0%0%Total Transfers In - 900,000 - -100%- 0%
Operating Transfer OutGeneral Fund - - (160,000) 0%-100%General Purpose CIP - - (480,000) 0%-100%Total Transfers Out - - (640,000) 0%- -100%Total Operating Transfers - 900,000 (640,000) -171%- -100%
Transit FundOperating Transfer OutGeneral Fund (58,081) 0% (58,081) 0%Information Technology Replacement Fund (3,317) 0% (56,570) 1605%Total Transfers Out - - (61,398) 0%(114,651) 87%NET OPERATING TRANSFERS - - - -
G1-39
INTERFUND TRANSACTIONS
REIMBURSEMENT TRANSFERS
Actual Budget Proposed Proposed
2015-16 2016-17 2017-18 2018-19
General Fund
Enterprise and Agency FundsWater 1,328,061 1,477,598 1,485,450 1% 1,485,450 0%Sewer 1,576,026 1,591,041 1,695,070 7% 1,695,070 0%Parking 711,587 684,603 622,189 -9% 622,189 0%Transit 277,329 288,995 319,987 11% 319,987 0%Whale Rock Commission 115,989 125,510 141,937 13% 141,937 0%Total Enterprise and Agency Funds 4,008,992$ 4,167,747$ 4,264,633$ 2% 4,264,633$ 0%
2017-19
% Change % Change
G1-40
BY FUND, CATEGORY, and SOURCE
2016-17 2017-18 % Change 2018-19 % Change
Investment & Property RevenueInterest On Investment 8,000$ 14,000$ 75%14,000$ 0%Affordable Housing Fund Total 8,000$ 14,000$ 75%14,000$ 0%
Investment & Property RevenueInterest On Investment 1,000$ 5,000$ 400%5,000$ 0%Airport Area Impact Fee Total 1,000$ 5,000$ 400%5,000$ 0%
Investment & Property RevenueInterest On Investment 1,800$ 2,000$ 11%2,000$ 0%Boysen Ranch Conserv Esmt Total 1,800$ 2,000$ 11%2,000$ 0%
Subventions & GrantsFederal Grants 405,515$ 232,623$ -43%-$ -100%CDBG Fund Total 405,515$ 232,623$ -43%-$ -100%
Service ChargesDowntown Association Assessment 214,000$ 227,000$ 6%227,000$ 0%Downtown Bid Fund Total 214,000$ 227,000$ 6%227,000$ 0%
Investment & Property RevenueInterest On Investment 6,000$ 10,000$ 67%10,000$ 0%Other RevenuesSale Of Surplus Property 10,000$ 40,000$ 300%80,000$ 100%Fleet Replacement Total 16,000$ 50,000$ 213%90,000$ 80%
Subventions & GrantsGas Tax (2105)220,000$ 220,000$ 0%220,000$ 0%Gas Tax (2107)270,000$ 270,000$ 0%270,000$ 0%Gas Tax (2107.5)6,000$ 6,000$ 0%6,000$ 0%Select Road (2106)175,000$ 175,000$ 0%175,000$ 0%Gas Tax (R&T 7360)294,000$ 294,000$ 0%294,000$ 0%Gas Tax Fund Total 965,000$ 965,000$ 0%965,000$ 0%
Subventions & GrantsOther Revenue -$ 702,000$ 13,525,000$ 1827%General CIP Grant Fund Total -$ 702,000$ 13,525,000$ 1827%
Tax and Franchise RevenueSecured - Current 10,524,486$ 10,965,000$ 4% 11,622,000$ 6%
CDBG Fund
REVENUE DETAIL REPORT
2017-19 Financial Plan
Affordable Housing Fund
Airport Area Impact Fee
Boysen Ranch Conserv Esmt
Downtown Bid Fund
Fleet Replacement
Gas Tax Fund
General Fund
General CIP Grant Fund
G1-41
BY FUND, CATEGORY, and SOURCE
2016-17 2017-18 % Change 2018-19 % Change
REVENUE DETAIL REPORT
2017-19 Financial Plan
Unsecured - Current 243,553$ 245,000$ 1%245,000$ 0%SB2557 County Admin Fee (257,250)$ (260,000)$ 1% (260,000)$ 0%Prop Tax In-Lieu VLF 4,365,153$ 4,593,377$ 5% 4,846,013$ 6%Local Sales Tax Distribution 17,297,334$ 16,932,000$ -2% 17,277,000$ 2%Sales Tax-Safety Prop 172 428,443$ 436,560$ 2%445,291$ 2%Transient Occupancy Tax 7,186,067$ 7,293,790$ 1% 7,439,666$ 2%Cable TV (Charter)405,779$ 390,000$ -4%390,000$ 0%Pacific Gas & Electric 253,787$ 245,000$ -3%245,000$ 0%Slo Garbage Company 758,488$ 784,275$ 3%784,275$ 0%Southern California Gas Co.131,569$ 100,000$ -24% 100,000$ 0%Union Oil Company 7,760$ 7,442$ -4%7,442$ 0%Business Tax Certificates 2,375,090$ 2,724,896$ 15% 2,860,241$ 5%Business Tax Penalties 20,000$ 22,000$ 10%24,000$ 9%Real Prop. Transfer Tax 301,000$ 380,878$ 27%388,495$ 2%AT&T 114,816$ 115,000$ 0%115,000$ 0%Misc. Gas Companies 16,645$ 16,000$ -4%16,000$ 0%Cable TV 460,442$ 490,000$ 6%490,000$ 0%City Water Utility 804,846$ 808,000$ 0%808,000$ 0%GTE Sprint 6,000$ 53,000$ 783%53,000$ 0%Misc. Phone Companies 635,481$ 550,000$ -13% 550,000$ 0%Cingular 210,592$ 160,000$ -24% 160,000$ 0%MCI 39,125$ 43,000$ 10%43,000$ 0%GTE Mobilnet 447,686$ 410,000$ -8%410,000$ 0%Pacific Gas & Electric 2,037,788$ 2,182,000$ 7% 2,227,000$ 2%Pacific Telephone 214,873$ 210,000$ -2%210,000$ 0%Southern California Gas Co.491,014$ 448,000$ -9%452,000$ 1%Misc. Electric Companies 82,692$ 83,000$ 0%83,000$ 0%Fines and ForefeituresTraffic Fines 120,000$ 112,800$ -6%112,800$ 0%Misdemeanor & Infractions 35,000$ 32,900$ -6%32,900$ 0%Misc. Forfeit & Penalties 1,000$ 1,900$ 90%1,900$ 0%Investment & Property RevenueInterest On Investment 120,300$ 113,082$ -6%113,082$ 0%Rents & Concessions 161,400$ 151,716$ -6%151,716$ 0%Subventions & GrantsHomeowner Prop Tax Relief 74,000$ 69,560$ -6%69,560$ 0%Police Trng Grant (Post)40,000$ 10,000$ -75%10,000$ 0%Law Enf. SB3229 Grant 100,000$ 100,000$ 0%100,000$ 0%Cal OES Engine Reimb 2,000$ 2,000$ 0%2,000$ 0%Other State Grants -$ 97,000$ 97,000$ 0%City Housing Authority 22,000$ 22,000$ 0%22,000$ 0%Zone 9 Streambed Clear.85,000$ 85,000$ 0%85,000$ 0%Service ChargesAccident Reports 3,000$ 3,350$ 12%3,400$ 1%Collision Investigation 10,000$ 10,550$ 5%10,708$ 1%Alarm Permits (Contract)80,000$ 84,400$ 5%85,666$ 1%DUI Cost Recovery 20,000$ 21,100$ 5%21,417$ 1%Witness Fees 1,500$ 1,583$ 5%1,606$ 1%Police Dept Permits 7,000$ 7,400$ 6%7,511$ 1%Property Release Fee 1,000$ 1,055$ 5%1,071$ 2%
G1-42
BY FUND, CATEGORY, and SOURCE
2016-17 2017-18 % Change 2018-19 % Change
REVENUE DETAIL REPORT
2017-19 Financial Plan
