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HomeMy WebLinkAbout04/29/1991, 2 - BUDGET STUDY SESSION lll�ly�l�llllllllll.11�lll f MEETING DATE: M I I►���► cityo san tuts osIspo 9-z 9- 9/ Wftws COUNCIL AGENDA REPORT ITE"''NUMBER: FROM: William C. Statler, Director of Finance W, S SUBJECT: BUDGET STUDY SESSION CAO RECOMMENDATION Review and consider the following issues in preparation for the issuance of the Preliminary 1991-93 Financial Plan which is scheduled to be introduced to the Council at their May 13, 1991 Budget Study Session: ■ Financial Condition Summary ■ Major City Goals IN Draft Capital Improvement Plan FINANCIAL CONDITION SUMMARY Background Predicting the City's financial outlook over the next two years is extremely difficult due to the number of uncertainties facing us, including: ■ The State budget crisis ■ National recession and how it will affect us locally ■ Increased economic competition from the North and South County areas I ■ The City's water supply status Of these, the State's budget crisis is perhaps the item which presents the greatest difficulty to the City in planning for the next two years due to two factors: ■ Impact on the local economy of any major State layoffs in addressing their $13 billion deficit due to the significance of Cal Poly and the Men's Colony as local employers. ■ Direct impact on City revenue sources if the State alters the basic structure of local government financing sources to resolve their budgetary crisis such as SB 2557. Due to these key uncertainties, departments were directed in the 1991-93 budget instructions to "tighten their belts" and focus their efforts on basic services, limiting any requests for enhanced program budgets or staffing to only those that are truly necessary to deliver basic services to the community. Although the financial outlook for the next two years is uncertain, through prudent planning and continued commitment to fiscal responsibility, we can be successful in meeting these challenges. �uw��bu��II11111�� ��IU city of San tuts OBISPO WhGo COUNCIL AGENDA REPORT Revenue Highlights Three revenue forecasts were presented to the Council during the December 10, 1990 goal-setting session depending on the performance of the State and national economy, local economic conditions, and the water supply situation: best case, worst case and most probable case. As discussed above, a fourth major influence affecting the City's revenues over the next two years is the current state budget crisis. The following assumptions regarding revenue projections will be reflected in the Preliminary 1991-93 Financial Plan: ■ There will be no major changes in the structure and allocation of existing local government revenues. ■ Mandatory rationing will continue at the current 15% level. ■ Transient occupancy tax rates will increase from 6% to 9% effective October 1, 1991. ■ Significant increases will be approved in development review fees, and a revised business tax ordinance will be adopted by the Council. ■ There will be no significant impacts on the local revenues resulting from any potential reductions in state programs at the Men's Colony or Cal Poly. ■ The national economy will recover, but due to increased pressures from the North and South County, growth in our key revenue sources will be sluggish: Projected Growth Levels in Key Revenue Sources 1991-92 1992-93 Sales Tax 3010 591 Property Tax 7 7 Other major revenue sources 5 5 As these factors become clearer over the next two months, changes in the City's Preliminary Financial Plan may need to be made as appropriate. Expenditure Highlights Due to the fiscal uncertainties facing the City over the next two years, it is anticipated that the Preliminary Financial Plan for 1991-93 will recommend very modest enhancements to our current program levels, and even these changes will be primarily intended to stay even with increasing workloads. Even with the "lean and mean" approach that the staff has taken in this budget process, there remain several key cost areas over which the City has little or no control, including the following: ■ Utility costs - including electricity and landfill tipping fees - will increase at rates significantly greater than the general inflation rate. ■ Increases in PERS retirement contributions rates will cost the City $185,000 annually 02' ������biiI�IIIIIp�II IIUIII MY Of San lU1S OBISPO COUNCIL AGENDA REPORT over the next two years. ■ Federal legislative requirements that all temporary employees be covered through either Social Security or qualified retirement programs effective July 1, 1991 will cost the City an additional $50,000 per year in contributions to the Social Security system. ■ SB 2557, if fully implemented by the County, will cost the City almost $300,000 annually. ■ Any other cost shifts similar to SB 2557 which the State may adopt in addressing their own budget crisis may increase City costs (or reduce City revenues) significantly. Review Process In light of the difficult financial environment facing the City over the next two years, operating program expenditures have been subjected to extensive review and analysis. The following is a brief summary of the operating budget review process used to date in preparing for the Preliminary 1991-93 Financial Plan: Budget Imtnu tions The need to tighten belts and focus our efforts on basic services was clearly stated in the City's budget instructions to the operating departments. The instructions stated that very limited program or project enhancements will be possible during this two year financial planning period. Departments were instructed to reflect the following values in their budget submittals to the CAO: ■ Focus on core service levels ■ Be realistic about what can be accomplished over the next two years and request resources accordingly ■ Limit any requests for enhanced service levels, program budgets, or staffing to only those that are truly necessary to deliver basic services to the community. ■ Closely scrutinize existing line items and program funding needs. Budget Targets At the start of the budget process, departments were provided with funding targets. Under this approach, any departmental request which exceeded the average level of funding over the 1989-91 Financial Plan - adjusted for significant one-time costs - would require specific justification. Detail Laze Item Review All operating program budgets were subject to detail line item review, even if they met the target levels indicated above. The detail