HomeMy WebLinkAbout01/14/1997, 7 - TENTATIVE 1997-1999 FINANCIAL PLAN CALENDAR - GENERAL POLICIES AND OBJECTIVESTentative 1997 -99 Financial Plan Calendar tvts�
WHEN WHAT
October 10, 1996 0 Council advisory body chairs review budget process.
November, 1996 Council advisory bodies begin preparing work programs and goals
for consideration by the Council for 1997 -99.
• Communitygroups and interested individuals requested to prepare
candidate goals for consideration by the Council.
• Finance begins preparing five year fiscal forecast.
December 3, 1996 a Council re views and approves the Financial Plan process and
Regular Council Meeting calendarfor 1997 -99.
January 7, 1997 0
Council reviews and considers Financial Plan policies; reviews any major
Regular Council Meeting
work efforts underway that will affect the 1997 -99 Financial Plan; finalizes
goal — setting process.
January 14, 1997 0
Council considers ®ndidategoals presented bycommunitygroups,
Special Budget Workshop
interested individuals and Council advisory bodies.
February 1, 1997 0
Council considers information presented to them at the Januay 14
Special Budget Workshop
workshop, reviews 5 year fiscal forecast; setsgoals for 1997 -99; provides
other direction to staff as appropriate m preparing the Financial Phan.
February4, 1997
If needed Council finafimsgoal— settingproaess.
Regular Council Meeting
February 10, 1997 0
Finance issues budget instructions to operating departments reflecting
Council goals and CAO's administrative guidelines.
February 25, 1997 0
Council considers mid —year budget review.
Special Budget Workshop
March 24, 1997 a
Departments submit budget requests, budget review team and other
special internal reviewgroups (such as the CIP reviewcommittee and MIS
steering committee) begin evaluating budget proposals.
April 8, 1997 •
Council reviews detail work programs to accomplish goals.
Special Budget Workshop
provides any special budget direction, if needed.
May 7, 1997 a
CAO finalizes budget recommendations Finance completes and
distributes the Preliminary Financial Plan.
May 17, 1997 a
Council considers Preliminary Financial Plan: General Fund focus.
Special Budget Workshop
May 27, 1997
Council considers Preliminary Financial Plan: enterprise fund focus.
Special Budget Workshop
May 28, 1997
Planning Commission reviews preliminary capital
improvement plan for consistency with the General Plan.
June 3, 1997
Council continues budget hearings.
Regular Council Meeting
June 17, 1997
Council continues budget hearings; adopts the 1997- 99Financial
Regular Council Meeting
Plan and 1997- 98Budget.
Council meeting dates in italies
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POLICIES AND OBJECI .:S
GENERAL BUDGET POLICIES
FINANCIAL PLAN ORGANIZATION
A. Through its financial plan, the City will:
1. Identify community needs for essential services.
2. Organize the programs required to provide these essential services.
3. Establish program policies and goals which define the nature and level of program services required.
4. Identify activities performed in delivering program services.
5. Propose objectives for improving the delivery of program services.
6. Identify and appropriate the resources required to perform program activities and accomplish program
objectives.
7. Set standards to measure and evaluate the:
a. output of program activities
b. accomplishment of program objectives
C. expenditure of program appropriations
B. Following the City's favorable experience over the past twelve years, the City will continue using a two -year financial
plan, emphasizing long -range planning and effective program management. The benefits identified when the City's
first two -year plan was prepared for 1983 -85 continue to be realized:
1. Reinforcing the importance of lone range planning in managing the City's fiscal affairs.
2. Concentrating on developing and budgeting for the accomplishment of significant objectives.
3. Establishing realistic timeframes for achieving objectives.
4. Creating a pro- active budget that provides for stable operations and assures the City 's long -term fiscal health.
5. Promoting more orderly spending patterns.
6. Reducing the amount of time and resources allocated to preparing annual budgets.
C. The two-year financial plan will establish measurable program objectives and allow reasonable time to accomplish
those objectives.
D. Before the beginning of the second year of the two -year cycle, the Council will review progress during the first year
and approve appropriations for the second fiscal year.
E. Operating program appropriations not spent during the first fiscal year may be carried over for specific purposes into
the second fiscal year with the approval of the City Administrative Officer.
F. The status of major program objectives will be formally reported to the Council on an ongoing, periodic basis.
G. The Council will review and amend appropriations, if necessary, six months after the beginning of each fiscal year.
GENERAL REVENUE MANAGEMENT
A. The City will seek to maintain a diversified and stable revenue base to protect it from short-term fluctuations in any
one revenue source.
B. To emphasize and facilitate Ion, range financial planning, the City will maintain current projections of revenues for
the succeeding five years.
C. The City will make all current expenditures with current revenues, avoiding procedures that balance current budgets
by postponing needed expenditures, accruing future revenues, or rolling over short-term debt.
B -3
POLICIES AND OBJECItvES
GENERAL BUDGET POLICIES (continued)
USER FEE COST RECOVERY GOALS
A. Ongoing Review
Fees will be reviewed and updated on an ongoing basis to ensure that they keep pace with changes in the cost -of-
living as well as changes in methods or levels of service delivery.
B. User Fee Cost Recovery Levels
In setting user fees and cost recovery levels, the following factors will be considered:
Community-Wide vs Special Benefit
The level of user fee cost recovery should consider the community -wide versus special service nature of the
program or activity. The use of general purpose (tax) revenues is appropriate for community-wide services,
while user fees are appropriate for services which are of special benefit to easily identified individuals or
groups.
2. Service Recipient vs Service Driver
After considering community-wide versus special benefit of the service, the concept of service recipient versus
service driver should also be considered. For example, it could be argued that the applicant is not the
beneficiary of the City's development review efforts: the community is the primary beneficiary. However,
the applicant is the driver of development review costs, and as such, cost recovery from the applicant is
appropriate.
3. Effect of Pricing on the Demand for Services
The level of cost recovery and related pricing of services can significantly affect the demand and subsequent
level of services provided. At full cost recovery, this has the specific advantage of ensuring that the City is
providing services for which there is genuinely a market that is not overly - stimulated by artificially low prices.
Conversely, high levels of cost recovery will negatively impact on the delivery of services to lower income
groups. This negative feature is especially pronounced, and works against public policy, if the services are
specifically targeted to low income groups.
4. Feasibility of Collection and Recovery
Although it may be determined that a high level of cost recovery may be appropriate for specific services, it
may be impractical or too costly to establish a system to identify and charge the user. Accordingly, the
feasibility of assessing and collecting charges should also be considered in developing user fees, especially
if significant program costs are intended to be financed from that source.
