HomeMy WebLinkAbout06/13/1995, 1 - CONTINUED REVIEW OF THE PRELIMINARY FINANCIAL PLAN Volunteer Tree Planting (continued) -
Public Art Policy
Public art would be difficult to meaningful integrate into a voluntary tree planting program. Accordingly; there should
be a one percent in-lieu contribution to the public art account in the amount of $200 annually.
Alternatives
■ Defer or deny the project. The project goal'of planting 2000 trees by the year 2000 would not be met.
■ Change the scope of the project. The project goal of planting 2000 trees by the year 2000 would not be met.
Project Effect on the Operating Budget
Adequate funds to maintain and water the trees after planting have been requested in the Preliminary Financial Plan (see
significant operating program change request for the trees program).
06-06-1995 03:44PM COUNCILWOMAN WILLIAMS
MEETIN GENDA �ourlclL ❑ CDD DIR
DATE ITEM #= dcno ❑ FIN DIR
iB ACAO ❑ FIRE CHIEF
M E M O R A N D U M 1�ATTORNEY ❑ PW DIR
tPLERWORIra ❑ POLICE CHF
TO: Council Colleagues MGMTTEAM ❑ RECDIR
DSC FILE ❑ UTIL DIR
FROM: Dodie Williams j Lif CI
DIR
DATE : June 6 , 1995
SUBJECT : Natural Resources/Economic Development Positions
The proposed new positions of Economic Development Manager and
Natural Resources Manager could be essential , if the City of San
Luis Obispo had sufficient funding and land available to warrant
them on a long term basis . I propose that if these positions are
approved, .the actual hiring be deferred until some assurance can be
made that the fees ( or other funding) required to substantiate them
will be forthcoming.
Further, these positions should be approved contingent on the
Council ' s willingness to begin a renewed effort to pursue
annexation of the Airport Area: If the Council proactively and
creatively moved toward a new dialogue With the Airport Area owners
this could be accomplished. Ultimately, annexation of the Airport
Area will be needed to fully utilize both of these positions.
Currently , we have an inventory of land that could accommodate
between 600-700 , 000 square feet of industrial uses at buildout (at
3OI coverage ) . Depending on absorption, this could be anywhere
from a 5-7 year supply of land. We also know that it will take
from 4-5 years to complete an annexation. With this in mind, and
in view of the current economic climate , hiring the two positions
on a 3-4 year contractual basis, rather than as PTEs with benefits
might be a more reasonable approach .
( Boulder, Colorado is often held up as a prime example of how open
space can and should be preserved. What isn ' t often said, however ,
is that Boulder also has an inventory of 125 acres of commercial
land and 750 acres of industrial land in the city , as well as 870
acres of industrial land in its seven square mile service area. It
is this two-pronged approach , i . e. , open space and industrial/
commercial zoned land that has made the City of Boulder so
successful . )
The Airport Area has some 1700 acres of, available land ( 400* in the
Margarita area and nearly 1300 in the CSA district ) . The County is
willing for the City to annex, and with annexation we could provide
the buffer we .are seeking on the city's urban edge .
In closing , the City of SLO should plan for and control what
happens in the Airport Area. The futur.e of this important area
should not be left up to any other agency . Annexation will allow
us to achieve our objectives in both open space and economic
development .
ME", "IG ,AGENDA
MEMORANDUM DATE l" 1ITEM #
June 13, 1995
�OLINCIL ❑ CDD DIR
TO: City Council AO 0 FIN
6CAO ❑ FIRE CHIEF
FROM: John Dunn, City Administrative Officer ATTOP.NEY ❑ PWD
' .r��LERWORIC ❑ POLICE CHF
Prepared By: Bill Statler, Director of Finance PM TEAM ❑ REC DIR
" ❑ C R D FILE ❑ LITIL DIR
SUBJECT: REQUEST FOR USER FEE REVENUE OPTIO�l9 ❑ PEAS DIR
FROM COUNCIL MEMBER SMITH
Council Member Smith requested an evaluation of the impact on projected revenues if user
fee goals for planning fees were modified as follows:
Scenario A
• 30% cost recovery for ARC sign review.
• 35% cost recovery for all other planning fees except those conceptually agreed upon to be
TW by the Council at their June 6 meeting.
Scenario B
• 25% cost recovery for ARC sign review.
• 30% cost recovery for all other planning fees except those conceptually agreed upon to be
TW by the Council at their June 6 meeting.