review was performed by a team composed of the Finance Systems Manager, Chief Accountant, Revenue Manager, and CAO Administrative Analyst. As a result of this line item review, approximately $1 million in operating program expenses over the next two years were reduced from initial departmental target levels. ►►�►���,►i�IIIIIII�I�u�u����Ull1 city of San tins OBIspo WjjS COUNCIL AGENDA REPORT sfgnifca& operating P►a= changes All significant operating program changes from the prior fiscal year were comprehensively evaluated by a budget review team composed of the Assistant CAO, Director of Finance, Director of Personnel, CAO Administrative Analyst. Significant operating program changes include: ■ Major service curtailments or expansions ■ Any increases or decreases in regular positions ■ Significant one-time costs ■ Major changes in the method of delivering services ■ Changes in operations that significantly affect other departments or customer services ■ Changes that affect current policies ■ Requests for amounts that exceeded 1991-93 budget target levels The result of this budget review process is a preliminary operating budget that sets expenditure levels at the minimum required to meet basic service levels and address increasing workloads. Financial Outlook Summary Based on our current revenue assumptions, operating program projections, and the draft Capital Improvement Plan, a balanced budget that meets basic service requirements and maintains fund balances at policy levels will be reflected in the Preliminary Financial Plan. MAJOR CITY GOALS As part of the commitment to ensure early Council involvement in the Financial Plan preparation process, the Council held a goal-setting session on December 10, 1990. The outcome of this goal-setting session identified 52 objectives and prioritized them on a scale of "A to D". Department staff have been instructed to review these goals and ensure that they are reflected in their budget submittals using the following guidelines: ■ Programs and Projects Rated A+ and A These represent high priority goals for the Council, and as such, they should be included in the Preliminary Financial Plan and adequate funding made available to accomplish them. Compelling reasons and justification must be provided if they are not included in the Preliminary Financial Plan. Objectives rated "A' by all Council members received an overall priority of "A+". ■ Programs and Projects Rated B and C These are also Council priorities, but they will be considered in the context of higher priority goals and available resources. ■ Programs and Projects Rated D Consideration of these programs and projects is deferred beyond the 1991-93 Financial Plan period. Under the goal-setting process adopted by the Council on November 7, 1990, Major City Goals should be legitimate, agreed upon, reduced in number, and established as a high C�?- 11111111� 11111WIJJ� city of San Luis OBISp0 AWorm& COUNCIL AGENDA REPORT priority and a real commitment for the City. In reviewing the 52 objectives resulting from the goal-setting session and the Council's prioritization of them, it appears that the following objectives which were rated "A" by all Council members ("A+" Priorities") best meet this criteria: ■ Secure a long-term water supply ■ Complete the General Plan update including the following elements: land use, circulation, noise, open space, and housing. Also includes addressing the following issues as integral components of the General Plan update: neighborhood traffic management, residential density calculations, conversion of housing in the downtown to office uses, and low and moderate income housing ■ Complete the Airport Area Specific Plan ■ Develop and implement a focussed economic stability plan ■ Implement state-mandated recycling improvements ■ Identify a permanent source of funding for open space acquisition in order to establish a green belt around the City ■ Develop and implement a comprehensive short-range plan for the City's transit system ■ Improve and expand playgrounds ■ Approve plan for increased use of reclaimed wastewater ■ Initiate proceedings for the Broad Street annexation As discussed below, this does not mean that the other Council objectives resulting from this goal-setting process will not be reflected in the Preliminary Financial Plan. However, selecting the "A+" priorities as "Major City Goals" seems to best meet the definition of "few, agreed upon, and a high priority". For those objectives which are ultimately classified as "Major City Goals", staff will provide summaries which further identify and clarify: ■ Objectives ■ Background and workscope summary ■ Action steps ■ Responsible department ■ Financial and staff resources required to achieve the goal ■ Outcome/final product These "Major City Goals" will become the focus of the City's quarterly goals and objectives reporting system. a_S' ���H���H►�IIIIIII�I� 111111 city of San Luis OBISpo COUNCIL AGENDA REPORT Additional Major City Goal Based on the work completed on the Preliminary Financial Plan to date, the most significant operating program change that will be presented to Council is the formation of a Situation Oriented Response Team (SORT) in the Police Department. Composed of one Sergeant and three officers in 1991-92 (and the addition of one officer in 1992-93), the purpose of this team is to address increasing workload demands by focusing on specialized service problems such as responses to large parties, significant traffic problems, major crimes, street narcotic sales, and gang problems. Due to the significance of this request, it is recommended that implementing SORT staffing be considered a "Major City Goal" for 1991-93. I A comprehensive description of the request along with supporting materials regarding service demand trends is provided in Exhibit A. The Police Chief will provide the Council with a briefing on this request at the meeting. Other Council Goals At this time, all of the Council's goals from the December 10, 1991 session have been j included as objectives in the operating programs section of the Preliminary Financial Plan with the following two exceptions: ■ Develop and implement a neighborhood improvements program i ■ Develop and implement private property maintenance regulations and enforcement strategies Both of these goals were rated "C" during the Council goal-setting session. Consistent with the budget instructions regarding B and C priorities, it is recommended that these goals be deferred for consideration beyond the 1991-93 Financial Plan due to budget constraints and i other staffing priorities. For reference purposes, a complete listing of all the "A+ through C" Council objectives from the December 10, 1990 goal-setting session is provided in Exhibit B. DRAFT CAPITAL IMPROVEMENT PLAN The draft Capital Improvement Plan (CIP) for the 1991-93 Financial Plan (which covers four years) has been prepared as a separate document. As reflected in the draft CIP, recommended projects over the next two years total $23,504,700 summarized as follows: Public Safety $ 2,543,000 Public Utilities 15,597,500 Transportation 2,721,000 Leisure, Cultural, & Social Services 1,952,700 General Government 690.500 TOTAL $ 23,504,700 '1111111111111P11� city of san tins oBispo XNeZe COUNCIL AGENDA REPORT CIP Organization The draft CIP is organized into six parts: 1. Overview introducing the CIP and describing project types, phases, and financing. 