C. Factors Which Favor Low Cost Recovery Levels
Very low cost recovery levels are appropriate under the following circumstances:
I. There is no intended relationship between the amount paid and the benefit received. Almost all "social
service" programs fall into this category as it is expected that one group will subsidize another.
2. Collecting fees is not cost - effective or will significantly impact the efficient delivery of the service.
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B -4
POLICIES AND OBJEC . oVES
GENERAL BUDGET POLICIES (continued)
3. There is no intent to limit the use of (or entitlement to) the service. Again, most "social service" programs
fit into this category as well as many public safety (police and fire) emergency response services. Historically,
access to neighborhood and community parks would also fit into this category.
4. The service is non - recurring, generally delivered on a "peak demand" or emergency basis, cannot reasonably
be planned for on an individual basis, and is not readily available from a private sector source. Many public
safety services also fall into this category.
5. Collecting fees would discourage compliance with regulatory requirements and adherence is primarily self -
identified, and as such, failure to comply would not be readily detected by the City. Many small -scale licenses
and permits might fall into this category.
D. Factors Which Favor High Cost Recovery Levels
The use of service charges as a major source of funding service levels is especially appropriate under the following
circumstances:
The service is similar to services provided through the private sector.
2. Other private or public sector alternatives could or do exist for the delivery of the service.
3. For equity or demand management purposes, it is intended that there be a direct relationship between the
amount paid and the level and cost of the service received.
4. The use of the service is specifically discouraged. Police responses to disturbances or false alarms might fall
into this category.
5. The service is regulatory in nature and voluntary compliance is not expected to be the primary method of
detecting failure to meet regulatory requirements. Building permit, plan checks, and subdivision review fees
for large projects would fall into this category.
E. General Concepts Regarding the Use of Service Charges
The following general concepts will be used in developing and implementing service charges:
Revenues should not exceed the reasonable cost of providing the service.
2. Cost recovery goals should be based on the total cost of delivering the service, including direct costs,
departmental administration costs, and organization -wide support costs such as accounting, personnel, data
processing, vehicle maintenance, and insurance.
3. The method of assessing and collecting fees should be as simple as possible in order to reduce the
administrative cost of collection.
4. Rate structures should be sensitive to the "market" for similar services as well as to smaller, infrequent users
of the service.
5. A unified approach should be used in determining cost recovery levels for various programs based on the
factors discussed above.
F. Low Cost - Recovery Services
Based on the criteria discussed above, the following types of services should have ven• low cost recovery goals. In
selected circumstances, there may be specific activities within the broad scope -of services provided that should have
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POLICIES AND OBJEC'k . ES
GENERAL BUDGET POLICIES (continued)
user charges associated with them. However, the primary source of funding for the operation as a whole should be
general purpose revenues, not user fees.
1. Delivering public safety emergency response services such as police patrol services and fire suppression.
2. Maintaining and developing public facilities that are provided on a uniform, community -wide basis such as
streets, parks, and general purpose buildings.
3. Providing social service programs and economic development activities.
G. Recreation Programs
The following cost recovery policies apply to the City's recreation programs:
1. Cost recovery for activities directed to adults should be relatively high.
2. Cost recovery for activities directed to youth and seniors should be relatively low. In those circumstances
where services are similar to those provided in the private sector, cost recovery levels should be higher.
Although ability to pay may not be a concern for all youth and senior participants, these are desired program
activities, and the cost of determining need may be greater than the cost of providing a uniform service fee
structure to all participants. Further, there is a community-wide benefit in encouraging high- levels of
participation in youth and senior recreation activities regardless of financial status.
3. Cost recovery goals for specific recreation activities are set as follows:
High -Range Cost Recovery Activities (67% to 80 %)
a. Classes (Adult & Youth) 80%
75%
b. Day care services 67%
C. Adult athletics (volleyball, basketball, softball, lap swim) 67%
d. Facility rentals (Jack House, other in -door facilities except the City/County Library)
A•lid -Range Cost Recovery Activities (30% to 50 516)
e. City/County Library room rentals
50%
50%
f. Special events (triathlon, other City- sponsored special events)
40%
g. Youth track
30%
h. Minor league baseball
30%
i. Youth basketball
30%
j. Swim lessons
30 °.0
k. Outdoor facility and equipment rentals
Low -Range Cost Recovery Activities (0 to 25 %)
25%
1. Public swim
15%
M. Special swim classes
10%
n. Community garden
0%
o. Youth STAR
0%
P. Teen services
0%
q. Senior services
For recovery activities of less than 100 %, there
should be a differential in rates between residents
4. cost
9
non - residents.
B -6
POLICIES AND OBJEC.,VES
GENERAL BUDGET POLICIES (continued)
5. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special -use areas, and recreation
equipment for activities not sponsored or co- sponsored by the City. Such charges will generally conform to
the fee guidelines described above.
6. A vendor charge of at least 10 percent of gross income will be assessed from individuals or organizations
using City facilities for money - making activities.
7. The Parks & Recreation Department will consider waiving fees only when the City Administrative Officer
determines in writing that an undue hardship exists.
H. Development Review Programs
Services provided under this category include:
a. Planning (planned development permits, tentative tract and parcel maps, rezonings, general plan
amendments, variances, use permits).
b. Building and safety (building permits, structural plan checks, inspections).
C. Engineering (public improvement plan checks, inspections, subdivision requirements, encroachments).
d. Fire plan check.
2. Cost recovery for these services should generally be very high. In most instances, the City's cost recovery
goal should be 100 %. Exceptions to this standard include planning services, as this review process is clearly
intended to serve the broader community as well as the applicant. In this case, the general level of cost
recovery is set at 25 %, except for the following services, where no fees will be charged:
a. Appeals
b. Fence height exceptions
C. Voluntary lot mergers
d. Bonds and agreements
3. However, in charging high cost recovery levels, the City needs to clearly establish and articulate standards for
its performance in reviewing developer applications to ensure that there is "value for cost".
I: Comparability With Other Communities
i. Surveying the comparability of the City's fees to other communities provides useful background information
in setting fees for several reasons:
a. They reflect the "market" for these fees and can assist in assessing the reasonableness of San Luis
Obispo's fees.
b. If prudently analyzed, they can serve as a benchmark for how cost - effectively San Luis Obispo provides
its services.
