HomeMy WebLinkAbout04/29/1991, 2 - BUDGET STUDY SESSION lll�ly�l�llllllllll.11�lll f MEETING DATE:
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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.
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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
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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.
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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
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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'
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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
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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.
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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:
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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
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E 40- - .... .....
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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
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M 3
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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.