Tow Release Fee 12,000$ 12,660$ 5%12,850$ 1%Second Response 1,000$ 1,055$ 5%1,071$ 2%Impound Fees 2,000$ 2,110$ 5%2,142$ 2%Tobacco Permits 20,000$ 21,100$ 5%21,417$ 1%Administrative Citations 115,000$ 121,325$ 5%123,145$ 1%Prop Owner Admin Citation 40,000$ 42,200$ 5%42,833$ 1%Parking Citation-Pd Issue 80,000$ 84,400$ 5%85,666$ 1%Other Police Services 57,800$ 60,979$ 5%61,894$ 1%Cal Poly Fire Services 276,125$ 291,312$ 5%295,682$ 1%Medical Er Recovery 173,000$ 182,515$ 5%185,253$ 2%R1 Inspection Fees 194,000$ -$ -100%-$ Fire Dept. Revenue 5,500$ 5,803$ 5%5,890$ 2%Permit Fees 130,000$ 137,150$ 5%139,207$ 1%Fire Alarm Permits 2,500$ 2,638$ 5%2,677$ 1%CUPA Inspection Fees 97,000$ 102,335$ 5%103,870$ 1%Planning & Zoning Fee 490,913$ 648,619$ 32%406,097$ -37%Development Review Fees 612,558$ 336,731$ -45% 350,335$ 4%Building Permits 1,714,988$ 1,854,289$ 8% 1,928,460$ 4%Rhip Registration 260,000$ -$ -100%-$ 0%Rhip Inspections 185,000$ 50,000$ -73%50,000$ 0%Code Enforcement Fees 60,661$ 50,000$ -18%50,000$ 0%Plan Check Fees 664,620$ 800,000$ 20%714,000$ -11%Infrastruct. Pln Ck/Insp.525,050$ 1,400,000$ 167% 1,428,000$ 2%Encroachment Permits 140,626$ 244,745$ 74%249,640$ 2%Fire Plan Ck. & Inspect.350,000$ 400,000$ 14%412,000$ 3%Credit Card Fees (97,464)$ (116,406)$ 19% (112,637)$ -3%Engineering Dev Rev Fee 218,771$ 485,900$ 122% 505,336$ 4%Adult Athletic Fees 122,400$ 135,117$ 10%137,820$ 2%Youth Athletic Fees 33,700$ 37,201$ 10%37,945$ 2%Skate Park 2,000$ 2,208$ 10%2,252$ 2%Instruction Fees 91,000$ 100,455$ 10%102,464$ 2%Spec Event-City Sponsored 72,700$ 80,254$ 10%81,859$ 2%Spec Events-App/Permit 20,000$ 22,078$ 10%22,520$ 2%Library Rental 15,500$ 17,110$ 10%17,453$ 2%Indoor Rental & Use Fees 46,000$ 50,779$ 10%51,795$ 2%Outdoor Rental & Use Fees 100,000$ 110,390$ 10%112,598$ 2%Child Services/Day Care 610,000$ 662,340$ 9%675,587$ 2%Youth/Community Services 1,500$ 1,656$ 10%1,689$ 2%Daily Use Fees 97,000$ 107,078$ 10%109,220$ 2%Swim Instruction Fees 60,000$ 66,234$ 10%67,559$ 2%Monthly Lap 10,000$ 11,039$ 10%11,260$ 2%Scrip Sales 23,000$ 25,390$ 10%25,897$ 2%Therapy Pool Fees 8,700$ 9,604$ 10%9,796$ 2%Other Pool Revenue 48,000$ 52,987$ 10%54,047$ 2%P & R Expended Donation -$ 3,312$ 0%3,378$ 2%Other Park & Rec Revenue 3,000$ 3,312$ 10%3,378$ 2%Cred. Card Fees (Rev.Rdct (10,000)$ (11,039)$ 10%(11,260)$ 2%Business License 389,531$ 400,200$ 3%406,203$ 1%Admin Cit-Bus License -$ 1,000$ 0%1,015$ 1%Other Publications 2,500$ 2,638$ 5%2,677$ 1%
G1-43
BY FUND, CATEGORY, and SOURCE
2016-17 2017-18 % Change 2018-19 % Change
REVENUE DETAIL REPORT
2017-19 Financial Plan
Other Service Charges 30,000$ 31,650$ 5%32,125$ 1%Driving Range Fees 10,200$ 11,260$ 10%11,485$ 2%Golf Green Fees 230,000$ 253,897$ 10%258,975$ 2%Golf Lesson Fees 2,000$ 2,208$ 10%2,252$ 2%Merchandise Sales Taxable 14,000$ 15,455$ 10%15,764$ 2%Golf Rental Fees 9,200$ 10,156$ 10%10,359$ 2%Golf Cart Rentals 25,100$ 27,708$ 10%28,262$ 2%Golf Crs. Sales & Use Tax 1,200$ 1,812$ 51%1,848$ 2%Other RevenuesSpecial Events Insurance 10,000$ 9,400$ -6%9,400$ 0%Disability Insurance Reimb (CEA)10,000$ 18,800$ 88%18,800$ 0%Other Revenue 35,000$ 32,900$ -6%32,900$ 0%General Fund Total 58,941,338$ 60,883,660$ 3% 62,374,906$ 2%
Investment & Property RevenueInterest On Investment 1,500$ 5,000$ 233%5,000$ 0%Other State Grants -$ 60,000$ -$ -100%Info Tech Replacement Total 1,500$ 65,000$ 4233%5,000$ -92%
Investment & Property RevenueInterest On Investment 1,000$ 900$ -10%900$ 0%Infrastrct Invst CIP Fund Total 1,000$ 900$ -10%900$ 0%
Subventions & GrantsOTS Avoid The 14 320,818$ 81,345$ -75%21,325$ -74%Law Enforce Grant Fund Total 320,818$ 81,345$ -75%21,325$ -74%
Tax and Franchise RevenueSales Tax-Measure Y $.005 7,886,000$ 7,607,000$ -4% 7,679,000$ 1%Investment & Property RevenueInterest On Investment 50,000$ -$ -100%-$ #DIV/0!Local Sales Tax Fund Total 7,936,000$ 7,607,000$ -4% 7,679,000$ 1%
Investment & Property RevenueInterest On Investment 1,700$ 1,700$ 0%1,700$ 0%LOVR Impact Fee Fund Total 1,700$ 1,700$ 0%1,700$ 0%
Investment & Property RevenueInterest On Investment 500$ 1,300$ 160%1,300$ 0%Major Facility Replacemnt Total 500$ 1,300$ 160%1,300$ 0%
Fines and ForefeituresParking Fines (City)170,224$ 119,900$ -30% 121,100$ 1%
Parking Fund
Information Technology Replacement
Infrastrct Invst CIP Fund
Law Enforce Grant Fund
Local Sales Tax Fund
LOVR Impact Fee Fund
Major Facility Replacemnt
G1-44
BY FUND, CATEGORY, and SOURCE
2016-17 2017-18 % Change 2018-19 % Change
REVENUE DETAIL REPORT
2017-19 Financial Plan
Parking Fines (Contract)812,936$ 803,600$ -1%811,600$ 1%Parking Fines (Surcharge)(207,844)$ (277,100)$ 33% (279,800)$ 1%Parking Fines (Pd Issued)(105,440)$ (59,100)$ -44%(59,700)$ 1%Investment & Property RevenueInterest On Investment 48,200$ 48,000$ 0%52,000$ 8%Service ChargesCred. Card Fees (Rev.Rdct -$ (89,100)$ (90,000)$ 1%Lot 4 44,054$ 45,800$ 4%46,300$ 1%Lot 9 12,024$ 12,300$ 2%12,400$ 1%Lot 10 89,944$ 55,100$ -39%55,700$ 1%Lot 14 12,352$ 20,100$ 63%20,300$ 1%Lot 15 7,820$ 7,100$ -9%7,200$ 1%Street Zone A 26,739$ 20,100$ -25%20,300$ 1%Street Zone B 290,633$ 206,500$ -29% 208,600$ 1%Street Zone C 43,742$ 39,100$ -11%39,500$ 1%Street Zone D 655,323$ 798,900$ 22%806,900$ 1%Street Zone E 58,291$ 58,000$ 0%58,600$ 1%Street Zone F 53,045$ 85,400$ 61%86,300$ 1%Street Zone G 230,316$ 235,500$ 2%237,900$ 1%Street Zone H 140,732$ 172,600$ 23%174,300$ 1%Cash Key Deposits (2,853)$ 1,100$ -139%1,100$ 0%Cash Key Revenue 43,113$ 30,900$ -28%31,200$ 1%Daily Garage Fees 6,898$ 20,900$ 203%21,100$ 1%Marsh Daily Garage Fees 558,020$ 728,600$ 31%735,900$ 1%Palm Daily Garage Fees 270,558$ 404,800$ 50%408,800$ 1%Morro Daily Garage Fees 209,759$ 335,200$ 60%338,600$ 1%Morro Kiosk Garage Fees 9,429$ -$ -100%-$ 0%Residential Permits 16,447$ 16,900$ 3%17,100$ 1%Meter Bag Sales 29,150$ 107,600$ 269% 108,700$ 1%10-Hour Meter Permits 164,907$ 290,600$ 76%293,500$ 1%Merchant Validation 13,868$ 48,600$ 250%49,100$ 1%Passcard Fees 94,660$ 184,400$ 95%186,200$ 1%Passcard Fees - Marsh St 77,533$ 112,900$ 46%114,000$ 1%Passcard Fees - 919 Palm 34,092$ 29,400$ -14%29,700$ 1%Commercial Loading Zone 4,268$ 4,600$ 8%4,600$ 0%Lease Revenue 500,451$ 502,900$ 0%509,800$ 1%Pk. Spc. In-Lieu Ord 1101 20,168$ 20,400$ 1%20,600$ 1%Other RevenuesOther Parking Revenue 101$ 100$ -1%100$ 0%Parking Fund Total 4,433,660$ 5,142,600$ 16% 5,199,600$ 1%
