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Home My WebLink About04/04/1995, 3 - COUNCIL GOAL WORK PROGRAMS 101��"'�IIIII��IIN�I��III CI of San Ll I S OBI SPO MEETING DATE: ry 4-4-95 COUNCIL AGENDA REPORT rrEM NUMBEf1: FROM: John Dunn, City Administrative Officer Prepared By: Bill Statler, Dire. of F' ce SUBJECT: COUNCIL GOAL WORK PROGRAMS CAO RECOMMENDATION ■ Discuss proposed work programs for achieving Council goals, and modify them as appropriate. ■ Reaffirm the use of the three.priority categories approved by Council during goal-setting as guidelines in preparing the 1995-97 Financial Plan relative to these goals and work programs, and make any priority changes as deemed desirable. ■ Delete the goals for approving a state-of-the-art cable television franchise agreement with Sonic Cable and implementing transportation impact fees as these issues either have been or clearly will be resolved before July of 1995. DISCUSSION Background As part of the goal-setting process for 1995-97, the Council approved 37 goals prioritized into three categories summarized as follows: ■ Major City goals. These represent the most important, highest priority goals for the City to accomplish over the next two years, and as such, resources to accomplish them should be included in the 1995-97 Financial Plan. If the work program approved by the Council for a major City goal is not included in the Preliminary Financial Plan prepared by the CAO, compelling reasons and justification must be provided as to why resources could not be made available to achieve this goal. ■ Other important goals. Goals in this category are important for the City to accomplish, and resources should be made available in the 1995-97 Financial Plan if all possible. ■ Address as resources permit. While it is desirable to achieve these goals over the next two years, doing so is subject to current resource availability. The CAO has directed Departments Heads to use these goals as guides in preparing their departmental budgets as follows: within the financial constraints of the City and departmental budgets, Department Heads are to make every effort in accomplishing or making substantial progress towards these goals, with primary emphasis being given to "major City goals" with decreasing resource allocations as we - descend from major City goals to the second and third categories. In order to fully understand the consequences of these Council goals, it is important to adequately define and scope the work program. Additionally, we can not measure our progress in achieving the goal if we do not have a clear understanding as to what the goal is. 3-2 ��►b�i�IIIIIU�I►° llUil city of San ,S OBISPO COUNCIL AGENDA REPORT This is the purpose of the accompanying work programs: to define the goal in sufficient detail so we will know what we intend to achieve and what level of resources will be required to do so. Work Program Organization and Content The proposed work programs have been organized into the three priority categories adopted by the Council: major City goals, other important goals, and goals that will be addressed as resources permit. Within these categories, goals are organized by the lead department or office responsible for managing achievement of the goal. Individual work program narratives have been prepared for each goal which are introduced by a summary schedule providing a "short form title" for each goal and summarizing the resources required to accomplish it as scoped and defined in the work program narrative. Each work program narrative includes the following information: ■ Short title. This provides the goal with a simple title for easy reference. ■ Objective. Generally, this is the action statement adopted by the Council. In some cases, however, the wording has been changed to either make the goal clearer or to define it with greater focus so that it.can be reasonably I accomplished within the next two years. ■ Discussion. What is the proposed workscope? What related work has the City done in the past? What key issues or challenges can we expect in achieving this goal? ■ Action steps. What specific things do we need to do in order to accomplish this goal and when will we do them? Knowing this will help us in scoping and defining the project and in monitoring our progress in accomplishing it over the next two years. ■ Responsible department and program. Who's primarily accountable for getting the goals accomplished? What other departments may be involved and what's their role? ■ Financial and staff resources required to achieve the goal. What will it take to achieve the goal? Do we have to add resources to do this? ■ Outcomelfinal work product. What will we get if we achieve the goal? What's the "deliverable"? Work Program Highlights While it is important to review all of the work programs in detail, it is especially important for the - staff to have clear direction on those categorized as "major City goals". Additionally, there are eight specific goals we believe should be highlighted.for the Council's consideration in determining the. workscope since there are a broad range of options available in defining the goal: S-2 �►►H�iiIIUIIIII��P° ��N city of san 'i s osi spo COUNCIL AGENDA REPORT Major City Goals ■ Expanded. economic development program ■ Seismic retrofit program (including financing strategies) Other Important ■ Downtown physical concept plan implementation Goals ■ Studies and negotiations for expansion areas ■ Electronic public access and communication Address as ■ Permanent Environmental Quality Task Force Resources Permit ■ South Higuera street widening ■ Mission style sidewalks Lastly, although we have prepared work programs for them, we recommend that the Council delete the goals for approving a state-of-the-art cable television franchise agreement with Sonic Cable and implementing transportation impact fees as these issues either have been or clearly will be resolved before July of 1995. Next Steps Once the Council approves the work programs for accomplishing goals and finalizes priorities, staff will complete work on the Preliminary Financial Plan, incorporating the results of Council goal-setting using the three priority categories discussed above as our guide in doing so. We anticipate issuing the Preliminary Financial Plan to the Council and public by mid-May, and a full-day Saturday budget workshop is scheduled for May 20. ENCLOSURE Proposed work programs for accomplishing 1995-97 Council goals, for your discussion and agreement. 3:3 _. .3- ^ OC) ^ IX.. o p N 0 o Z5 0 00Id. tn � S vol roi U M O ^ v1 v1 of P €> 0^0 N N .+ 'r cn ; V O O O b0ccbAO O O O O OO o g .9 .9 .9 a $ a .9 .5 S :: g S 0c) S ,g M' S ffi o, o Rn a<: O V•1 .. .... r .. 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AA3at �- � VQUUwwaan. � l COUNCIL GOALS: 1995-97 FINANCIAL PLAN SONIC CABLE TELEVISION FRANCHISE RENEWAL OBJECTIVE Execute a state-of-the-art renewal franchise agreement with Sonic Cable Television. DISCUSSION Background. At the January Council goal setting workshop, the Council established "bringing closure to contract negotiations with Sonic Cable Television" as a Major City Goal. At that point in time, negotiations over the franchise renewal appeared to be deadlocked. Directly after the creation of this Council goal, however, City staff and Sonic Cable representatives agreed to make another attempt at developing a mutually acceptable franchise agreement. This effort was successful; both the City and Sonic agreed to compromise on key issues surrounding the franchise agreement. As such, a state-of-the-art franchise agreement was presented to, and approved by, the Council on March 7, 1995. Issues we will face in achieving this goal. None. This goal has been achieved. ACTION STEPS ■ Hire professional cable television advisor 1/92 ■ Complete necessary reports to identify community's future cable needs 10/92 ■ Adopt franchise renewal objectives to guide staff through negotiation process with cable operator 1/93 ■ Complete negotiations with cable operator and develop draft franchise renewal agreement-for Council consideration 2/95 ■ Execute franchise renewal agreement with cable operator 3/95 RESPONSIBLE DEPARTMENT Administration and the City Attorney were responsible for completing this goal. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE GOAL This project is now complete, and as such, will not require any additional financial or staff resources. Ongoing administration of the franchise will be carried out by Administration using existing staff resources. OUTCOME - FINAL WORK PRODUCT A state-of-the-art cable television franchise that provides for the community's cable needs throughout the life of the agreement. Iworkprog\cablety 3-7 COUNCIL GOALS: 1995-97 FINANCIAL PLAN IMPLEMENTATION OF EXISTING ECONOMIC DEVELOPMENT PROGRAM OBJECTIVE Implement the economic development program approved by the City Council in 1994. DISCUSSION Background. Implementation of"a more defined, proactive economic stability program" was established by the City Council as a Major City Goal for 1993-95. To help develop this program, the Economic Strategy Task Force was appointed (ESTF). The Council received the ESTF's report in November 1993, and adopted some of their suggested goals in March 1994. Other goals were deferred to a later time. In January 1995, the Council provided further program direction, adding some new goals and dropping others, and essentially bringing closure to its goal of defining a more proactive program. In lieu of adding staff, the task of carrying out the City's program was assigned to the Assistant CAO, who was already working on related projects (e.g. Dalidio, the Broad Street and Airport Annexations). The City's current program emphasizes the retention and expansion of existing businesses through such things as streamlining, improved communication and customer service, business visitation, capital,project coordination, and targeted financial assistance. Other activities include the Tourism Council, improved promotional material, "Red Teams", and becoming more familiar with the countywide EAC. Other than Trader Joe's, little time is invested in recruitment efforts. This is due to both to a lack of time and specific Council direction in this area Issues in achieving this goal. This goal is being successfully implemented through the "one-half time" staff investment. However, the investment can not be neatly divided into daily "half-time blocks". Rather, the allocation of time depends on the "pressures of the moment", which vary considerably day-to-day. Thus, due to competing pressures (even between economic development tasks), there is a limit to staff's ability to be proactive. This is a daily challenge, but thus far, workable in terms of implementing the program as its currently defined ACTION STEPS ■ Continue to implement the existing economic development program during 1995-97 ongoing ■ Complete development agreement relative to the Dalidio proposal 8/95 ■ Provide annual reports to the Council regarding the overall status of the program 1/96 ■ If reactivated by Council, serve as project manager for Airport Annexation depends RESPONSIBLE DEPARTMENT ■ Administration, for overall program ■ Community Development (mainly)/other departments, depending on goal FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL There is some misunderstanding regarding the current staffing approach which should be clarrified (especially as Council considers any expansion to current efforts). First, the City did not create a "one-half time Economic Development Coordinator", as some believe. Instead, implementation of the goals adopted by Council were assigned to the ACAO, with an estimate that this would involve roughly one-half of his time. Second, this assignment did not result in an added "half- time time of new duties". This is because the ACAO was already working on some economic development activities, such as Dalidio, the annexations, and targeted retention efforts. Thus the new duties increased the investment in economic development by about 200/6, not 50%. This added increment of time, however, has been adequate to implement the Council's program as currently defined - 3-8 Regarding operating resources, 1992-93, $42,435 was expended in the economic stability program for such projects as the Broad Street annexation, Dalidio fiscal analysis, and sales tax consultant. In 1993-94, excluding the $15,000 auto center incentive expenditure, $49,261 was expended on the Airport Annexation, Downtown Business Retention Program, sales tax consultant, UCSB Economic Forecast, and other smaller projects. $46,500 has been appropriated for 1994-95, and the same level of funding is recommended for 1995-96. OUTCOME - FINAL WORK PRODUCT More proactive City support for local economic development and an improved business climate. COUNCIL GOALS: 1995-97 FINANCIAL PLAN IMPLEMENTATION OF EXPANDED ECONOMIC DEVELOPMENT PROGRAM OBJECTIVE Implement and staff an expanded Economic Development Program. DISCUSSION Background. During 1994, the City Council adopted several economic development goals and assigned implementation to the Assistant CAO (ACAO). The focus of the program is on the retention and expansion of existing businesses. The ACAO is expected to spend about one-half of his time on economic development projects, some which were already underway at the time of program assignment and others which were newly established as a result of the ESTF process. These activities have been fully detailed elsewhere. The purpose of this work program description is to describe a way to "expand the economic development program", including adding a full-time "economic development manager", which has been established by the Council as a preliminary Major City Goal for 1995-97. Program workscope. The City's current program includes such things as streamlining, improved communication and customer service, training, business visitation, capital project coordination, and targeted financial assistance. Other activities include the Tourism Council, VCB, improved promotional material, "Red Teams", and becoming more involved with the countywide Economic Advisory Committee (EAC) and the newly forming Economic Development Corporation (EDC). The ACAO also serves as a project manager for major projects which tend to be highly sensitive, and which require considerable interdepartmental coordination (Broad Street and Airport Annexations, Court Street, the Dalidio development agreement). There are other existing tasks staffed in Administration (but not by the ACRO), including PCC support and serving as a.liaison to the BIA and downtown. Other than the special "sensitive" projects, it is recommended that all of these existing tasks be assigned to an Economic Development Manager position. In addition, the position would be responsible for staffing a new business-based advisory committee, with a top priority being to analyze and develop a business recruitment strategy appropriate to SLO. This would begin with an analysis phase to identify job creation needs, based on the unmet needs of existing residents. This analysis would eventually lead to the identification of"target industries" that would match the character and employment needs of the community. Therefore, along with existing business retention efforts, a core task of the Economic Development Manager would be to initiate a proactive business recruitment program. Issues in achieving this goal. There are three key issues to consider. First, the City currently has a very limited amount of vacant land properly zoned for the location of the relatively larger employers that would be sought through a proactive business recruitment effort (about 45 acres, divided evenly between manufacturing and service-commercial zoning designations). The LUE identifies the Airport Area as the proper location for such "high tech" new industries, but this area has not been annexed to the City. And,there are a number of issues —technical, procedural, financial, environmental, intergovernmental, and political—that need to be successfully addressed prior to annexation. Second, some of the analysis envisioned to be undertaken by this position has been partially started through the EAC process, and is intended to be further advanced through the EDC, once formed. Care will need to be taken to assure that there is an integration, and not a duplication, of effort Third, there are cost considerations which are detailed under the "Financial Resources" portion of this work program description. Alternatives. To expand the current economic development program, there are a number of staffing and funding alternatives, including: (1) ACAO continues to carry out existing program, but with direction for more proactive recruitment efforts. This can be considered an"interim" strategy, to be reconsidered later(e.g. next two-year budget cycle, or after Airport Area is annexed); (2) ACAO carries out existing program, but contract with another organization to develop/implement more proactive recruitment efforts (e.g. with the Chamber or future EDC, at a cost less than "full- time"); (3) Hire an Economic Development Manager, but require that at least some of the cost be supported by the private sector (e.g. 50"/"); (4) Wait until the countywide EDC is formed, and an Executive Director hired, to determine if a City position is needed; (5) Hire an Economic Development Manager, but on two-year contract basis (evaluate if an ongoing position is needed at the end of the contract). Each of these alternatives has advantages and disadvantages, which staff can detail if Council is interested in further consideration of any of them. ACTION STEPS The steps below assume a Council decision to create an Economic Development Manager position, consistent with the direction provided on March 7, 1995. If a different option is chosen, however, the workscope and action steps will need to change consistent with that option. ■ Initiate recruitment for Economic Development Manager 7/95 ■ Economic Manager hired/begins work 10/95 ■ Economic Advisory Committee appointed/begins activities 11/95 ■ Targeted recruitment strategy adopted by Council 7/96 ■ Expanded economic development program fully underway 7/96 RESPONSIBLE DEPARTMENT ■ Administration, for overall program ■ Community Development (mainly)/other departments, depending on goal FINANCIAL RESOURCES REQUIRED TO ACHIEVE THE GOAL Based on established mid-mangement ranges appropriate for such a position, the cost of hiring an Economic Development Manager, including salary and benefits, is estimated to range between $65,000 and $72,000 depending on the hiring step. In addition, it is recommended that the one-half time secretarial position in Administration be increased to full-time, at an added cost of$17,500 annually for both salary and benefits (this position would then support the ACAO, Assistant to the CAO, and the new Economic Development Manager). In terms of the services and supply costs, staff would recommend at least $60,000, which includes the $42,435 recommended.for the existing program, plus some increased funds to assist with the added research (e.g. target industry study), travel, printing, telephone, and other expenses that can reasonably be expected with a fully staffed, proactive prograaL Office space and system furniture are available in City Hall as a result of previous staffing reductions. Other start-up costs are expected to be relatively minor. Therefore, the total estimated annual cost for the expanded economic development program is $142,000 to $149,000. This cost could be lowered in four ways (1) Reducing the estimated operating cost. Staff feels that this would be unrealistic, given the historic cost of funding the existing program and the projects related to-it(e.g. fiscal impact studies, annexation costs, sales tax consultant, etc.) and the added costs of a more proactive effort; (2) Not providing the added secretarial support. Again, staff feels that this is unrealistic, given that the existing one-half time secretary is already supporting two positions, and would be very hard-pressed to also support the work involved in a newly forming "high public contact" program; (3)Acquiring a financial commitment from the private sector for some portion of the cost; and (4) Some combination of#l, #2, and #3 above. OUTCOME - FINAL WORK PRODUCT A proactive economic development program which includes a business recruitment component primarily aimed at creating "head of household" jobs that match the needs and skills of the local population. COUNCIL GOALS: 1995-97 FINANCIAL PLAN NATURAL RESOURCE PROTECTION PLANS AND IMPLEMENTATION OBJECTIVE Prepare and begin implementing natural resource protection plans, including adoption of a creek setback ordinance which incorporates adequate capability for flood and habitat protection. DISCUSSION Background. The individual goals, policies and programs in the elements of the General Plan comprise a specific strategy for protecting natural resources in and around the City. Together, the policies and programs create a framework for development and resource protection. Individual policies and programs may provide specific direction for a City action to protect or enhance a resource, or they may direct the City to undertake additional planning. Development standards and regulations, provisions of the Municipal Code, and other planning and design tools (such as the Flood Management Policy) implement the General Plan's resource protection strategies. Implementation of resource protection plans is carried out by several different departments within the City. For example, creek protection and management is handled by the Community Development, Public Works, Police and Parks and Recreation Departments. The Community Development Department regulates the type, location, and characteristics of new development. The Public Works Department determines the appropriate flood control features of new development and manages flood control improvements and maintenance of creek areas. The Police Department enforces violations of appropriate activity within creek corridors, and the Parks and Recreation Department manages the City's Open Space holdings. In addition to existing plans,policies, and standards, City staff is currently working on a creek setback ordinance, expected to be adopted by Spring of 1995. The setback ordinance will provide protection for creek habitats and reduce the potential for flood damage to structures that would otherwise locate near the creeks. In addition, work on updating the Conservation Element of the General Plan will begin soon. The Conservation Element will complement the Open Space Element by setting forth additional resource protection policies and programs. The implementation programs in the recently updated Land Use and Open Space Elements of the General Plan will enhance existing resource protection plans by mapping resources, hazards, and habitat types, which will improve the City's ability to minimize impacts to these areas. Issues we will face in achieving this goat. The goal of protecting natural resources is generally well supported by the community at-large. However, when resource protection regulations result in a restriction on private property or use of a public resource, objections may arise. Because the basic framework for resource protection already exists in the City's General Plan, the majority of work involved in implementing this goal will consist of inventorying and designating resources. This will insure that potential impacts and enhancement opportunities are identified, and that mitigations and improvements are consistent with the adopted goals and standards. Some additional resource protection policies and standards may arise as the Conservation Element is updated and an aquatic resource protection plan is considered. This resource protection goal is related to the goal to develop a GIS system. Thus, while this goal primarily involves continuation of existing programs, it is likely to intensify resource protection activities. Disagreement over new standards should be minor, but there could be some objection to the application of existing standards. The Environmental Quality Task Force has recommended that the City hire a Biologist to implement the policies and programs of the City's plan regarding biological resource protection. The proposed position would be a resource for all City departments with the following duties: ■ Review project proposals of both private applicants and the City, and help with environmental review. ■ Advise on management of City-owned open space land and easements. ■ Monitor construction of City and private projects to assure that required mitigation measures are carried out and biologically responsible practices are followed. ■ Work with City staff, other agencies, and community groups to protect and restore wildlife habitat, including environmental cleanup. ■ Advise the City on its role in regional, state, and federal biological issues, and represent the City's interests before other agencies involved in biological issues. 