Provided in Exhibits A and B are the results of this "what if' analysis. As reflected in these
summaries, overall cost recovery on an annual basis is reduced by about$21,100 from the results
of the Council's review on June 6 under Scenario A, and by about$41,300 under Scenario B.
Over the next two years, this would result in an increase of about$38,000 in the current
revenue/expenditure gap of$432,400 for 1995-97 under Scenario A and about$74,000 under
Scenario B.
General Rule of Thumb
In general, every 5% change in overall cost recovery for planning fees from the 40% goal
tentatively approved by the Council on June 6 results in an annual gain or loss of about$21,000
(assuming those fees set at 0% cost recovery remain at that level and the reimbursements from
the the water and parking funds remain at 100%). To determine the impact over the next two
years, the annual cost should be increased by a factor of 1.8 to reflect less than a full year of
implementation in 1995-96.
If you have any questions concerning the attached schedules, please do not hesitate to contact
us.
ATTACHMENTS
A. Scenario A
B. Scenario B
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Mf ,-Idl AGENDA JJ'
CIP SUMMARY 95.97 DA1�E �/3- -AGENDA
#�
fRDr�: H. S eft-lam,
Page 6
RECOMMENDED CUTS TO "SIGNIFICANT OPERATING PROGRAM CHANGES"
IN APPENDIX A
1995-1997 Financial Plan Mayor Settle Recommendations
(CHANGES DO NOT REFLECT STAFFING OR UTILTIES)
SPENDING REDUCTION.
ITEM: APPENDIX A Page Number
1. CONSERVATION/ENERGY ELEMENT UPDATE 73,900 PP. 58-59
2.1989 FINANCIAL MANAGEMENT 10YR PLAN UPDATE 45,000 PP. 88-89
3. REPLACE EXISTING PEN PLOTTER FOR INKJET 9,000 PP.106-07
4.TEAM BUILDING CONTRACT:FIRE DEPT. I 5,000 PP. 14-15
TOTAL SAVINGS: 132,900
5. Previous council cut: downtown parking analysis study 45,000
(SAVINGS COULD BE USED TO REDUCE FEE SUGGESTED FEE INCREASES)OR
OTHER SUGGESTED BUDGET MODIFICATIONS:
I. POSTPONE MAP CONSOLIDATION (ZONING, FIRE) AT A COST SAVING OF $80,000
2. POSTPONE TRANSIT CENTER COSTING OVER 2 MILLION UNTIL GRANT FUNDED
3.POSTPONE SEWER LATERAL IMPROVEMENT TO THE NEXT TWO YEAR BUDGET
4. SIGNALIZE INTERSECTION OF GRAND AVENUE AND SLACK STREET ENTRANCE
TO CAL POLY UNIVERSITY PRIOR TO OPENING OF THE PERFORMING ARTS CENTER
S. MODIFY CENTRALLY LOCATED DOWNTOWN PARKING METERS TO ACCEPT DIMES
6. SIGNALIZE INTERSECTION OF LOS OSOS VALLEY ROAD AND OCEANAIRE
OTHER GENERAL BUDGET CONSIDERATIONS:
1. HOLO TO NEXT TWO YEAR BUDGET ANY STREET LIGHTING SYSTEM ACQUISITION
2.SUPPORT SALE OF OLD FIRE STATION NO. ONE BUILDING AND LAND
3. SUPPORT SALE OR CITY ASSISTANCE IN MOVING OLD RECREATION BUILDING _
4. EXPLORE FEASIBILITY WITH S.P. FOR SURFACE ROAD CONNNECTION -
BETWEEN ROUNDHOUSE/EMILY AND BISHOP STREETS FOR FIRE RESPONSE
5. GREATER EFFORT TO SEEK STATE COMPENSATION FOR UNFUNDED STATE MANDATES
EXAMPLE: FINGERPRINTING IN P.&R. DEPT. &WORK COMP. PREMIUMS
6. GREATER MANAGEMENT REVIEW OF STAFF OVERTIME COSTS -
EXAMPLE: USE OF APPRENTICESHIPS IN FIRE DEPARTMENT
7. EXPLORE COST OF TUITION REIMBURSEMENT PROGRAM FOR EMPLOYEES
8. CAUTION ON THE NUMBER OF HALF TIME TEMP. POSITIONS BEING ADDED(Eg-D61-4)
9. HAVE P.A.C. RECEIVE ADVANCED BOOKING FUNDS AS SOON AS OPENING DATE IS SET
10.DEFER IMPLEMENTATION OF PROJECTS INCLUDED IN THE"FACILITIES
COMPONENTS"OF THE GENERAL PLAN AND EXTEND OVER A LONGER TIME PERIOD
RECEIVED C: COUnCIL
.JUN 13 ft De PT Headc,
Page 6 CIT/ CLERK, F/L.4!�
CITY COUNCIL
RAN I I 11 MRican r•`
M � NG AGENDA
MEMORANDUM DAI-'ITEM #
June 12, 1995
TO: City Council
FROM: John Dunn, City Administrative O�
Prepared By: Bill Statler; Director of Finance
SUBJECT: REQUEST FOR USER FEE REVENUE OPTIONS
FROM COUNCIL MEMBER WILLIAMS
Council Member Williams requested an evaluation of the impact on projected revenues if user
fee goals for planning fees were modified as follows:.