?. However, fee surveys should never be the sole or primary criteria in setting City fees as there are many factors
that affect how and why other communities have set their fees at their levels. For example:
a. What level of cost recovery is their fee intended to achieve compared with our cost recovery objectives?
B-7
9 -7
POLICIES AND OBJECI rirES
GENERAL BUDGET POLICIES (continued)
b. What costs have been considered in computing the fees?
C. When was the last time that their fees were comprehensively evaluated?
d. What level of service do they provide compared with our service or performance standards?
e. Is their rate structure significantly different than ours and what is it intended to achieve?
These can be very difficult questions to address in fairly evaluating fees among different communities. As
such, the comparability of our fees to other communities should be one factor among many that is considered
in setting City fees.
ENTERPRISE FUND FEES AND RATES
A. The City will set fees and rates at levels which fully cover the total direct and indirect costs - including operations,
capital outlay, and debt service - of the following enterprise programs: water, wastewater, parking, and golf.
B. As set forth in the Short-Range Transit Plan, the City will strive to cover at least thirty percent of transit operating
costs with fare revenues.
C. The City will review and adjust enterprise fees and rate structures as required to ensure that they remain appropriate
and equitable.
REVENUE DISTRIBUTION
The Council recognizes that generally accepted accounting principles for local government discourage the "earmarking"
of General Fund revenues, and accordingly, the practice earmarking general fund revenues for specific programs should
of
be minimized in the City's administration and management of its fiscal affairs. Approval of the following Revenue
Distribution policies does not prevent the Council from directing General Fund resources to other functions and prop ams
as necessary.
A. Property Tax Allocations
Section 807 of the City Charter establishes property tax rate authorizations for general municipal purposes as
well as for debt service, retirement obligations, public improvements. and betterments, library purposes, and
parks and recreation. The passage of Proposition 13 on June 6, 1978, drastically changed the method of
establishing and allocating property tax revenues for all local agencies in California, superseding the City's
own charter provisions in this area: In addition to limiting annual increases in market value, placing a ceiling
on voter- approved indebtedness, and redefining assessed valuations, Proposition 13 established a maximum
County -wide levy for general revenue purposes of 1% of market value. Under subsequent state legislation
which adopted formulas for the distribution of this County -wide levy, the City now receives a percentage of
total property tax revenues collected County -wide as determined by the County Auditor - Controller.
2. Since the City no longer controls setting and distributing property tae revenues, formal allocations of property
tax revenues have been discontinued effective with fiscal year 1992 -93: these are general purpose revenues,
and formally distributing them between funds needlessly complicates accounting for them. Instead, operating
transfers will be made from the General Fund as needed to support expenditures in the Capital Outlay and
Debt Service Funds, and library related costs will be directly accounted for in the General Fund.
B. All Gasoline Tax revenues (which are restricted by the State for street - related purposes) will be used for maintenance
activities. Since the City's total expenditures for gas tax eligible programs and projects are much greater than this
revenue source, this approach significantly reduces the accounting efforts required in meeting State reporting
requirements.
C. All Transportation Development Act (TDA) revenues will be allocated to alternative transportation programs,
including regional and municipal transit systems, bikeway improvements, and other programs or projects designed
to reduce automobile usage. Because TDA revenues will not be allocated for street purposes, it is expected that
B -8
POLICIES AND OBJEC a IDES
GENERAL BUDGET POLICIES (continued)
alternative transportation programs - in conjunction with other state or federal grants for this purpose - will be self -
supporting from TDA revenues.
D. Twenty percent (20 %) of transient occupancy tax (TOT) revenues should be allocated for cultural activities,
community promotion, and economic development activities; remaining TOT revenues (80 %) should be unrestricted
within the General Fund and used in funding programs or projects that benefit our residents as well as visitors.
E. All parking fine revenues will be allocated to the Parking Fund.
F. A minimum of $50,000 annually shall be designated in the Capital Outlay Fund for Mission Plaza improvements and
expansions.
INVESTMENTS
A. Investments and cash management will be the responsibility of the City Treasurer or designee.
B. The City's primary investment objective is to achieve a reasonable rate of return while minimizing the potential for
capital losses arising from market changes or issuer default. Accordingly, the following factors will be considered
in priority order in determining individual investment placements:
1. Safety
2. Liquidity
3. Yield
C. There is an appropriate role for tax and revenue anticipation rates (TRANS) in meeting legitimate short-term cash
needs within the fiscal year. However, many agencies issue TRANS as a routine business practice, not solely for
cash flow purposes, but to capitalize on the favorable difference between the interest cost of issuing TRANS as a tax -
preferred security and the interest yields on them if re- invested at full market rates.
As part of its cash flow management and investment strategy, the City will only issue TRANS or other forms of
short-term debt if necessary to meet demonstrated cash flow needs; TRANS or any other form of short-term debt
financing will not be issued for investment purposes. As long as the City maintains its current policy of maintaining
fund/working capital balances that are 20% of operating expenditures, it is unlikely that the City would need to issue
TRANS for cash flow purposes except in very unusual circumstances.
D. The City will strive to keep all idle cash balances fully invested through daily projections of cash flow requirements.
To avoid forced liquidations and losses of investment earnings, cash flow and future requirements will be the primary
consideration when selecting maturities.
E. As the market and the City's investment portfolio change, care will be taken to maintain a healthy balance of
investment types and maturities.
F. The City will invest only in those instruments authorized by the California Government Code Section 53601. The
City will not invest in stock, will not speculate, and will not deal in futures or options. The investment market is
highly volatile and continually offers new and creative opportunities for enhancing interest earnings. Accordingly,
the City will thoroughly investigate any new investment vehicles prior to committing City funds to them.
G. Current financial statements will be maintained for each institution in which cash is invested. investments will be
limited to 20 percent of the total net worth of any institution and may be reduced further or refused altogether if an
institution's financial situation becomes unhealthy.
Y H. In order to maximize yields from its overall portfolio, the City will consolidate cash balances from all funds for
investment purposes, and will allocate investment earnings to each fund in accordance with generally accepted
accounting principles.
M
POLICIES AND OBJECT 14 ES
GENERAL BUDGET POLICIES (continued)
I. Ownership of the City's investment securities will be protected through third -party custodial safekeeping.
j. The City Treasurer will develop and maintain a comprehensive, well documented investment reporting system which
will comply with Government Code Section 53607. This system will provide the Council and Department Heads
with appropriate investment performance information.
K. The City Treasurer will develop and maintain an Investment Management Plan which addresses the City's
administration of its portfolio, including investment strategies, practices, and procedures.