3-�2 ■ Conduct citywide staff training to reinforce that environmental protection is everyone's job, and to remind staff of some of the daily actions that help protect the environment. ■ Establish a list of local, volunteer environmental specialists, and refer to the proposed changes in City policies or regulations in the specialists' areas of expertise. While there is merit to this proposal, addition of a biologist position to City staff is not required at this time. It would be more appropriate to consider additional regular staffing needs after the conservation element update and open space plan implementation strategies (including long-term funding sources) have been developed and approved. Once the nature of these programs have been more fully defined, we will be in a better position to determine ongoing staff support requirements. Adopting the conservation element and developing long-term implementation strategies is estimated to take about eighteen months, and as such, the ideal time to reconsider staffing needs would be during the preparation of the 1997-99 Financial Plan. ACTION STEPS ■ Continue to implement standards and resource protection enhancement programs on-going ■ Adopt creek setback ordinance 5/95 ■ Determine best approach to creating a comprehensive aquatic resource protection plan 9/95 ■ Complete resource mapping (also see budget goal re: resource inventory) 2/96 ■ Complete update of Conservation Element 9/96 ■ Develop and implement system for distributing and displaying resource data (also see GIS goal) 12/96 ■ Adopt supplemental resource protection policies and standards as necessary on-going RESPONSIBLE DEPARTMENTS ■ Community Development Department will be responsible for preparing plans and standards, development review, and zoning code enforcement. ■ Public Works will be responsible for certain types of development review,maintenance, and improvement projects ■ Police Department will be responsible for enforcing relevant sections of the Municipal Code ■ Parks and Recreation Department will be responsible for managing the City's open space land resources. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Resource inventory mapping $5,000; Data distribution and display system - $5,000; Conservation element - $60,000; staff time - 500 hrs. OUTCOME - FINAL WORK PRODUCT An integrated system of policies, standards, and maps for protecting natural resources in and around the City. 1-workprog\natural .3-/3 COUNCIL GOALS: 1995-97 FINANCIAL PLAN UNREINFORCED MASONRY BUILDING SEISMIC RETROFIT PROGRAM OBJECTIVE Implement an unreinforced masonry (URM) building seismic strengthening program that is not unduly burdensome. DISCUSSION Background In 1989, 148 buildings were included in the initial inventory of URM buildings located in the City of San Luis Obispo. Additional information and the strengthening of four URM buildings has reduced this number to 122 buildings, five of which are owned and used by the County. Of the 117 URM buildings for which the City has responsibility, two are in the process of being strengthened An interim mitigation plan was adopted by the City Council in 1992 which required all URM building owners to submit by September 4, 1994 a structural analysis and construction cost estimate. All but approximately 5 building owners have complied with this and the Building and Safety Division is currently reviewing this information. Implementing a URM seismic strengthening program that is not unduly burdensome will require setting a target date for the completion of the strengthening as well as developing a strategy that adequately addresses the economic impacts of strengthening on building owners. Issues We Will Face in Achieving This Goal ■ Establishing a target date, such as 2003, for all strengthening to be complete. Although a mandatory strengthening program has been considered, it has not been an approach supported by the business community. If Council prefers to avoid a mandatory program, then at a minimum a target date should still be established, supported by significant incentives for achieving retrofitting within the target period. A voluntary approach will require more creative and proactive efforts on the part of the City - and ultimately, a greater investment of time and resources. ■ Developing strategies for incentives to seismically retrofit. As mentioned above, any program - especially a voluntary one - will require creative incentives to encourage timely retrofitting. For example, incentives other than financial to encourage strengthening, such as modifications to parking requirements or expedited processing through the development review process, may need to be considered Greater staff efforts will be needed to develop ideas that can then be reviewed with the Seismic Task Force. ■ Identifying potential sources of financing for improvements. URM building property owners have difficulty obtaining financing for strengthening work because it does not increase the value of the building and often the building is fully financed. To address this issue, the City developed a no-interest, deferred loan program for up to $10,000, using CDBG funding. This has not proven to be an adequate incentive, so the City is considering increasing the loan amount, as well as alternative sources of financing, such as assessment district financing (see the Council Goal regarding financing seismic, fire sprinkler and sewer lateral improvements.) It should be noted that those cities using assessment district financing did so in conjunction with a mandatory program (otherwise, participation would not be large enough to form such a district). If a voluntary program is preferred, forming an assessment district may be a major challenge. ■ Heightening community awareness and response to the need for seismic strengthening and how to proceed in the process. Town meetings have been held to educate building owners and tenants on this issue, but the meetings have not been well-attended A proactive outreach program could answer property owner questions, assist in the permitting and financing process, and underline the City Council's goal to make this a community priority. Cities that have successfully implemented meaningful strengthening programs have typically done so by funding such proactive outreach and program development efforts. Finally, the community as a whole (including those that work in or obtain services in URM buildings) should be better informed about this issue, so that it is understood in the context of public safety, and not "excessive government regulation". 3-I 5� ACTION STEPS ■ Complete evaluation of data collected from the structural analysis phase; establish 5/95 individual and total estimated retrofitting costs, based on structural analysis; begin internal process to strategize additional incentives. ■ Review results of structural analysis with the City Council and Seismic Task Force, 6/95 and further discuss need for project management services. ■ Begin regular meetings with the Seismic Task Force to develop alternatives and 7/95 conceptual approaches to the problem. ■ Develop staff report for the City Council outlining alternatives for both mandatory 12/95 and voluntary programs, including timeframes, priorities, potential incentives, alternative financing options, outreach program strategy and related resources; obtain direction from Council for preferred course of action. ■ Develop and begin outreach program for building owners to offer financing alternatives 2/96 to match individual financial needs; finalize public and private financing alternatives. ■ Hold Council public hearing to adopt comprehensive mitigation measures; begin 9/96 implementation of mitigation requirements. RESPONSIBLE DEPARTMENT ■ Community Development will take the lead overall ■ Finance will be responsible for developing.and implementing financing plans ■ Public Works, Community Development, and Fire will consider nonfinancial incentive development ■ Community Development (Building Division) will be responsible mitigation plan implementation ■ The City Attorney will provide legal advice during program development and implementation FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Although significant staff resources have been incurred to date, it is difficult to estimate remaining effort required until the problem — and the solutions — are better defined. However, existing staff investment is anticipated to be up to 2000 howl at a minimum. Outside project assistance in working with property owners as part of the outreach program is likely to be required, especially if a voluntary program is the preferred course of action. A full-time project manager for up to 18 months, for example, is estimated to cost up to $100,000. Although this may at first appear expensive, it must again be emphasized that cities that have adopted meaningful seismic strengthening programs have invested at least this much in program managementloutreach efforts. Given the complexity of the problem and the safety and economic issues at stake, such an investment may ultimately pay great dividends. This issue can be further addressed when Council fully considers the alternatives in 6/95, as noted above. OUTCOME - FINAL WORK PRODUCT URM buildings in San Luis Obispo will be strengthened to recognized standards or replaced with code compliant buildings. This will provide a safe environment for occupants, enhance the economic well-being of the downtown, and allow the community and downtown businesses to recover more quickly, and at a reduced economic loss, in the event of a major earthquake. 3-/S COUNCIL GOALS: 1995-97 FINANCIAL PLAN FINANCING SEISMIC, FIRE SPRINKLER AND SEWER LATERAL IMPROVEMENTS OBJECTIVE Establish a joint private and public sector financing program for seismic, fire sprinkler and sewer lateral improvements on private property. DISCUSSION Background Seismic retrofits. After extensive community review and discussion, the Council adopted seismic retrofit standards in 1992. Achieving compliance with these standards is largely voluntary, although they become mandatory whenever the value of additions, alterations or repairs is greater than 50%of the building's replacement value or the use of the building changes. The City has already implemented the following assistance programs for seismic retrofits on private property: ■ Credit for the cost of preparing required structural analyses against the costs for any building or ARC permits required to perform seismic retrofit work. ■ No-interest, deferred loan (payable upon sale of the property) for up to 510,000 or 20% of the cost seismic retrofitting. In addition, the City has committed to assisting property owners in obtaining the financing required to make these improvements. We have researched a number of financing alternatives, and held several community forums as well as a focussed workshop with the banking community on financing alternatives. While the idea of a"community banking pool" has been discussed with local bankers, there do not appear to be any compelling benefits to this approach. At this time, forming an assessment district appears to be the best option available in assisting those who can not secure conventional financing for these improvements. Benefits associated with the assessment district approach, which has already been used by several California cities, include: ■ Spreading costs over a longer period than with a conventional loan. ■ Securing financing that may not be available through conventional sources due to existing loan-to-value ratios or other credit-worthiness concerns. ■ Possibly reducing the cost of borrowing by spreading it over a larger pool of borrowers. One disadvantage of this alternative is that with a voluntary program, it may not be possible to package the financing in an efficient, cost effective manner. To date, all assessment districts in California formed for this purpose have been in communities with mandatory seismic retrofitting requirements. However, once the costs of retrofitting are known we will be able to better analyze the feasibility of this financing option. Fire sprhdhws. After extensive community review and discussion, the Council adopted mandatory fire sprinkler retrofitting for all commercial buildings in 1992. All commercial buildings must meet these standards by January 1,2000, except for um-reinforced masonry (URM) buildings; in this case, the deadline is set to be concurrent with any seismic retrofit requirements. As noted above, this is currently a voluntary program, and accordingly, installing fire sprinklers for URM buildings is also voluntary at this time. The Council has already approved a program for reimbursing property owners for the cost of installing water laterals for fire sprinkler purposes. As with seismic retrofitting, forming an assessment district to assist building owners in making these improvements is probably the best approach available. Sewer laterals. The City's wastewater collection system and water reclamation plant have experienced significant problems for many years with excessive rainy weather infiltration and inflow (M) into the system because of breaks in public sewer lines and private sewer laterals. As part of the Wastewater Management Plan presented to Council in July of 1989, constructing a large (and expensive) relief sewer project was recommended due to the problems and costs associated with III. At that time, the Council directed staff to work towards eliminating 1R rather than building relief sewers. In July of 1994, the staff presented to the Council the results of their investigation of VI problems in one of the 14 drainage basins in the City(Basin B)where this problem was believed to be the most serious based on previous studies. As a result of this investigation, which concluded that UI from private sewer laterals is a significant problem, the Council directed staff to develop a pilot IR program to help identify the most cost effective way of addressing this problem on a City-wide basis. The elements of this pilot program, which will be submitted for Council approval as part of the 1995-97 Financial Plan, is scheduled for Council review on March 21. As outlined in the agenda report, the results of the pilot program are not expected until Spring of 1996. Issues We Will Face in Achieving this Goal Although there will be significant public health and safety benefits in making these improvements, there will probably be very limited financial benefits to the property owner, at least in the short term (in the long term, these improvements may lead to higher property values, although when and how much is very difficult to determine). Given these limited near-term economic benefits, making these improvements at this time can become an especially difficult burden in the current economic climate. Accordingly, while the City may be willing to assist property owners in financing these improvements, we can expect significant resistance from them in having to incur these costs at all. ACTION STEPS Seismic Retrofit and Fire Sprinklers These two programs are combined since many property owners will make these improvements at the same time. ■ Determine cost of making seismic retrofit improvements 5/95 ■ Expand the level of funding for the no-interest, deferred loan program for making seismic retrofit improvements as part of the 1995-96 CDBG program 7/95 ■ Begin regular meetings with Seismic Task Force and other staff in finalizing financing options 7/95 ■ Present report to Council outlining financing alternatives in conjunction with broader report on program options and priorities 12/95 ■ Finalize private/public financing options; develop and begin implementing outreach program to match individual owner needs for seismic retrofit and fire sprinkler needs 2/96 ■ Hold public hearing to adopt comprehensive mitigation plan; begin implementation 9/96 Sewer Laterals ■ Present pilot program results to Council identifying future program costs; receive Council direction 5/96 ■ Begin preparing a financing program that reflects Council direction regarding property owner financial responsibilities, financing assistance from the City, and appropriate level of funding from general purpose sewer rates (if any) 7/96 ■ Prepare financing recommendation for Council consideration; begin implementing Council direction 1/97 RESPONSIBLE DEPARTMENT Community Development, Utilities, Fire, Public Works, Administration and Finance will work closely together in achieving these goals. Managing any project financings will primarily be Finance's responsibility. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Significant staff resources from all affected departments will be required to accomplish this goal. In the case of seismic retrofitting, some outside project assistance in working with property owners and determining their financial assistance needs may be required. This is estimated to cost up to $100,000 if a full-time project manager is required for up to 18 months. Significant costs for financial advisors, bond counsel, assessment engineering and underwriting are also expected _ if any of these improvements are financed through an assessment district; however, it is expected that these costs would be recovered through the bond issue itself, and as such become a cost to the property owners, not the City. OUTCOME - FINAL WORK PRODUCT Financial assistance to private property owners in helping them make seismic retrofit, fire sprinkler and sewer lateral improvements to their buildings. 