2. Summary of CIP expenditures by function and operation. 3. Summary of CIP expenditures by funding source. 4. Listing of all CIP projects by function providing the project title, phase (study, design acquisition, or construction) project cost, and phasing over four years. 5. Listing of all CIP projects by funding source. 6. Description of each project, including prior year funding levels if applicable. As reflected in Part 6, each project request was prepared using a standard format in order to facilitate its review and to ensure that all major issues were addressed in the submittal. Each request includes the following information: ■ Operating program affected ■ Project work completed ■ Project title ■ Schedule and project costs ■ Project objectives ■ Project effect on the operating budget ■ Existing situation ■ • Public art policy ■ Goals and policy links ■ Location map or schematic diagram CIP Review Process To assist the City Administrative Officer in developing the recommended CIP projects included in this draft document, a Budget Review Team (BRT) composed of members from the CIP Coordinating Committee was created with the responsibility for evaluating each request and submitting their recommendations to the City Administrative Officer. BRT members for the CIP review process included: Ken Hampian, Assistant CAO Bill Statler, Director of Finance Debra Hossli, Administrative Analyst Arnold Jonas, Director of Community Development Dave Romero, Director of Public Works Dixon Flynn, Finance Systems Manager (staff support) The following criteria was used by the BRT in evaluating the CIP requests: ■ Has the request been appropriately supported? Generally this would reflect on how well the project has been thought through and how well it would be executed if approved. '1lll41111l 110111 11 city of San Luis OBISPO mom, a COUNCIL AGENDA REPORT ■ Does the request implement specific service.activities or goals previously approved by the Council? ■ Is it required in order to fully fund a previously approved project? ■ Does it implement legally mandated service requirements? ■ Does the request implement previously approved management policies or plans? Conversely, should there be a policy or plan document in effect prior to introducing the request into the CIP process? ■ Are there significant public health, safety, and welfare concerns? ■ Are there significant opportunities for offsetting cost savings or revenues? ■ Is it required to maintain existing assets or facilities? ■ Is it required to maintain existing service levels? ■ Due to timing, workload, financial, or other considerations, can the project be deferred into the third or fourth year of the Financial Plan without adversely affecting realistic progress in accomplishing the project? ■ How would the organization or community be impacted if the request is not approved? Special CIP Issues There are four projects not specifically addressed in the draft CIP that warrant further discussion: Senior Citizen/Community Facility No design or construction funding is provided for this project in the draft CIP as this project is still under study and review. Accordingly, it would be premature to identify any future costs for this project at this time. Laguna Lake Park Master Plan Improvements This project is also currently under study, and as such, it would be premature to identify any future costs for this project at this time. Bikeway Improvements The 1989-91 Financial Plan allocated $400,000 for bikeway improvements. As noted at that time, the first phase of this project included the identification of appropriate projects along with possible amendments to the 1985 Bikeway Plan. To date, no funds have been committed for this project. As such, rather than commit additional funding to the project, it is recommended that the existing $400,000 allocation be used for the following three projects: _S �►m�ibu►�IfIIIIIUP�u�uil����U MY Of San lU1S OBISPO MUG@ COUNCIL AGENDA REPORT ■ Phase I of Bicycle Path Improvement (report to be presented to Council on May 7, 1991): $100,000 . ■ San Luis Creek Trail at the Wastewater Treatment Plant: $55,000 ■ Southern Pacific Railroad Right-of-Way Acquisition: $100,000 over the two years for study, planning, appraisals, and overall project assessment. Each of these projects is described in greater detail in the "Bikeways" project request (which at this time only recommends $15,000 annually as our 2% TDA minimum annual obligation). In the event that the Council should desire to augment existing funding for the SPRR acquisition or the San Luis Creek Trail project, approximately $350,000 is available in the TDA Fund over the next two years which could be used for this purpose. Tiwn* System Improvements Funding is provided in the draft CIP for two replacement buses. However, no funding is identified for any system improvements that might be recommended as part of the short- range transit plan. Again, this plan has not been completed, and it would be premature to request any funding until it is adopted by the Council. However, as discussed above, there is approximately $350,000 available in the TDA over the next two years that could be used for this purpose. SUMMARY In preparation for the issuance of the 1991-93 Preliminary Financial Plan, it is recommended that the Council review and consider the following issues: ■ Financial outlook for 1991-93 ■ Major City Goals (recommended as A+ priorities in addition to SORT staffing) ■ Draft Capital Improvement Plan The staff will be prepared to brief the Council on theses issues at the meeting and