• 20% cost recovery for ARC sign review..
• 25% cost recovery for all other planning fees except those conceptually agreed upon to be
"0%" by the Council at their June 6 meeting.
Attached_ are the results of this "what if' analysis. As reflected in this summary, overall cost
recovery on an annual basis is reduced by about$62,000 from the results of the Council's review
on June 6.
Over the next two years, this would result in an.increase of about.$112,000 in the current
revenue/expenditure gap of$432,400 for 1995-97.
If you have any questions concerning the atytached summary, please do not hesitate to contact
US.
T
COUNCIL ❑ CDD DIR
AO ❑ FIN DIR
ACAO ❑ FIRE CHIEF
p [�TrORNEY ❑ PW DIR
l� � 'ERWORIG ❑ POLICE CHF
GMf TEAM ❑ REG DIR
JUN Z 1995 ❑R I FILE ❑ UTILDIR
❑_ PERS DIA
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DA16- _ ITEM #
�illllllllIIIIIIIII�IIIIIIIIIIIIIII�IIUIIIII II of san tuts oBispocity
990 Palm Street/Post Office Box 8100 • San Luis Obispo, CA 93403-8100
IK ta®�
UNCIL ❑ CDD DIR.-
TO: COUNCIL COLLEAGUES ❑ FINDIR
❑ FIRE CHIEF
,"/ATTORNEN O PW DIA
PLEAKrORIG ❑ POLICE CHF
FROM: ALLEN SETTLE MGMTTEAM ❑ REC DIA
❑ �DFILE ❑ UTIL DIR
❑ PERS DIR .
DATE: JUNE 11, 1995
THESE BUDGET PAGES REFLECT A BALANCED BUDGET BY SELECTED
REDUCTIONS IN CIP SPENDING AND ADJUSTMENTS IN FEES. THESE
CHANGES INCLUDE A BALANCED BUDGET WHILE ADDING THE TWO
NEW POSITIONS OF ECONOMIC DEVELOPMENT AND NATURAL
RESOURCE MANAGERS. I HAVE ASKED THE STAFF TO GIVE YOU
COPIES OF THE DRAFT JOB DESCRIPTIONS AND I HAVE INCLUDED
ONE FROM THE CITY OF HUNTINGTON BEACH. I SUGGEST THE
ASSISTANT TO THE CAO INCLUDE SUPPORT FOR THESE TWO NEW
POSITIONS AND ASSIST THE ACAO IN HIS CONTINUED WORK IN
THESE FIELDS.
THE BUDGET IS BALANCED BY A REDUCTION IN CIP EXPENDITURES
AND CUTS IN PLANNING (10%) AND NO INCREASES IN PARK AND
RECREATION FEES. MAJORITY COUNCIL ACTION INCREASES PARK
AND RECREATON FEES OVER TWICE THAT OF PLANNING FEES AND
PARKS AND RECREATION IS THE LARGEST SOURCE OF CURRENT FEE
REVENUES (P & R: $900,000 VS. NEXT HIGHEST CATEGORY OF
BUILDING AND SAFETY AT $547,700). MY SUGGESTIONS ARE MADE
TO PROMOTE GREATER EQUITY AMONG FEE SOURCES. SEE PAGE 2
FOR FURTHER CLARIFICATION. I HAVE FURTHER ASKED THAT ARC
SIGN PERMITS REFLECT MY ORIGINAL ADJUSTMENT OF $160 TO
$192 RATHER THAN $160 TO $754.
1 WOULD APPRECIATE ANY COMMENTS AND SUGGESTED CHANGES
PRIOR TO OUR NEXT BUDGET MEETING JUNE 13.
The City of San Luis Obispo is committed to include the disabled in all of its services, programs and activities.