3-i7 COUNCIL GOALS: 1995-97 FINANCIAL PLAN LONG-TERM FISCAL HEALTH OBJECTIVE Maintain City fiscal health and a balanced budget. DISCUSSION Background -Past Financial Planning and Budget Balancing Efforts The City has a long-established tradition of making the tough decisions necessary to ensure its long-term fiscal health. These efforts have resulted in national recognition for our approaches to financial planning and reporting. Notable past efforts include using a "program budget" format beginning with the 1979-80 Budget, developing clearly articulated financial policies that establish the framework for budget-building as part of the 1982-83 Budget, implementing a multi- year budget approach in 1983-85, preparing a ten year "comprehensive financial management plan" in 1989, formally integrating the Council goal-setting process into the budgetary process as part of the 1991-93 Financial Plan,and beginning the budget process with a five year fiscal forecast as part of the 1993-95 Financial Plan. The City's commitment to making tough budget decisions in the context of a policy-driven, goal-oriented, multi-year budget process was severely tested in preparing the 1993-95 Financial Plan. At that time, the City was facing its toughest fiscal outlook in the post World War II era This was caused by two driving factors: the recession (and our extremely slow and faltering recovery from it) and the State's revenue cuts to cities. These factors required the City to take a fundamentally different approach in preparing the Financial Plan from that taken in prior years, shifting our focus from maintaining existing services and finding selected new activities and projects in meeting emerging needs and concerns of the community, to comprehensively re-evaluating and re-prioritizing our existing services. This re-evaluation process resulted in eliminating or significantly reducing a number of activities that would have the least impact on basic service delivery to the community. The Financial Plan adopted by the Council for 1993-95 was designed to overcome a projected ongoing revenuelexpenditure gap of$33 million annually. Balancing the budget for 1993-95 was made even more difficult by the fact that budgets had already been cut by $4.5 million during 1991-93: no "easy" cuts remained; they had already been made. In closing this gap,about two-thirds ($22 million)of the solution was expenditure-driven (and included cutting 30 regular positions), about one-sixth ($600,000) was revenue-driven, and the remaining one-sixth (about $500,000) was provided through the strategic use of fund balance to partially pay for two projects (Performing Arts Center and Headquarters Fire Station) that would otherwise have been debt-financed Additionally, this solution assumed a 50% cut in General Fund financing for capital improvements from past levels and a 25% cut in equipment replacements. Issues We Will Face in Achieving this Goal ■ Performance of the local economy. While the five year fiscal forecast presented to the Council in January of 1995 as part of the 1995-97 goal-setting process assumes modest economic recovery, this is not guaranteed, and it is likely to be slow and erratic if it does occur. Further, even if the State and Central Coast region should experience significant economic growth, it is not clear how this will benefit us locally given increased commercial competition from the North and South County areas. Also, in spite of assumptions for modest revenue increases, the five year forecast projects an annual revenuelexpenditure gap for 1995-97 of about $300,000, which grows to almost $900,000 by the end of the five year forecast period. ■ State budget difficulties. How the State resolves its continuing budget difficulties could have two adverse impacts on us locally depending on its outcome: further cuts to City revenues (none were assumed in the five year fiscal forecast); and impacts on the local economy as the State makes its own budget cuts affecting major local employers such as Cal Poly, CMC, Atascadero State Hospital, Caltrans, Cuesta College, and the County. ■ Unmet capital needs. The five year forecast assumes we continue to fund capital improvements at 50% of past levels. Given the facility goals outlined in recently approved policy documents like the downtown physical concept plan, Laguna Lake master plan, land use, circulation and open space elements of the General Plan, and 3-/8 those proposed in the d.. Parks & Recreation element and MIS m&,_ plan, it is highly unlikely that this reduced level of funding will be adequate in the long-term if we truly desire to achieve the goals presented in these plans. ■ Limited options. Based on the expenditure and service cuts that have already been made in prior Financial Plans, very few options exist on the expenditure side of the ledger without significant - and perhaps unacceptable - reductions in community service levels. While a number of options exist on the revenue side of the ledger that have been implemented by many other California communities, they will be extremely difficult for the Council to adopt without compelling reasons for doing so that are understood by the community. As identified in the report from the Revenue Task Force presented to the Council in March of 1993, revenue options include: - setting our own property transfer tax rate - extending the utility users tax to sewer and trash services - increasing the utility users tax - increasing the business tax rate - extending the franchise tax to sewer - discontinuing charging the City for water usage - increasing user fees to policy levels - creating benefit assessment districts for street lighting and landscaping implementing general facility impact fees adopting a local option sales tax (requires County-wide voter approval) In summary, accomplishing our goals and objectives requires the financial resources to do so. The results of the recent five year financial forecast underscore our need to be concerned about our. local economic base and what we can reasonably do to strengthen it. They also underscore our need to continue our commitment to increasing productivity and containing costs. Without this commitment, only two fundamental options are available to us in balancing the budget over the long-tern: increasing revenues, either through growth in the economy or increases in fee and tax rates; or continuing to cut staffing and service levels indefinitely. ACTION STEPS Financial Plan Adoption and Monitoring ■ Adopt the 1995-97 Financial Plan and begin implementing any specific budget-balancing expenditure or revenue programs set forth in it 7/95 ■ Prepare, consider and adopt the 1995-96 mid-year budget review 2/96 ■ Prepare, consider and adopt the 1996-97 Financial Plan Supplement 7/96 ■ Prepare, consider and adopt the 1996-97 mid-year budget review 2/97 ■ Continue to provide on-line, up-to-date financial information to departmental staff Ongoing ■ Continue to issue timely and accurate monthly financial reports Ongoing ■ Continue to issue comprehensive quarterly financial reports and status reports on achieving major City goals and CEP projects Ongoing ■ Present reports to Council as needed on any major unanticipated fiscal issues As Needed Updated Comprehensive Financial Management Plan As discussed above, the City prepared a"comprehensive financial management plan" in 1989 covering a ten year period. Given the significant changes that have occurred since then in both the City's revenue picture as well as major new policy documents, it is recommended that this plan be updated in order to fully identify funding needs and financing options in achieving Council goals and pursuing quality of life objectives. At the open space financing forum held in August of 1994, one of the participants proposed forming a citizen-based task force to identify ways of funding "quality of life" programs that went beyond just open space. The following action plan assumes a citizen-based process in updating this plan consistent with many of the ideas presented at that the forum: .s -/9 ■ Prepare and submit project plan to Council, including role of citizen's ta..__ .orce and consultant technical assistance 10/95 ■ Form task force, select consultant and begin preparing plan 1/96 ■ Complete plan and present task force findings and recommendations to Council 7/96 ■ Conduct follow-up workshops and public hearings as appropriate 9/96 s Adopt plan and begin implementing recommendations 1/97 RESPONSIBLE DEPARTMENT All departments play a critically important role in ensuring the City's long-term fiscal health through their management and use of City resources; however, Administration and Finance will be especially involved in achieving this goal. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Significant staff resources are currently allocated throughout the organization in ensuring the City's fiscal health on an ongoing basis. Other than these existing resources, no specific increases in regular staffing are anticipated over the next two years for this purpose; however, significant efforts will be made by Administration and Finance staff in preparing budgets, monitoring their status, and updating the ten year financial plan. The possible addition of an Economic Development Manager may be an exception to this "no increase in staffing" position. In addition to this significant allocation of staff resources, consultant services are recommended in preparing the updated ten year financial plan in the amount of $45,000. While the City posesses much of the expertise in-house needed to perform this study, using outside assistance will enable us to focus resources on this project in order to accomplish it in a relatively short period of time, broaden the depth of professional knowledge, and provide us with an independent, fresh look at our fiscal future. OUTCOME - FINAL WORK PRODUCT Financial tools and resources that will help assure the City's long-term fiscal health in accomplishing community goals. 3-ZD COUNCIL GOALS: _e5-97 FINANCIAL PLAN HEADQUARTERS FIRE STATION CONSTRUCTION OBJECTIVE Complete the construction of a new Headquarters Fire Station. DISCUSSION Staff and the project's architect, RRM Design Group, anticipate starting construction in the springlearly summer of 1995. As currently designed, the project includes: 16,000 square feet of office space, crew quarters, an Emergency Operations Center and apparatus bays. Also included is the remodeling of an existing maintenance facility and a new training tower. The City is "fast-tracking" this project to ensure receiving a $611,000 grant from the State of California. ACTION STEPS ■ Award bid to general contractor 5/95 ■ Initiate construction 7/95 ■ Complete construction 10/96 RESPONSIBLE DEPARTMENT Fire FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL The capital improvement plan of the 1993-95 Financial Plan provides $2,920,000 for this project. Staff anticipates this to be shortby some $672,900. This additional funding can come from a variety of sources including: sale of existing Headquarters Fire Station, fund balance and debt financing. Management will be handled by a combination of existing Fire Department staff and a construction management firm. OUTCOME - FINAL WORK PRODUCT A new Headquarters Fire Station that allows the City to provide reliable fire and emergency medical services. I workprog\fmcg2 COUNCIL GOALS: 1 vj5-97 FINANCIAL PLAN HOMELESS SERVICES CENTER OBJECTIVE Work with volunteer groups and businesses to construct and develop use agreements for a Homeless Services Center on the City-owned Prado Road site. DISCUSSION Background. For several years the community has had an increasing need to develop a more comprehensive approach to providing necessary services for homeless persons. Various volunteer, governmental, and non-profit agencies have provided programs to feed, clothe, shelter, and counsel this very diverse clientele. As the problem of homelessness has grown, it has become more clear that a coordinated approach using a variety of community resources is needed. In February the Council gave approval to a concept for a Homeless Services Center to be built and operated on the City- owned property located on Prado Road. This concept is a joint project involving the City, the business community and various human service program providers. The plan calls for the City and business community to assist in the funding and construction of the facility. The program providers will be responsible for developing funding and programs for the on-going operation of the site. Issues we will face in achieving this goal. While the City has committed $50,000 of its 1995-96 CDBG grant funds to the project, a$25,000 grant from the County's CDBG discretionary pool still needs to be approved. There are a number of specific issues such as transportation for disabled, security concerns at nearby City facilities, and on-going coordination between site use and City operations which must be addressed in order to achieve this goal. ACTION STEPS ■ Receive approval from County for community development block grant 4/95 ■ Finalize agreements for use of site 6/95 ■ Finalize programmatic and construction plans with involved groups and City Departments 9/95 ■ Begin construction on site 11/95 ■ Begin program uses on site 3/96 RESPONSIBLE DEPARTMENT ■ Police will be responsible for coordinating program groups, materials &labor contributions, and user agreements. ■ Community Development will be responsible for necessary permits and inspections. ■ Administration will be responsible for the on-going liaison and oversight of program uses on the site. ■ Public Works will be responsible for monitoring and, as necessary, providing public infiastructure connections and coordinating construction on the site. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Initial funding for construction of the Center will require the commitment of$50,000 from the City's 1995-96 CDBG grant funds. The remaining construction costs will come from the anticipated $25,000 grant from the County and up to$30,000 in materials and labor from the ChamberBIA. Staff commitments will be commensurate with their respective involvements in the project. It is anticipated that these can be handled within current budgets and workloads. OUTCOME - FINAL WORK PRODUCT Completion of this goal will result in providing better and more efficient services to the homeless population in our community. 3- Z'Z COUNCIL GOALS: 1995-97 FINANCIAL PLAN CIRCULATION Fi.FMENT IMPLEMENTATION OBJECTIVE Implement General Plan Circulation Element projects, including alternative transportation systems and services, in order to mitigate traffic impacts on residential and commercial areas DISCUSSION Background. The General.Plan Circulation Element, adopted on November 29, 1994, recommends several projects which will help the city progress toward its transportation goals. Focusing on systems and services which would best mitigate impacts on residential and commercial areas, the transportation planning staff selected the following 13 projects for implementation from 1995/96 to 1999/00: ■ Walk-and-Bike-to-School Plans to reduce auto traffic and improve safety for students ■ Neighborhood Parking Permit Areas to reduce street congestion and preserve neighborhood quality ■ Voluntary Trip Reduction Activities to reduce average vehicle ridership for commuters from large employers ■ City Employee Trip Reduction Activities to reduce average vehicle ridership for city employees ■ Transit Improvement Plans to coordinate expansion and improvement of transit service ■ Bulk Rate Transit Pass Sales to encourage employees from small businesses to ride the bus to work ■ Santa Barbara/Santa Rosa Street Connection Study to evaluate the feasibility of linking these two arterial streets ■ Neighborhood Traffic Management to reduce auto traffic in seven specified neighborhoods, with priorities established through responses to neighborhood surveys ■ Traffic Calming to-redesign residential.streets for safer traffic circulation ■ Jennifer Street Bridge to provide safe and convenient bicycle and pedestrian access between downtown and neighborhoods east of the railroad tracks ■ Railroad Bike Path- Phase I to provide safe and convenient bicycle access between the Orcutt Road area and Sinsheimer Park ■ Railroad Bike Path- Phase 11 to provide safe and convenient bicycle access between Sinsheimer Park and the Jennifer Street Bridge ■ Minor Bikeway Projects to implement recommendations of the Bicycle Transportation Plan ACTION STEPS Each project cited requires several action steps which are too numerous to list here. The following projects are ongoing or have long-term phasing for different areas of the city: ■ Walk-and-Bike-to-School Plans ■ Neighborhood Parking Permit Areas ■ Voluntary Trip Reduction Activities ■ City Employee Trip Reduction Activities ■ Transit Improvement Plans ■ Bulk Rate Transit Pass Sales ■ Neighborhood Traffic Management ■ Traffic Calming ■ Minor Bikeway Projects 3-Z3 Circulation Element Implementation(continued) . The following projects are scheduled for completion in the fiscal years listed: ■ Santa Barbara/Santa Rosa Street Connection Study 1995/96 s Jennifer Street Bridge 1996/97 ■ Railroad Path - Phase I 1997/98 ■ Railroad Path - Phase II 1998/99 RESPONSIBLE DEPARTMENT/PROGRAM Public Works Department/Transportation Planning and Engineering Program Public Works Department/Transit Program RESOURCES NEEDED (detail) ONGOING STAFF ONE-TIME ANNUAL HOURS COST COST Walk-to-School Plans 240 — -- Neighborhood Parking Permit Areas 160 — — Voluntary Trip Reduction Activities 300 — — City,Employee Trip Reduction Activities 200 --- $ 15,000 Transit Improvement Plans 260 $ 40,000 . — Bulk Rate Transit Pass Sales 80 --- Santa Barbara/Santa Rosa Street Connection Study 300 80,000 --- Neighborhood Traffic Management 800 — 130,000 Traffic Calming 160 — 20,000 Jennifer Street Bridge 400 460,000 — Railroad Bike Path- Phase I 400 380,000 — Railroad Bike Path- Phase II 200 300,000 --- Minor Bikeway Projects 100 — 55,000 Totals 3,600 $1,260,000 $220,000 RESOURCES NEEDED (summary) Operating Program Capital Improvement Plan Hours 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Studies 800 $120,000 Ongoing Projects 1,800 220,000 $220,000 $220,000 $220,000 Design 40,000 Property Acquisition 200 380,000 130,000 Construction 300 460,000 130,000 Construction Mgmt. 500 TOTALS 3,600 $340,000 $680,000 $600,000 $520,000 3-Zg Circulation Element ImplementatiL._ ,,ontinued) FINANCING SOURCES General Fund $265,000 $645,000 $285,000 $485,000 State Grants 35,000 35,000 35,000 35,000 Federal Grants 40,000 280,000 TOTALS $340,000 $680,000 $600,000 $520,000 Transportation impact fees may cover part of the general fund financing shown. OUTCOME - FINAL WORK PRODUCT Series of work products to implement the Circulation Element, emphasize alternative transportation, and reduce negative traffic impacts in residential and commercial area of the City. 3-is COUNCIL GOALS: 5-97 FINANCIAL PLAN OPEN SPACE PROGRAM OBJECTIVE Inventory, prioritize and fimd acquisition of open space, while continuing to inventory natural resources within the City, urban reserve line, and green belt areas. DISCUSSION Background. The City Council adopted the Open Space Element in January of 1994. The Element calls for the preservation of the unique environment in and around the City. Specifically identified within the City are resources such as hillsides, creeks, wetlands, wildlife habitats and historical sites. Within the area designated as the green belt, the emphasis is to preserve resources and buffer the City from urban encroachment. In August of 1994 Council gave direction to staff to begin implementing the Element, specifically: - Identify the natural resources within the City and green belt - Develop an acquisition priority for open space using the City's existing open space funds - Develop a long term funding plan for the continued acquisition of open space - Prepare non-fee based strategies to ensure green belt preservation In January, Council authorized staff to proceed with green belt mapping, to identify the natural resources, and to develop an Open Space Acquisition Plan. In February, this goal was presented to the City Council by the Environmental Quality Task force. Council adopted the goal and placed it in the highest priority category. In order to carry out this goal,the Environmental Quality Task Force (EQTF) has recommended that the City hire an Open Space Manager. The Open Space Manager's duties, as proposed by the EQTF, would be: Coordinate acquisition and management of City open space, primarily the greenbelt. Advise the City on its role in regional, state, and federal open space issues, and represent the City's interests before other agencies involved in open space issues. Work with City staff, other agencies, and community groups to protect open space. While there is clearly merit to this position, it is staff's opinion that the EQTF's staffing recommendation is premature. Rather, staff recommends that the City first develop a long-term funding strategy to carry out the Open Space Element. This strategy will include a(coding mechanism for any necessary staffing. Developing this strategy is estimated to take 2 years, and as such, the ideal time to reconsider the Open Space Manager position would be during the preparation of the 1997-1999 Financial Plan. In the interim, in addition to time of the Parks & Recreation Director (30%) and Long Range Planning Manager (10%), staff recommends a contract with a local land trust or similar non-profit organization to provide the services necessary to assist in meeting the objective of the Open Space program. The land trust would be expected to work with other community agencies such as the County and Cal Poly to ensure that the objective is met in a cost effective manner. The scope of the contract would include: - assisting in preparing an open space acquisition priority plan - advising the City on its role in regional, state, & federal open space issues - maintaining land owner contacts - communicating with land owners (community groups in the green belt area) _ - continuing to develop environmental resource information - developing non-acquisition preservation programs - identifying a stewardship program for open space parcels - working with staff, other agencies, and community groups to implement the stewardship program. 3—Z� Issues we will face in achieving this goal. Open space preservation clearly enjoys the support of the community. However, identifying sufficient funding to carry out an the open space program will be challenging given the fiscal constraints currently facing the City. ACTION STEPS ■ Form committee to develop long-term funding strategy for open space program; contract with local land taut to assist with implementation 7/95 ■ Obtain Council approval for open space acquisitions using existing funds; 8/95 begin acquiring open space. ■ Obtain Council approval of funding strategy for open space program. 7/96 ■ Incorporate open space funding strategy into 1997-99 Financial Plan process. 7/97 RESPONSIBLE DEPARTMENT ■ Parks & Recreation will implement open space acquisition programs ■ Public Works will provide stewardship to City open space ■ Community Development will implement all open space related planning matters ■ Finance Department will implement open space financing plans FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Under the interim alternative recommended by staff, it would cost $25,000 to implement this goal (e.g. contracting with a local land trust). Hiring a full-time Open Space Manager, as recommended by the EQTF, would cost approximately $60,000/yr. In either cases additional funds of $5,000410,000 may be needed to continuethe evaluation of natural resources within the green belt. OUTCOME - FINAL WORK PRODUCT Implementation of an open space plan to ensure the protection of the City'.s and green belt areas _ I:workproglopen 3-V7 COUNCIL GOALS: 1995-97 FINANCIAL PLAN PARKS AND RECREATION ELEMENT IMPLEMENTATION OBJECTIVE Adopt and begin implementing the Parks and Recreation Element/Master Plan. DISCUSSION Background. In May of 1994, staff began to update the Parks and Recreation Element/Master Plan to address the unmet parks and recreation needs in the community. The process began with several public hearings, and a community survey. Based on the citizen input, a draft Element/Master Plan was prepared. The Element/Master Plan has been reviewed and adopted by the Parks and Recreation Commission and the Planning Commission. The City Council has conceptually approved the Element/Master Plan and expects to adopt it in April of this year. The Parks and Recreation Element/Master Plan provides for a balanced park and recreation system that identifies and addresses community needs. It has been prepared to help plan,develop, and maintain park facilities and recreation activities to meet current demands as well as fdt=needs. A key portion is the identification of unmet needs. Included are: FaciUdes - Youth athletic fields for practice, games, and multi-use tournaments - Gymnasiums and indoor recreation facilities - Neighborhood parks - Laguna Lake Park improvements Recreation AcdpMes - Prevention and intervention programs - Increased programs for children and teens - Program opportunities for individuals with special needs - Senior citizen programs Issues we will face in achieving this goal. Parks and recreation projects and programs dearly enjoy the support of the community. However, identifying sufficient funding to carry out the Element/Master Plan will be a challenge given the fiscal constraims currently facing the City. ACTION STEPS ■ Council approves Parks and Recreation Element/Master Plan 4/95 ■ Council approves finding to implement the Element/Master Plan 6/95 ■ Staff begins implementing Paths &Recreation activities component 7/95 ■ Staff develops strategy to implement field renovation projects 9/95 ■ Staff implements portable gymnasium projects 10/95 ■ Staff completes design for neighborhood park improvements 11/95 ■ Staff implement neighborhood park improvements 3/96 ■ Staff completes field improvement program completed 9/96 RESPONSIBLE DEPARTMENT ■ Parks and Recreation Department will implement the Element ■ Public Works will maintain the facilities once they are developed -=r -29 FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL The Recreation Activities Component of the Element can be carried out through a combination of reallocating existing resources, increasing volunteerism,and securing grants. Implementation of the projects included in the Facilities Component of the Element will require a total of$800,000 over the next two years; $410,000 in 1995-1996 and$390,000 in 1996-1997. Funding needs in the amount of$2.4 million for facility improvments are identified in the Element for 1997-99. OUTCOME -FINAL WORK PRODUCT Implementation of the Parks and Recreation Element will allow the City to satisfy unmet park and recreation needs throughout the community. I:workproffarks 3-L9 COUNCIL GOALS: 1995-97 FINANCIAL PLAN WATER SUPPLY DEVELOPMENT OBJECTIVE Reach agreement with the County and North County communities on solutions for the Salinas Reservoir expansion and Nacimiento pipeline project. DISCUSSION Background. The Council recently adopted the Urban Water Management Plan which identifies the need for additional water supplies to meet our General Plan goals. Developing additional water supplies has been a Major City Goal for some time. In that regard, the City is pursuing three water supply projects at this time: Salinas Reservoir expansion, Nacimiento pipeline project, and reuse of the City's wastewater effluent. Issues we will face in achieving this goal. Through development and circulation of the Draft EIR for the Salinas Reservoir expansion project, increasing concern over the project and potential related impacts has developed among the North County communities. This concern has escalated to the point where deteriorating relationships with North County communities may affect the City's ability to proceed with the Salinas Reservoir expansion and work cooperatively on the Nacimiento pipeline project. Additionally, the County is involved in transferring ownership of the Salinas Dam from the U.S. Army Corps of Engineers to the County Flood Control and Water Conservation District and is currently responsible for developing the Nacimiento pipeline project. Working cooperatively and reaching agreement with the County and North County Communities on solutions for these projects is essential in meeting our water supply requirements. ACTION STEPS ■ " Execute amendment with Woodward-Clyde for Phase III work on the Salinas reservoir project 4/95 ■ Schedule series of joint Council meetings with North County communities 4/95 ■ Complete joint staff level analysis of concerns/impacts 12/95 ■ Release revised draft EIR for Salinas Reservoir expansion with detailed mitigation 6/96 ■ Work with other agencies and the County on the Nacimiento Participants Advisory Committee ongoing RESPONSIBLE DEPARTMENT ■ Utilities will be responsible for all technical analysis and consultant coordination. ■ Administration will assist in coordinating meetings with Councils and Boards in the North County. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL ■ Salinas Reservoir expansion. Funding for this project was approved in the 1993-97 Capital Improvement Plan (CIP) in the amount of$1.3 million for design and preliminary work and $8.0 million for construction. Of these amounts, the following requests will be re-introduced for inclusion in the 1995-99 CIP as part of the 1995-97 Financial Plan: $1.0 for design in 1995-96; and $8.0 million for construction in 1998-99. ■ Nacimiento pipeline project. $384,000 was approved in the 1994-95 Financial Plan Supplement for City participation in the next phase of work on the Nacimiento pipeline project. No additional funding for this project for 1995-97 is anticipated at this time. ■ Staffing. While no additional staffing resources are required to achieve this goal, developing additional water supplies is a major work effort and a top priority for Utilities staff. OUTCOME - FINAL WORK PRODUCT Issues and concerns of the County and North County communities related to the Salinas and Nacimiento projects will be considered and addressed in the project EIR's and agreements. By making these extensive efforts at resolving the issues and concerns of the North County, we hope that the City will be able to avoid litigation on this matter and be successful in attaining needed water supplies. 3-3o COUNCIL GOALS: 1995-97 FINANCIAL PLAN SOLID WASTE REDUCTION OBJECTIVE Achieve solid waste reduction goals. DISCUSSION Background. The State of California, through Assembly Bill 939, the California Integrated Waste Management Act, has set goals for reducing solid waste disposed of at landfills of 25% reduction by 1995 and 50% by the year 2,000. To that end the City, in cooperation with other cities and the County, has developed solid waste management plans which clearly set the course for achieving these goals. These plans include the Source Reduction and Recycling Element, Household Hazardous Waste Element, and Solid Waste Generation Study. Additionally, the City has joined with other cities and the County in forming an Integrated Waste Management Authority (Authority) which, once fully staffed, will be responsible for developing numerous solid waste reduction programs at the regional level. The specific programs, and responsibility for those programs, are clearly defined in the Source Reduction and Recycling Element (SRRE). Implementation will be provided at the regional level through the Authority and locally through Utilities staff. Issues we will face in achieving this goal. Developing facilities necessary to meet the regional program needs identified in the SRRE will be costly, difficult to site, and may cause controversy between the participating agencies. If we are to achieve our solid waste reduction goals as mandated by the State of California, we must proceed in accordance with the schedules provided in the SRRE. In order to assure public support for the required programs, implementing the identified public information and education programs will be essential. ACTION STEPS ■ Hire Regional Authority Manager (County) 4/95 ■ Approve solid waste coordination budget as part of new Resource Management Office 6/95 ■ Begin implementing SRRE local programs 10/95 ■ Complete solid wastelrecycling franchise(s) renewal 10/95 ■ Review solid waste program results; report status to Council 6/96 RESPONSIBLE DEPARTMENT Utilities will be responsible for implementing local solid waste programs, negotiating solid waste/recycling franchises and providing technical and staff support to the Council delegate to the Regional Authority. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Funding for regional programs and facilities is to come from tipping fees at the various solid waste facilities. Funding for programs administered through the solid waste and recycling franchise(s) will be through general purpose solid waste disposal rates. Staff will be providing recommendations to Council regarding the staffing and organizational structure necessary to achieve this goal as part of the 1995-97 Financial Plan process. At this time, a new Resource Management Office that will better integrate our water conservation, solid waste reduction and water reuse activities is being proposed. A study session to review this concept with the Council is currently scheduled for March 28. The annual cost for the General Fund's portion of this Office attributable to solid waste activities is estimated at $107,100. Under the recently adopted rate-setting methodology, a fee category was established to reimburse the City through solid waste rates for costs incurred in supporting local AB 939 activities. While no fees are being collected under this category at this time, the Council may chose to fiord this program through this fee category once local implementation costs have been identified and approved by the Council. OUTCOME - FINAL WORK PRODUCT Achieving our solid waste reduction goals will ensure the maximum and proper utilization of our landfill resources, minimizing long term solid waste disposal costs associated with new landfill closure and siting, and ensuring compliance with the requirements of AB 939. 3-3 COUNCIL GOALS: 1995-97 FINANCIAL PLAN DOWNTOWN PHYSICAL CONCEPT PLAN IMPLEMENTATION OBJECTIVE Begin implementing the Downtown Physical Concept Plan. DISCUSSION Background. The Downtown Physical Concept Plan was adopted by the City Council in May, 1993. It calls for many programs, projects and initiatives over the next fifteen years. Included are public and private improvements and construction, the development of incentive programs to stimulate and attract private development in the downtown core, acquisition of property and easements for public use,transit and parking facilities, creek/pedestrian access, and much more. Although the design plan, as adopted, provides rough guidelines for implementation, there is a critical need to refine the design plan criteria into an implementation strategy that specifically addresses how and when the various components are to take place. CIP projects (primarily street, sidewalk and parking improvements) will incorporate downtown plan elements wherever possible and private development projects will be reviewed for compliance with the design plan. However, there are a number of other components of the design plan that require clarification for implementation. These areas include fimdmg strategies, establishment of development incentives, legislation to foster appropriate types.of development, and the relationship to the City's overall economic development strategy. As many of these issues cross departmental lines, a task force is recommended to meet and develop basic strategies for long-term implementation of the Downtown Physical Concept Plan. The task force would be made up of the CAO, department heads from affected departments, and a member of the original committee that developed the design. The task force would inventory recent developments, examine the components of the design plan, and present implementation options to the Council. Issues we will face in achieving this goal. Funding will be the primary issue facing the implementation of the downtown design plan. Therefore it is essential that an overall strategy be developed to identify internal and external sources of fimding in addition to measures that incorporate participation by the development and business communities. Due to the complex nature of the design plan's recommendations and the technical aspects of finding strategies, consultant services may be required. Adequate staffing will also be at issue since any development that takes place in the downtown, whether public or private, will require review by the Community Development Department and the City's advisory bodies for compliance with the downtown plan, City ordinances and other development criteria. Staffing will also be required to pro-actively pursue implementation of elements that aren't tied to public improvements or private development, as well as participate in the development and adoption of ordinances or legislation affecting the plan. Public improvements are included in the City's CIP and will be competing with all other City projects.for limited funding resources. ACTION STEPS ■ Community Development and Public Works ensure including appropriate projects in the 1995-99 CEP 3/95 ■ Develop a computer model of the downtown design plan and set up a mechanism for its access and maintenance 6/95 ■ Task force to present animplementation plan including funding strategies to Council 12/95 ■ Adopt an implementation plan consistent with design plan criteria 6/96 ■ Provide development review services and plan/program coordination for all projects as needed RESPONSIBLE DEPARTMENT ■ Administration will take the lead in coordinating the efforts of the Task Force ■ Community Development (Development Review) will be responsible for implementing the plan ■ Public Works will be responsible for managing all CIP projects ■ Finance and the City Attorney will all be involved at various points during the planning period 9-3 FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Significant staff resources from Community Development and Public Works will be required to implement the plan and manage CIP projects and ongoing support will be provided from Administration, Finance and the City Attorney's Office. For specialized or technical aspects, particularly for the development of funding strategies, consultant services may be required. Approximately $5,000 will be required to provide staff with computer systems to monitor development plan implementation and maintenance. Depending on the strategies which are adopted, some incentive programs may have fiscal impacts. OUTCOME - FINAL WORK PRODUCT A strategy for continued implementation of the Downtown Physical Concept Plan to provide quality public and private projects and continually strengthen and enhance the downtown. 1:\wcr � 3-33 COUNCIL GOALS: 1995-97 FINANCIAL PLAN ENHANCED NEIGHBORHOOD PROTECTION PROGRAM OBJECTIVE Begin implementing an enhanced neighborhood protection program. DISCUSSION Background. The land use and housing elements of the City's general plan contain sections dealing with neighborhood protection and enhancement. That direction, combined with comments and recommendations from neighborhood and environmental groups, has served as the basis for drafting initial programs aimed at supporting neighborhood improvement efforts. These programs include Neighborhood Cooperation Week, Good Neighbor Day, the new Paint Your Heart Out program, a Water Conservation campaign for front yard landscaping, and a Neighborhood Enhancement Ordinance. Minor organizational improvements have also been made that allow more immediate response to neighborhood concerns, early notification of proposed development affecting neighborhoods, and improved communications between City departments on neighborhood issues. Success of current efforts have.indicated the potential success of an enhanced program. Recent meetings with neighborhood groups and concerned citizens have set the stage for the next level of neighborhood outreach programs. As the next phase of implementation, the Community Development Department is drafting a program of enhanced regulation enforcement and neighborhood support which will be presented to the Council in April. The program seeks to implement organizational changes to better support the recently adopted neighborhood enhancement ordinance and provide a central City contact and resource for neighborhood groups in their preservation and enhancement efforts. Alternatives to accomplish this include: 1. Providing additional staff resources by expanding the use of building inspectors to support existing enforcement stat£ This would require significant amounts of overtime and additional reliance on Police Department staff for support 2. Using planning staff to supplement enforcement and building inspector activity. This would require significant overtime due to current work load, and could negatively impact attainment of other important Council goals. 3. Provide interim staffing on contract through an initial one-year pilot project. This will allow the evaluation of the merits of the program without committing permanent resources. As such, staffing changes will be defined as temporary for one year or on a one-year contract basis. 4. Provide permanent staffing to support the program. Issues we will face in achieving this goal. Due to budget constraints, neighborhood protection programs should be accomplished with minimal additional resources. Consequently, programs are planned to be accomplished as much as possible with existing staffing. Some changes in staff responsibilities in departments other than Community Development may also be recommended. Depending on the scope of the program identified by Council in April, one additional position may be recommended on a one-year contract. Staff will also outline what can be achieved with existing resources, so that Council can choose the desired service and funding level. ACTION STEPS ■ Hold Council public hearing on neighborhood outreach program alternatives 4/95 ■ Develop budget request based on Council direction 5/95 ■ Implement staff assignments or organizational changes for enhanced neighborhood services 7/95 ■ Report to Council on review of program and possible recommendations for permanent implementation 4/96 ■ Implement permanent changes as authorized by Council 7/96 .3-s 4 RESPONSIBLE DEPARTMENT ■ Community Development Department (Building and Safety Division) will be responsible for neighborhood services programs. ■ Community Development Department (Development Review Division) will be responsible for notifying neighborhood groups of pending development applications. ■ Other departments (primarily Police Department and City Attorney's Office) will be responsible for providing ongoing support for this program. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Although existing staffing will be used wherever possible to implement this program, an additional 0.20 FTE of clerical support will be required regardless of the alternative approved by Council. Operating costs (office supplies, printed materials, fihn and photo processing, meeting expenses, etc.) is estimated to be $5,000 - $10,000 annually. OUTCOME - FINAL WORK PRODUCT A program for enhanced neighborhood protection and support at a level to be determined by the City Council in April 1995. 3-.35 COUNCIL GOALS: 1995-97 FINANCIAL PLAN GREENBELT AGREEMENT WITH THE COUNTY OBJECTIVE Develop a greenbelt and open space preservation agreement with the County. DISCUSSION Background. The City's natural resource base extends far beyond its incorporated limits. The City relies on this larger area as a watershed and as the setting that gives San Luis Obispo its unique sense of place. The recent updates to the Land Use and Open Space Elements of the General Plan addressed this fact by defining a greenbelt and planning area much larger than the City limits, and providing policy recommendations for these areas. The City cannot enforce its General Plan policies for the area outside the City limits because this area lies within the jurisdiction of the County. Therefore, to implement its policies for the greenbelt and outer planning area, the City must rely on the cooperation of the County. The Land Use Element states that the City will pursue a memorandum of understanding with the County, pledging that neither agency will approve a substantial amendment to its plan for the San Luis Obispo planning area without carefully considering the comment and recommendations of the other agency. Issues we will face in achieving this goal. The topic of open space preservation is generally of interest to residents whether inside or outside the City limits. County Supervisor Delany recently established a committee to develop a variety of open space protection alternatives in the City's planning area. This was in recognition that property owner cooperation in the greenbelt and outer planning area will be vital to preserving the majority of these areas as open space. While there is general support and agreement regarding open space protection, and while the City has been and will continue to work with the County to have consistent plans for the planning area, disagreement over certain areas within the planning area may arise. The City will need to agree to the County's planned amount of growth, or build-out capacity, for the area under County jurisdiction. ACTION STEPS ■ Complete draft memorandum of understanding (MOL) cooperatively with County staff 2/96 ■ Submit draft MOU to the Council for review and approval 4/96 ■ Submit approved MOU to the County for approval 5/96 ■ Work with the County as they complete the San Luis Obispo Area Plan update 1995-97 RESPONSIBLE DEPARTMENT ■ Community Development will be responsible for developing draft MOU language ■ Administration and City Attorney will be responsible for reviewing MOU FINANCIAL AND STAFF RESOURCES REQUIRED TO ACIIIEVE THE GOAL Staff time for developing and following approval process - 80 hours. OUTCOME - FINAL WORK PRODUCT An MOU approved by both the City Council and County Board of Supervisors serving to provide some assurance that the greenbelt and open space protection goals and policies in the City's Land Use and Open Space Elements are implemented by the County. 