HomeMy WebLinkAbout06/20/1995, 1D - GENERAL FUND OPERATING PROGRAMS AND CAPITAL IMPROVEMENT PLAN PROJECTS �II�pI��I�Ilu llll�lll�ll
city of San LUIS OBISPQ - M 2o9
-DATE:
rrEM
COUNCIL AGENDA REPORT NUMBER:
FROM: Bill Statler, Director of Finance U za
SUBJECT: GENERAL FUND OPERATING PROGRAMS
AND CAPITAL IMPROVEMENT PLAN PROJECTS
CAO RECOMN ENDATION
Continue review and discussion of General Fund operating programs and capital improvement
plan (CIP) projects as necessary.
DISCUSSION
7
At the June 6 and 1.3 budget hearings on the Preliminary Financial Plan, the Council focussed
their discussion on General Fund operating programs and CIP projects. The results of these
hearings are fully discussed under Agenda Item I(F).
This portion of the Agenda has been set aside for further review and discussion of General
Fund operating programs and CIP projects if desired by the Council.
CIP SUMMARY 95-97
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. CONSERVATIONIENERGY ELEMENT UPDATE 73,900 PP. 58-59
2.1989 FINANCIAL MANAGEMENT 10YR PLAN UPDATE 45,b00 PP. 88-89
3. REPLACE EXISTING PEN PLOTTER FOR INKJET 9,000 PP.106-07
4.TEAM BUILDING CONTRACT:FIRE DEPT. 1 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:
1 1. 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
5. MODIFY CENTRALLY LOCATED DOWNTOWN PARKING METERS TO ACCEPT DIMES
6.SIGNALRE INTERSECTION OF LOS OSOS VALLEY ROAD AND OCEANAIRE
OTHER GENERAL BUDGET CONSIDERATIONS:
1. HOLD 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
MEETING AGENDA
Page 6 DATE ITEM # ��
MEFT"gG AGENDA
DA1 ;,to- ITEM # COUNCIL ❑ coo DIR
$CAO ❑ FIN DIR
E<'ACAO ❑ FIRE CHIEF
MEMORANDUM tTArrowy ❑ PW DIR
POLICE CHF
DATE: June 20, 1995
❑ MQMT TEAM ❑ REG DIA
❑ CPAD FILE ❑P L DIR
TO: City Council ! / R'PERs DIR
FROM: John Dunn
SUBJECT: Re election of Natural Resources and Economic Development
Managers
While the Council's high level of interest in these positions is understandable, I want issue
a strong caution regarding the appointment of a Council subcommittee--- but also offer
some alternatives for an appropriate Council role in the process.
First, the caution:
1. Such a Council subcommittee would be precedent setting. The Council has never
before participated in the selection process for a mid-management level position.
This is because, by charter, the selection of staff is delegated to the CAO, who in
turn usually delegates mid-management selections to the appropriate department
head. In this case, since the positions are in my office, both I and Mr. Hampian
would make the final appointments, but only after the final candidates "survive" a
very thorough and objective screening and interview process, that includes outside
screeners and outside raters.
2. And finally, the issue of "sensitivity" itself needs to be addressed. As.I,have said to
Council members verbally and written in my recent memorandum, the creation of
these positions provides us with a unique opportunity to finally bridge the
differences--- mostly perceived, but strongly felt nevertheless--- between our
environmental interests and our economic interests. This will only happen, however,
if we handle the development, recruitment, selection, and day-to-day management
of these positions in a very careful manner. If we do anything to create the
impression that the process or the positions can be directly influenced politically-- or
by this or that interest group in the community--even if that is not the council's
intent-- then we are setting the stage for greater--rather than reduced future conflict
and competition. The appointment of a council subcommittee to directly participate
in the selection process could send a very counterproductive signal in this regard.
As you know, at the department head level it has been my practice to introduce my tentative
final selection to Council members individually prior to making the final, formal
appointment. These meetings have been more informal "get acquainted" sessions -- instead
of formal interviews--- just to assure a reasonable level of compatibility between council
members and the chosen department head. This is because department heads compose our
JUN 2 Igo;
I
City's executive team and therefore they have a high level of interaction with Council
members.