APPROPRIATIONS LIMI'T'ATION
A. The Council will annually adopt a resolution establishing the City's appropriations limit calculated in accordance with
Article XIIIB of the Constitution of the State of California, Section 7900 of the State of California Government Code,
and any other voter approved amendments or state legislation that affect the City's appropriations limit.
B. The supporting documentation used in calculating the City's appropriations limit and projected appropriations subject
to the limit will be available for public and Council review at least 10 days before Council consideration of a
resolution to adopt an appropriations limit. The Council will generally consider this resolution in connection with
final approval of the budget.
C. The City will strive to develop revenue sources, both new and existing, which are considered non -tax proceeds in
calculating its appropriations subject to limitation.
D. The City will annually review user fees and charges and report to the Council the amount of program subsidy, if any,
that is being provided by the General or Enterprise Funds.
E. The City will actively support legislation or initiatives sponsored or approved by League of California Cities which
would modify Article XIIIB of the Constitution in a manner which would allow the City to retain projected tar
revenues resulting from growth in the local economy for use as determined by the Council.
F. The City shall seek a vote of the public to amend its appropriation limit at such time that tax proceeds are in excess
of allowable limits.
FUND BALANCE DESIGNATIONS AND RESERVES
A. The City will maintain fund or working capital balances of at least 20% of operating expenditures in the General
Fund and Enterprise Funds (Water, Sewer, Parking, Transit and Golf). This is considered the minimum level
necessary to maintain the City's credit worthiness and to adequately provide for:
1. Economic uncertainties, local disasters, and other financial hardships or downturns in the local or national
economy.
2. Contingencies for unseen operating or capital needs.
3. Cash flow requirements.
B. For General Fund assets, the City will establish and maintain an Equipment Replacement Fund to provide for the
timely replacement of vehicles and capital equipment. Under the City's current definition of capital outlay, this
includes items with an individual replacement cost of $5,000 or more. The City will maintain a minimum fund
balance in the Equipment Replacement Fund of at least 20% of the original purchase cost of the items accounted for
in this fund. The annual contribution to the Fund will generally be iased on the annual use allowance which is
determined based on the estimated life of the vehicle or equipment and its original purchase cost. Interest earnings
will be credited to the
and sales of surplus equipment as well as any related damage and insurance recoveries
Equipment Replacement Fund.
9 io
B -10
POLICIES AND OBJEG . IVES
GENERAL BUDGET POLICIES (continued)
C. The Council may designate specific fund balance levels for future development of capital projects which it has
determined to be in the best long -term interests of the City.
D. In addition to the designations noted above, fund balance levels will be sufficient to meet funding requirements for
projects approved in prior years which are carried forward into the new year; debt service reserve requirements;
reserves for encumbrances; and other reserves or designations required by contractual obligations, state law, or
generally accepted accounting principles.
CAPITAL IMPROVEMENT MANAGEMENT
A. Construction projects and capital purchases (other than vehicles or equipment to be acquired through the Equipment
Replacement Fund) which cost more than $15,000 will be included in the Capital Improvement Plan (CIP); minor
capital outlays of $15,000 or less will be included with the operating program budgets.
B. The purpose of the CIP is to systematically plan, schedule, and finance capital projects to ensure cost - effectiveness
as well as conformance with established policies. The CIP is a four year plan organized into the same functional
groupings used for the operating programs. The CIP will reflect a balance between capital replacement projects
which repair, replace, or enhance existing facilities, equipment or infrastructure; and capital facility projects which
significantly expand or add to the City's existing fixed assets.
C. Every CIP project will have a project manager who will prepare the project proposal, ensure that required phases are
completed on schedule, authorize all project expenditures, ensure that all regulations and laws are observed, and
periodically report project status.
D. A CIP Review Committee, headed by the City Administrative Officer or designee, will review project proposals,
determine project phasing, recommend project managers, review and evaluate the draft CIP budget document, and
report CIP project progress on an ongoing basis.
E. The CIP will emphasize project planning, with projects progressing through at least two and up to ten of the
following phases:
Designate Appropriates funds based on projects designated for funding by the Council through adoption of
the Financial Plan.
2. Study. Concept design, site selection, feasibility analysis, schematic design, environmental determination,
property appraisals, scheduling, grant application, grant approval, specification preparation for equipment
purchases.
3. Environmental review. EIR preparation, other environmental studies.
4. Real property acquisitions. Property acquisition for projects, if necessary.
5. Site preparation. Demolitions, hazardous materials abatements, other pre - construction work.
6. Design. Final design, plan and specification preparation, and construction cost estimation.
7. Constriction. Construction contracts.
3.
Construction matnugennent. Contract project management & inspection, soils & material tests, other support
services during construction.
9. Equipment acquisition. Vehicles, heavy machinery, computers, office furnishings, other equipment items
acquired and installed independently from construction contracts.
s —II
POLICIES AND OBJECT 3,/ES
GENERAL BUDGET POLICIES (continued)
10. Debt service. Installment payments of principal and interest for completed projects funded through debt
financings. Expenditures for this project phase are included in the Debt Service section of the Financial Plan.
Generally, it will become more difficult for a project to move from one phase to the next. As such, more projects'
will be studied than will be designed, and more projects will be designed than will be constructed or purchased during
the term of the CIP.
F. The City's annual CIP appropriation for study, design, acquisition, and/or construction is based on the projects
designated by the Council through adoption of the Financial Plan. Adoption of the Financial Plan CIP appropriation
does not automatically authorize funding for specific project phases. This authorization generally occurs only after
the preceding project phase has been completed and approved by the Council and costs for the succeeding phases
have been fully developed. Accordingly, project appropriations are generally made when contracts are awarded. If
project costs at the time of bid award are less than the budgeted amount, the balance will be unappropriated and
returned to fund balance or allocated to another project. If project costs at the time of bid award are greater than
budget amounts, five basic options are available to the Council:
1. Eliminate the project.
2. Defer the project for consideration to the next Financial Plan period.
3. Rescope or change the phasing of the project to meet the existing budget.
4. Transfer funding from another specified, lower priority project.
5. Appropriate additional resources as necessary from fund balance.
G. CIP appropriations lapse three years after budget adoption. Projects which lapse from lack of project account
appropriations may be resubmitted for inclusion in a subsequent CIP. Project accounts which have been appropriated
will not lapse until completion of the project phase.
H. Project phases will be listed as objectives in the program narratives of the programs which manage the projects.
I. CIP projects will be evaluated during the budget process and prior to each phase for conformance with the City's
Public Art Policy, which generally requires that 1% of eligible project construction costs be set aside for public art.