to respond to any questions. ATTACHMENTS: Exhibit A. Situation Oriented Response Team (S.O.R.T.) staffing request Exhibit B. Council Goal-Setting Priorities (A+ through C Priorities) ENCLOSURE: Draft Capital Improvement Plan 91-93FP2\4-29SESS.YPF 1991-93 Financial Plan W, ,y,,est ExhUt SIGNIFICANT OPERATINU PROGRAM CHANGE PROGRAM: Police Operations Services REQUESTTITt F. Situation Oriented Response Team(SORT)Staffing Request Summary Information developed through staff work on the Five Year Police Services Plan demonstrates that per capita staffing levels have substantially decreased during the past ten years. During this same period,both service population and workload indicators have significantly increased. In order to address these deficiencies,the Department is proposing the establishment of a five member Situation Oriented Response Team(SORT)composed of one Sergeant and four sworn officers. During the first year this will be completed by transferring one sworn officer from another assignment to work with the additional sergeant and three officers The fourth officer will be added the second year. This unit will be used to respond to critical workload demands and specialized service problems. The fust year salary costs would be $226,93&00. An additional cost of 544,000.00 will be required in the first year for the purchase of necessary equipment and vehicles. Primary Objectives ■ Return availability of services to an acceptable level. ■ Provide necessary resources to deal with increased workloads. ■ Improve public and officer safety by increasing staffing levels to an acceptable level. ■ Enhance our ability to identify and respond to special problems and critical issues. Primary Factors Driving the Request for Change ■ A substantial.reduction in per capital officer-to-resident population and officer-to-service population levels. ■ A decrease in officer available time,coupled with a decrease in necessary on-view enforcement ■ No increases in patrol strength over the last ten year period. ■ A 20%increase in population,a 22%increase in calls-for-service,and a 6%increase in total staffing. ■ A 330%increase in noise complaints since 1981- ■ A 5.7%increase in arrests last year and a 625%increase during the last ten years. Alternatives ■ Deny request. This reduces the budget commitments. However,if staffing levels are not adjusted to more accurately retlectworkload requirements,we can expect continuationof deteriorating response times and on-view enforcement activities. This will require furthercutbacks in police services to the community. ■ Approve request at higher level. This would increase the budget commitment. Study shows that to bring the Police Department back to 1991 City per capita staffing levels would require hiring seven(7)sworn and four(4)non-sworn personnel-more than twice the requested number. ■ Approve.request at a lower level. This would minimize the budget impact However,this would not appreciably impact on the problems/issues facing its. Program Staffing Increase-Regula, Positions(continued) Cast Summary 1991-92 1992-93 One(1)Sergeant Salary/Benefits $69,639.00 $71,999.00 Materials/Equip $3,200.00 Four(4) Police Officers Salary/Benefits @ 52433 $157,299.00 $216,584.00 Materials/Equipment @ 3200 $9,600.00 $3,200.00 Two(2) Patrol cars @ 14000 $28.000.00 Costs $267,738.00 $291,783.00 Program Costs Total $565,521.00 Summary T'he Police Services Five Year Plan report has shown the increased strain on police resources. During the last ten years the City has grown over 20%, the County 34%, and the Department just 6101b. Calls for Service continue to grow, mandated reporting and workload indicators increased while officer available time decreased. Unless staffing levels are sufficiently increased,narcotic and liquor,traffic and DUI enforcement,and most other"on-view'offenses will receive less and less attention as officers are required to spend increasing amounts of time responding to basic Calls-for-Service. The Department has been fairly successful at minimizing these impacts during the last ten years through creative restructuring,report and technologicalstreamlining,and the use of overtime. However,we have reached the point where this will no longer enable us to maintain satisfactoryminimum standards. A regLonal agency comparison of staffing increases shows that we would need to hire four(4)sworn and two (2)non-sworn just to reach the median for resident population. To reach the same level for service population would require fourteen (14) sworn and eleven (11) non- sworn. (See attachments) In conclusion,we cannot maintain current services and standards without additional staffing. Please refer to attached charts that illustrate points made within this program proposal Additional materials are available for further elaboration. HIGHLIGHTS 1. Significant Increases Over the pastten years,resident population has increased nearly 2O%,annual calls for service have increased over 21%, and annual arrests have increased over 62.5%. 2. Departmental Increases Over the last ten years,sworn strength has been increased by three positions (+6%). Non-sworn strength has increased by one position (+3.8%). Total Department strength has been increased by four positions (+5.2%). 3. Significant Impacts * The amount of police personnel resources allocated on a per capita basis has declined 12% over the past ten years. * The lack of available field personnel during routine and peak activity periods is significantly affecting the Department's ability to provide timely response to calls for service. CITY OF SAN LUIS OBISPO I CALLS FOR SERVICE Thousands 30 - 25 ........................................................................ .... ..... ................... C20 --. .... .... .... A L L S10 .... .... ..... ..... .... .... ..... ..... .... 0- I 980 1981 1962 1983 1964 1985 1986 1987 1988 1989 YEARS CALLS FOR SERVICE Year TOW 1980 22,136 1981 22,494 1982 23,787 1983 24,300 1984 25,304 1985 26,057 1986 26,206 1987 25,225 1988 24,341 1989 26,837 This shows a ten year History of the number of reported cells for service in the City of San Luis Obispo. CITY OF SAN LUIS OBISPO ARRESTS • 1980-1989 3600 3000 ........................................................................_.............................................. ..............._................... A2600 ................................................................................... .... .... .... .... R E2000 ...._.._..---......