Investment & Property RevenueInterest On Investment 3,000$ 3,900$ 30%3,900$ 0%Parkland Development Fund Total 3,000$ 3,900$ 30%3,900$ 0%
Investment & Property RevenueInterest On Investment 2,100$ 2,100$ 0%2,100$ 0%Other Revenues
Parkland Development Fund
Public Art Private Sector
G1-45
BY FUND, CATEGORY, and SOURCE
2016-17 2017-18 % Change 2018-19 % Change
REVENUE DETAIL REPORT
2017-19 Financial Plan
Public Art In-Lieu 40,000$ 35,500$ -11%38,500$ 8%Public Art Private Sector Total 42,100$ 37,600$ -11%40,600$ 8%
Investment & Property RevenueInterest On Investment 50,000$ 50,000$ 0%50,000$ 0%Service ChargesLate Charge 150,000$ 118,000$ -21% 118,000$ 0%Credit Card Fees (85,000)$ (95,000)$ 12%(95,000)$ 0%Set Up Fees 100,000$ 156,000$ 56%156,000$ 0%Meter Connection Charges 71,000$ 61,000$ -14%61,000$ 0%Sewer Service Charges 12,749,800$ 12,800,000$ 0% 13,184,000$ 3%Sewer Base Charge 1,550,200$ 1,501,464$ -3% 1,557,100$ 4%Sales To Cal Poly 875,000$ 875,000$ 0%901,250$ 3%Industrial User Charges 70,000$ 85,000$ 21%85,000$ 0%Sewer Impact Fees 300,000$ 300,000$ 0%300,000$ 0%Other RevenuesOther Revenue 17,500$ 20,000$ 14%20,000$ 0%Credit Collections 20,000$ 14,000$ -30%14,000$ 0%Sewer Fund Total 15,868,500$ 15,885,464$ 0% 16,351,350$ 3%
Subventions & GrantsTDA - Bikeway 41,100$ 45,000$ 9%45,000$ 0%TDA - Bikeway Fund Total 41,100$ 45,000$ 9%45,000$ 0%
Investment & Property RevenueInterest On Investment 1,100$ 1,400$ 27%1,400$ 0%Service ChargesTBID Assessment Revenue 1,433,975$ 1,464,387$ 2% 1,493,675$ 2%Tourism Bid Fund Total 1,435,075$ 1,465,787$ 2% 1,495,075$ 2%
Investment & Property RevenueInterest On Investment 5,800$ 5,800$ 0%5,800$ 0%Subventions & GrantsCMAQ Grant -$ -$ 1,060,000$ Proposition 1B Grant 4,600$ 4,600$ 0%-$ -100%Proposition 1B Discretionary 155,600$ 170,000$ 9%-$ -100%Service ChargesSLORTA 21,706$ 22,357$ 3%22,000$ -2%Cal Poly Fare 440,483$ 440,000$ 0%440,000$ 0%Bus Pass Revenue 61,193$ 68,000$ 11%68,680$ 1%Prado Tokens Revenue 9,000$ 10,000$ 11%10,000$ 0%Downtwon Access Pass 15,000$ 15,000$ 0%15,000$ 0%Trolley Surcharge 4,000$ 4,000$ 0%4,000$ 0%Cash Fare Revenue 135,000$ 150,000$ 11%151,500$ 1%From Other GovernmentsTDA Current Yr OPS 1,286,625$ 1,166,759$ -9% 1,166,759$ 0%
Sewer Fund
TDA - Bikeway Fund
Tourism Bid Fund
Transit Fund
G1-46
BY FUND, CATEGORY, and SOURCE
2016-17 2017-18 % Change 2018-19 % Change
REVENUE DETAIL REPORT
2017-19 Financial Plan
STA 26,115$ 26,115$ 0%26,115$ 0%STA Descretionary 133,775$ 127,912$ -4%126,633$ -1%FTA 5307 C.O.30,000$ 30,000$ 0%30,000$ 0%FTA 5307 P.M.169,740$ 171,437$ 1%171,437$ 0%FTA 5307 Ops 1,224,814$ 1,224,814$ 0% 1,224,814$ 0%Other RevenuesSale Of Surplus Property 4,000$ -$ -100%-$ 0%Other Revenue 19,600$ 6,600$ -66%6,798$ 3%Transit Fund Total 3,747,051$ 3,643,394$ -3% 4,529,536$ 24%
Investment & Property RevenueInterest On Investment 1,000$ 46,000$ 4500%46,000$ 0%Impact FeesTransportation Impact Fee 889,990$ 250,000$ -72% 250,000$ 0%Transportation Impact Fee Total 890,990$ 296,000$ -67% 296,000$ 0%
Investment & Property RevenueInterest On Investment 50,000$ 50,000$ 0%50,000$ 0%Service ChargesWater Sales - Cal Poly 905,000$ 866,250$ -4%892,238$ 3%Late Charge 150,000$ Water Sales - Normal 14,722,836$ 14,989,116$ 2% 15,438,789$ 3%Water Base Charge 1,903,872$ 2,234,196$ 17% 2,316,462$ 4%Reclaimed Water Sales 500,000$ Credit Card Fees (80,000)$ Set Up Fees 108,200$ 156,000$ 44%156,000$ 0%Meter Connection Charges 47,100$ 61,000$ 30%61,000$ 0%Water Impact Fees 800,000$ 1,200,000$ 50% 1,212,000$ 1%AB 939 Reimbursement 137,700$ 145,000$ 5%147,900$ 2%Other RevenuesOther Revenue 32,400$ 306,000$ 844% 306,000$ 0%Credit Collections 20,000$ Water Fund Total 19,297,108$ 20,007,562$ 4% 20,580,389$ 3%
Investment & Property RevenueInterest On Investment 1,000$ 1,000$ 0%1,000$ 0%Service ChargesBasic Operating Charges 737,171$ 808,845$ 10%845,179$ 4%CIP Contribution 546,717$ 502,105$ -8%332,512$ -34%Water Distribution 450,000$ 337,500$ -25% 351,000$ 4%Other RevenuesOther Revenue 1,500$ 6,000$ 300%6,000$ 0%Whale Rock Fund Total 1,736,388$ 1,655,450$ -5% 1,535,691$ -7%
TOTAL 116,309,143$ 119,021,285$ 2% 134,989,272$ 13%
Transportation Impact Fee
Water Fund
Whale Rock Fund
G1-47
BY DEPARTMENT & PROGRAM
2016-17 2017-18 % Change 2018-19 % Change
City Administration 1,030,446 1,013,669 -2% 1,036,015 2%City Council 166,339 139,156 -16% 140,669 1%Cultural Activities 312,896 320,287 2% 327,863 2%Economic Development 247,423 251,148 2% 252,289 0%Natural Resources Protection 374,985 402,693 7% 404,817 1%Community Promotion 403,609 404,688 0% 406,326 0%Tourism & Bid 1,411,395 1,340,345 -5% 1,345,807 0%Downtown Association 214,000 227,000 6% 227,000 0%Administration & Records 710,425 680,085 -4% 752,201 11%IT Network Services 2,706,258 2,421,354 -11% 2,447,007 1%IT Support Services - 187,306 197,894 6%Geographic Info Services 501,141 673,750 34% 655,662 -3%Boysen Ranch Conservation 7,500 7,500 0% 7,500 0%City Administration Total 8,086,416$ 8,068,981$ 0% 8,201,048$ 2%