Now the offers:
As stated, before hiring Department Heads, I have given the Council and the prospective
Department Head a chance to discuss their mutual thoughts and concerns. This has never
been done at the mid-management level. However, if Council members would feel more
comfortable with this opportunity— given the high level of sensitivity involved with these
positions-- then I will be glad to offer a similar opportunity to all Council members when
our tentative selections have been made.
I want the council to know that Ken Hampian and Ann Slate, under my direction, have been
asked to develop a recruitment plan that assures us of finding not only very competent
persons to fill these positions--but persons who can work cooperatively with each other, and
who have appropriate sensitivity toward one another's role. I think you can see the
beginnings of our efforts in this regard in the draft job descriptions that I have provided.
I ask that you trust that we will develop such a process-- that our screening process will take
this into consideration and that our oral board will include members with broad
perspectives. Once our process is developed, I will also be glad to share it with Council
members.
As an overview, the greatest risks of these two positions "not working out"would be because
we politicized them within the community.
In closing, I again want to express my respect for the Council's interest in these positions
and I concur that they are important positions for the City. Ultimately, under the City's
charter, it is my responsibility to assure that we hire the right people and manage them day-
to-day in a way that achieves the City's goals.
Historical Post Script:
In the late nineteenth century, Woodrow Wilson was a professor at Princeton and was
considered one of the nation's foremost political scientists. Like many others, he was greatly
concerned with the excesses of the political spoils and patronage systems, then flourishing
in the Federal, State and City governments (concerning the latter, see Lincoln Steffan The
Shame of Our Cities). He and others were the fathers of the Federal Civil Service System
and many other reforms, one of which was the establishment of the Council-Manager form
of local government, in the years immediately following World War I. Wilson's writings
emphasized the difference between"policy"and"administration"and the need for separation
of the two.
The "reform" thinking of that era of 70 to 125 years ago is now incorporated into our
governmental culture in "merit"personnel systems, the "Model City Charter" of the National
League of Cities, and in our own Charter of the City of San Luis Obispo.
In my opinion, it is necessary to continually remind ourselves of our form of government,
its historical roots, its benefits, and the potentiality for erosion. Our form of government
argues, as stated in our Charter, for the Council to select and appoint the City's top
appointed officials, and for the CAO to be responsible for the implementation of our merit
personnel system. I would argue that is what our forefathers intended when they established
the City's Charter, that the system has served us well, and that all should fight to protect our
established system. Our system is for the Council to set policy, and for the CAO to
implement that policy. This I try to faithfully do.
-� - MEETINU - GENDA
�. i� hi ri DATE - ITEM #
rowJUN 2 0 1995
4"ly 17, 1995
CITY CLcRK COUNCIL ]RECDIR R
To: Council Members CAN ;UIQ nF1:-n rc.
fJ�FAO
pf ACAO IEF
From: Kathy Smith01 9 TTORNEY
orf CLEWJMG CHF
Re: Economic &Natural Resource job descriptions ❑ MGMT TEAM RCC: John DunnPEFRIS �
While my business background sends a clear message that job descriptions are the purview
of management, it is meaningful- in this unique instance-to allow Council some input on =
the development of job descriptions for the Economic Development Manager and the
Natural Resource Manager.
While my comments are few,prefer to share with all:
Natural Resource Manager:
- see no reference to a public commission such as an EQTF and am hopeful
that is an oversight. Believe this area needs public input on a regular basis.
- Concerned about the emphasis re: city &government knowledge. It shows up
under "knowlege of . . . "ability to" . . . and "education & experience". Believe
it is adequate that the individual have experience inside an 'organization" with
some magnitude of diverse operation. In order to have a "pro-active" mindset,
it is likely the individual will have functioned within a non-governmental setting.
- While I do not feel biology needs to be at the top of the list, ideally our recruit
will offer some strong technical biological backgroud . . . perhaps in an early job
before becoming a managerial type.