_...._. .... ..... S T 1600 ..... .... .... .... S 1000 . .... .... .... .... .... Soo .. ..... .... .... 0 1980 1981 1982_ 1983 1984 1986 1986 1987 1988 1989 YEARS FELONY ® MISDEMEANOR ARRESTS Year Felony Misdemeanor Total 1980 278 1,621 1,899 1981 394 1,550 1,944 1982 402 1,734 2,136 1983 252 1,988 2,240 1984 408 1,991 2,399 1985 390 2,183 2,573 1986 597 ' 2,159 2,756 1987 441 2,617 3,058 1988 375 2,476 2,851 1989 367 2,554 2,921 This shows a ten year history of felony and misdemeanor arrests in the City of San Lois Obispo. CITY OF SAN LUIS OBISPO NOISE COMPLAINTS 600202600- 2000 00 .............................._................ ........................................................_........................................._. C O M 1600 L A N1000 T S 600-1. - - - 0 1981 1982 1983 1984 1986 1986 1987 1988 1989 YEARS NOISE COMPLAINTS Year Total 1981 503 1982 646 1983 990 1984 932 1985 720 1986 1,222 1987 1,697 1988 1,952 1989 2,162 This shows a ten year history of the number of noise complaints in the City of San Luis Obispo. CITY OF SAN LUIS OBISPO POLICE DEPARTMENT EMPLOYEES • 1981-1990 . � 100- E80 ..................................................................._................................. .... .... .... M P L60-- .... _ _. _.. ._. ..... .... .... .... O Y E E 40- - .... ..... S 20 - _. _. _. __ _. ._. ..... 0 1981 1982. 1983 _ 1984 1985 1986 1987 1988 1989 1990 YEARS ® SWORN ® NON-SWORN _31f PLOYEES Year Sworn Non-Sworn Total 1981 50.0 26.0 76.0 1982 49.0 26.0 75.0 1983 49.0 26.0 75.0 1984 49.0 26.0 75.0 1985 49.5 26.0 75.5 1986 49.5 26.0 75.5 1987 52.0 29.0 81.0 1988 52.0 29.0 81.0 1989 52.0 29.0 81.0 1990 53.0 27.0 80.0 This shows a ten year history of the number of full-time Police Department employees. CITY OF SAN LUIS OBISPO POLICE EMPLOYEES PER 1.000 POPULATION • 1981-1990 2.5 r ... .................................... M P 01.5 .._ ._. .... .... .... .... _. Y E _.. .... .... E S 0 1981 1982 1983 _1984 1985 1986 1987 1988 1989 1990 YEARS ®SWORN ® NON-SWORN POLICE FWLOYEF.s PER 1,000 POPULA77ON Year Sworn Non-Sworn Total 1981 1.43 0.75 2.18 1982 1.39 0.74 2.13 1983 1.37 0.73 2.10 1984 1.35 0.71 2.06 1985 1.32 0.70 2.02 1986 1.30 0..68 1.98 1987 1.36 0.76 2.12 1988 1.30 0.73 2.03 1989 1.27 0.71 1.98 1990 1.27 0.65 1.92 77us shows a ten year History of the number of full-tune Police Department employees per thousand RESIDENT population. 1990 CALLS FOR SERVICE NIGHT SHIFT: Monday 1366 Tuesday 1376 Wednesday 1400 Thursday 1613 Friday 2137 Saturday 2118 Sunday 1705 DAY SHIFT: Monday 1798 Tuesday 1855 Wednesday 1994 Thursday 1977 Friday 2068 Saturday 1828 Sunday 1528 Note: Does not reflect "on-view" patrol activity or CFS of any other division or unit. 1990 AVERAGE DAILY PATROL ADJUSTED STAFFING LEVELS Total Officers including those on Payback shifts NIGHT SHIFT: Monday 4.49 Officers Tuesday 4.51 Officers Wednesday 5.17 Officers Thursday 5.87 Officers Friday 6.10 Officers . Saturday 5.81 Officers Sunday 4.62 Officers DAY SHIFT: Monday 5.15 Officers Tuesday 4.98 Officers Wednesday 4.98 Officers Thursday 4.66 Officers Friday 4.68 Officers Saturday 4.81 Officers Sunday 4.47 Officers a-i9 1990 AVERAGE CALLS-PER-OFFICER PER SHIFT NIGHTSHIFT: Monday 5.9 Tuesday 5.9 Wednesday 5.2 Thursday 5.3 Friday 6.7 Saturday 7.0 Sunday 7.1 DAY SHIFT: Monday 6.7 Tuesday 7.2 Wednesday 7.7 Thursday 8.2 Friday 8.6 Saturday 7.3 Sunday 6.6 Note: This does not reflect "on-view" activity or multiple officer/unit CFS or activities. Also, these are Patrol totals only - does not reflect Records or Investigations services. Averages based on one call - one officer C�-C�O PATROL OFFICER Percentage of Time Unavailable NIGHT SHIFT: Average Average Sun-Mon-Tues Thurs-Fri-Sat September 65 76 October 61 78 November 59 69 DAY SHIFT: Average Average Sun-Mon-Tues Thurs-Fri-Sat September 66 71 October 66 81 November 66 67 SWORN PERSONNEL PER 1,000 POPULATION - COUNTY AGENCIES 3.6 N U _................................................................................................._......................................................_............... M 3 B E2.6 _.....__...._.......................................................................................................I.............._.............. R OF2 __——._-......._..__........ ______..........._....___...._..............._........._......._..... P E 1.6 — --............._.____ _ .........._.............. _._.._.....----....._. R S O1 — — _... _ _... ...... ...... N .N 0.6 __ _... ...... E L 0 PISMO MORRO GROVER ARROYO PASO RTAS- SAN LUIS SLO BEACH BAY CITY GRANDE ROBLES CADERO OBISPO SHERIFF 1989 ® 1990 SWORN PERSONNEL PER 1,000 POPULA77ON Jurisdiction 1989 . 1990 Pismo Beach 2.80 2.98 Morro Bay 1.70 1.77 Grover City 1.40 1.39 Arroyo Grande 1.39 1.54 Paso Robles 1.76 1.72 Atascadero 1.21 1.22 San Luis Obispo 1.27 1:27 SLO Sheriff 1.38 1.44 COUNTY MEDIAN 1.64 1.69 (Excluding Sheriff) This shows the number of sworn peace officers per thousand RESIDENT population by agency for 1989 and 1990. z '�a I TOTAL EMPLOYEES PER 1,000 POPULATION - COUNTY AGENCIES 5 , E4 ..........................................................:..................................................................................................... M P L 3 -- ........._..._............................................................................................................................ ....... O Y E 2 ....... ......lu ...... ............................. ... S 1 ...... ...... ......lu ....... ...... 0 PISMO MORRO GROPER ARROYO PASO ATAS- SAN LUIS SLO BEACH BAY CITT GRANDE ROBLES CADERO OBISPO SHERIFF 1989 ®1990 TOTAL EMPLOYEES PER 1,000 POPULATION Jurisdiction 1989 1990 Pismo Beach 4.21 4.67 Morro Bay 2.40 2.60 Grover City 2.10 2.08 Arroyo Grande 1.97 2.18 Paso.Robles 2.20 2.16 Atascadero 1.57 1.65 San Luis Obispo 1.96 1.91 SLO Sheriff 2.80 3.21 COUNTY MEDIAN 2.34 2.47 (Excluding Sheriff) This shows the number of full—rime employees per thousand RESIDENT populadon by agency for 1989 and 1990. -43 SWORN PERSONNEL PER 1,000 RESIDENT & SERVICE POPULATIONS FOR SELECTED CITIES 2 N U M B1.6 ... .......................................... ............................................................................ E R OF. P1 ._--------- .............. .............. ...... ...... .............. ... E R S O0.5 _ _.... __ ...... ....... ...... ... N N E L ' n MONTEREY SAN LUIS SANTA SANTA SAND VENTURA SALINAS OXNARO OBISPO CRUZ MARIA BARBARA SELECTED AGENCIES M . M . RESIDENT SERVICE POPULATION POPULATION 1990 SWORN PERSONNEL PER I,000 POPULATION Resident Service Jurisdiction Population Population Monterey 1.65 0.75 San Luis Obispo 1.27 0.73 Santa Cruz 1.41 0.77 Santa Maria 1.20 0.80 Santa Barbara 1.61 1.09 Ventura 1.31 1.31 Salinas 1.35 0.91 Oxnard 1.15 1.15 MEDIAN 1.36 0.93 This shows the number of sworn peace officers per thousand RESIDENT and SERVICE populations by agency. POLICE EMPLOYEES PER 1.000 RESIDENT &'SERVICE POPULATIONS FOR SELECTED CITIES 3 E2.6 ....................................................................................... ............................................................................ M P2 . ................................... ................................... .............. ...................................... ..... L 0 y1.6 . ............. ............. ............. ............. ...... ...... ..... ... E 2 E SI ...... ......I...... ...... ...... ...... ..... 0.6 ..... ..... ..... ...... ...... ...... ...... ... UIONTGREY SAN LUIS SANTA SANTA SANTA VENTURA SALINAS OXNARD OBISPO CR_VZ MARIA BARBARA SELECTED AGENCIES M . M . RESIDENT SERVICE POPULATION POPULATION 1990 POLICE EMPLOYEES PER 1,000 POPULA 77ON Resident Service Jurisdiction Population Population Monterey 2.30 1.05 San Luis Obispo 1.91 1.10 Santa Cruz 2.09 1.24 Santa Maria 1.70 1.13 Santa Barbara 2.75 1.86 Ventura 2.07 2.07 Salinas 1.83 1.23 Oxnard 1.97 1.97 MEDIAN MEDIAN 2.07 1.45 7 shows the number of police employees per thousand RESIDENT and SERVICE populations by agency. CURRENT/FUTURE CHALLENGES 1. Increase in Youthful Population Increases in juvenile and young adult problems Increases in local and regional gang problems 2. Increase in Narcotics Problems San Luis Obispo leads in NTF arrests for the 1 st time DANGER: SLOPD arrests for narcotics are down 36% 3. Community Activism/Diversity Continued community activism * National, international, local Increased social diversity College Community 4. Downtown Presence Increased City-wide interest both physically and economically Stores and other establishments open nights and weekends Increased calls-for-service Need for foot/bicycle patrols -o2fo DEPARTMENTAL/COMMUNITY NEED FROM Reactive responses Patchwork staffing Using and over-expending overtime to meet basic on-going needs TO Pre-planned preemptive action Stable, cohesive unit Flexible response capabilities ANSWER SORT c;2 S.O.R.T. ASSIGNMENTS The following is a partial listing of assignments that we believe could best be addressed through the use of the S.O.R.T. This list is not intended to be all inclusive as we can not anticipate all situations that may arise, but does represent recurring problems that will continue to face us in the near future. It is our belief that through the use of this team we. can not only have an impact on the problems, but that we will make available time for non-team officers to not only respond to calls in a more timely manner, but to conduct positive preventative patrol. It is also important to recognize that the team may not be used in full force for each of these assignments . We could well find ourselves splitting the team to allow for the addressing of different problems at different times of the day. We hope that the team's effectiveness will be increased by the publicity that its formation and deployment will generate. We would actively seek media attention on the team for the duel benefit of not only increasing the citizens sense of security but also deterring those who may be tempted to victimize them. I believe that just getting the word out that the team is in operation will have a positive effect on the community. REGOLAMY SCHEDULED ASSIGNMENTS: Enforcement and Prevention Activities #1 Thursday Night #2 Party Patrol, additional resources during the times that we can anticipate many social gatherings . #3 "Special Events" requiring additional resources . #4 Planned-demonstrations/protests of small to medium size. #5 Downtown and Mall foot patrols, seasonally or as needed. #6 Traffic Issues, as an additional resource to the traffic unit. Selective enforcement of identified problem areas . Avoid the Eleven (December D.U.I. enforcement) . DUI check points . Commercial enforcement as needed (truck routes) . #7 Park detail, on a regular basis, to discourage inappropriate activities in our city parks . #8 Alcohol/bar problems . Checks on a regular basis and specific assignments for situations like Minor Madness at the Grad. PERIODIC ASSIGNMENTS AS NEEDED: #1 Focused crime problems (burglaries, vandalisms, etc. ) . #2 Shoplift detail on a seasonal basis . #3 Creek inspections to reduce illegal camping. #4 Narcotics activities. Attention to both the users that we know live in the city and those visiting. #5 Surveillance of known violators and "High Crime Areas" . 'v�0 #6 warrant service for serious offenses, or to reduce any large backlogs, for the purpose of showing due diligence. UNPLANNED FOR ASSIGIISFNTS REQUIRING IDIATE ATTENTION: #1 Assistance to the Narcotics Task Force for operations in the city. #2 Assistance to other Agencies to deal with problems that cross jurisdictional lines. #3 "Career Criminal" detail to target known violators when we have information that they are active. SORT Situation 65 Arrests: 62.58 60 55 50 45 P E 40 R C 35 E ' N 30 * - T A 25 G Calls-for-service: 23.58 E 20 . esident population: 208 15 10 art I crimes: 88 otal SLOPD increase: 5.28 5 0 80 181 82- 83 18086 187 188 089 090 5 YEF.RS -10 Per capita strength: -128 -15 SORT ImQact Regional S.LO. Regional S.LO. County Resid. Service Service Resid. Median Median Median Median SWORN 1.38 1.69(18) 1.36(4+) .80 .93(14) Total 2.02 247(24) 2.07(7) 1.18 1.45(25) � -30 Exhibit - 1991-93 Council Goal Setting HIGHEST PRIORITIES (A+) The following goals were rated as A's (highest priority) by all Council Members, resulting in an overall priority ranldng of "A+". ■ Secure a long-term water supply (Utilities) ■ Complete the General Plan update including the following elements: land use, circulation, noise, open space, and housing. Also includes addressing the following issues as integral components of the General Plan update: neighborhood traffic management, residential density calculations, and low and moderate income housing (Community Development) ■ Complete the Airport Area Specific Plan (Community Development) ■ Develop and implement a focussed economic stability plan (CAO) ■ Implement state-mandated recycling improvements (Public Works) ■ Identify a permanent source of funding for open space acquisition in order to establish a green belt