City Attorney 780,351 785,811 1% 803,725 2%City Attorney Total 780,351$ 785,811$ 1% 803,725$ 2%
Community Development Administration 887,224 825,681 -7% 785,900 -5%Commissions & Committees 40,169 51,517 28% 51,728 0%Development Review 1,099,866 1,659,798 51% 1,470,409 -11%Long Range Planning 995,613 645,329 -35% 652,596 1%Engineering Development Review 715,456 - -100%- 0%Development Services 119,751 88,712 -26% 93,253 5%Building and Safety 1,721,817 1,694,458 -2% 1,545,549 -9%Rental Housing Inspection 417,028 - -100%- 0%Human Relations 280,200 258,269 -8% 259,652 1%Housing Assistance 417,924 192,410 -54% 198,983 3%Community Development Total 6,695,048$ 5,416,174$ -19% 5,058,070$ -7%
Finance Administration 879,400 714,895 -19% 882,643 23%Budgets - 147,418 143,840 -2%Revenue Management 550,245 325,947 -41% 332,596 2%Purchasing - 183,897 186,646 1%Accounting 742,168 884,524 19% 907,708 3%Non-Departmental (Citywide)2,998,082 1,517,102 -49% 1,592,960 5%Finance Total 5,169,896$ 3,773,783$ -27% 4,046,393$ 7%
Fire Administration 951,214 1,011,151 6% 1,047,193 4%Emergency Response 8,614,553 10,141,962 18% 10,466,694 3%Hazard Prevention 970,745 1,083,047 12% 904,886 -16%Training Services 113,750 233,050 105% 125,650 -46%Fire Station Facilities Support 33,650 38,055 13% 38,805 2%Disaster Preparedness 15,825 9,900 -37% 9,900 0%
Finance
OPERATING EXPENDITURE DETAIL REPORT
2017-19 Financial Plan
City Administration
City Attorney
Community Development
Fire
G1-48
BY DEPARTMENT & PROGRAM
2016-17 2017-18 % Change 2018-19 % Change
OPERATING EXPENDITURE DETAIL REPORT
2017-19 Financial Plan
Fire Total 10,699,736$ 12,517,165$ 17% 12,593,128$ 1%
Human Resources 1,047,886 1,211,890 16% 1,237,732 2%Risk Management 4,005,489 3,531,100 -12% 3,596,300 2%Wellness Program 21,700 18,600 -14% 18,600 0%Excess Liability Insurance - 1,000,000 1,000,000 0%Human Resources Total 5,075,075$ 5,761,590$ 14% 5,852,632$ 2%
Recreation Administration 762,025 932,649 22% 795,402 -15%Facilities 225,073 246,981 10% 257,706 4%Recreational Sports 335,492 346,023 3% 359,837 4%Youth Services 926,731 919,094 -1% 1,039,317 13%Community Services 277,352 284,248 2% 294,329 4%Ranger Program 482,365 505,119 5% 552,677 9%Aquatics Sinsheimer Park 399,016 422,970 6% 487,431 15%Golf Course Operations & Maintenance 616,852 661,331 7% 678,285 3%Parks and Recreation Total 4,024,906$ 4,318,416$ 7% 4,464,984$ 3%
Police Administration 1,596,342 1,786,923 12% 1,826,443 2%Patrol 7,588,548 8,424,414 11% 8,853,325 5%Investigations 2,698,157 2,509,761 -7% 2,608,855 4%Support Services 2,602,839 2,660,867 2% 2,729,048 3%Neighborhood Outreach & Education 252,559 268,999 7% 276,317 3%Traffic Safety 1,152,079 688,815 -40% 713,287 4%Police Total 15,890,524$ 16,339,778$ 3% 17,007,275$ 4%
Public Works Admin.1,017,667 1,019,913 0% 1,039,976 2%Landscape & Park Maintenance 2,589,092 2,753,355 6% 2,816,694 2%Swim Center Maintenance 480,829 491,452 2% 494,408 1%Tree Maintenance 504,311 556,440 10% 547,896 -2%Building Maintenance 1,213,829 1,261,433 4% 1,273,167 1%Streets & Sidewalk Maint 1,362,462 1,467,863 8% 1,487,418 1%Flood Control 900,365 994,843 10% 1,007,194 1%Traffic Signals Lights 546,948 535,787 -2% 557,992 4%Vehicle Equip. Maint.1,240,802 1,254,693 1% 1,270,423 1%CIP Project Engineering 2,086,813 2,119,817 2% 2,157,954 2%Transportation Plan/Eng 884,565 829,539 -6% 863,026 4%Parking Operations/Maint.2,188,099 2,215,088 1% 2,280,225 3%Transit Operations/Maint.3,448,368 3,423,351 -1% 3,519,891 3%Public Works Total 18,464,150$ 18,923,574$ 2% 19,316,264$ 2%
Water Admin/Engineering 846,858 705,751 -17% 769,032 9%Water Source Of Supply 9,771,026 9,381,572 -4% 9,534,060 2%Water Treatment 2,771,220 2,791,977 1% 2,761,401 -1%Water Distribution 1,397,945 1,835,800 31% 1,881,555 2%
Human Resources
Parks and Recreation
Police
Public Works
Utilities
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BY DEPARTMENT & PROGRAM
2016-17 2017-18 % Change 2018-19 % Change
OPERATING EXPENDITURE DETAIL REPORT
2017-19 Financial Plan
Utilities Services-Water 721,421 515,893 -28% 531,547 3%Wastewater Admin/Eng.956,406 823,258 -14% 908,666 10%Wastewater Collection 1,045,476 1,126,926 8% 1,142,593 1%Environmental Compliance 258,694 265,608 3% 280,602 6%Water Resource Recovery 3,582,761 3,812,256 6% 3,892,439 2%Utilities Revenue - 509,532 522,483 3%Water Quality Lab 775,609 780,277 1% 800,698 3%Utilities Services-Sewer 479,174 - -100%- 0%Reservoir Operations 983,236 1,026,637 4% 1,070,745 4%Utilities Total 23,589,825$ 23,575,486$ 0% 24,095,822$ 2%
TOTAL 98,475,926$ 99,480,760$ 1% 101,439,342$ 0$
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FINANCIAL & STATISTICAL TABLES PENSION OBLIGATION TRENDS OVERVIEW The following provides background information on the City’s retirement plan, employer retirement costs for the past ten years, and the budget for 2017-19. Background About CalPERS. Along with 3,000 other cities and local agencies, the City contracts with the California Public Employees Retirement System (CalPERS) for its “defined benefit” retirement plan, which covers all regular employees (and fulltime temporary employees when required by State law). In 2012 the City proactively negotiated a lower second tier retirement benefit for employees hired after CalPERS contracts were amended. In addition, the Public Employee Pension Reform Act (AB 340) became effective in January 2013 and created the third, and even lower, tier retirement benefit. Under this program, employees who are considered new to the CalPERS retirement program are enrolled as required by the new law. Currently, 