Telecommunications Device for the Deaf(805) 781-7410.
CIP SUMMARY 95-97
CIP SUMMARY BY FUNDING SOURCE-PRIORITIES:1995.1997 Bal. Budget Page 1
Staff Recommendation Mayor Settle Recommendation
GENERAL FUND 1995-96 1996-97 1995-96 1996-97
TIER 1 Changes in bold print or empt boxes
Headquarters fire station" 455,000 455,000
Jack House Renovations 20,000 20,000 20,000 20,000
Historical Museum 10,000 10,000
*Underground Utilities 15,000 15,000
TIER 1 ITier 1 total 485,000 35,000 485,000 35,000
*Information Technology Plan-Windows 38,000 38,000
*Information Technology Plan-Finance 35,600 72,900 35,600 72,900
*Information Technology Plan-Public Safety 89,800 320,500 89,800 320,500
Portable Gymnasium 1 60,000 45,000
Street Reconstruction/Resurface*** 665,000 620,000 600,000 600,000
*Santa Rosa St.Bridge Replacment 89,000
Youth Athletic Field Improvements 100,000 100,000 75,000 75,000
Neighborhood Park Improvements 100,000 100,000 75,000 75,000
Information Technology Plan-GIS 26,000 3,800 26,000 3,800
Storm Drain-Meadow St. 35,000 35,000
Traffic Calming 20,000 20,000 20,000 20,000
Neighborhood Traffic Management: 1996-97 130,000 110,000
*Montalban Overcorssing 120,000
Tier 3 1 1 Tier 2 total 1 ,189,400 1 ,456,200 1 ,039,400 1 ,277,200
Neighborhood Traffic Management:1995-96 130,000 110,000
Corporation Yard Improvements 105,000 105,000
Paint Main Police Building 16,000 17,500
Mission Plaza Expansion" 155,000 300,000 155,000 300,000
*Jennifer Street Bridge" 182,000 182,000
Flood Protection Improvements 65,000 100,000 50,000
Orcutt Road Widening 1 70,000 70,000
Station #2 Storage Building Remodel 15,500
City Hall Seismic & HVAC (Heat/Air) 900,000 350,000 48,400'
*Information Technology Plan--Records 30,000 22,000 30,000 22,000
*Information Technology Plan--Public Access 21 ,800 21 ,800
Public Art in-lieu Contributions 18,400 11 ,200
Tier3total 1 ,526,700 632,700 841 ,800 505,600
TOTALS FOR TIER 1,2, AND 3: $3,201,100 2,123,900 2,366,200 1 ,817,800
Funding Summary -284,900 -306,100
Pay-as-you-go 2,146,100 1 ,823,900
Debt Financing 1,055,000 300,000 -284,900
FUNDING SUMMARY TOTAL 3,201,100 2,123,900 -306,100
*Project funded Iby more than one source I I CIP cut of: $591 ,000
"Supplements funding for an existing project 610,000 482,000 Budget short $591 ,000
***Reflects"catch-up"funding for 95-97 at 50% of pavement management plan levels Bal = 0
Page 1
CIP SUMMARY 95-97
Page 2
BALANCED BUDGET ADJUSTMENTS 1995-1997
MAYOR SETTLE RECOMMENDATIONS
CUT IN CIP
1995-96 284,900
1996-97 306,100
TOTAL 591 ,000
BUDGET SHORTAGE OVER 2 YEARS
1995-96 170,000
1996-97 228,000
TOTAL 398,000
10% CUT IN COUNCIL APPROVED PLANNING FEES' 9,200
NO INCREASES IN PARKS AND RECREATION FEES" 183,900
TOTAL SAVINGS IN PLANNING & PARK/REC. FEES 193,100
BUTGET SHORTAGE OVER TWO YEARS 1 398,000
BUDGET SHORTAGE IN PLANNING/PARK/REC FEES 193,100
TOTAL SHORTAGE 591,100
TOTAL CUTS IN CIP TO MAKE UP SHORTAGE 591,100
BAL.BUDG 0
BUTGET IS BALANCED BY REDUCTION IN CIP EXPENDITURES
TO MAKE UP FOR A 10% CUT IN PLANNING FEES AND
NO INCREASES IN PARK AND RECREATION FEES
AS PART OF100/o REDUCTION IN PLANNING FEES, THE ARC SIGN
PERMITS TO CHANGE FROM $160 TO $192 VERSUS $160 TO $754.