In those cases where public art would not be appropriate to incorporate directly into the project, an "in- lieu"
contribution may be made. For 1995 -97 only, the percentage contribution in these circumstances has been reduced
from 1% to 1/2 %. This reduction recognizes the City's fiscal situation while at the same time continuing our
financial commitment to public art.
CAPITAL FINANCING AND DEBT MANAGEMENT
Capital Financing
A. The City will consider the use of debt financing only for one -time capital improvement projects and only under the
following circumstances:
1. When the project's useful life will exceed the term of the financing.
2. When project revenues or specific resources will be sufficient to service the long -term debt.
B. Debt financing will not be considered appropriate for any recurring purpose such as current operating and
maintenance expenditures. The issuance of short-term instruments such as revenue, tai, or bond anticipation notes
is excluded from this limitation. (See Investment Policy)
C. Capital improvements will be financed primarily through user fees, service charges, assessments, special taxes, or
developer agreements when benefits can be specifically attributed to users of the facility. Accordingly, development
impact fees should be created and implemented at levels sufficient to ensure that new development pays its fair share
of the cost of constructing necessary community facilities. 9 /.I-
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POLICIES AND OBJEC a is/ES
GENERAL BUDGET POLICIES (continued)
D. The 1995 -97 Financial Plan reflects the first use of transportation impact fees as a major funding source in financing
transportation system improvements. However, revenues from these fees are subject to significant fluctuation based
on the rate of new development. Accordingly, the following guidelines will be followed in designing and building
projects funded with transportation impact fees:
1. The availability of transportation impact fees in funding a specific project will be analyzed on a case -by -case
basis as plans and specification or contract awards are submitted for CAO or Council approval.
2. If adequate funds are not available at that time, the Council will make one of two determinations:
a. Defer the project until funds are available.
b. Based on the high- priority of the project, advance funds from the General Fund, which will be
reimbursed as soon as funds become available. Repayment of General Fund advances will be the first
use of transportation impact fee funds when they become available.
E. The City will use the following criteria to evaluate pay -as- you -go versus long -term financing in funding capital
improvements:
Factors which favor pay-as-YOU-90
1. Current revenues and adequate fund balances are available or project phasing can be accomplished.
2. Existing debt levels adversely affect the City's credit rating.
3. Market conditions are unstable or present difficulties in marketing.
Factors which favor long -term financing
4. Revenues available for debt service are deemed to be sufficient and reliable so that Ion, term financings can
be marketed with investment grade credit ratings.
5. The project securing the financing is of the type which will support an investment grade credit rating.
6. Market conditions present favorable interest rates and demand for City financings.
7. A project is mandated by state or federal requirements, and resources are insufficient or unavailable.
8. The project is immediately required to meet or relieve capacity needs and current resources are insufficient
or unavailable.
9. The life of the project or asset to be financed is 10 years or longer.
Debt Management
F. The City will not obligate the General Fund to secure long -term financings except when marketability can be
significantly enhanced.
G. No more than 60% of capital improvement outlays will be funded from long term financings; and direct debt will
not exceed 2% of assessed valuation.
H. An internal feasibility analysis will be prepared for each long -term financing which analyzes the impact on current
and future budgets for debt service and operations. This analysis will also address the reliability of revenues to
support debt service.
1. The City will generally conduct financings on a competitive basis. However, negotiated financings may be used due
to market volatility or the use of an unusual or complex financing or security structure.
J. The City will seek an investment grade rating (Baa(BBB or greater) on any direct debt and will seek credit
enhancements such as letters of credit or insurance when necessary for marketing purposes, availability, and cost -
effectiveness. ?� /3
B -13
POLICIES AND OBJEC'imiES
GENERAL BUDGET POLICIES (continued)
K. The City will monitor all forms of debt annually coincident with the City's Financial Plan preparation and review
process and report concerns and remedies, if needed, to the Council.
L. The City will diligently monitor its compliance with bond covenants and ensure its adherence to federal arbitrage
regulations.
M. The City will maintain good communications with bond rating agencies about its financial condition. The City will
follow a policy of full disclosure on every financial report and bond prospectus (Official Statement).
HUMAN RESOURCE MANAGEMENT
A. The budget will fully appropriate the resources needed for authorized regular staffing and will limit programs to the
regular staffing authorized.
B. Staffing and contract service cost ceilings will limit total expenditures for regular employees, temporary employees,
and independent contractors hired to provide operating and maintenance services.
C. Regular employees will be the core work force and the preferred means of staffing ongoing, year -round program
activities that should be performed by full -time City employees rather than independent contractors. The City will
strive to provide competitive compensation and benefit schedules for its authorized regular work force. Each regular
employee will:
1. Fill an authorized regular position.
2. Be assigned to an appropriate bargaining unit.
3. Receive salary and benefits consistent with labor agreements or other compensation plans.
D. To manage the growth of the regular work force and overall staffing costs, the City will follow these procedures:
1. The Council will authorize all regular positions.
2. The Personnel Department will coordinate and approve the hiring of all regular and temporary employees.
3. All requests for additional regular positions will include evaluations of
a. The necessity, term, and expected results of the proposed activity.
b. Staffing and materials costs including salary, benefits, equipment, uniforms, clerical support, and
facilities.
C. The ability of private industry to provide the proposed service.
d. Additional revenues or cost savings which may be realized.
4. Periodically, and prior to any request for additional regular positions, programs will be evaluated to determine
if they can be accomplished with fewer regular employees. (See Productivity Review Policy)
E. The hiring of temporary employees will not be used as an incremental method for expanding the City's regular work
force.
1. Temporary employees include all employees other than regular employees, elected officials, and volunteers.
Temporary employees will generally augment regular City staffing as extra -help employees, seasonal
employees, contract employees, interns, and work -study assistants. The City Administrative Officer and
Department Heads will encourage the use of temporary rather than regular employees to meet peak workload
requirements, fill interim vacancies, and accomplish tasks where less than full -time, year-round staffing is
required. Under this guideline, temporary employee hours will generally not exceed 50% of a regular, full -
time position (1,000 hours annually). There may be limited circumstances where the use of temporary
employees on an ongoing basis in excess of this target may be appropriate due to unique programming or
H-1
B -14
POLICIES AND OBJEG`- '.,VES . _
GENERAL BUDGET POLICIES (continued)
staffing requirements. However, any such exceptions must be approved by the CAO based on the review and
recommendation of the Personnel Director.