around the City (Community Development/Finance) ■ Develop and implement a comprehensive short-range plan for the City's transit system (CAO) ■ Improve and expand playgrounds (Recreation) ■ Approve plan for increased use of reclaimed wastewater (Utilities) ■ Initiate proceedings for the Southern California Gas Company annexation (CAO) 1991-93 Council Goal Setting HIGH PRIORITIES (A) ■ Complete the Laguna Lake Park Master Plan (Community Development/Recreation) ■ Complete the five year police services plan (Police Department) ■ Continue efforts to transfer responsibility for hazardous waste management to the City from the County (Fire Department) ■ Complete the Fire Master Plan (Fire Department) ■ Adopt and implement policies or ordinances which will better manage sound amplification in public areas, especially Mission Plaza (Community Development) ■ Complete the downtown physical concept plan (CAO) ■ Implement a program for the systematic, ongoing review of City operations to increase productivity and improve the delivery of City services (CAO/Personnel) ■ Construct neighborhood traffic management improvements in the Murray/Broad Street area (Public Works) ■ Develop and implement an effective pubic information program that will increase community involvement and awareness in the City's decision-making processes (CAO) ■ Develop an employee suggestion program in order to make it more productive (Personnel) ■ Staff residential use regulations on an ongoing basis (Community Development) ■ Construct the Performing Arts Center (CAO) ■ Approve and implement changes to the City's Business License Tax ordinance (Finance) ■ Expand Mission Plaza (Public Works) ■ Develop program to identify and help our most needy customers in affording City utility services (FinanceXtilities) 1991-93 Council Goal Setting "B" PRIORITIES ■ Complete design for the replacement of Fire Station No. 1 (Fire Department) ■ Complete design for civic center improvements (CAO/Public Works) ■ Adopt policies regarding the conversion of housing in the downtown to office uses (Community Development) ■ Complete policies, plans, and goals regarding the City's use of automated management information systems (CAO/Finance) ■ Construct bikeway improvements that encourage bicycle use as an alternative to automobile use (Public Works) ■ Complete senior center/community facility plan (Community Development/Recreation) ■ Acquire Southern Pacific Railroad (SPRR) surplus right-of-ways for bikeways (CAO) ■ Develop and approve plan for the earthquake retro-fit of City buildings (Public Works) ■ Develop plan for Laguna Lake dredging (Public Works) ■ Construct Fire Station No. 1 (Fire Department) 4K- 1991-93 Council Goal Setting "C" PRIORITIES ■ Acquire downtown parking lot in the Nipomo/Higuera area (Public Works) ■ Implement public art funding program (Community Development) ■ Continue efforts for state legislation for a commercial signing program in the 101 Highway right-of-way (Community Development) ■ Develop and implement a program to better locate student housing (Greek Row) (Community Development) ■ Develop and implement private property maintenance regulations and enforcement strategies (Community Development) ■ Develop and implement a Neighborhood Improvements Program (CAO) ■ Perform an independent study by a third-party consultant of departmental efficiency (CAO) ■ Approve and implement revised flood control plan (Public Works) ■ Develop and implement day-care program for City employees (Personnel) RECEIVED MEETING AGEN 2 A 1991 DATE.U- 9-�/ Q�A! APR ITEM f._.._.,_ (date) CITY 6LERK SAN LUIS OBISPO.CA DCD Senator Davis QFnCalifornia Senate �YT L3connXState Capitol FMECHM 0 FIN.�Sacramento, CA 95814 �FtiYD POLKEMSUBJECT: Proposed legislation: SB 358 RECDaLogo signing Jm - Dear Senator Davis, The City of San Luis Obispo is interested in legislation you introduced February 15, 1991, which .would require the Department of Transportation (CalTrans) to adopt regulations permitting logo signing pilot projects. The bill establishes Highway Route 101, between Calabasas and Camarillo, as the first pilot project area. We not only support this legislation, we would like to expand it. We would like our city to be added as an additional "pilot project" . San Luis Obispo (SLO) has worked aggressively to eliminate large, nonconforming signs over the past several years. one concern that has been raised repeatedly by tourist-oriented businesses is that our sign ordinance limits or eliminates visibility of their businesses by the travelling public. The travellers on Highway 101 in particular are often unaware of the services available to them near SLO offramps. At the same time, though, we are proud of the appearance of our city from the highway, and have no interest in promoting large pole signs or billboards that would obstruct that appearance. Therefore, we have been exploring ways to provide adequate identification for freeway-oriented businesses, while retaining the city's clean, environmentally-sensitive image. We have investigated several alternatives, and determined that a logo-signing program similar to the program on Interstate Highway 5 would best meet- our goals. To this end, we have twice submitted resolutions to the League of California Cities, first to get support for legislation similar to what you propose, and second to obtain sponsorship. The resolution to sponsor such legislation is currently being reviewed by the league's Housing, Community, and Economic Development Committee. Rather than follow your bill with one that is nearly identical, we are asking you to amend your bill, to include that section of Highway 101 that goes through SLO as an additional pilot project. The two pilots represent different highway situations: Calabasas to Camarillo is a large rural area that is rapidly becoming urbanized, and San Luis Obispo is small, compact, and striving to retain its small-town characteristics. Both would benefit by the alternative to sign clutter represented by a logo sign program. Please let us know by May 20, 1991, if you are able to make this change. You may write to me or to Penny Rappa, councilmember, at the above address, or call Judith Lautner, Associate Planner, at (805) 549-7166. Sincerely, Ron Dunin, Mayor Com, cc: Penny Rappa, eeune*'Inem Arnold Jonas, Director, Community Development t W/✓, Y►lob , (395' Nee CBiw in 6 Sc, -f-Co mt iriu �_Q AGENDAC • D �M? �_.1.n ��III�III I Ilnllll i II�������������I pllhi II city of san l�uis oBispo y 990 Palm Street/Post