33 (a COUNCIL GOALS: 1995-97 FINANCIAL PLAN STUDIES AND NEGOTIATIONS FOR EXPANSION AREAS OBJECTIVE Establish priorities and complete the steps necessary to enable expansion areas to annex to the City. DISCUSSION Background. The Land Use Element (LUE) identifies several areas adjacent to the City which must be annexed before they can develop within the City. These areas include the Airport Area, the Margarita Area, the Orcutt Area, the Irish Hills Area (Froom Ranch & Duval property), the Dalidio-Madonna-McBride Area, the "Los Osos Valley Gap", and the Maino-Madonna property. All of these areas are not currently at the same stage in the planninglannexation process. In addition, all of the areas discussed do not have the same annexation requirements. The following summarizes the status of each area and its requirements: TK Property Plans for the TK property have been approved by the City and LAFCo has approved the annexation. Froom Ranch/ Applications are pending for both the Froom Ranch property and the Dalidio property. The Dalidio Property applications are incomplete pending studies for environmental review. Once the City has complete applications, they will be reviewed by the ARC, Planning Commission, and City Council. If the prezoning is approved by the City, LAFCo must review and approve the annexation requests. Margarita Area' The Margarita Area property owners are nearing completing of a draft specific plan. A draft specific plan, approved by the.City for use as the "project" used for environmental review, was the requirement for City annexation of this area. Following approval of the draft specific plan, the City will need to approve a prezoning of Interim Open Space for the area, and LAFCo will need to approved the annexation. Prior to development, environmental review will need to be completed, a final specific plan and environmental determination will need to be approved, the property will need to be rezoned, and an adequate water supply will need to be available. N. Irish Hills Annexation and development proposals for the northern portion of the Irish Hills area, the Madonna Madonna/McBride and Madonna/McBride properties near the Dalidio property, and the Maino-Madonna property have Madonna/Maino yet to be presented by the property owners. Prior to annexation, development plans or specific Areas plans, environmental documentations, and prezonings must be approved by the City. An adequate water supply must be available prior to development. Orcutt Area No proposals have been made for this expansion area A specific plan must be approved prior to or Concurrent with annexation. Airport Area The Airport Area property owners have completed some preliminary land use plans, but much planning and design work remains to be done before the Airport Area can meet the City's annexation requirements for this area A specific plan and environmental documentation must be approved, and prezoning must be adopted prior to annexation. An adequate water supply must be available prior to development. The Land Use Elements directs that the City pursue annexation _ of the Airport Area in 1995, although this level of priority has not yet been affirmed by Council. Issues we will face in achieving this goal. The issues vary depending on the particular annexation area Some issues for the particular areas exist now, other issues will likely arise as plans and development proposals are submitted and reviewed. Current issues for the individual areas include the following: 2-3J7 TK Property None. Annexation Completed Dalidio Property Although an EIR has not been completed for the project, the main issues are expected to be preservation of a portion of the sites prime agricultural land,relationship between new and existing development (adjacent mall; downtown), availability of water, funding infrastructure (especially the Prado Road/Highway 101 interchange), and negotiating a development agreement with the developer and property owner. Froom Ranch Although an EIR has not been completed for the project, the main issues are expected to include preservation of open space, current market demand for the amount of commercial space that could be developed, biological impacts on the area to the south, availability of water for development, traffic impacts and flooding concerns on Los Osos Valley Road (LOVA) and the LOVR/Highway 101 intersection, and compatibility with future residential development of the Duval property to the north. Margarita Area Although an EIR has not been completed for the project, the main issues are expected to be preservation of on-site open space, provision of affordable housing, compatibility with adjacent residential uses, on-site circulation, extension of Prado Road, creek habitat protection, availability of water supply for development, and infrastructure extensions financing. N. Irish Hills No specific proposals have been made, however, issues regarding these areas can be found in the Madonna/McBride Land Use Element of the General Plan. General issues are expected to include protection of open Areas space, visual impacts, biological impacts, traffic impacts, affordable housing, and appropriate hillside development. Maino/Madonna No specific proposal has been made, however issues are expected to include hillside development, Area visual impacts, biological impacts, and circulation. Orcutt Area A specific plan will be required to discuss the issues for development of this area Issues are expected to include protection of open space, traffic and circulation, and compatibility with adjacent land uses. Airport Area Issues are expected to include specific plan funding (including environmental and public facility financing plans), non-residential growth rate, development "fit"with desired city character, airport compatibility, availability of water for development, infrastructure financing and timing of extensions, traffic and circulation, biological impacts, oil contamination of tank fans area, and protection of open space area to the south. Annexation requests and preparation of the required plans are typically driven by property owners who wish to develop their property. However, preparing the necessary plans and studies can sometimes be beyond the resources of such property owners. Property owners may also be reluctant to front such costs without adequate assurances that the property will eventually be annexed. In addition, when a small number of property owners are involved, and upfront costs are relatively low,the City's current policy of requiring property owners/developers to front the cost of necessary studies does not present unusual difficulties. However, when there are a large number of property owners involved and costs are high- such as in the Airport Area (200+ owners; $350,000-$500,000 upfront costs) - this policy can present obstacles in coordination among the property owners, whom may have different goals, time imperatives, and financial resources. If the areas cannot annex to the City, the property owners may seek to develop their property under County jurisdiction. Development of land adjacent to the City but not within City jurisdiction is viewed as undesirable from the City's perspective because it reduces the City's ability to control what is developed The City's annexation requirements have been raised as a problem by some property owners, especially in the Airport area. A general question to be decided is how much should the City be involved in preparing the plans and studies for the annexation areas? _ There are three basic ways to facilitate completing the studies and negotiations necessary for annexation. 1)The City can undertake the planning and study preparation, fronting the costs and recovering them as an area develops; or 2) as was attempted with the Airport Area, attempt to negotiate a process that enables and facilitates property owner preparation of the necessary plans and studies; and 3) the City can assist the property owners by participating financially in the preparation of plans and studies (e.g. 50-50), with or without a provision for reimbursement. Depending upon the option pursued, modification of the LUE may become necessary. 3 3 g' Another important questions is: To the extent the City is involved and limited resources are available, how should the different annexation areas be prioritized? ACTION STEPS ■ Council determines specific objectives and priorities 7/95 ■ Determine the desired level of City involvement 9/95 ■ Prepare plans and studies, as appropriate pursue to completion ■ Initiate annexations, as appropriate, establish prezoning, negotiate property tax transfers with the County pursue to completion RESPONSIBLE DEPARTMENT ■ Administration to coordinate interdepartmental efforts needed for major annexations ■ Community Development will be responsible for managing preparation of plans and studies ■ Finance will be responsible for managing any funding applicable to preparation of plans and studies ■ Public Works will be responsible for reviewing plans ■ Finance and Administration will be responsible for negotiating tax transfers with the County FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Completing all of the studies and agreements necessary to annex these areas in the next two budget years would require a large amount of staff time and would entail large consultant costs. The staff.and financial resources that will actually be required will depend on the actual number of plans and studies the City participates in and the extent to which the City becomes the driving force in annexing the expansion areas. Therefore, it is essential that the Council establish priorities and provide direction in this regard. About 600 hours of staff time will be needed to complete the Margarita Area Specific Plan and annexation. Completing plans and studies for the Airport Area are estimated to be between $350,000-500,000 with about 600 hours of staff time. However, prior to getting to the point of"plans and studies", a major investment of staff time is expected to be required in order to re-engage the property owners in the negotiation process. OUTCOME - FINAL WORK PRODUCT During the 1995-97, work products include completing pending annexation applications and progress on completing the work for the Margarita Area. Progress regarding the Airport Area depends on Council priorities, and then direction to staff. 3-39 COUNCIL GOALS: 1995-97 FINANCIAL PLAN ELECTRONIC PUBLIC ACCESS AND COMMUNICATION OBJECTIVE Create more interactive on-line services for improved public access to City information and improved opportunities for dialogue with City officials on City activities, services and events. DISCUSSION Background With the introduction of the Internet to commercial and personal users in 1990, the concept of an "electronic village" connecting literally millions of individuals together into a global network became a reality. Locally, the recent creation of"SLONET" - a community-based networking organization -made becoming a part this electronic village even easier for individuals as well as smaller community groups and business organizations in the San Luis Obispo area This interest in the "electronic village" concept lead to a tremendously successful "electronic village forum" in March of 1994, which will undoubtedly become just the first of many forums to follow. The City was a sponsor of this event, and adopted a resolution at that time supporting this concept by committing to: s including electronic data exchange -within the limits of our data communication system - as an additional means of providing information to the public. IN supporting the cooperative endeavors between business entities,government agencies, and educational institutions to conduct business activities using existing communication networks. ■ incorporating electronic communication with other community organizations as part of our future organizational strategic planning efforts. Since that time, the City as become an active part of what has become known as the "5 C's" - an ad hoc group of representatives from the City,County,Cuesta College, Cal Poly and the Chamber of Commerce who are working together with others in the community such as PG&E, Pacific Bell, Call America and the school district to make the best use of collective resources in making the"electronic village" a reality for even more residents and businesses in San Luis Obispo. Electronic Public Access Efforts to Date The City has become involved in a number of pilot programs in our ongoing efforts to improve public access to City information and provide additional opportunities for communication between City government and the community: ■ Pardeipatnrg In SLONET. The City has become an active supporter of SLONET in two key ways: as information providers (IP's)and as subscribers. Currently, the City Clerk's Office, Public Works and Community Development provide information to SLONET via modem. For the City Clerk, this information includes Council agenda summaries and background information on City government, officials and organization. For Community Development, this includes advisory body agendas (Planning Codunission, ARC, Cultural Heritage Committee), description of department services, and permit application procedures; near term plans in Community Development include providing "down-loadable" graphic files such as City street maps, bus routes and zoning/land use maps. For Public Works, this includes bus schedules and interactive e-mail to make complaints, ask about encroachment permits procedures, inform the City about traffic problems, and request services such as tree and pothole repair. In addition to the role played by these three departments as IP's, fifteen elected officials and staff members are subscribers to SLONET and are able to access the Internet and SLONET in sending and receiving information from and to others. ■ Information kiosk. While SLONET provides access to computer user;, the kiosk approach provides an alternative way of communicating with those who are not computer users. Currently, there is one kiosk located at the City/County Library which provides similar information about the City as provided on SLONET except that information is not provided for data that changes relatively frequently such as Council and advisory body agenda -?-40 summaries. As discussed below, as currently configured, it is not possible to put data on the kiosk that is subject to change (and this is frequently the kind of information most desired). Because of this limitation, the kiosk approach may not be the most effective way of providing information and communication opportunities to our community. Options for Expanding Public Access and Dialogue Opportunities There are a wide variety of alternatives for using information technology as a means of communicating with public and providing them with information about the City. Unfortunately, actually doing this is easier said than done: the technology exists to do lots of creative things, but at this point, it is expensive, cumbersome and time-consuming to actually do. On the other hand, significant changes are currently underway which will soon be available to us that will help us to do this. These changes are being driven by the overwhelming interest globally in the "electronic village", and a number of vendors are actively working on hardware and software solutions that will give a more human face to the "information highway". For example, the World Wide Web and Mosaic are relatively recent tools for making navigating the information highway much easier than in the past. Other new commercial products that will make it even easier are not far behind. Some examples of the difficulties of actually making electronic information available at this time include the following: ■ SLONET-It's telt only. SLONET should be the City's "front-end" for community access to public information and other interactive services. However, they are only capable at this time of providing "text" information. This means really valuable information like the City's land use inventory can not be placed on SLONET at this time. This is a problem even for text documents like the Council Agenda Summary, which is created using Wordperfect, an industry standard word processing software. Before it can be sent to SLONET, all formatting must be stripped from the document. This not only takes time, but makes the document much more difficult to read for SLONET users than if it retained its original format. For agenda summaries, this is not a large task; but for larger text documents - like the full agenda reports -placing them on SLONET would be very difficult to do at this time for several reasons: agenda reports are not currently in one file (each department prepares its own report on local drives), and this would be required Further, a large portion of the agenda - attachments such as spreadsheets or correspondence from outside parties - are not prepared using City software. These obstacles could gasily be overcome through optical disk technology, which will be introduced to the City's information technology environment in the very near future. At that time, all agenda documents will be scanned and placed into an electronic format. But again, even if these documents were scanned and easily created an electronic format, SLONET is not capable of accepting "graphical" materials -just text. ■ SLONET- it's Unix. The SLONET file server runs in a "Unix" environment. Unix is an "open architecture" operating system that is ideal for a highly complex, highly interactive operation like the SLONET. On the other hand, the City does not operate in a Unix environment, and doing so would require additional expertise and staff support that we do not currently have. Introducing Unix as the operating system of choice for a variety of "strategic" initiatives such as GIS, financial management, public safety and records management applications is extensively discussed in the MIS master plan. At this point, the MIS master plan recommends that the City hold off in introducing any new operating systems for at least two years. ■ SLONET- it has limited disk capacity. IP's on SLONET are provided with a limited amount of disk space for their use. For most IP's, this space is more than adequate, and additional space can be purchased if desired. Even if the constraints noted above did not exist, there would still be a significant added expense in placing large amounts of data on SLONET. ■ Information kiosk - it's not easily updated. Because of this, data placed on the kiosk is typically "static" information that does not change frequently. If we are to continue (let alone expand) our use of kiosks, we need to develop and implement tools that will allow us to easily update information on them. ■ Security. The City needs to be extremely concerned about the security of our data as we consider opening it up for public access. There are a number of ways of ensuring adequate "fire walls" between our data and unauthorized user access, but these require a great deal of thought and are not cheap to implement. This is one of the reasons for supporting SLONET as the "front-end" for public access to City data ■ Confidentiality. The types of data bases that the public may most be interested in accessing may primarily be "public records" but they may also contain selected amounts of confidential information. Separating this information may be difficult and time consuming. This does not necessarily argue against doing so, but we need to recognize this cost and consider the offsetting benefits. Depending on these costs and benefits, it may make sense to develop some way of automating this function to make it part of normal day-today operations. Long-Term Solutions The problems discussed above are just the tip of the iceberg in addressing the kinds of problems that will be encountered in eying to improve electronic access to the City. None of them are insurmountable, given enough time, staff and money. For example, system compatibility and capability problems with SLONET could be overcome by the City installing a "gopher" or "web" server connected to SLONET. In this case, SLONET users requesting graphical or data base information would be directed to the City's gopher/web server, which would contain and offer this information in a user friendly format. This "networking" between SLONET and the gopher/web server would be transparent to the user, but would provide a high quality, reliable service. Designing and installing such as server would cost about $50,000 and would precipitate hiring a City Unix Administrator. As noted above, there are many other good reasons for bringing Unix into the City's operating environment, but the decision to bring another operating system into our environment - and the resources necessary to do so, is not recommended in the MIS master plan for at least another two years. Another option would be for the City to develop its own public access system. The City of Cupertino has done this, with development costs to date of about $500,000. Based on the role that we believe SLONET should play as the community's network provider, and the significant costs that would be incurred in trying to develop our own public access system, this approach is not recommended now nor in the foreseeable fixture. A fundamental consideration in terms of what we should be doing now in this-area is the current status of public access software. Significant improvements are being made every day in this area This means that the decisions we would make today would be far better if deferred for just a short time (one to two years) to take advantage of these improvements. This could happen in several ways: either the technology for creating a gopher/web server connected to SLONET will be even easier and cheaper to do; or SLONET itself will develop the capability to accept data base and graphical documents from a none-Unix environment. Accordingly, the Action Steps below focus on those things we can reasonably do during the next two years at minimal cost that will move us closer to the Council's objectives in this area without making significant investments in new technology that would soon be obsolete: ACTION STEPS ■ Adopt policy designating SLONET as the City's "front-end" for providing electronic public access to City information and for communicating with City officials on City activities, services and events via bulletin boards, e-mail and other forms of electronic communication 7/95 ■ Work with SLONET in identifying additional City information that can reasonably beplaced on SLONET given the City's and their current resources and capabilities, and increase the number of City IP's and amount of information provided on SLONET accordingly Ongoing ■ Adopt policy that in acquiring any new applications or making significant modifications to existing ones, we will consider the opportunities for making any electronic data created by this system easily available to the public, and incorporate this feature directly into the system whenever it is reasonable to do so after considering: the likely depth of interest in the information; cost of developing, installing and maintaining the system; and security and confidentiality concerns, with a strong bias for making this information available in an on-line, electronic format if these concerns can reasonably be addressed 7/95 ■ Design and install a Novelle-based "mail handling system" (MHS) on the City's local/wide area network to facilitate the use of SLONET e-mail by integrating it into the City's standard e-mail and office system (Wordperfect Office). This will allow City users to send and receive SLONET/Intemet e-mail in a much more "user-friendly" way, increasing the likelihood that it will be actively and effectively used 12/95 ■ Increase the number of City staff and officials that are SLONET subscribers and provide training to them 1/96 ■ Design and install larger capacity modem pool/communications server to accommodate expanded use 2/96 ■ Complete evaluation of pilot kiosk program and determine future use of this approach, including the costs and benefits of providing more interactive, on-line services and up-to-date information via modem (or other method of reliable data communications) to ensure timely, accurate information as well as timely responses to any inquiries made through them 3/96 ■ Continue to work with the "5 C's" in identifying ways of working together with others in the community to make the best use of collective resources in making the "electronic village" a reality for even more residents and businesses in San Luis Obispo Ongoing RESPONSIBLE DEPARTMENT ■ All departments will potentially be responsible for serving as IP's and for being active subscribers. ■ The Information Systems Division of Finance (or successor organization) will have the lead responsibility for designing, installing and supporting public access systems. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Ongoing Costs ■ Establish fifteen SLONET IP's accounts 3,600 ■ Establish fifty SLONET subscriber accounts 6,000 ■ Operate expanded data communication links to SLONET and others (data line costs) 3,000 $12,600 One-time Costs ■ Print business cards for SLONET subscribers showing their SLONET/Intemet access number 500 ■ Design_and install mail handling server 5,000 ■ Train EP's and subscribers on use of SLONET 2,000 ■ Design and install larger capacity modem pool/communications server 25,000 $32,500 Depending on the results of the kiosk pilot program evaluation, additional funds may be needed in improving and expanding its use. While costs will be more fully developed as part of the program evaluation, changes to allow for remote access/dwa updating are estimated to cost about $5,000, and data communications hardware and software is estimated to cost an additional $5,000. If use is expanded, each additional kiosk will cost about $10,000 to purchase and install, with annual costs for data lines from Pacific Bell of$400 per kiosk. Staffing Resources While some additional staff resources will undoubtedly be allocated in supporting expanded public access, the programs and projects recommended for the next two year; have been developed to minimize this commitment. By using good judgement in the types of information that can reasonably be placed and supported on SLONET, and by recognizing the limitations that are inherent in the recommended approach (we won't be all things to all people, but we will do better than we are today), we can make steady, tangible improvements without major impacts on current staffing levels. OUTCOME - FINAL WORK PRODUCT Improved public access to City information and improved communication between City government and the community. _ 3- 43 COUNCIL GOALS: 1995-97 FINANCIAL PLAN TRANSPORTATION IMPACT FEES OBJECTIVE Implement transportation impact fees. DISCUSSION Background. In accordance with General Plan policies, the purpose of transportation impact fees is to ensure that new development pays its fair share of the costs of making the transportation system improvements necessary to serve it. After three years of study and extensive review by a broad range of community groups and advisory bodies, the Council adopted transportation impact fees in March of 1994. However, the Council deferred actually setting fee amounts pending adoption of the Circulation Element of the General Plan, which was under consideration at that time. This would allow for fee amounts to be based on Circulation Element projects as finally adopted by the Council rather than on those proposed in the draft element. Now that the Circulation Element has been adopted, it is time for the Council to set fee amounts and begin implementing collection of these fees. While revenues from these fees will be less in the next few years due to the downturn in construction activity, over the next 25 to 30 years we will collect about $15 million from these fees for transportation system improvements, or about $500,000 annually assuming a 1%growth rate as set forth in the General Plan. If these fees are not implemented, we can expect one of two results given our current fiscal situation: either we will not make necessary improvements to our transportation system, and all residents -current and new-will see service levels decline as a result; or we will make these improvements, but at the expense of other important community services that do not have alternative revenue sources available to them. Issues we will face in achieving this goal. We can expect the business and development community to oppose these fees; at the very least, they will probably recommend either continuing their deferral or phasing them in. However, these fees were fust introduced conceptually in 1989 as part of the ten year Comprehensive Financial Management Plan presented to Council at that time, and have been under serious discussion since 1991. In this sense, these fees have already been subjected to a very long phase-in period. Perhaps the fact that these fees were recommended for Council approval by the Economic Strategy Task Force in February of 1994 will lessen opposition to them. ACTION STEPS ■ Finalize proposed fees based on projects set forth in the adopted Circulation Element 1/95 ■ Send notice to interested community groups and individuals informing them about proposed fees 2/95 ■ Hold community briefing on proposed fees 2/95 ■ Meet with interested groups and individuals upon request 3/95 ■ Hold Council public hearing to adopt fees 4/95 ■ Begin collecting fees 60 days after adoption pursuant to AB 1600 requirements 6/95 RESPONSIBLE DEPARTMENT ■ Finance will be responsible for implementing these fees ■ Community Development (Building Division) will be responsible for collecting them N Public Works will be.responsible for managing transportation system improvement projects FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL _ While significant staff resources have been incurred to date, less than 30 staff hours are anticipated to complete this project based on the extensive work that has already been,done in developing and reviewing these fees. OUTCOME - FINAL WORK PRODUCT Financial resources that will help the City make the transportation system improvements necessary to serve new development. 3-4¢ COUNCIL GOALS: 1995-97 FINANCIAL PLAN EMERGENCY MEDICAL CARE SERVICES OBJECTIVE Evaluate the City's pre-hospital emergency medical care program and transport services with the objectives of- developing a cost recovery program that equitably compensates the City for its role in the emergency medical transport system, adjusting the resources required to deliver quality pre-hospital medical care if necessary, and developing a more efficient County-wide transport ambulance system. DISCUSSION Background. All seven cities in the county agreed to form a committee, known as the Ambulance Performance Operations Committee (APOC) to develop a new ambulance contract. The City's Fire and Finance Departments have leadership roles on this Committee. After several years of effort, APOC has nearly completed the new draft ambulance contract. APOC expects to present the contract to the Board of Supervisors for approval in June of this year. Issues we will face in achieving this goal. APOC has worked closely with all the appropriate agencies to craft a new draft ambulance agreement acceptable to all involved. However, given the sensitivity of this issue and the fact that the public has not yet been exposed to APOC's recommendations, a potential does exist for concerns to be raised when the Board of Supervisors takes action on the new agreement in April. ACTION STEPS ■ APOC finalizes new contract 4/95 ■ County.Board of Supervisors adopts new contract 6/95 ■ City implements new contract provisions 7/95 RESPONSIBLE DEPARTMENT Fire FINANCIAL AND STAFF RESOURCES REQUIRED TO ACIIIEVE THE GOAL While significant staff resources have been incurred to date, staff estimates that less than 300 hours are still necessary to complete this project. Ongoing management of the new ambulance contract will be handled within existing staffing resources. OUTCOME - FINAL WORK PRODUCT An equitable ambulance contract that reimburses the City for services rendered and ensures prompt Advanced Life Support (ALS) service to the citizens of San Luis Obispo through a combination of initial Fire Department response followed by a competent private ambulance provider. I:w0rlPmg\f1=g.I .�-4S COUNCIL GOALS: 1995-97 FINANCIAL PLAN FIRE MANAGEMENT STUDY IMPLEMENTATION OBJECTIVE Implement the Fire Management Study. DISCUSSION Background. The Fire Department is currently undergoing a management study. The purpose of the study is to evaluate the management and operation of the Department. When complete, the study will provide a series of recommendations to improve the Department's operational efficiency. These recommendations will have organizational and fiscal implications. Staff anticipates that the Management Study will be presented to the Council in June of this year. Issues we will face in achieving this goal. Some changes will be relatively easy to make and will have little impact on budget Those recommendations that carry more significant financial impacts will be incorporated into the 1995/97 Financial Plan process. Additionally, some recommendations will require consultation with employee groups. ACTION STEPS ■ Finalize Fire Management Study 5/95 ■ Present Fire Management Study to Council for approval 6/95 ■ Begin meet and confer process with employee groups 7/95 ■ Begin implementation of"non meet and confer" recommendations in Study 7/95 ■ Complete implementation of Study 6/97 RESPONSIBLE DEPARTMENT The Fire Department will be responsible for implementing the recommendations contained in the Fire Management Study. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Since preparation of the study is still underway, it is too early to identify what financial or staffing resources will be necessary to implement the findings in the study. OUTCOME - FINAL WORK PRODUCT Providing the most cost-effective and efficient fire and emergency medical services to our community. IAwmlrosXfaas.9 ,3- 46 COUNCIL GOALS: 1995-97 FINANCIAL PLAN POLICE SERVICES STUDY IMPLEMENTATION OBJECTIVE Implement approved recommendations from POST study of Police services. DISCUSSION Background. In the last half of 1994, a management audit of police services and organizational structure was initiated by a representative from the Commission on Peace Officers Standards and Training (POST). This review has been on- going and the final report will come to the Department in March of 1995. The report makes recommendations on changes which would improve the Department's ability to provide necessary services in the most efficient manner. These recommendations have both structural and fiscal implications if implemented. Issues we will face in achieving this goal. As noted above, some changes will be relatively easy to make and will have little impact on the budget. For those which have a more significant financial impact, these changes would have to be considered in light of the entire City budget. Additionally, some of the recommendations may be a change in working conditions and would require at least consultation with the appropriate employee group. ACTION STEPS ■ Receive final report from POST 3/95 ■ Review of report by Department & recommendations to CAO 4/95 ■ Review of report by CAO and direction for budget consideration as appropriate 5/95 ■ Implement approved recommendations 7/95 RESPONSIBLE DEPARTMENT The Police Department will be responsible for implementing recommendations. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Since the preparation of the study is still underway, it is too early to identify what financial or staffing resources will be necessary to implement the findings. OUTCOME - FINAL WORK PRODUCT Implementing approved recommendations will assist in providing the best level of police services in the most efficient manner possible. iwrkpms\posWmr .3- %7 COUNCIL GOALS: 1995-97 FINANCIAL PLAN DOWNTOWN STREET RESURFACING OBJECTIVES ■ Develop a strategy for improving and beautifying downtown streets ■ Improve downtown street appearance and ride quality ■ Improve accessibility for disabled people at street crossings ■ Improve pedestrian circulation DISCUSSION Background. Downtown streets were built 60 years ago with long-wearing concrete. In 1972, the city placed a one- inch asphalt overlay on these streets to improve appearance. But as this overlay has deteriorated, moisture has found its way through the asphalt, through hidden joints and cracks, and into the base material under the concrete. This moisture has destabilized the base material, allowing the concrete slabs to shift and create an uneven street surface. At the same time, the asphalt overlay in some areas has peeled off and moved around. As a consequence, appearance and ride quality have deteriorated enough to warrant reconstruction and resurfacing. A major downtown street reconstruction and resurfacing project should incorporate planned pedestrian circulation improvements like bulbouts, decorative crosswalks, and sidewalk ramps. The conceptual plan for the downtown recommends bulbouts and textured concrete crosswalks at several intersections. Also, recent court decisions have ruled that approved sidewalk tamps must be installed during street reconstruction and resurfacing projects in order to comply with the Americans with Disabilities Act. On 2/28/95 the Council approved a mid-year budget request to reconstruct and resurface Marsh Street between Santa Rosa and Nipomo, including associated beautification and pedestrian circulation improvements. Potential Complications. In the past, downtown businesses have perceived large construction projects as very disruptive to their retail activity. For this reason, staff has divided this project into four large phases, three of which could be completed with the next four-year Capital Improvement Plan period. The project phasing plan may end up dividing this project into even smaller segments to ayoid extended disruption during busy retail periods. ACTION STEPS ■ Identify all planned underground utilities work 12/95 ■ Define associated improvements for beautification and pedestrian circulation 3/96 ■ Prepare a project phasing plan, budget, and financing strategy 6/96 ■ Consult with the Downtown Business Improvement Association on project phasing 7/96 ■ Complete plans and specifications on the first phase (1996-97 projects) 10/96 ■ Advertise for construction bids on the first phase 1/97 ■ Start construction on the first phase 5/97 ■ Complete plans and specifications on the second phase (1997-98 projects) 10/97 ■ Advertise for construction bids on the second phase 1/98 ■ Start construction on the second phase 5/98 ■ Complete plans and specifications on the third phase (1998-99 projects) 10/98 ■ Advertise for construction bids on the third phase 1/99 ■ Start construction on the third phase 5/99 RESPONSIBLE DEPARTMENT/PROGRAM Public Works Department, Engineering Program Downtown Street Resurfacing (continued) RESOURCES NEEDED Operating Program Capital Improvement Plan Hours 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Design 3,600 Construction $1,000,000 $1,000,000 $1,000,000 Const. Mgmt. 500 TOTALS 4,100 $1,000,000 1 $1,000,000 J$1,000,000 FINANCING SOURCES General Fund $930,000 $930,000 $930,000 CDBG Fund 70,000 70,000 70,000 TOTALS $1,000,000 $1,000,000 $1,000,000 Using general fund revenue for this project would probably result in postponing annual street reconstruction and resurfacing work recommended by the pavement management system Avoiding this postponement would require another financing mechanism such as an assessment district. Costs shown do not include the costs of water and wastewater line replacements which would be covered through enterprise funds. Preparing a financing strategy would be an-early step in this project. OUTCOME -FINAL WORK PRODUCT Streets in the downtown which are smoother to the motorist and more attractive; and sidewalks and bulbout improve- ments which facilitate access by the handicapped and improve pedestrian circulation and safety. 3-49 COUNCIL GOALS: 1995-97 FINANCIAL PLAN THIRD PARHING GARAGE SITE OBJECTIVE Provide for future development of a third parking garage to serve the downtown DISCUSSION Background. With two parking garages and 13 parking lots in operation, there is still a shortage of parking in the downtown as ongoing development and redevelopment of commercial property continue to create more parking demand. Parking consultants,businesses, and the city's conceptual plan for the downtown all recommend building more parking garages to satisfy this demand, particularly at the southern edge of the central business district, which the first two garages do not serve. The General Plan Circulation Element (page 35) states, "Additional parking structures should only be built after a comprehensive parking study (that includes the evaluation of alternative transportation possibilities)is completed and its results considered." This study should also include updating the Parking Management Plan, revising the existing parking demand model, and comparing the suitability of various potential sites. This project was originally included in the 1991/93 Financial Plan but was cancelled because there was little consensus that it was appropriate for that particular time. Potential Complications. Past efforts to agree on an appropriate site have been difficult. Also, the study may show that other projects (such as expanding the Marsh Street Garage) should have a higher priority than acquiring a third garage site in the southern area of downtown. Also, the Parking Management Plan calls for a business tax surcharge to finance this kind of project, but no action has been taken since the plan was adopted in 1987. In past years, the Downtown Business Improvement Association has conceptually agreed to such a surcharge but has not agreed to its actual implementation. ACTION STEPS ■ Discuss the objectives of the comprehensive parking study with the Downtown Business Association 10/95 ■ Complete a comprehensive parldng study 4/96 ■ Review the parking study with the Downtown Business Improvement Association and other groups 5/96 ■ Select the preferred site and complete a cost appraisal 7/96 ■ Obtain Council approval to negotiate for acquisition 9/96 ■ Begin negotiations 10/96 ■ Purchase the property 6/97 RESPONSIBLE DEPARTMENT/PROGRAM Public Works Department/Parting Program RESOURCES NEEDED Operating Program Capital Improvement Plan Hours 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Study 200 $45,000 _ Property Acquisition 50 $1,500,000 TOTALS 250 $45,000 $1,500,000 3 SU Third Parking Garage Site (continued) FINANCING SOURCES Operating Program Capital Improvement Plan 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Parking Fund $45,000 $1,500,000 TOTALS $45,000 $1,500,000 Adequate resources are available for this acquisition. The existing parking fund balance is healthy, and refinancing the 1986 lease-revenue bonds has reduced debt service costs for the parking fund. OUTCOME -FINAL WORK PRODUCT Update and implement the Parking Management Plan, implement the Downtown Physical Concept Plan, comply with the Circulation klement requirement to perform a comprehensive parking study, and -working with the Business Improvement Association- alleviate the parking problem in the downtown by acquiring a site for a third parking structure. 3-s/ COUNCIL GOALS: 1995-97 FINANCIAL PLAN MISSION PLAZA EXPANSION OBJECTIVE Expand Mission Plaza on the Monterey Street side of San Luis Obispo Creek between Broad and Nipomo DISCUSSION Background. About 18 years ago a consulting architect prepared plans to extend Mission Plaza from Broad Street to Nipomo Street. In 1987, the city completed improvements on the Higuera Street side of San Luis Obispo Creek in conjunction with development in that area. Acquisition of three properties has complicated progress on improvements for the Monterey Street side of the creek. So far the city has acquired one of the needed parcels through negotiation and is acquiring a second parcel through eminent domain proceedings. The city will begin negotiations to acquire the third parcel based on the results of the eminent domain action. A landscape architect must amend the existing plans to fit the current site topography, to respond creek.habitat and other environmental concerns, and to meet applicable construction codes. Potential Complications. Problems with land acquisition could further delay progress on this project. ACTION STEPS ■ Revise existing plans into a conceptual plan 8/95 ■ Complete property-acquisitions 12/95 ■ Submit plans for environmental and architectural review 1/96 ■ Submit plans for environmental review by federal and state agencies 1/96 ■ Complete environmental review 6/96 ■ Complete plans and specifications 12/96 ■ Receive project permits from state and federal agencies 1/97 ■ Advertise for construction bids 1/97 ■ Start construction 5/97 RESPONSIBLE DEPARTMENT/PROGRAM City Attorney DepartmentR pgal Services Program(acquisition) Public Works Department/Engineering Program (design and construction) RESOURCES NEEDED Operating Program Capital Improvement Plan Hours T1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Shy $ 40,000 Property Acquisition 50 75,000 Design 100 40,000 Construction $300.000 Construction Mgmt. 100 TOTALS 250 $155,000 $300,000 3-S 2 Mission Plaza Expansion(continued) FINANCING SOURCES Operating Program Capital Improvement Plan 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 General Fund $155,000 1 $300,000 TOTALS $155,000 $300,000 These are new appropriations. There is $100,000 remaining in the existing project budget. The city has been continually appropriating$50,000 each year for this project, so $100,000 additional would have accumulated by 1996/97. OUTCOME -FINAL WORK PRODUCT The development and implementation of plans to expand the Mission Plaza concept along San Luis Creek from Broad to Nipomo Streets. ..3-s3 COUNCIL GOALS: 1995-97 FINANCIAL PLAN NATURAL RESOURCE AWARENESS OBJECTIVE Promote public awareness of the City's natural resources. DISCUSSION Background. San Luis Obispo residents value the City's natural beauty, clean air, and open space. Promoting public awareness of the our natural resources is important if they are to be maintained and enhanced. A public that is aware of the value of the City's natural resources is likely to make personal decisions that will have a positive effect on the environment. This might include actions as complex as attempting to live a sustainable life style or as simple as not littering. The Parks and Recreation Department will rely on a combination of strategies to carry out this goal. Most importantly,the Department, with assistance from Administration,will refine the City's contract with ECOSLO for environmental services. As the Council is aware, the City currently holds a two year contract with ECOSLO to assist with educating the community on important environmental topics (this contract expires 6/30/95). Under this contract, ECOSLO is to disseminate City program information to residents(e.g., water conservation and recycling information),help distribute policy information to interested groups, coordinate forums on current environmental topics, and annually update and distribute the Recycled Products Procurement Guide, among other activities. Therefore, City efforts to increase natural resource awareness in the community should already be underway via the ECOSLO contract. Assuming that the Council intends to continue contracting with ECOSLO into the next lZmanmal Plan, staff would work with ECOSLO to refine the contract so that it emphasizes natural resource awareness and complements all other efforts of the City in this area. Secondly,the Parks and Recreation Department will augment ECOSLO's efforts by incorporating an environmental education program into all childcare, prevention and intervention programs. This will allow the Department to reach 1,200 children on a regular basis with an environmental message. As proposed, the program will promote awareness of the City's natural resources through building respect, appreciation and an understanding of the City's natural resources. The program will include classroom education, on-site visits from local environmental "experts" and field trips. Thirdly,the Parks and Recreation Department will devote space in the Quarterly Recreation Activities Brochure to articles promoting natural resource awareness and a healthy environment. This will include articles ranging from general environtnental/natural resource related topics, to specific issues facing the City (e.g., open space