2. Contract employees are defined as temporary employees with written contracts approved by the CAO who may
receive approved benefits depending on hourly requirements and the length of their contract. Contract
employees will generally be used for medium -term (generally between six months and two years) projects,
programs, or activities requiring specialized or augmented levels of staffing for a specific period of time. The
services of contract employees will be discontinued upon completion of the assigned project, program, or
activity. Accordingly, contract employees will not be used for services that are anticipated to be delivered on
an ongoing basis.
H. Independent contractors will not be considered City employees. Independent contractors may be used in two
situations:
1. Short -term, peak work load assignments to be accomplished through the use of personnel contracted through
an outside temporary employment agency (OEA). In this situation, it is anticipated that the work of OEA
employees will be closely monitored by City staff and in
training will be required. However, they will
always be considered the employees of the OEA and not the City. All placements through an OEA will be
coordinated through the Personnel Department and subject to the approval of the Personnel Director.
2. Construction of public works projects and delivery of operating, maintenance, or specialized professional
services not routinely performed by City employees. Such services will be provided without close supervision
by City staff, and the required methods, skills, and equipment will generally be determined and provided by
the contractor. Contract awards will be guided by the City's purchasing policies and procedures. (See
Contracting for Services Policy)
PRODUCTIVITY
Ensuring the "delivery of service with value for cost" is one of the key concepts embodied in the City's Mission Statement
(San Luis Obispo Style - Quality With Vision). To this end, the City will constantly monitor and review its methods of
operation to ensure that services continue to be delivered in the most cost- effective manner possible. This review process
encompasses a wide range of-productivity issues, including:
A. Analyzing systems and procedures to identify and remove unnecessary review requirements.
B. Evaluating the ability of new technologies and related capital investments to improve productivity.
C. Investing in the organization's most valuable asset - its human capital - by developing the skills and abilities of all
City employees, with special emphasis on first -line supervisors.
D. Developing and implementing appropriate methods of recognizing and rewarding exceptional employee performance.
E. Evaluating the ability of the private sector to perform the same level of service at a lower cost.
F. Periodic formal review of operations on a systematic, ongoing basis.
G. Maintaining a decentralized approach in managing the City's support service functions. Although some level of
centralization is necessary for review and control purposes, decentralization supports productivity by:
Encouraging accountability by delegating responsibility to the lowest possible level.
2. Stimulating creativity, innovation, and individual initiative.
3. Reducing the administrative costs of operation by eliminating unnecessary review procedures. /5
B -15
POLICIES AND OBJEC'k,✓ES
GENERAL BUDGET POLICIES (continued)
4. Improving the organization's ability to respond to changing needs and identify and implement cost - saving
programs.
5. Assigning responsibility for effective operations and citizen responsiveness to the department.
CONTRACTING FOR SERVICES
A. General Policy Guidelines
1. Contracting with the private sector for the delivery of services provides the City with a significant opportunity
for cost containment and productivity enhancements. As such, the City is committed to using private sector
resources in delivering municipal services as a key element in our continuing efforts to provide cost - effective
programs.
2. Private sector contracting approaches under this policy include construction projects, professional services,
outside employment agencies, and ongoing operating and maintenance services.
3. In evaluating the costs of private sector contracts compared with in -house performance of the service, indirect,
direct, and contract administration costs of the City will be identified and considered.
4. Whenever private sector providers are available and can meet established service levels, they will be seriously
considered as viable service delivery alternatives using the evaluation criteria outlined below.
5. For programs and activities currently provided by City employees, conversions to contract services will
generally be made through attrition, reassignment, or absorption by the contractor.
B. Evaluation Criteria
Within the general policy guidelines stated above, the cost - effectiveness of contract services in meeting established
service levels will be determined on a case -by -case basis using the following criteria:
1. Is a sufficient private sector market available to competitively deliver this service and assure a reasonable
range of alternative service providers?
2. Can the contract be effectively and efficiently administered?
3. What are the consequences if the contractor fails to perform, and can the contract reasonably. be written to
compensate the City for any such damages?
4. Can a private sector contractor better respond to expansions, contractions, or special requirements of the
service?
5. Can the work scope be sufficiently defined to ensure that competing proposals can be fairly and fully
evaluated, as well as the contractor's performance after bid award?
6. Does the use of contract services provide us with an opportunity to redefine service levels?
7. Will the contract limit our ability to deliver emergency or other high priority services?
8. Overall, can the City successfully delegate the performance of the service but still retain accountability and
responsibility for its delivery?
/ CO
3 -16
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r City Of
"
I'm Luis OBISPO
What Are the Most Important Things for the City
to Accomplish Over the Next Two Years?
The City of San Luis Obispo is beginning to prepare our next two -year financial plan
and budget for 1997 -99. The first step in this process is to identify the most important
things for the City to accomplish over the next two years so we can ensure that the
budget allocates the resources necessary to achieve them. To do this, the following two
workshops have been planned for community input and Council goal- setting:
Community Workshop
Tuesday, January 14, 1997
Community Input - 7:00 to 9:50 pm; Summary -10:00 to 11:00 pm
The Forum, 751 Marsh Street
This workshop provides community groups, interested individuals and Council
advisory bodies with a key opportunity to present their recommendations to the
Council for major City goals for the next two years.
Council Goal- Setting Workshop
Saturday, February 1, 1997
8:30 am to 4:00 pm
Library Community Room, 995 Palm Street
After considering community input, the City's fiscal outlook and other
background information that will shape the City's budget, the Council will
identify and prioritize goals for 1997 -99. These will guide the preparation of
the Preliminary Financial Plan and Budget, which will be issued by the City
Administrative Officer in May of 1997. This will be followed by extensive
budget workshops and public hearings, leading to Council adoption of the
budget by June 30, 1997.
These upcoming workshops will play a major role in shaping the City's spending plans
for the next two years. If you are interested in how your tax dollars will be used during
1997 -99, you are strongly encouraged to attend these two workshops.
Want more information? If you would like more information about these upcoming
workshops or about the City's two-year budget process, please contact us at 781 -7125.
9 -/7
sAn bms oaspo o Cl�
990 Palm Street. San Luis Obispo, CA 93401 -3249
December 23, 1996
t/ ✓p�s� i n �°/7.! �-L G:,.� b; riGt a /S
NOTICE REGARDING UPCOMING GOAL -SETTING PROCESS
This fall we invited your organization to provide input on desirable goals for the budget period of
July, 1997 through June, 1999. We want to remind you that written input is due no later than
noon on Tuesday, January 7, 1997. All Council members will receive copies of the written
input.