40% of all employees are in the lower retirement tiers. Employees who serve as sworn public safety officers (police officers and fire fighters) are members of the Safety Plan which has three benefit tiers: 1. The first tier provides a 3% at age 50 benefit 2. The second tier for police provides a 2% at age 50 benefit (applies to employees hired after December 6, 2012), while the second tier for fire safety personnel provides a 3% at age 55 benefit (applies to employees hired after August 30, 2012) 3. The third tier program for both police and fire personnel provides a 2.7% at age 57 benefit. Employees who work in all other non-sworn capacities are members of the Miscellaneous Plan, which also has three benefit tiers: 1. The first tier provides a 2.7% at age 55 benefit 2. The second tier provides a 2% at age 60 benefit (applies to employees hired after December 6, 2012) 3. The third tier provides a 2% at age 62 benefit. CalPERS establishes the annual employer contribution rate that is charged against the City’s payroll costs for eligible employees. The annual contribution rate is comprised of these components: 1. Normal Cost, which is the amount needed to fund benefits earned by active employees in the upcoming year 2. Unfunded liability required contribution which is the amount charged to pay down the pool’s unfunded liability
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FINANCIAL & STATISTICAL TABLES PENSION OBLIGATION TRENDS Each October, CalPERS provides an actuarial valuation report for each benefit plan that updates certain values to reflect changes in plan activity since the previous valuation. These changes include but are not limited to: The difference between the expected rate of return and the actual amount realized Changes in the number of plan members who retire each year Changes in the number of new plan members Changes in the annual payroll provided to existing members of the plan The actuarial valuations also provide new information on the variables associated with maintaining the plan, such as the amount of the unfunded liability and the annual Employer Contribution rate described above, which represents the amount for every dollar of eligible payroll that the City is required to pay from the start of the following fiscal year. The information used for this report is taken from the latest valuation report that was issued for the year ending June 30, 2014. CalPERS is a separate and distinct legal entity from the City, and serves as an independent fiduciary in managing the City’s retirement plan assets. CALPERS EMPLOYER CONTRIBUTIONS CalPERS Employer Cost Trends The following summarizes CalPERS employer costs since 2006-07:
Fiscal Year Safety Non-Safety Total2006-07 3,159,100 2,747,100 5,906,200 2007-08 3,385,800 3,145,200 6,531,000 2008-09*4,484,500 3,630,900 8,115,400 2009-10 3,993,600 3,514,100 7,507,700 2010-11 3,940,000 3,521,100 7,461,100 2011-12 4,202,200 4,226,700 8,428,900 2012-13 4,418,518 4,347,255 8,765,773 2013-14 4,152,103 4,528,325 8,680,428 2014-15 4,649,559 5,027,356 9,676,915 2015-16 5,899,971 6,119,367 12,019,338
*2008-09 reflects retroactive costs for binding arbitration decision.
Employer Retirement Contributions
CalPERS experienced significant stock market losses in 2008, and these losses caused employer contribution rates to rise. Also impacting the rates was the demographic study conducted by CalPERS in 2010, which concluded that employees were living longer and retiring earlier. The result of the study was to increase the employer rates beginning in 2011-12. In April 2013, CalPERS’ Retirement and Health Benefit Program Committee approved changes to the employer rate assumptions that limit the period used to allocate plan losses (smoothing), reflect the changes occurring to the original benefit plan programs’ membership as a result of the lower retirement benefit tiers, and also new actuarial assumptions. In addition, the actuarial assumptions for pooled plans have been changed
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FINANCIAL & STATISTICAL TABLES PENSION OBLIGATION TRENDS to create a fixed annual charge to pay down the unfunded liability while losses are allocated based on each member’s share of pool liability instead of using each member’s share of the total pool payroll. The amortization period for unfunded liability was also fixed to 30 years starting with 2014-15 valuation. In December of 2016, the CalPERS Committee voted to lower the discount rate from 7.5% to 7% over a period of three years. The impact will take effect in three phases lowering the discount rate to 7.375% for the 2017-18 valuation, 7.25% for the 2018-19 valuation, and to 7% starting with 2019-20 valuation. Lower discount rate results in significant increases both for required normal contribution rates and for unfunded liabilities. The impacts to the plan’s funding status due to these changes in discount rate will be amortized over 20 years with a ramp-up in required contribution payments over a five year period after each adjustment takes place. This results in significant increases in required contributions over the next eight years. Finally, CalPERS adopted a Risk Mitigation Strategy which results in CalPERS review and adjustments of investment strategies to protect the funds’ assets. CalPERS Employer Contribution Rates The rates shown below reflect the amount the City is required to contribute as a percent of eligible payroll for covered employees. (Note: Eligible compensation does not include overtime or “non-regular” pay.)