THIS REFLECTS A MORE REASONABLE 200/o INCREASE OVER A TWO
YEAR PERIOD
NO INCREASES IN PARK AND RECREATION FEES ARE
RECOMMENDED IN PART BECAUSE OF THE FOLLOWING REASONS:
USERS LEAST ABLE TO PAY AND GENERALLY NOT PROFIT MAKING
ACTIVITIES OR ORGANIZATIONS. ALSO
PARKS AND RECREATION FEES GO FROM 714,900 TO 898,800
UP 183,900 COMPARED TO PLANNING FEES INCREASED FROM
84,000 TO 176,500 UP 92,500.
Page 2
CIP SUMMARY 95-97
SUMMARY OF CIP SUMMARY SPENDING CUTS OVER TWO YEAR PERIOD Page 3
Staff Recommendation Mayor Settle Recommendations
1995-96 1996-97 1995-96 1996-97 CIP CHANGES
Changes in bold print or empty boxes Cuts yr. 1 Cuts yr. 2
455,000 455,000
20,000 20,000 20,000 20,000
10,000 10,000
15,000 15,000
485,000 35,000 485,000 35,000
38,000 38,000
35,600 72,900 35,600 72,900
89,800 320,500 89,800 320,500
60,000 45,000 15,000
665,000 620,000 600,000 600,000 65,000 20,000
89,000 0 89,000
100,000 100,000 75,000 75,000 25,000 25,000
100,000 100,000 75,000 75,000 25,000 25,000
26,000 3,800 26,000 3,800 0 0
35,000 35,000 0 0
20,000 20,000 20,000 20,000 0 0
130,000 110,000 0 20,000
20,000 20,000 0
1 ,189,400 1 ,456,200 1,039,400 1 ,277,200 0 0
130,0001 110,000 20,000 0
105,000 105,000 0 0
16,000 17,500 16,000 17,500
155,000 300,000 155,000 300,000 0 0
182,000 182,000 0 0
65,000 100,000 50,000 65,000 50,000
70,000 70,000 0 0
15,500 1 5,500 0
900,000 350,000 48,400' 0 48,400
30,000 22,000 30,000 22,000 0 0
21 ,800 21 ,800 0 0
18,400 11 ,200 18,400 11 ,200
1 ,526,700 632,700 841 ,800 505,600 0 0
3 Tier Totals 2,366,200 1 ,817,800 0 0
Spending Reductions -284,900 -306,100 284,900 306,100
Needed Revenues Reduction in Fees Total CIP cuts Bal. Budget
Total 2yrShort 398,000 Planning 9,200 1995-96 284,900
Loss in Fee Cu193,000 Parks /Rec. 183,900 1996-97 306,100
Total Shortage 591,000 Total: 193,100 591,000 0
Page 3
SLO StaffPositions
GENERAL FUND REGULAR STAFFING SUMMARY 1995-97 Page 4
MAYOR SETTLE RECOMMENDATIONS
POSITIONS F.T.E.'S ANNUAL GENERAL FUND NET GENERAJ MAYOR
PROPOSE COST# OFFSET FUND COST RECOM,FTE
DOWNTOWN PATROL OFFICER 1 58,700 -25,000 33,700 1
SCHOOL RESOURCE OFFICER 1 58,700 -41,900 16,800 1
FIREFIGHTERS 3 170,500 -170,500 0 2
COM.DEV.CLERICALSUPPORT* 0.2 7,800 -800 7000 0.2
NATURAL RES. MGT+CLR.SUP 1 .4 85,400 0 85,400 1 .4
ECON. DEV.MGT+CLR.SUP 1 .4 85,400 0 85,400 1 .4
PERSONNEL ADM. CLR. SUP** 0.2 7,100 -1 ,800 5,300 0.2
COMPUTER SYSTEMS TECH*** 1 47,300 -11 ,800 35,500 1
BUILDING MAIN. TECH." 0.5 22,800 -22,800 0 0.5
MECHANIC'**** 0.5 20,400 -20,400 0 0.5
GENERAL FUND TOTAL 10.21 564,100 -295,000 269,100 9.2
##One firefighter ##-56,833 ##-56,833 8.2
Optional replacement of assistant to CAO
position and replacement with new
Econ. and Nat. Res. Mgt. positions -58,000 -58,000 7.2
NEW GENERAL FUND TOTAL 506,100 -295,000 211,100
ECONOMIC DEV. AND NATURAL RES.MANAGER COMPENSATION 1995-96 1996-97
(57,300 salary and 14,300 benefits=71,600) OCT. 1 STA $53,700 71,600
Secretary for Econ./Nat. Res.: $27,600+6,900 benefits=34,500
34,500 x.40 ED share of position = 10,360 13,800
Total: 64,050 85,400
STAFF CREDIT APPROXIMATELY.5 FOR ASST. CAO BUT%OF JOB STILL SUPERVISION OF ECON/EN
#GENERALLY BASED ON 1995-1996 COSTS OF A FULL-YEAR BASIS
*FOR NEIGHBORHOOD ENHANCEMENT PROGRAM
**70% TO PERSONNEL and 30% TO ADMINISTRATION
ABOUT 25%COST REIMBURSED BY ENTERPRISE FUND
ALL COST REIMBURSED BY PARKING FUND