A special Community Workshop offers an opportunity for oral input from the public from 7:00
to 9:50 p.m., Tuesday, January 10, at the Forum (comer of Garden and Marsh). If you wish to
present comments and listen to the comments of others, please join with us at 7:00 p.m. We
request that any comments be brief (3 minutes or less).and address: "what" you are requesting
for the community, "why" it is important to San Luis Obispo, and any ideas about "how" to
achieve it (alternative approaches, opportunities for collaboration with others, or shared
resources).
After the public input from 7:00 to 9:50 p.m. on January 14 ", we will spend another hour to
discuss what the public presented and develop some of the key themes that arose during the
evening.
On that evening the Council's goal is to hear directly from the community and to listen carefully
to the suggestions that you and others present.
We hope for your involvement, and are looking forward to receiving your written comments and
to hearing your spoken testimony.
Sincerely,
IY'Z'?Settle 7 Jo Dunn
Mayor tty Administrative Officer
OThe City o1 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.
counal /-7-97
j ac,Enaa Pcpmt 1°"umb° 7"
CITY OF SAN LUIS OBISPO
FROM: John Dunn, City Administrative Officer
Prepared By: Bill Statler, Director of Finance
SUBJECT: GOAL-SETTING PROCESS AND FINANCIAL PLAN POLICIES FOR 1997 -99
CAO RECOMMMDATION
■ Approve 1997 -99 goal - setting process and financial plan policies.
■ Consider the City's general economic outlook for 1997 -99.
DISCUSSION
Goal - Setting Process
On December 3, 1996, the Council approved the preliminary schedule for preparing the Financial Plan
and conceptual approach to Council goal - setting as part of this process. The key change from 1995-
97 approved by the Council is the use of a two-step goal- setting process under which the evening of
January 14 will be set aside for community input, followed by a Council goal - setting workshop on
February 1.
Provided in Exhibits A and B are overviews of the proposed objectives, approach, schedule and roles
for both of these workshops. Provided in Exhibit C is the Council's "homework assignment" for the
February 1 workshop, which requests that Council members submit their suggested goals by January
24, which will subsequently be consolidated with other Council member goals and distributed on
January 27. Provided in Exhibit D is the suggested "criteria for major City goals" which was adopted
by the Council in January of 1995, and provided in Exhibit E are the major City goals adopted by the
Council in the 1995 -97 Financial Plan.
To help organize all the background information that Council members will receive as part of this
goal- setting process, notebooks will be distributed at the January 7 with the following nine main
sections:
■ Agendas for the January 4 and February 1 workshops.
■ Suggested goals received by January 7 from community groups, interested individuals,
Council advisory bodies and staff (additional submissions received after this date will be
distributed to the Council in a three -hole punch format for inclusion in the notebook).
■ Status of current major City goals and other Council objectives.
■ Worksheet for keeping notes on public comments received on January 14.
■ Summary of results from the January 14 workshop (to be distributed on January 17 along with
any other requested supplemental materials from the January 14 workshop).
■ Five year fiscal forecast (to be distributed on January 17 ).
pe-/
Council Agenda Report .- Coal Setting Process and Financial Plan Policies for 1997 -99
Page 2
■ Council member goals (to be distributed on January 27).
■ Other background information such as the 1997 -99 Financial Plan calendar, outlines for the
community and goal - setting workshops, Council homework assignments, criteria for major
City goals and Financial Plan policies.
■ Notes and space for other supplemental materials that the Council may receive.
Financial Plan Policies
As stated in the 1995 -97 Financial Plan, the overall goal of the financial plan process is to link what we
want to accomplish over the next two years with the resources required to do so. Formal statements of
key budget policies provide the foundation for achieving this goal by establishing a clear framework for
effective and prudent financial decision - making.
The City's current Financial Plan policies are set forth section B of the 1995 -97 Financial Plan, and
cover a broad range of fiscal issues, including: financial plan organization, revenue management, user
fee cost recovery goals, enterprise fund rates and fees, investments, minimum fund balance and
working capital levels, capital improvement management and financing, and human resource
management.
While the need for revisions in these policies may arise as we begin preparing the preliminary financial
plan, no changes are recommended at this time.
General Economic Outlook
Preparation of the five year fiscal forecast for the General Fund is currently underway, and will be
ready for distribution by the later part of January. While we will have a much better handle on the
City's fiscal outlook once we complete this comprehensive review of where we've been and where we
seem to be headed, a few general conclusions can be reached based on our initial work so far:
Favorable Indicators
■ Strong current financial condition. The City continues to be in strong fiscal position by
state and national standards. As discussed more fully in the annual financial report for 1995 -96
recently distributed to the Council, the City's General Fund's fiscal performance for the past
year compared favorably with budget projections.
■ Positive economic outlook for the region. The UCSB economic forecast recently presented
a favorable outlook for the coming year. However, it was also clear that the City's economy —
while improving — is not performing as well as the region as a whole. In short, while an
improvement in the regional economy is a positive indicator, it is by no means certain that the
City will share in this. This is especially true given the increased (and successful) competition
by the north and south county areas on our traditional position as the retail center for the
County.
■ No further state cuts. While no initiatives are on the horizon to restore any of the State cuts
to cities over the past several years (totaling over $1.5 mullion annually for the City), there are
also no current discussions underway to make further cuts to cities.
M
7- 1
Council Agenda Report - Goal Setting process and Financial Plan Policies for 1997 -99
Page 3
Unfavorable Indicators
IN Increasing operating costs. Even if we do not expand or enhance service levels, there will be
still be inflationary cost pressures on operating expenditures, which account for about 85% of
General Fund outlays. The critical question in this regard — which will be addressed in the five
year fiscal forecast r ens ells us that even control our current cost base o just increases
However, Past experience
in inflation, there will still be significant pressures to expand or enhance operating programs in
responding to legitimate, unmet service needs.
■ Infrastructure and facility needs Although we have recently completed several major
capital projects — most notably the performing arts center and headquarters fire station — our
need for a strong capital improvement program, especially in the area of adequately maintaining
our existing infiastructure and facilities, will contimme.
■ Proposition 218 impacts. While our past budget -balancing strategies have relied primarily on
expenditure reductions, new revenues have played a smaller but important role. With the
passage of Proposition 218, revenue solutions — even at a limited level — will simply not be as
available as in the past.
Summary
In general, we do not believe that we will be facing the very tough fiscal situation that confronted the
City four years ago in 1993 -95, which led us to reduce General Fund operating expenditures by $2.5
million and art regular staffing by 30 positions.