Current CalPERS Employer Contribution Rates CalPERS has published the employer rates for 2017-18 as well as estimated rates for the years shown below. Starting in 2015-16, CalPERS required all agencies participating in a pooled plan (Safety Tier 1) to make a fixed dollar contribution against the unfunded liability in-lieu of paying a percentage of eligible payroll for that cost component. Starting in 2017-18, CalPERS is requiring all agencies to make a fixed dollar amount contribution for unfunded liabilities for all plans. While CalPERS has been able to create separate rates for each of the Safety Plan Benefit Tiers, they have chosen to create a blended rate for all three Miscellaneous retirement benefit tiers The table below is based on 2014-15 valuation date and does not include anticipated further increases due to lowered discount rate, which will become available with 2015-16 annual valuation.
0%10%20%30%40%50%60%70%
CalPERS Employer Contribution Rates:2004-05 to 2017-18
Safety Miscellaneous
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FINANCIAL & STATISTICAL TABLES PENSION OBLIGATION TRENDS Employee Contribution Rates Employees are responsible for making contributions to CalPERS along with employer contribution rates as follows:
Employee Plan Employee Contribution Rate* Miscellaneous ** 6.25% to 8% Public Safety Sworn** 8% to 12.25% *The level of contribution made by an employee is dependent upon the retirement benefit tier the employee is enrolled in. ** All members of the Police Officers Association contribute an additional 3% of pay to offset the employer’s share of the CalPERS retirement contribution starting on January 2014. CALPERS PLAN FUNDING LEVELS The following shows CalPERS funding levels for the City’s Miscellaneous Plan and Safety Pool for the periods from June 30, 2005 through June 30, 2015. This is the most recent actual information that is available from CalPERS. The amounts shown below are in thousands.
PERS Employer RatesRetirement Tier 2016-17 2017-18* 2018-19Miscellaneous29.58% 10.39% 10.40%Safety Tier I 21.23% 21.42% 21.40%Safety Police Tier II 16.30% 16.50% 16.50%Safetly Police Tier III 12.82% 12.73% 12.70%Safety Fire Tier II 18.30% 18.49% 18.50%Safety Fire Tier III 12.82% 12.73% 12.70%* Normal Costs only starting in 2017-18
Unfunded LiabilityEmployer Payment 2016-17 2017-18 2018-19Safety 3,396,132 3,791,932 4,405,929 Miscellaneous 4,341,995 4,925,421
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FINANCIAL & STATISTICAL TABLES PENSION OBLIGATION TRENDS CalPERS Plan Funding Levels: Last 10 Years
ActuarialValuation Date Ending June 30
Asset Value (1)(2)
Entry AgeActuarial Accrued Liability
AssetsOver(Under) Actuarial Accrued Liability Funded Ratio
2006* 6,102,616 7,278,050 -1,175,434 83.80%2007 6,826,599 7,986,055 -1,159,456 85.50%2008 7,464,927 8,700,468 -1,235,541 85.80%2009 8,027,159 9,721,676 -1,694,517 82.60%2010 8,470,235 10,165,475 -1,695,240 83.30%2011 94,068 143,482 -49,414 65.60%2012 92,264 149,615 -57,351 61.70%2013 100,910 154,746 -53,836 65.20%2014 113,884 165,802 -51,918 68.70%2015 111,864 170,942 -59,078 65.40%
2006 70,848 92,505 -21,657 76.60%2007 78,069 100,312 -22,243 77.80%2008 85,341 110,763 -25,422 77.00%2009 91,851 130,764 -38,913 70.20%2010 97,282 138,627 -41,345 70.20%2011 103,392 150,651 -47,259 68.60%2012 108,926 157,223 -48,297 69.30%2013 101,989 163,765 -61,776 62.30%2014 117,762 178,138 -60,376 66.10%2015 118,043 185,020 -66,977 63.80%
In Thousands of dollars*Beginning with 2006, Safety Plan is a member of a CalPERS safety pool.(1) Before 2013, CalPERS used the Actuarial Value of Assets, starting in 2013 Market Value of Assets is being used.(2) For 2006 through 2010, CalPERS reported on safety pool funding status; starting with the 2011 year, CalPERS reports on the City's share of the pool liability and assets.
Tier 1 Safety Employee Plan
Miscellaneous Employee Plan
The most recent actuarial valuations received from CalPERS for the year ending June 30, 2015, indicate that our Miscellaneous Plan is now 63.80% funded and the Safety pool is 65.40% funded based on the Market Value of Assets.
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FINANCIAL & STATISTICAL TABLES RETIREE HEALTH CARE OBLIGATIONS VERY LIMITED COST OBLIGATIONS Compared with many other cities throughout the State and the nation, the City has taken a very conservative approach to providing retiree health care benefits. In fact, the City’s contribution is the lowest allowed under our participation in the California Public Employees’ Retirement System (CalPERS) health benefit program. And, as discussed below, the City has committed to fully funding its obligations on an actuarial basis. DESCRIPTION OF THE CITY’S PROGRAM Background. The City’s primary “other post employment benefits than pensions” (OPEB) obligation is the minimum contribution that the City is required to make under its participation in the CalPERS health care program. When the City joined the CalPERS plan in 1993, it immediately experienced an increase in the plan choices available along with a significant reduction in rates. And due to CalPERS purchasing power, the City has continued to experience competitive health care rates since then As a condition of joining the CalPERS health program, the City agreed to make contributions toward retiree health care coverage. At the time the OPEB program was begun the contributions were $16 per month per covered employee with scheduled increases of 5% per year. However, legislation adopted in 2006 (AB 2544) significantly altered this formula, resulting in significant increases in the City’s required contribution. The most recent actuarial valuation is as of June 30, 2015. A new Actuarial Standard Of Practice No.6, Measuring Retiree Group Benefits Obligations and Determining Retiree Group Benefits Costs or Contributions, issued in March 2014, requires actuaries to use expected claims to determine liabilities for valuation dates on or after March 31, 2015; the old ASOP No.6 allowed actuaries to use premiums rather than expected claims when an agency participated in a large medical pool like CalPERS. Governmental Accounting Standards Board pronouncement 45 states that the implied subsidy should be calculated in accordance with ASOP No.6 Taking information from this study, the estimated cost for this benefit organization-wide is summarized as follows:
2015-16 2016-17Total607 1,182,000
Actuarial Required Contribution
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FINANCIAL & STATISTICAL TABLES RETIREE HEALTH CARE OBLIGATIONS ACCOUNTING FOR FUTURE COSTS Until 2008-09, the City accounted for its limited retiree health care costs on a pay-as-you-go basis, which was consistent at the time with generally accepted accounting principles. However, beginning in 2008-09, GASB 45 required that these costs be reported on an actuarial basis. Complying with GASB 45 required performing an actuarial evaluation to determine these costs and prepare a plan for funding them. Based on Council direction, the City began pre-funding the OPEB obligation via an irrevocable trust, and in May 2009, the Council approved a contract with CalPERS to provide OPEB trustee services. The Governmental Accounting Standards Board released GASB 75, which replaces GASB 45, effective fiscal years starting after June 15, 2017. These proposed changes will make the reporting consistent with the changes being implemented for the financial reporting of pension obligations. This means that the City’s net pension obligation will be reported in the City’s Statement of Net Position and that this net pension obligation could include an estimate for the “implied subsidy” portion of the net pension obligation. An implied subsidy is an actuarially determined liability that results from allowing retirees to both purchase their insurance and obtain the post-retirement benefit at the same rates as active employees. Because the cost of health care increases with age, and because retirees are older than the population of active employees, the true cost of providing health care benefits to retirees is generally higher than the amount reflected in the health insurance premium cost. Along with the change in reporting that is proposed, the recognition of the implied subsidy liability will also bring with it an increase in the annual required contribution (ARC) for the OPEB program. This increase in the ARC due to Implied Subsidy in fiscal year 2016-17 was $525,000 and is $542,000 in fiscal year 2017-18. The next valuation will be done in the fall of 2017-18 and will provide with an actuarial analysis that will impact 2018-19 fiscal year required contributions. The 2015-17 Financial Plan allocated a total of $500,000 in prepayment to pay down unfunded liability above the required level.