***"ALL COST OFFSET BY REDUCTION IN CONTRACT SERVICES AND TEMPORARY STAFFING
Assist. to CAO should include job description adding adm. support for Econ and Nat. Res. Mgt's
## TO COMPENSATE FOR FIRE DEPARTMENT OVERTIME INITIATE APPRENTICESHIP PROGRAM
Reduction not shown as funding expected to be used to pay overtime
###Total compensation includes 29% approximately above salary
Page 4'
JUN-09-1995 12:00 P.02
CITY OF HUNMGTON BFACH SALARY RANGE $4905 - $6077/month
CLASS SPECIFICATION cS
TITLE: PROJECT MANAGER /
DATE: APRIL, 1991
DUTIES SUMMARY: Under general direction,.coordinates, supervises and implements major
assigned projects within the areas of redevelopment;'housing and economic development for
the City of Huntington Beach.
EXAMPLES OF DUTIES: Responsible for establishing-objectives, priorities and schedules to
achieve maximum efficiency in completing::.assigned projects; establishes and maintains
communication with groups, organizations and:individuals:within an assigned:project area to
secure maximum citizen participation :into .the planning and execution of development
activities; coordinates efforts of applicable city.departments-involved in the planning and
implementation of a development project; coordinates, monitors.and evaluates all project
activities for one or more project areas; prepares agendas, memoranda and reports for the
City Council/Agency; makes presentations to City' Council/Agency; revises budget and
staffing requirements for all activities within assigned .project; supervises assigned
professional and technical staff; monitors, evaluates.and recommends revisions as required;
responsible for complex negotiations between developer::.and the Redevelopment Agency
leading to an OPA/DDA; prepares appropriate documents; may act for the Deputy�City
Administrator/Director of Economic Development upon request. Performs other related
duties as required.
KNOWLEDGE SKILLS. ABILITIES A PERSONAL ATTRIBUTES: Knowledge of the
principles, procedures and processes involved in itnplementin " ...R.elopment, housing and/or
economic development projects; knowledge.of.principles.,and.practices of government land
use planning; knowledge of the principles..and practices of organization, municipal
administration, budget and principles of redvelopment tax'increment financing; knowledge
of various financing programs available for multi' and single-family housing programs and
economic development programs;- ability to design and implement approved redevelopment,
housing and economic development projects; ability.to supervise, train and evaluate assigned
staff; communicate clearly, concisely-and Persuasively both orally and in writing; ability to
establish and maintain effective working relationships with a wide variety of people within
the city system, with outside agencies and with the public; prepare reports and
correspondence.
MD11MUM QUALIFICATIONS: Any combination of education, experience and training
including a bachelor's degree in public administration, planning, business administration or a
related field and four (4) years of progressively responsible experience in the field or a
strongly related field. An advanced degree in a related field is preferred. Additional
experience offering specific and substantial preparation for the duties of the position may be
substituted for the required education on a year to year basis. Must possess a valid
California driver's license.