- Much of the job description I feel is extremely well done. I like the emphasis
on working effectively with others . . . a trait needed by all staff in organizational
settings.
Economic Development Manager:
- While items#1 and#4 of"examples of duties" come close, I feel it is imperative
that the Economic Manager keep current data on the underemployed and their
skills. This is top of the list to me . . . as we try to meet the needs of our present
residents before recruiting industry that will "import"people.
Job Descriptions- Page 2/Smith
- This is a toss-up. The PCC currently reports to the Asst. to the ACAO. Having
been on same, I know there's massive detail effort. Would prefer to see the Asst.
to the ACAO retain that responsibility with the EDM keeping closely abreast.
While tourism is clearly an Economic factor in SLO, a pro-active person needs
to invest maximum effort in drawing new industry with "good"jobs.
Unfortunately, tourism/as well as commercial development does not really offer
a substantial number of top line . . . or even medium line . . .jobs.
( While "business advisory committee" is mentioned. I see this also as a top
priority and feel it should show as a commitment in the job description.
- Once again, I am concerned about the emphasis on components of city and
government that show up in "knowledge.of' and "Education &Experience" areas
of the job description. Being "pro-active" is not a strong emphasis of many
government staffers.
The Interview Process:
' John Dunn &I have discussed this several times. I know he wants to include
representitaves of both the business and environmental community in the interviews for
both positions. I think it will be valuable and vital to have diverse oversight for the
proper selection and public acceptance of those hired.
As far as Council is concerned, it seems appropriate to keep our involvement at arms
length, lest these become "political" staff members. Interviews and staff selection are, at
best, managerial challenges requiring in-depth knowledge of the organization and how it
functions. If we are to expect our city to run as a viable not-for-profit business- which I
do - it needs the authority to function accordingly.
Final Note: Wanted to share this in a timely fashion. Will be interested in other
perspectives.
FROM 641 HIGUERR ST 66. 16. 1555 00: 17
MEET TNG2. 11T
G NDA
DATE%k #
# _
June 16, 1995
Mayor and City Council
City of San Luis Obispo
by fax: 781-7173
Dear Mayor Settle and Council Members,
Please reconsider your preliminary approval of new staffpositions for an economic coor nator
and for an environmental quality coordinator(I'm not sure of the precis:titles). The cost of these
two positions will run between $]00,(100 and $200,000 per year (considering salaries, hnelits,
overhead,etc.). While both may have some value to the commtinity,.significant on-goini
expenses should he iocurn:d only where they can do the most good,especially in times of limited
recourt:ec (and Rankly,I m rather certain harder fiscal.times lie ahead).
I know that an economic coordinator will likely increase local investment and thereby marginally
I improve the City's fiscal situation, That position maybe defensible. I also know that the
envirorimental position has largely arisen as "tit-for-tat" --and that approval of the econo is
position is unlikely without approval of the environmental one(of course,you do have se oral
highly trained and experienced environmental professional in your community developm, t
.department...). This is the general view of the political situation among most people I've,talked to.
Rather than this escalation of highly paid staff addressing dubious needs,I strongly recommend
funding neither position.
Use that money for other things that will bear much greater long term benefits to our comnunity.
For example, one year's allocation could fund the "day care" center for the homeless;it could fund
over 100 summer jobs for at-risk kids who might otherwise look toward joining a gang; a could
buy key properties to incrementally implement the downtown plan;we could buy casetne}its for
hike and hiking trails in the hills around our town; we could accelerate the construction of the
Laguna Lake master plan —including its nature preserve. The list of hi h impact,long tet f tt social
and environmental benefits that could be realized with this money is along one.
1 believe that if you really examine this situation carefully,you will conclude that those:mnnies..can
be spent to better improve the community.
Thank you for your consideration. And good luck in your deliberations.
Sincerely,
Mike Multari
O;CODOIR
83 La Entrada O t];APW R 00Q
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San Luis Obispo
541-1848 (w) �� oitt�MrtDIR
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