preservation, creek protection ordinances, recycling efforts, etc.). lanes we will face in achieving this goal. Some may feel that this implementation plan does not go far enough in promoting natural resource awareness. However, in light of the fact that this goal was prioritized "to be addressed as resources permit", it is staff's opinion that this plan represents the most reasonable approach to meeting the intent of the goal given the limited resources available. ACTION STEPS ■ Natural resources education program added to all Parks and 6/95 Recreation day camp, child care, and teen activities ■ New two-year contract with ECOSLO approved by Council, with emphasis 7/95 on natural resource awareness ■ Natural resource awareness section added to the Parks and 9/95 Recreation Brochure ■ New approaches identified for promoting natural resource awareness ongoing RESPONSIBLE DEPARTMENT ■ Parks and Recreation will implement public awareness programs ■ Community Development will research public awareness issues concerning the City's natural resources ■ The Utilities Department will provide resources for environmental education FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Continuation of ECOSLO's contract through the 1995/97 Financial Plan will cost $40,000 ($20,000 each year). The remaining activities identified under this goal can be carried out with existing resources. OUTCOME -FINAL WORK PRODUCT The public will become more aware of the City's natural resources and support the effort to preserve them through the open space program• I:workpmg\aware .3-SS COUNCIL GOALS: 1995-97 FINANCIAL PLAN COOPERATIVE EFFORTS WITH LOCAL EDUCATIONAL AGENCIES OBJECTIVE Continue and enhance efforts to identify programs and projects where the City, Cal Poly University, Cuesta College and San Luis Coastal Unified School District can work together to achieve mutual goals and priorities DISCUSSION Background. At the January Council goal setting workshop, the Council established "identifying programs and projects where Cal Poly, Cuesta and San Luis Coastal Unified School District resources can effectively be used in conjunction with City resources to achieve mutual plans, goals and priorities" as a goal for the upcoming budget process. The City has long realized the benefits of working cooperatively with other agencies to achieve mutual goals and has already experienced a variety of successes in this area As such, realisation of this goal will require the City to continue and enhance efforts already underway. Some recent examples of our success in cooperative efforts include the SNAP Program (where college students team up with the Police Department to handle noise complaints on weekends), and the STAR Program (where the School District, the Parks & Recreation Department and variety of other agencies work cooperatively to assist "at-risk" students). In addition, the City is currently working cooperatively with Cal Poly University and Cal Poly Foundation to construct a 1,350 seat Performing Arts Center. The Joint Use Committee, which has been in place since 1981, represents another excellent example of the City and School District cooperating to maximize the use of City and School District recreation- related facilities. In addition, over the last few years, several groups have formed to explore opportunities for sharing resources. One example is.the 5 C's Committee composed of Cal Poly, Cuesta, the City, the County and the Chamber of_Commerce representatives. Among many other things, this group is exploring cooperative efforts to carry out a GIS system. Another example includes the Joint Committee, which was created by the City and is composed of representatives from the Cities of San Luis Obispo and Monro Bay, the County, and the School District. This group, among many other activities, has facilitated the development of cooperative purchasing agreements. The City and Cal Poly representatives also meet regularly to discuss issues of mutual interest and identify opportunities for working cooperatively via the Student Liaison Committee. In addition to the aforementioned formal efforts, the City Administrative Officer and School Superintendent meet bi- monthly to discuss issues of mutual interest and concern. A similar arrangement also takes place with representatives of Cal Poly Administration. Issues we will face in achieving this goal. While each agency has a natural tendency "to go its own way" in accomplishing its goals,the successful efforts cited above have created a new awareness for the need and value of working cooperatively. As such, this practice will be continued and intensified as opportunities present themselves. ACTION STEPS This goal will be implemented on an on-going basis.' RESPONSIBLE DEPARTMENT Administration will be responsible for coordinating implementation of this goal. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL _ This goal can be achieved using existing staff resources. OUTCOME - FINAL WORK PRODUCT Continued examples of successful joint efforts with local educational agencies. Bworkprog\coop 3-s� COUNCIL GOALS: 1995-97 FINANCIAL PLAN CITY CHARTER REVISION OBJECTIVE Revise City Charter to reconcile provisions for the filling of a vacant Council seat with the requirements of the Elections Code; and make minor technical corrections. DISCUSSION Background. At the January Council goal-setting workshop, the Council established Goal A.5: "Form a Charter Revision Committee and consider their proposed revisions," and ranked it as a goal to be addressed as resources permit. While the goal as written implies a comprehensive review of the Charter through an inclusive public/committee process, it appears that the primary concern of the Council is to revise the Charter provisions for the filling of a vacant council seat to reconcile them with the requirements of the Elections Code. A comprehensive review of the Charter has the potential to be extremely time consuming and controversial given the wide range of issues which could be raised during a broad-based discussion of the City's "constitution." On the other hand, a more limited review of the Council vacancy provisions, and some minor technical revisions, could be accomplished relatively easily at the staff level. Because of limited staff resources, the relatively low ranking of this goal, and the fact that the Charter appears to be a practical and well written document (which was comprehensively revised in 1979), the City Attorney's Office is recommending a more targeted approach concentrating on the vacancy issue. The following action steps reflect that recommendation. Related Issue. At the November 15, 1994 Council meeting on the Urban Water Management Plan, the Council directed staff to prepare a ballot measure amending the Charter to include a section on protection of the City's water "reliability reserve." It would appear appropriate to defer action on this issue until we have a clearer understanding of whether the City's participation in the Salinas and/or Nacimiento Projects will actually generate a reliability reserve, and the cost implications of establishing it. In any event, staff will prepare a separate Charter amendment measure for Council consideration prior to placement on the November, 1996 ballot. ACTION STEPS ■ Review, research, and consult on Charter revisions 6/95 ■ Submit proposed revisions to Council for endorsement 8/95 ■ Begin election administration 6/96 ■ Conduct charter amendment election 11/96 RESPONSIBLE DEPARTMENT AND PROGRAM ■ City Attorney's Office will be responsible for developing proposed revisions, staff report, and ballot language. ■ City Clerk's Office will be responsible for conducting charter amendment election. FINANCIAL AND STAFF RESOURCES ALLOCATED TO ACHIEVE THE GOAL Assuming a November, 1996 election: ■ 10 staff hours in City Attorney's Office to submit proposed revisions to the Council. ■ 10 staff hours in City Clerk's Office to prepare for and conduct an election. ■ S2,000 in election-related expenses. OUTCOME/FINAL WORK PRODUCT A revised City Charter which will facilitate the filling of Council vacancies and make minor technical corrections, consistent with State law. 3 s� COUNCIL GOALS: 1995-97 FINANCIAL PLAN PERMANENT ENVIRONMENTAL QUALITY TASK FORCE OBJECTIVE Establish improved community outreach and input on environmental quality and related issues. DISCUSSION Background. The Environmental Quality Task Force(EQTF) was established in November 1993 as an ad hoc committee. The EQTF provided recommendations to the Council on several policy documents which were under revision and on financial plan goals. Key concerns were protection of wildlife habitat, and air and water quality. The EQTF also provided a final report, "A Vision for Sustainability...". The EQTF ceased on February 28, 1995. The EQTF did not recommend its continuation as a permanent body. Instead, the final report recommended that the City establish a list of local, volunteer environmental specialists, and refer to them proposed changes in City policies or regulations in the specialists' areas of expertise. Issues we will face in achieving this goal. Purview, membership, and level of staff support for a permanent EQTF have not been defined. A permanent EQTF will be seen by some as "another layer of review," and as overlapping with other commissions and existing staff functions. Finding a group of qualified members that can serve long enough to establish adequate continuity may be difficult (obtaining a quorum was a continuing problem for the ad hoc EQTF). The list of volunteer experts, as recommended, would overcome several of the objections to a permanent EQTF. On the other hand, establishing a list of "volunteer environmental specialists, and refering to them proposed changes in City policies or regulations in the specialists' area of expertise" creates other issues. These include: (1)establishing a process to pick one expert over another to serve in this capacity; (2) making staff judgements about which issues are appropriate for referral and to which specialist; (3) if more than one specialist is involved, resolving differences in the absence of a meeting; and(4)providing certain individuals with an extra level of input on City issues (presumably to be given added credence by virtue of their designation as a special advisor) without the benefit afforded by the advisory body format of public meetings and dialogue. Alternatives. While the idea of establishing a list of environmental specialists may seem on the surface as a simple way of improving environmental input on City issues, in actual practice such an approach may be difficult and even controversial. Staff feels that there are better alternatives. The first alternative that staff would suggest trying is to take better advantage of the $20,000 contract the City has had with ECOSLO. That contract includes as one of its major provisions that ECOSLO is to serve as a "clearinghouse" for the City in terms of assuring appropriate communication with environmental organizations relative to major City policy issues. While this service has been provided on a limited basis (e.g. ECOSLO has helped with the outreach effort on the Salinas Dam project), this contractual resource has been underutilized. Responsibility for this underutiliration is a shared one, and so an effort to improve will need to include a jointly developed plan between ECOSLO and the City to assure smooth and clear-cut referrals and services. This option has the advantage of working with an established organization, which in turn will communicate with other established organizations. Thus, outreach should reach more people and be perceived as more "public" than by working only with a few individuals. A second alternative, if the first proves unsatisfactory, would be to appoint an ad-hoc committee that would meet only when a specific issue is referred to them by the City Council. Ad hoc committees of this kind currently exist and meet on an "as needed" basis (e.g. Council compensation committee, Personnel Board). If issues to be referred are cleary stated by Council, such an approach would avoid the ambiguity involved in nicking staff judgements about referrals to individual specialists. In addition, any meetings of such a committee would be public and thus afford better opportunities for open dialogue and problem solving in a group setting. 2—SS ACTION STEPS ■ Meet with ECOSLO staff to develop a revised referral process 4/95 ■ Present a revised one-year agreement to Council for ECOSLO services 6/95 ■ Train City staff to assure appropriate communication with ECOSLO 7/95 ■ Evaluate effectiveness of program 5/96 RESPONSIBLE DEPARTMENT ■ Community Development would take the lead in developing the process with ECOSLO and training staff ■ Administration would help assure that changes processed by other departments are referred. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL The City is already funding the ECOSLO contract in the amount of $20,000 annually, so making better use of this investment would be an advantage. The outreach to several other organizations that ECOSLO could offer could actually save staff time on some issues. If a permanent EQTF were formed, costs would depend on further Council direction on purview, membership, and level of staff support. However, a reasonable estimate for a permanent EQTF would likely require about 200-300 staff hours per year, and about $100042,000 per year for printing, mailing, and public notice. A volunteer referral list would require about 20 hours and nominal direct expenses to compile. If the Council wished to establish the list, then time and expense for start-up would be greater. Ad-hoc committee costs would largely depend upon the number of referrals made. OUTCOME - FINAL WORK PRODUCT Consistent and enhanced advice on proposed changes to City policies and regulations affecting environmental quality. 3 s9 COUNCIL GOALS: 1995-97 FINANCIAL PLAN TRANSIT TRANSFER CENTER OBJECTIVES Develop a transit transfer center in the downtown which would: ■ attract more riders by making transit connections more convenient ■ eliminate pedestrian/vehicle safety hazards ■ provide for planned expansions in local and regional transit service ■ accommodate all current and future needs for local and regional transit connections DISCUSSION Background. The existing transfer center on Osos Street next to City Hall is at full capacity with no room to accommodate future expansions for SLO Transit or the regional transit systems. Also, there are daily near-miss vehi- cle/pedestrian encounters as transit riders cross the street to transfer between buses. A new or improved transit center would be safer and provide several amenities to make connections more attractive and convenient for passengers. These amenities would include covered waiting areas, bicycle racks, restrooms, public telephones, improved signage, good lighting, and possibly an information and sales booth. A consultant examined eight potential sites and recommended three sites as feasible: ■ an off-street location at Higuera and Toro Streets (a former auto dealership) ■ an off-street location at Monterey and Toro Streets (former auto dealership) ■ -- an on-street location on Palm Street between Osos and Santa Rosa Potential Complication. Site acquisition efforts have been difficult. The County of San Luis Obispo bought the Monterey/Tom property and will use it for office space. The transit staff has been negotiating to purchase the Higuera/Tom property since January 1994 with little progress. If the city condemned the property, it would assume financial responsibility for cleanup of any possible site contamination. Because the grants available for property acquisition can only be used to buy property free of contamination, the general fund or transit fund would have to pay for any cleanup. Developing an off-street location would cost about$2.4 million, but the city has only $1.8 million available from grants. Staff has not identified any other grants which might be available. Developing an on-street location would cost less and could be covered by the existing grants, but the possible on-street locations also have many complications. Should current negotitations for the Higuera/Tom property reach an impasse without possibility of resolution, the Council should reexamine the potential site analysis before further action on this project. ACTION STEPS ■ If current negotiations fail, meet with Council to reexamine all potential sites 2/96 ■ If current negotiations succeed, report to Council 2/96 ■ Complete site acquisition 10/96 ■ Hire an architect 12/96 ■ Complete plans and specifications 12/97 ■ Advertise for construction bids 1/98 ■ Start construction 5/98 RESPONSIBLE DEPARTMENT/PROGRAM Public Works Department/Transit Program 34 o Transit Transfer Center (continued) RESOURCES NEEDED Operating Program Capital Improvement Plan Hours 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Property Acquisition 100 $2,000,000 Design 100 $40,000 Construction $360,000 Construction Mgmt. 1 200 TOTALS 1 400 $2,040,000 $360,000 FINANCING SOURCES State Proposition 116 Grant $1,000,000 Federal STP Grant -800,000 Other Unidentified Grants 240,000 $360,000 TOTALS $2,040,000 $360,000 OUTCOME -FINAL WORK PRODUCT The design and construction of a downtown transit transfer center which will create greater public convenience and attract more riders, increase safety for transit users, provide for future increases in growth of transit use and properly inter-connect with regional transit providers. COUNCIL GOALS: 1995-97 FINANCIAL PLAN PAVEMENT MANAGEMENT PLAN OBJECTIVE Revise the Pavement Management Plan to ensure effective and efficient pavement maintenance; complete top priority projects DISCUSSION The city's pavement management policy includes two important provisions: ■ The city will reconstruct, resurface, or reseal its streets at standards and frequencies which will ensure the lowest street life-cycle cost. ■ The city will not reconstruct or resurface its streets unless proposed locations have been recommended and scheduled through an approved pavement management plan. The existing pavement management plan was written in 1985 and adopted by the Council in 1988. It was based on evaluations using the best pavement management software available at that time. This plan recommended a high level of reconstruction, resurfacing and resealing which would correct ongoing deterioration, erase a backlog of deferred rehabilitation, and bring all city streets up to acceptable condition by 1999. As the city approaches the end of this concentrated maintenance effort, it must reevaluate overall pavement condition in order to recommend future maintenance levels for the 1997/01 capital improvement plan. Unfortunately, the existing pavement management software is outdated, needlessly complicated, and cumbersome to update. Newer software offers many advantages: simpler operation, easier reporting ability,better updating capability, and more flexible decision- maldng. ACTION STEPS ■ Purchase new pavement management software 7/95 ■ Survey pavement condition on all city streets 5/96 ■ Revise the Pavement Management Plan 12/96 ■ Submit street maintenance project requests for the 1997/01 CIP 3/97 RESPONSIBLE DEPARTMENT/PROGRAM Public Works DepartmenuTrigineering Program RESOURCES NEEDED Operating Program Capital Improvement Plan Hours 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Pavement Survey 40 $ 50,000 Software 100 15,000 Plan Revision 100 Construction 13,000 1 1 765,000 $790,000 $815,000 $840,000 TOTALS 240 $830,000 1 $790,000 1 $815,000 1 $840,000 Pavement Management Plan(continued) FINANCING SOURCES Operating Program Capital Improvement Plan 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 General Fund $830,000 $790,000 $815,000 $840,000 TOTALS $830,000 $790,000 $815,000 $840,000 OUTCOME -FINAL WORK PRODUCT An updated Pavement Management Plan that provides for accurate assessment and prioritization of pavement maintenance and rehabilitation efforts and -ultimately- a safe, attractive, functional and economic street system. 3-63 COUNCIL GOALS: 1995-97 FINANCIAL PLAN DOWNTOWN FLOOD PROTECTION OBJECTIVE Revise the 1983 flood management policy and evaluate various downtown flood protection improvements which could reduce: ■ flood damage to buildings and property ■ the need for federal and state disaster assistance ■ flood insurance premiums ■ disaster response expenses DISCUSSION Background. In 1983 the Council adopted a flood management policy which identified several possible flood control projects to protect the city as a whole,and particularly downtown, which had suffered heavy damage in the 1969 and 1973 floods. During the next seven years, the city constructed most of the projects which were financially and environmentally feasible. Various additional flood protection improvements (like dams, detention basins, downstream widenings, drainage corrections, and floodproofing devices) could further prevent loss of life and minimize property damage from 25 to 100 year storms. The proposed evaluation would bring the 1983 flood management policy up to date and identify beneficial projects for possible future construction. This evaluation would also 1) update the hydrological and hydraulic analyses of the creek system 2) analyze damage caused by the 1995 flood and 3) determine if increased creek and storm drain maintenance would have prevented any of this damage. Potential Complications. The resolution adopting the 1983 Flood Management Policy contains the following specific findings: 1) additional environmental evaluation is required for waterway design criteria and for major creek projects 2) creeks should be maintained in their natural state to the maximum extent feasible and 3) enlargement of creek channels should be undertaken only when no other alternative is found. Until this existing policy is revised, it precludes listing any specific major creek projects here. Past analyses of additional flood protection improvements (one by staff, two by consultants, and one by the U.S. Army Corps of Engineers) compared their costs and benefits, outlined phasing plans, and identified financing sources, but did not agree on recommended projects. In most cases the costs of large projects - like upstream dams and downstream widening- far exceeded potential benefits in damage prevented and presented undesirable environmental consequences. Most of the large projects would be very expensive. For example, the cost of widening San Luis Obispo Creek between Madonna Road and the Water Reclamation Plant was estimated at $9.2 million in 1983. In order to build any of these projects, the city must find a way to finance them. ACTION STEPS ■ Distribute a request for proposals to revise the 1983 flood management policy 11/95 ■ Award an evaluation contract 2/96 ■ Identify financing mechanisms for large projects 1/97 ■ Incorporate recommendations into 1997/01 CIP project requests 2/97 RESPONSIBLE DEPARTMENT/PROGRAM Public Works Department/Engmeering Program Downtown Flood Protection (continued) • RESOURCES NEEDED Operating Program Capital Improvement Plan Hours 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Study 100 $65,000 TOTALS F100 $65,000 FINANCING SOURCES Operating Program Capital Improvement Plan 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 General Fund $65,000 TOTALS $65,000 OUTCOME - FINAL WORK PRODUCT Development of an updated Flood Protection Plan which will minimithe possibility of flooding within the community, and do so in a mariner consistent.with other community objectives for protecting creeks and enhancing opportunities for park and pedesnian/bikeways along certain creek areas. .