2038X
CIP SUMMARY 95-97
USER FEE POLICY REVIEW
CURRENT DMG PROPOSED COUNCIL REV. TOTALS
REVENUES STUDY BY STAFF RESULTS
1.13LANNING 84,000 315,900 303,900 92,500 167,300
2.BUILDING AND SAFETY 448,400 99,300 99,300 999300 577,700
3.ENGINEERING 63,900 95,400 88,100 88,100 152,000
4.FIRE 130,000 504,300 201,800 201,800 331 ,800
5.POLICE 80,400 92,900 45,800 45,800 126,200
6.PARKS AND RECREATION 714,900 224,900 191,600 183,900 898,800
7.TREES 7,600 11,700 1 ,300 0 7,600
TOTAL 1,529,200 1 ,344,400 931,800 711 ,700 2,261,400
ORDER OF REVENUE FROM FEES BY DEPARTMENT
1. PARKS AND RECREATION 898,800
2. BUILDING AND SAFETY 577,700
3. FIRE 331 ,800
4. PLANNING 167,300
5.ENGINEERING 152,000
6. POLICE 126,200
7.TREES 7,600:
2,261 ,400
Page 5
MEE,.A AGENDA
DATE -"-/ -0-5 ITEM #_L-
N EMORDANDUM
TO: City Council UNCIL ❑ CDD DIR
�AO WORN DIR
� ono ❑ FIRE CHIEF
FROM: John DZf✓' d AM:MEv ❑ PW DIR
Cd CLERKIORIG c3 POLICE CHF
DATE: June 6, 1995 ❑ MGMT TEAM ❑ REG DIR
O C READ FILE ❑ UTIL DIR
SUBJECT: Assistant CAO and Assistant to the CAO Positions j [e kRSDIR ..
It has been suggested that staffing in the CAO's Office be reduced or eliminated in order
to have more money available for other City Council priorities.
I want the City Council to know that this action would cripple and hamper the operation
of my office.
My office is not a City department. While we have responsibilities for some functions, our
primary responsibility is the overall effective management of the City.
I serve as the Executive Officer of the City, as your agent, to provide oversight and
supervision to the entire City government. My area of responsibility is broad, and my
accountability to you and the citizens is total.
Given the issues and imperatives facing the City, I cannot effectively accomplish the
objectives you have approved for me except with the continuation of the Assistant CAO and
Assistant to the CAO positions. Consider these facts: We have a:
- $30 million operating budget
- Multi-million dollar capital budget
- Over $160 million is total assets
- Dozens of goals and hundreds of objectives to achieve
- Complex management systems:
-Budget
-Labor Relations
-Policies/Procedures
-Information Systems
- I have five bosses: the City Council members, and you.expect me-to manage all of
these things effectively. I currently have a span of control of ten.
- For 1995-97, you are considering adding two major programs to -my office:
Economic.Development and Natural Resources. This will take a considerable effort,
providing guidance and direction.
During the meeting, I will detail the particular areas of responsibility of the two positions
but, first, I would like to make some general observations.
First, two years ago,when it became necessary to eliminate positions to balance the budget,
I was the first to volunteer the deletion of the second Administrative Analyst position and
half of a clerical position, for a 25% reduction in the CAO's office, which was the highest
percentage reduction of staff in the whole City. This analyst position was responsible for,
among other things, the City's community relations and the City's responding to proposed
State and Federal legislation, which programs have been assumed by the remaining staff in
my office.
Please understand that my office is now leanly staffed. It is a very minimal staffing to give
the myriad of functions assigned to us. Any further cutbacks would mean that critical and
necessary functions would not be performed, or that certain other functions would have to
be reassigned to departments, who already have a full slate.
It is penny wise and pound foolish to cut the office which has the responsibility for the
oversight of all other functions of the city. Reduced staff will mean that things fall through
the cracks, don't get done, don't get done in a timely way, or get done at a reduced
quality/thoroughness level.
My office doesn't exist as an independent entity. It exists to serve and coordinate the
activities of the whole City government. It exists to advise the City Council, to propose
legislation for your consideration, to fully and completely implement the actions of the City
Council. Reducing the effectiveness of my office means reducing your level of effectiveness,
as we serve as your right arm.
Right now, as you know, we are in the latter stages of recruiting for the Assistant to the
CAO position. We have over 130 applications for the position. Our oral interviews are
scheduled for June 23rd. As for any other position, we are looking for the highest quality
person because this person will start the job with a very full slate of continuing and
accumulated tasks.
What do these two positions do? No listing of their responsibilities can be complete, for
new issues and tasks are constantly arising, and because these positions serve as general
assistants to the CAO and do what must be done, as requested by the CAO.
While I don't want to make any self-serving statements, the simple fact is that the
incumbents in the CAO's office are as dedicated, well-organized, and hard working as any
in our City government. We easily average 10-hour working days during regular times and
serve much longer work days when dealing with more pressing City issues. In short, there
just in not the slack to absorb the loss of a half-time or full-time person.
In conclusion, my office now operates with minimal staffing; any further reductions would
damage the effectiveness of not just my office, but of the City Council and the entire
organization.