Office Box 8100 • San Luis Obispo, CA 93403.8100 April 25, 1991 COMMUNICATION ITEM TO: Council Colleagues FROM: Penny Rappa SUBJECT: COUNCIL WORK PROG EMPLOYEE DAYCARE PROGRAM FOR EMPLOYEES - "C" My request at this time is to direct staff to return to Council with appropriate personnel policies for Council consideration. Perhaps our Personnel Board could be involved. I would like to request the Council reconsider their prioritization with regard to SLO employee childcare. I think providing childcare for employees is premature, but I also believe we could take some initial steps in the next two years. Council approval of personnel policies recognizing childcare is an essential first step. Currently, some departments work with their employees in areas such as flexible scheduling or job sharing. However,we have no established policy. Last year, we began a cafeteria plan to allow employees to set aside tax free dollars for childcare. As is normal, I expect participation to increase as employees better understand the benefits. Consistent with our "policy first" approach, I would hope Council and staff could re- evaluate this goal. It is easily documented that personnel policies recognizing child care are cost effective. They include: • Reduced turnover • Less absenteeism and tardiness • Improved recruitment • Increased productivity • A boost to commitment and morale • Greater flexibility in employees' available work ho CO Denotm'ncdon Q Ft • Less stress for working parents MDDM • Shorter maternity leaves VCA0o ❑❑ �M.1XX • Favorable free publicity ❑ MEC>�roR►v Y ❑ FWnaz.MORiG. ❑ aoUCE GN. o❑ MGMT.TFJ M p❑}R�EnC 1XX OF� W _ELL RSON�T&L Employee Daycare Program for Employees - "C" Page 2 In making this request, I am not inferring that I don't support other actions; I do. We have not assessed the needs of our employees, a necessary prerequisite to offering options. I would hope this could be considered in the future. As to our overall recognition of the importance of childcare, I feel fairly secure that the results of our HRC.Needs Assessment will show this to be necessary in the future through our Grants-in-Aid Program. I am also very pleased that our childcare facilities operated by the Recreation Department are now licensed by the State of California. Also, that these employees participate in on- going training sessions to improve the level of quality childcare that we can provide to the citizens of SIA. I'm sorry you were unable to attend a recent program by Community Partners in Childcare. I believe you would have been very proud of the valuable contribution our Recreation Department employees are making in this area. Attached is some information from that program Again, I request Council to direct staff to draft personnel policies regarding childcare and return for Council consideration. Perhaps our Personnel Board could be involved. PR:ss Attachment c: John Dunn Ken Hampian Jim Stockton Bill Statler Community Prrtners in Child Cane EMPLOYEE CHILD CARE IS GOOD BUSINESS April 12, 1991 AN OVERVIEW OF OPTIONS PERSONNEL POLICIES Flexible Scheduling: Provides flexibility in start and quit times and variations in work schedules to permit some long and some short days. Personal Time: Involves changing the name of "sick time" to "personal time" and permitting employees to use that time for when either they or a member of their family is ill. Job Sharing: Requires splitting a one full-time position into two part-time positions thus allowing two people to share one job. Voluntary Reduced Time: Permits workers to reduce their working hours to part- time for a specified period of time while retaining seniority status and benefits on a full or prorated basis. Parental Leave: Creates a policy which entitles either parent to a paid or unpaid leave of absence with job security following the birth or adoption of a child. FLEXIBLE SPENDING ACCOUNTS (SALARY SET-ASIDE ACCOUNTS) Provides an account for the employee.to set-aside a specified amount of pre-tax salary that can be used to reimburse child care expenses. The employer pays no payroll tax on the set-aside portion. DEPENDENT CARE ASSISTANCE PLANS (OCAP) Offers child care as a tax-free benefit to employees. The employer may provide child care, contract with third parties for child care services, or reimburse employees for child care expenses. Any money provided for child care under a OCAP in not subject to employment taxes to the employer or withholding from the employee. EMPLOYEE CHILD CARE IS GOOD BUSINESS April 12, 1991 An Overview of Options Page 2 INFORMATION AND REFERRAL PROGRAMS Provides parents with a source of information about parenting and child care services currently available in the community. Referral programs provide referrals to local licensed child care throughout the community. Employers can contract to expand already existing community referral programs to provide specialized services to their employees. PARENT EDUCATION PROGRAMS/CENTERS Work-site programs designed to help parents balance work and family life, what to expect of children between birth and 18 years of age, how to discipline effectively, how to cope with crisis or trauma in their lives, etc. through printed materials and seminars. CHARITABLE DONATIONS Through donations, employers can effect child care directly for their employees and/or for the community. By donating money, goods or services to child care programs, employers can lower the operating costs thus effecting the cost of care. By donating money or inkind services to child care organizations, employers can increase the supply of child care in the community and/or enhance the quality of care available. REIMBURSEMENT/VOUCHER PROGRAMS Employers subsidize part or all of the employee's child care costs either through direct payment to the child care provider in the form of a voucher, or by reimbursing the employee directly. FAMILY DAY CARE HOME NETWORKS Connects the employer to a system of family day care home child care providers where the employer purchases child care slots for their employees. Employers can recruit and train providers near the work-site and arrange to secure spaces in those homes or employers can connect with existing networks. ON-SITE CENTERS Provides child care at the work-site. Employers can operate the center or contract operation out to a third party. Depending on employee needs and work- site location, on-site centers can provide direct child care services for infants, toddlers, preschoolers, and school-age children.