�-6S COUNCIL GOALS: 1995-97 FINANCIAL PLAN LAGUNA LAKE DREDGING OBJECTIVE Deepen Laguna Lake to preserve recreation activities such as sailing, windsurfing, and fishing DISCUSSION Background. During the 1960's developers rerouted Prefumo Creek to enlarge Laguna Lake, a low area that had previously collected only stormwater drainage from the surrounding fields and hillsides. When continued siltation from the creek began to gradually fill in the lake, the city built a small dam to raise the water level and began periodically dredging the delta where the creek enters the lake. Despite these actions, the lake has gone dry twice during the last 20 years. Without some corrective dredging of the entire lake area, the lake will become a marsh and eventually a meadow. Staff noted during the last drought that had the lakebed been lowered five feet, the groundwater table would have prevented the lake from going dry and would have supplied a water level usable for recreation. This project would have no flood control benefit unless water were somehow drained from the bottom rather than the top. Even with that provision, the flood control benefit would be minor and would require careful drainage management. Otherwise, any additional capacity created would be filled with water year-round and would not accommodate any additional stormwater. Deepening the lake would also improve water quality, create a healthier fish habitat, and reduce weed growth. In 1991 the Council approved a project to install a dredge with associated piping and electrical equipment, hire a seasonal heavy equipment operator, gradually pump dredged material onto Laguna Lake Park over a three year period, and then periodically perform maintenance dredging as needed. Because of financial cutbacks in 1992, the Council eliminated the budget for this project when it adopted the 1992/93 budget. The 1993/95 Financial Plan and the 1993/97 Capital Improvement Plan rescheduled proposed project capital costs for 1995/96. Studies completed in 1993 assessed potential project effects on wildlife and plants. Potential Complications. Because of potential environmental effects, this project must undergo stringent state and federal review before receiving required permits. Because this review would take about a year after submittal of plans, project installation work could not start until 1997/98, and dredging could not start until 1998/99. ACTION STEPS (1995/%to 1996/97) ■ Review the findings and directions of the 1993 studies 8/95 ■ Complete plans to install and operate dredging equipment 5/96 ■ Submit plans for environmental and architectural review 6/96 ■ Submit plans for environmental review by federal and state agencies 6/96 ACTION STEPS (1997/98 to 1998/99) ■ Receive project permits from federal and state agencies 7/97 ■ Advertise for acquisition and installation of dredging equipment 1/98 ■ Complete installation of dredging equipment 7/98 ■ Begin seasonal dredging operations to continue for three years 8/98 RESPONSIBLE DEPARTMENT/PROGRAM Public Works Department/Engmeermg Program 3-b � ....1•–rr•r•...�.�Gr+l _ .._ '�u.N•.r.—�v�r.�I.-4�.•v��.LJrw–:u�� - ra4aJ� • _ Laguna Lake Dredging (continued) RESOURCES NEEDED Operating Program Capital Improvement Plan Hours. 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Design 600 Construction $200,000 TOTALS 600 $200,000 Beginning in 1998/99, annual operating cost would be $87,000 for three years. FINANCING SOURCES General Fund I $200,000 TOTALS $200,000 OUTCOME -FINAL WORK PRODUCT Dredging Laguna Lake to preserve aesthetic and recreational opportunities, improve the quality of water in storage, create a healthier fish habitat and reduce weed growth. 3-6 7 COUNCIL GOALS: 1995-97 FINANCIAL PLAN SIDEWALK REPAIR AND INSTALLATION OBJECTIVE Resume the contract sidewalk repair and installation activities previously eliminated. This reinstatement would improve pedestrian access, beautify sidewalk areas, and possibly reduce liability from sidewalk hazards. DISCUSSION Background. As part of budget reductions in 1992 and 1993, the city eliminated three sidewalk repair and installation activities: ■ contract replacement of sidewalk damage caused by street tree roots (where the city is responsible) ■ contract replacement of other sidewalk damage with costs recovered through property owner assessments ■ contract installation of new sidewalks with costs recovered through property owner assessments These activities required a temporary field worker working 1,000 hours per year to identify substandard sidewalks, prepare notices to property owners, administer construction contracts, and prepare assessments. To mitigate the effects of eliminating contract sidewalk work, the city purchased special machinery so that city crews can simply grind down displaced concrete areas until they are smooth and level. This procedure provides.a relatively long- term(although not permanent) repair, which lasts until city crews can eventually replace the damaged area. If t'he city reinstates contract sidewalk repair and replacement, it should also continue the successful sidewalk grinding conducted by city workers. Potential Complications. Assessments against property owners can create resentment toward the City when owners are obligated to pay for replacing or installing sidewalks. ACTION STEPS ■ Hire a temporary field worker (0.5 FTE) to work from April to August 3/96 ■ Begin identifying substandard sidewalks and preparing notices to property owners 4/96 ■ Begin administering construction contracts and preparing property owner assessments 6/96 RESPONSIBLE DEPARTMENT/PROGRAM Public Works Department/General Street Maintenance Program RESOURCES NEEDED Operating Program Capital Improvement Plan Hours 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Administration $10,000 $10,000 Construction $50,000 $50,000 TOTALS $60,000 $60,000 Sidewalk Repair and Installation(continued) FINANCING SOURCES Operating Program Capital Improvement Plan 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 General Fund $60.000 $60,000 TOTALS $60,000 $60,000 OUTCOME -FINAL WORK PRODUCT A contract sidewalk repair and installation program would restore a desirable program which was eliminated due to budget constraints. It would result in the installation of sidewalks and a proper repair and maintenance program to eliminate sidewalk problems and increase safer walking opportunities. COUNCIL GOALS: 1995-97 FINANCIAL PLAN GEOGRAPHIC INFORMATION SYSTEM OBJECTIVES Install and operate geographic information system (GIS) computer hardware and software in order to: ■ maintain up-to-date accuracy of city maps and associated land use and infrastructure inventories ■ minimimapping errors ■ avoid duplication of mapping effort ■ save map research time ■ provide geographic information links to other agencies DISCUSSION About four years ago the Public Works and Community Development Departments began using computer-aided-drafting (CAD) software to create a digital base map with files of various infrastructure and land use features, including street center limes, street right of way lines, street names, street lights, water distribution system components, sewage collection system components, property parcels, downtown building footprints, creek center lines, and railroad right of way lines. Eventually all city departments will use this base map, which will include myriad other features, such as street trees, trees in parks, storm drains, curb/gutter/sidewalk lines, street signs, pavement markings, traffic signals, traffic accident locations, crime locations, fire locations, etc. For several years several departments have also used computer database software to compile extensive information files about the features which will be included on the digital base map. For example, Public Works Department maintains a database inventory of all trees under city jurisdiction, including details like species, age, size, and dazes of fertilizing, spraying, and pruning. GIS hardware and software can provide an efficient link between the digital base map and related databases. For instance, a person viewing a water distribution system segment on the base map could click the mouse cursor on a water valve location and instantly retrieve up-to-date information about the valve's size, manufactur- er, installation date, and service history. Because an estimated 80 percent of local government business has some link to geographic information, geography-based technology like GIS can help integrate widely dispersed databases. Since January 1994 the City has worked with Cal Poly to test the feasibility of adapting the city's digital base map and databases to GIS technology. (During this test, the city used Cal Poly's UNIX computer as its GIS file server. This arrangement will continue during the next phases of implementation.) This test was successful for both a small parcel- based area and a larger regional area. Also, Cal Poly and the Land Conservancy will be providing GIS mapping to assist the city with open space acquisition. And there are other future projects which will require GIS technology. Potential Complications. All of the current GIS activity is proceeding without a specific plan for implementing GIS technology. Although the Information and Communication Systems Master Plan provides general direction for GLS use, the city should have a more specific plan to identify system management needs, establish data structures and standards, outline hardware and software requirements, schedule future applications development, and estimate costs. This is technical work which requires consultant services. GIS technology is very complicated and has wide ranging applications, so implementation is usually a very deliberate and painstaking process. Because the city will be exchanging vast amounts of information with the County, Cal Poly, PG&E, and the Land Conservancy, the biggest obstacle to successful GIS implementation will be incompatibility of software and data. 3—70 Geographic Information System (continued) ACTION STEPS ■ Hire a consultant to prepare a GIS implementation plan 4/95 ■ Complete the GIS implementation plan 6/95 ■ Purchase GIS software licenses (ARC-VIEW) 7/95 ■ Upgrade computers as needed to allow GIS use 7/95 ■ Link napped parcels to existing land use databases 12/95 ■ Start staff GIS training 12/95 ■ Purchase a GIS workstation and license 7/96 ■ Hire a GIS coordinator 7/96 RESPONSIBLE DEPARTMENT/PROGRAM Public Works Department/Public Works Administration Program (general implementation) Public Works Department/Engineering Program (infrastructure mapping) Finance Department/Information Systems Program (hardware and network systems management) Community Development Department/Administration Program (database management) RESOURCES NEEDED Operating Program Capital Improvement Plan Hours 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Installation Services 1,000 $20,000 $20,000 Equipment/Software 1,000 25,000 $ 3,000 $40,000 $16,000 Map/File Conversion 4,000 Admin/Training $7,000 $65,000 TOTALS 6,000 $7,000 $65,000 $45,000 $23,000 $40,000 $16,000 FINANCING SOURCES General Fund $7,000 $65,000 $45,000 $23,000 $40,000 $16,000 TOTALS $7,000 $65,000. $45,000 $23,000 $40,000 $16,000 OUTCOME -FINAL WORK PRODUCT An effective GIS program will significantly improve information about the City's natural resources and infrastructure, leading to better policy decisions about the City's future by advisory bodies and the Council; and more cost-effective operational decisions in planning and maintaining City facilities. 3 -7/ COUNCIL GOALS: 1995-97 FINANCIAL PLAN HIGUERA STREET WIDENING OBJECTIVES Widen the west side of Higuera Street from Marsh Street to High Street in order to: ■ improve auto traffic circulation and safety ■ increase safety for bicycle and pedestrian traffic DISCUSSION Background. Higuera Street between Marsh and High has two auto traffic lanes, a center left-turn lane, and two bicycle lanes. The General Plan Circulation Element calls for four auto traffic lanes, a center left-tum lane, and two bicycle lanes. The proposed widening would require an additional 20 feet of right of way from the frontages of three properties. Potential Complications. The Circulation Element recommends consideration of a widening only after 1) other traffic management strategies have been implemented or found unfeasible 2) traffic reaches level of service "E" and 3) evaluations have concluded that improvements to traffic flow and safety outweigh environmental costs. None of these conditions has been met for this stretch of Higuera Street. This project would be expensive, and transportation impacts fees would not cover any project costs. Existing buildings on the west side of Higuera Street are old, and some are fairly dilapidated. Widening this section of street may be possible.through conditions-placed on new development. ACTION STEPS ■ Adopt a financing strategy for this project 9/95 ■ Acquire the fust section of right of way 9/95 ■ Begin negotiations to acquire right of way from a second parcel 9/95 ■ Acquire the second section of right of way 3/96 ■ Begin negotiations to acquire right of way from a third parcel 4/96 ■ Acquire the third section of right of way 10/96 ■ Complete plans and specifications 12/96 ■ Advertise for construction bids 5/97 ■ Start construction 9/97 RESPONSIBLE DEPARTMENT/PROGRAM Public Works Department/Public Works Administration and Engineering Programs Higuera Street Widening (continued) RESOURCES NEEDED Operating Program Capital Improvement Plan Hours 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Study (appraisals) 20 $ 10,000 Property Acquisition 100 2,400,000 $1,200,000 Design 120 Construction $360,000 Construction Mgmt. 100 TOTALS 340 $2,410,000 $1,200,000 $360,000 FINANCING SOURCES Operating Program Capital Improvement Plan 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 General Fund $2,410,000 $1,200,000 $360,000 TOTALS $2,410,000 $1,200,000 $360,000 Ell The downtown concept plan shows much of the property on the west side of Higuera Street as developed open space. It would be appropriate to pay for some of the property acquisition through the open space project budget. OUTCOME -FINAL WORK PRODUCT This project will provide a "missing link" in the City's circulation system, and provide an improved and safer connection with the area both to the north and south. It will improve safety for the motorist, bicyclist and pedestrian, and also provide some "clean-up" opportunities for this section of Higuera. 3-�3 COUNCIL GOALS: 1995-97 FINANCIAL PLAN MISSION PLAZA-STYLE SIDEWALKS OBJECTIVE Beautify the downtown by replacing gray concrete sidewalks with Mission Plaza-style sidewalks DISCUSSION Background. Mission Plaza-style sidewalks have adobe-colored concrete with a rock salt finish and a red clay tile border. When downtown property owners construct new buildings or remodel existing buildings, they must replace defective sidewalks with Mission Plaza-style sidewalks. In 1980 the city began reimbursing these property owners the additional cost required to install Mission Plaza-style sidewalks instead of standard gray concrete sidewalks. Annual appropriations to cover these reimbursements ranged from$10,000 to $50,000, buf financial cutbacks in 1993 eliminated these appropriations altogether. The requirement to upgrade defective sidewalks remains, but there are no reimbursements available. Also, the city has periodically installed large sections of Mission Plaza-style sidewalk as downtown beautification projects. The proposed project would continue those installations. Potential Complications. In some areas of the downtown, existing sidewalks lie atop basements, storm drains, and underground utilities. Also, there are many mature street trees in the sidewalk area. Because of these features, sidewalk reconstruction is complicated and time-consuming. It is probably not feasible to install Mission Plaza-style sidewalks on more than one side of one block each year. Eventual development and redevelopment of downtown parcels may hasten sidewalk replacement required as a condition of development. Also, sidewalks in many area may be replaced as part of downtown concept plan implementation. Assuming that the city and private developers would each install Mission Plaza-style sidewalk on the equivalent of one side of one block each year, the downtown area would be completed in 30 to 40 years. Depending solely on private development would extend this period to 60 to 80 years. ACTION STEPS ■ With the Downtown Business Improvement Association prepare a project phasing plan for annual city installations of Mission Plaza-style sidewalk 10/95 ■ Complete plans and specifications for installation on one side of one block 6/96 ■ Advertise for construction bids 7/96 ■ Start construction 10/96 ■ Complete plans and specifications for installation on one side of one block 6/97 ■ Advertise for construction bids 7/97 ■ Start construction 10/97 RESPONSIBLE DEPARTMENT/PROGRAM Public Works Department/Engmeering Program r 3-7� Mission Plaza-Style Sidewalks (cortunued) RESOURCES NEEDED Operating Program Capital Improvement Plan Hours 1995/96 1996/97 1995/96 1996/97 1997/98 1998/99 Design 200 Construction $160,000 $160,000 $160,000 $160,000 Construction Mgmt. 100 TOTALS 1 300 1 $160,000 $160,000 $160,000 1 $160,000 Hours listed are ongoing annual hours FINANCING SOURCES General Fund $160,000 $160,000 $160,000 $160,000 TOTALS $160,000 $160,000 $160,000 $160,000 OUTCOME -FINAL WORK PRODUCT The downtown will be better unified by the installation of mission-style sidewalks with the delineated boundaries of the downtown. 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'tt /{7� jra ssi A s1a� 2 =5--- = e ' / .: sl _rf lec .. c�a lops. a � c,X'z;os ad brP7,._ .-. 7P MF _AGENDA DAIS NCIL ❑ CDID EM c I ° �C0 SIN❑ F PWTO: Members of the San Luis Obispo City Council �LERKKING ❑ PO❑ MW TEAAM ❑ RECApril 3, 1995 ❑F FIS t3 UTI❑ PER On Monday, March 27, 1995 at the gracious invitation of John Dunn, we collectively had the opportunity to sit down and discuss the city council objective "provide for future development of a third parking garage to serve the downtown." From your work session on January 20th and your subsequent sessions, this goal rated 17 points placing it in the second level priority range. Based upon our recent conversation and linked to two recent BIA Member Surveys we are seeking a change in the priority of this goal as well as offering suggestions to expedite this effort . In December of 1994 the Parking Committee conducted a written survey of all it's members on a variety of issues including a specific question related to placement and one related to need for a third parking structure, of 523 surveys sent we experienced an 18.70% return rate. Need was a consensus "yes" .. placement was ranked by preference to be: Marsh behind Wells Fargo Bank, Expansion of the Marsh Street structure, Palm between Morro and Chorro and Nipomo between Higuera and Monterey. Prior to Lynn Block's move to First Bank, she did personal interviews with 20% of the entire BIA membership, 65% of them identified Parking as their number one priority need.. 44% said "more parking" is the need. Subsequently, the BIA Parking Committee in it's Minutes of January 27, 1995 Minutes recommended the following: "we need another parking structure .. and we need it soon. We recommend moving forward, recognizing it must be economically feasible and there are many components to this effort but even if we were to decide to say yes today we are 3 to 5 years away from a structure, however it is time to recommend a yes." This was affirmed by our Board on February 21, 1995. We give you all this background information because we left the meeting with John Dunn and Mike McCluskey seeing a very positive potential to move this effort ahead and shorten an anticipated 3-5 year timeframe. John communicated to us there existed substantial financial capability to acquire land and construct a third structure, he also outlined for us the potential parameters of a comprehensive parking study to be completed along with potential timeframe. These last two items are the ones we would like to discuss..we do believe a study is in order however we do not believe it is necessary to spend in the $45,000 range for a consultant to complete such a study, rather we believe the most recent study.can be updated for considerably less, thus we would then have resources for use in expediting the successful completion of this structure. We are of the opinion the public would generally agree with us, consultant studies and re-studies have reached a point of economic redundancy with our community. � 1201;IVE ® APR 4 1995 CITY CLERK P.O.Bar 1402•San LairObirpo•C4.93406.805/541-0286 SAN LUIS OBISPO,CA Page 2 Secondly, the time frame (and we acknowledge these are approximates) take us into 1997 before we acquire the property, we feel this is entirely too long .. we could then be year 2000 before a structure is up for use. It is then our recommendation that we study, while at the same time seeking sites which correspond to need and location as rank ordered. We are respectfully requesting you increase the priority of this goal, financially we are capable, a study can be expedited, resources can be maximized for success. Thank you in advance for your timely consideration. Sincerely, 4� Peter Terhune Pam Copeland President '95-'96 President '94-'95 Mike Spangler Chair, Parking Committee '95-'96 signed by KVM #—/—f(!p _ <l�4TAf� VM�TK) April 6, 1995 Work Plan Modification Page 3 -42 (phrases deleted) . . . . We need to recognize this cost and . . . the offsetting benefits. . . . It . . . makes sense to develop some way of automating this function to make it part of the normal day- to-day operations. Under Action Steps -third one(phrases deleted) Adopt policy that in acquiring any new application or making significant modification to existing ones, we will. . . . . make any electronic data created by this system easily available to the public and incorporate this feature directly into the system . . . considering: the likely depth of interest in the information ; cost of developing, installing and maintaining the system; and security and confidentiality concerns with a strong bias for making this information available in an on-lime, electronic format. . . .