MEFTNG AGENDA
ITEM # _-
MEMORANDUM
`J_� CDC:
June 8, 1995 0 SIN SIR
;:^.•ti.^ ❑ RRE CHIE
TO: City CouncilIxprToaNEY ❑ PW DIR
i� df t .cRKI:�RIG ❑ POLICE 0:
FROM: Bill Statler Director of Finance '' h''r'�T T`A E ❑ REC DIR
�!L ❑ UTIL DIR
SUBJECT: RESULTS OF COUNCIL USER FEE POLICY REVIEW... .:, . , .
PER4 DIA
Overview
The following summarizes the results of the Council's review of the City's user fee cost recovery
policy. At this point, this reflects conceptual approval; actual fees and cost recovery policies will
not be formally set by the Council until June 20, 1995.
Increased Revenues
Current DMG Proposed Results of
Exhibit Revenues StydL By Staff Council Review
Planning A 84,000 315,900 303,900 92,500
Building&Safety B 448,400 99,300 99,300 99,300
Engineering C 63,900 95,400 88,100 88,100
Fire D 130,000 504,300 201,800 201,800
Police E 80,400 92,900 45,800 45,800
Parks&Recreation F 714,900 224,900 191,600 183,900
Trees G 1 7,6001 11,7001 1300 0
TOTAL $1,529,200 $1,344,400 $931,8001 $711,400
Provided in Exhibits A through G are the current and resulting cost recovery levels for each
fee activity compared with the original DMG study recommendations.
Based on the proposed implementation date (September 1, 1995) and recreation fee phasing
reflected in the Preliminary Financial Plan, this results in reduced revenue projections of about
$398,000 ($170,000 in 1995-96 and $228,000 in 1996-97).
On an annualized basis, this means the Council needs to reduce capital or operating
expenditures by about$200,000 each year in order to achieve a balanced budget.
Summary of Key Changes
The following are the key changes the Council made from the staff proposal:
• Planning fees are generally set at 40% of total cost vs the staff proposed cost recovery level
of 100% in most cases.
• No fees are reflected for appeals,fence height exceptions, sidewalk sale permits,voluntary
mergers, agreements or bonds.
• Library community room/conference room rental is set at 50% cost recovery.
• No fee increase is reflected for banner installations.
Please do not hesitate to contact me if you have any questions concerning the attached materials.
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3825 South Higuera•Post Office Box 112 •San Luis Obispo, California 93406-0112 • (805) 781-7800
In The Superior Court of The State of California
In and for the County of San Luis Obispo
AFFIDAVIT OF PUBLICATION
dv 83272-1)-6 1`1 aw or
City of SLO ii san suis owspo
dii couNclL
PUBLIC HEARING
1995.97 PRELIMINARY
STATE OF CALIFORNIA, OFINANCIAL PLAN.
On Tuesday, June 13,
ss, 1995, the San Luis Obispo
City Council will hold .a
County of San Luis Obispo public hearing beginning at
7:00 p.m. in the Council)
Chambers of Clty Hall, 990
am a citizen of the United States and a resident of Palm Street, for continued
the County aforesaid; I am over the age of eighteen discussion of the Prelimi-
nary Financial Plan for Fis-
and not interested in the above entitled matter, I am cal Years 1995-97.For more
now, and at all times embraced in the publication information, please call the
Finance Department at 781.
herein mentioned was, the principal clerk of the 7130.
printers and publishers of the SAN LUIS OBISPO
P P The Council may also
discuss other hearings or
COUNTY TELEGRAM-TRIBUNE, a newspaper of business items before or
general circulation, printed and published daily, If after get aln y Done ofythe cra-
g pro-
Sundays excepted, at the City of San Luis Obispo in posed actions in court,you
may be limited to raising
the above named county and state; that notice at only those issues you or
which the annexed clippings is a true printed copy,
someone else raised at the
public hearing lescribed in
was published in the above-named newspaper and this notice, tr In written
not in any supplement thereof - on the following correspondence deto the City touncilivered
I at, or
dates,to-wit:June 3 blic hearing.
.CITY of SAIrvLUIS OBISPO
that said newspaper was duly and regularly Diane R.Gl.dwell,
ascertained and established a newspaper of general City Clerk
circulation by Decree entered in the Superior Court June 3,1995 dv83271
of San Luis Obispo County, Sate of California, on
June 9, 1952, Case #19139 under the provisions of
Chapter 1, Division 7, Title of the Government Code
of the State of Califomia-
I certify (or declare) under the penalty of perjury that
the foregoing is true and correct.
(Signature of Principal Clerk)
Date: June 3, 1995