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BUDGET REFERENCE MATERIALS
APPROPRIATIONS LIMIT HISTORY
The Gann Spending Limit Initiative , a Stateconstitutional amendment adopted by the voters on June 6, 1979, restricts appropriations from tax revenues by State and local governments. Under its provisions, no local agency can appropriate proceeds of taxes in excess of its "appropriations limit." Excess funds may be carried over into the next year. However, any excess funds remaining after the second year must be returned to taxpayers by reducing tax rates or fees; a majority of the voters may approve an override to increase the limit.
The following summarizes changes in the City's appropriations limit and appropriations subject to the limit since the effective date of the initiative. While there are exceptions, in general, the City's appropriations limit increases annually by compound changes in cost-of-living and population. This summary also reflects changesmade by Proposition 111 (adopted in June 1990) in determining the appropriations limit as well as the appropriations subject to it.Appropriations AppropriationsLimit Subject to LimitPost-Proposition 1111987-88 14,836,300 3.47%2.93%15,800,900 14,411,700 1,389,2001988-89 15,800,900 4.66%4.10%17,215,200 15,223,500 1,991,7001989-90 17,215,200 5.19%3.92%18,818,600 16,691,800 2,126,8001990-91 18,818,600 4.21%4.59%20,511,000 15,005,400 5,505,6001991-92 20,511,000 4.14%3.04%22,009,500 14,911,100 7,098,4001992-93 22,009,500 -0.64%1.00%22,087,300 18,094,900 3,992,4001993-94 22,087,300 2.72%1.86%23,110,100 15,215,000 7,895,1001994-95 23,110,100 0.71%1.40%23,600,000 16,778,400 6,821,6001995-96 23,600,000 4.72%1.60%25,109,300 15,530,800 9,578,5001996-97 25,109,300 4.67%2.31%26,889,000 16,825,500 10,063,5001997-98 26,889,000 4.67%2.06%28,724,500 17,513,200 11,211,3001998-99 28,724,500 4.15%2.70%29,671,300 17,291,800 12,379,5001999-00 29,671,300 4.53%2.28%31,717,100 18,030,500 13,686,6002000-01 31,717,100 4.91%2.46%34,093,000 18,802,000 15,291,0002001-02 34,093,000 0.33%1.80%34,821,200 23,227,900 11,593,3002002-03 34,821,200 0.33%1.80%35,565,000 23,018,400 12,546,6002003-04 35,565,000 2.31%1.32%36,866,700 23,072,400 13,794,3002004-05 36,866,700 3.28%1.15%38,513,100 27,670,400 10,842,7002005-06 38,513,100 5.26%1.19%41,021,300 32,371,900 8,649,4002006-07 41,021,300 3.96%0.73%42,957,100 30,757,100 12,200,0002007-08 42,957,100 4.42%0.96%45,286,400 36,582,900 8,703,5002008-09 45,286,400 4.29%1.12%47,758,200 36,795,300 10,962,9002009-10 47,758,200 0.62%1.01%48,540,600 27,159,400 21,381,2002010-11 48,540,600 -2.54%0.87%47,719,200 32,058,100 15,661,1002011-12 47,719,200 2.51%0.83%49,323,000 34,229,700 15,093,3002012-13 49,323,000 3.77%0.47%51,423,500 44,178,300 7,245,2002013-14*51,423,500 5.12%0.52%54,337,500 40,104,100 14,233,4002014-15*54,337,500 8.69%0.09%59,112,600 36,642,900 22,469,7002015-16*59,112,600 4.97%0.78%62,534,500 46,067,700 16,466,8002016-17*62,534,500 5.63%0.60%66,451,500 49,397,200 17,054,3002017-18*66,451,500 8.20%0.92%72,562,034 50,036,391 22,525,643(*) The cost of living factor is based on the increase in non-residential assessed values
VarianceFiscal Year Limit Base
Cost-of-Living Factor Population Factor
$0$8$15$23$30$38$45$53$60$68$75$83
20082009201020112012201320142015201620172018MillionsFiscal Year Ending
Appropriations Limit: 2007-08 to 2017-18
Appropriations Limit Appropriations Subject to Limit
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BUDGET REFERENCE MATERIALS BUDGET GLOSSARY Appropriation. An authorization made by the Council that permits the City to incur obligations and to make expenditures of resources.
Assessed Valuation. A value established for real property for use as a basis in levying property taxes.
Audit. Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the City's financial statements fairly present the City's financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with performing an audit, independent auditors customarily issue a Management Letter stating the adequacy of the City's internal controls as well as recommending improvements to the City's financial management practices.
Bonds. A form of borrowing (debt financing) which reflects a written promise from the City to repay a sum of money on a specific date at a specified interest rate. Bonds are used to finance large capital projects such as buildings, streets, utility infrastructure, and bridges. (See Debt Financing Policy and Revenue Bonds)
Budget. A financial plan for a specified period of time that matches projected revenues and planned expenditures to municipal services, goals and objectives. The City of San Luis Obispo uses a financial plan covering two fiscal years, with actual budget appropriations made annually.
Budget Amendment. Under the City Charter, the Council has the sole responsibility for adopting the City's budget, and may amend or supplement the budget at any time after adoption by majority vote. The City Manager has the authority to approve administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year-end fund balances.
Budget Message. Included in the opening section of the budget, the Budget Message provides the Council and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the City Manager.
Budget and Fiscal Policies. General and specific guidelines adopted by the Council that govern financial plan preparation and administration.
Capital Improvement Plan (CIP). A five-year plan for maintaining or replacing existing public facilities and assets, and for building or acquiring new ones that have an initial useful life beyond three years. The CIP only includes projects that cost $25,000 or more; projects costing less than $25,000 are included in the operating budget.
Capital Project Funds. This fund type is used to account for financial resources used in acquiring or building major capital facilities other than those financed by Proprietary Funds and Trust Funds. (See Fund)
Debt Financing. Borrowing funds for capital improvements needed today and pledging future revenues to repay principal and interest expenditures (See Debt Service). The City of San Luis Obispo uses debt financing only for one-time capital improvements whose life will exceed the term of financing and where expected revenues are sufficient to cover the long-term debt.
Debt Instrument. Methods of borrowing funds, including general obligation bonds, revenue bonds, lease/purchase agreements, lease-revenue bonds, tax allocation bonds, certificates of participation, and assessment district bonds. (See Bonds and Revenue Bonds)
Debt Service. Payments of principal and interest on bonds and other debt instruments according to a pre-determined schedule.
Debt Service Coverage. Revenue bonds often require a pledge of revenues as security for the debt. When this occurs, the annual amount of revenue generated by the fund borrowing the debt minus the annual operating expenses must represent an amount in excess of the annual debt service that meets the requirement spelled out in the bond
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BUDGET REFERENCE MATERIALS BUDGET GLOSSARY documents. If the coverage requirement is not met, the bond trustee can require the city to take certain actions to remedy the situation as quickly as possible.
Debt Service Funds. This fund type is used to account for the payment and accumulation of resources related to general long-term debt principal and interest; debt service payments related to enterprise operations are directly accounted for in those funds. (See Fund)
Department. A major organizational unit of the City that has been assigned overall management responsibility for an operation or a group of related operations within a functional area.
Enterprise Funds. This fund type is used to account for operations that are: (a) financed and operated in a manner similar to private sector enterprises and it is the City’s intent that the costs (including depreciation) of providing goods or services to the general public be financed or recovered primarily through user charges; or (b) the City or an outside grantor agency has determined that a periodic determination of revenues earned, expenses, and net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. The City has established four enterprise funds: Water, Sewer, Parking and Transit. (See Fund)
Expenditure. The outflow of funds paid or to be paid for an asset, goods or services regardless of when the invoice is actually paid. This term applies to all funds.
Expenditure Savings. Under the City's budgeting procedures, staffing cost projections are based on all positions being filled throughout the year. Cost projections for major supply purchases and service contracts are projected on a similar basis. However, costs may be less due to vacancies and purchase cost-savings. Past experience indicates that actual expenditures are likely to be less than budgeted amounts, due in large part to this costing methodology. Accordingly, the expenditure savings category is used to account for this factor in preparing fund balance and working capital projections.
Financial Plan. A parent document for the budget that establishes management policies, goals and objectives for all programs within the City over a two-year period. (See Budget)
Financial Position. Used generically to describe either fund balance or working capital.
Fiscal Year. The twelve month period that an organization uses for budgeting, forecasting and reporting. The City has specified July 1 to June 30 as its fiscal year.
Fixed Assets. Assets of long-term nature such as land, buildings, machinery, furniture and other equipment. The City has defined such assets as those with an expected life in excess of one year and an acquisition cost in excess of $5,000.
Fund. An accounting entity that records all financial transactions for specific activities or government functions. The six generic fund types used by the City are: General Fund, Special Revenue, Debt Service, Capital Project, Enterprise, and Trust & Agency Funds.
Fund Balance. Also known as financial position, fund balance for the governmental fund types is the excess of fund assets over liabilities, and represents the cumulative effect of revenues and other financing sources over expenditures and other financing uses. Fund balance is a similar (although not exact) concept as working capital in the enterprise funds. (See Working Capital)
Function. A group of related programs crossing organizational (departmental) boundaries and aimed at accomplishing a broad goal or accomplishing a major service. The six functions in the City's financial plan are: Public Safety; Public Utilities; Transportation; Leisure, Cultural and Social Services; Community Development; and General Government.
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BUDGET REFERENCE MATERIALS BUDGET GLOSSARY General Fund. The primary operating fund of the City, all revenues that are not allocated by law or contractual agreement to a specific fund are accounted for in the General Fund. Except for subvention or grant revenues restricted for specific uses, General fund resources can be utilized for any legitimate governmental purpose . (See Fund)
Governmental Funds. Funds generally used to account for tax-supported activities. The City utilizes four different types of governmental funds: the general fund, special revenue funds, a debt service fund and capital projects funds.
Investment Revenue. Interest income from the investment of funds not immediately required to meet cash disbursement obligations.
Line-Item Budget. A budget that lists detailed expenditure categories (temporary salaries, postage, telephone service, chemicals, travel, etc.) separately, along with the amount budgeted for each specified category. The City uses a program rather than line-item budget; however, detail line-item accounts are maintained and recorded for financial reporting and control purposes.
Major City Goals. Provides policy guidance and direction for the highest priority objectives to be accomplished during the Financial Plan period.
Measurement Focus. Types of balances reported in a given set of financial statements. Governmental funds use a measurement focus known as the Flow of Current Financial Resources. Enterprise funds use a focus known as the Flow of Economic Resources.
Objective. A statement of specific direction, purpose, or intent based on the needs of the community and the goals established for a specific program.
Operating Budget. The portion of the budget that pertains to daily operations and delivery of basic governmental services. The program budgets in the financial plan form the operating budget.
Operations. A grouping of related programs within a functional area. (See Function and Program)
Program. A grouping of activities organized to accomplish basic goals and objectives. The financial plan includes seventy programs grouped into six functions. (See Function, Operations)
Reserve. An account used to indicate that a portion of a fund's balance is legally restricted for a specific purpose and is, therefore, not available for general appropriation.
Revenue Bonds. Bonds sold to construct a project that will produce revenues pledged for the payment of related principal and interest. (See Bonds)
Revenue Enhancement Oversight Committee (REOC). Chapter 3.15 of the Municipal Code to extend the existing Essential Services Transactions (Sales) and Use Tax calls for a citizen's commission to be established to provide transparency and maximize City accountability of Measure G revenue.
Significant Operating Program Change (SOPC). Written descriptions that are required whenever a program operating budget increases or decreases by more than $7,500. SOPCs are also included in the budget to explain any staffing related changes, regardless of the cost.
Special Revenue Funds. This fund type is used to account for the proceeds from specific revenue sources (other than trusts or major capital projects) that are legally restricted to expenditures for specific purposes. (See Fund)
Subventions. Revenues collected by the State (or other level of government) that are allocated to the City on a formula basis. The major subventions received by the City from the State of California include motor vehicle in-lieu and gasoline taxes.
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BUDGET REFERENCE MATERIALS BUDGET GLOSSARY Trust and Agency Funds. Also known as Fiduciary Fund Types, these funds are used to account for assets held by the City in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies. The fiduciary funds used by the City include expendable trust and agency funds. Expendable trust funds are accounted for in the same manner as Governmental Funds (general, special revenues, debt service, and capital project funds). Agency funds are custodial in nature (assets equal liabilities) and do not measure the results of operations. Due to its significance to the City's operations and organizational structure, budget information for the operation of the Whale Rock Reservoir (which is accounted for as an agency fund of the City) is included in the City's financial plan. (See Fund)
Working Capital. Also known as financial position in private sector accounting and in enterprise fund accounting in the public sector, working capital is the excess of current assets over current liabilities. For the enterprise funds, this term is a similar (although not exact) concept as fund balance in the governmental fund types (See Fund Balance).
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AWARDS
GFOA. The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of San Luis Obispo, California for its two-year budget for the fiscal year beginning July 1, 2015. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device. The award is valid for a period of two years only. We believe our current budget continues to conform to program requirements.
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