Nonetheless, as highlighted above, there will still be significant challenges facing us in maim_ a;.,i.+g
current service levels and achieving capital improvement goals. For example, our past forecasts for
1993 -95 and 1995 -97 assumed a reduction by 501/6 in our traditional level of capital improvements,
from about $2.2 million annually (in 1995 dollars) to $1.1 million. However, our actual experience
over the past four years does not show any lessening in General Fund support for capital
improvements. In fact, the past four years have been among our most aggressive in recent times in
accomplishing important capital improvement projects.
In summary, we do not foresee grave difficulties ahead of us at this time in maintaining current service
levels and supporting a minimal capital improvement plan. However, there are operating programs
where improvements should be made, and infrastructure needs where more than minimal capital
improvement plan projects will be warranted. Funding these improvements in our current fiscal
environment will be very difficult.
A. Outline for community workshop (January 14)
B. Outline for Council goal- setting workshop (February 1)
C. Council member submissions for goal - setting workshop
D. Criteria for major City goals
E. Major City goals for 1995 -97
RGOALSE1TI.NG17CAR
7 -3
Exhlbit
Outline for Community Workshop
7:00 -11:00 p.m., Tuesday, January 14, 1997
Objectives
• Gain valuable input from advisory boards, community groups, etc. on
proposed City goals — "What" the community wants.
• Encourage discussion about "Why" the goals or projects are of interest to
the presenters so that the Council learns what are the underlying hopes or
objectives.
• Explore "How' the underlying hopes or objectives can be met — alternative
approaches, opportunities for collaboration or shared resources with other
parties, and requests for additional alternatives to be developed with City staff
assistance where appropriate.
• Assist Council members in the preparation of their thoughts, priorities, and
candidate goals.
Aparoach
1. Request presenters to briefly summarize: requested goals (which most will
have submitted in writing), why the goals would contribute to a better San
Luis Obispo, alternative approaches, and opportunities for collaboration.
2. Record brief summaries of the "what ", "why ", and "how" for the requests
on separate flip charts organized by goal categories: public safety; public
utilities; transportation; leisure, cultural & social services; community
development; and general government.
3. Encourage Council members to ask questions and use worksheets to
formulate their list of possible candidate goals.
4. Review the array of goals by category at the end of the evening workshop
and develop key themes about the community's hopes and potential ways to
realize them.
5. Distribute results from the meeting: central themes on San Luis Obispo's
hopes and aspirations, suggested goals, and alternatives (including any
follow up results from staff and community groups). [provide these to Council
members by January 17]
Don Maruska, NovaQuest 805 - 772 -4667
7�
Schedule
7:00 - 7:05 p.m. Welcome Mayor
7:05 - 7:20 p.m. Introduction (process, past goals, criteria for
major City goals, and summary of fiscal outlook) CAO
7:20 - 9:50 p.m. Community input Public
9:50 - 10:00 p.m. break
10:00 - 11:00 p.m. Summary: key hopes expressed, potential goals,
and further work needed. All
Roles
Mayor call and recognize the presenters, participate actively with other Council
members.
Council members: listen, ask questions, note areas of interest for candidate
goals, and participate in developing summary themes at the end of evening.
Staff: gather and organize public input prior to workshop, develop and submit
staff suggestions for Council consideration (provide written copies for public at
the workshop), present staff suggestions at end of public input, record "what",
`wvhy", and "how" on flip charts.
Coach: elicit the "what ", "why ", and "how" from presenters, keep the flow and
content of the workshop moving constructively, guide Council and participants in
developing the summary themes at the end of the evening.
Don Maruska, NovaOuesr 805 - 7724667
% ,a3
9_ C
Exhibit &
Outline for Council Goal -Setting Workshop
8:30 a.m. - 4:00 p.m., Saturday, February 1, 1997
Objectives
• Ground the session in the hopes and aspirations for San Luis Obispo as set
forth on January 14. Place proposed goals in context of City's fiscal realities.
• Review potential City goals compiled from the Council members'
submissions.
• Clarify the nature and scope of each potential goal so that everyone is clear
about what each one means and its implications.
• Select candidate City goals from those submitted (i.e. goals that 3 or more
members favor).
• Formulate an agreed upon set of Major City Goals.
• Identify any additional issues for resolution before or at the February 4
Council meeting.
Approach
1. Review the status of existing major City goals.
2. Consider the results of the. five -year forecast and other trends.
3. Review potential goals in each category to ensure clarity and completeness.
4. Narrow the list of goals in each category to candidate goals (i.e. those
favored by 3 or more Council members).
5. Discuss the balance and weighting Council members want to achieve.
6. Assign the desired weighting to each goal and calculate the ranking of goals.
7. Review the preliminary results and identify any areas needing further
consideration.
Don Maruska, NovaOuest 805 - 772 -4667
9 -24
%- 6
Schedule
8:30 - 9:00 a.m. Refreshments
9:00 - 9:05 a.m.
Welcome and Introductions
Mayor
9:05 - 9:10 a.m.
Purpose, Process & Guidelines
Coach
9:10 - 9:30 a.m.
Status of Existing City Goals
CAO
9:30 - 10:00 a.m.
5 Year Forecast and Other Trends
Fin. Director
10:00 - noon
Review Goals by Category and
Select Candidate Goals
Council
[Council may accept further comments
from the public that have not been previously
presented]
noon -1:00 p.m. lunch [staff compiles candidate goals]
1:00 - 2:00 p.m. Discuss and Weight the Goals Council
2:00 - 2:30 p.m. Tabulate Results Staff
2:30 - 3:15 p.m. Review and Identify Major City Goals Council
3:15 - 4:00 p.m. Note Areas Needing Further Consideration Council/Staff
Roles
Mayor preside over the workshop and participate actively with other Council
members.
Council members: clarify and discuss the potential goals, express views on
desired balance, vote their preferred weightings, and specify further work (if
needed).
Staff: report on status of current goals, review economic trends, ensure goals
have needed content and clarity, and tabulate results.
Coach: keep the flow and content of the workshop moving constructively, guide
Council members in the process of goal weighting and selection, and draw staff
and public into deliberations as desirable.
Don Maruska, NovaQuest 805 - 772 -4667
9- - .2 s
%-�
Exhibit
Council Member's Submission for Goal- Setting Workshop
due: Friday, January 24, 1997
Please submit a list of the goals you would like the Council to consider at the
Goal- Setting Workshop on Saturday, February 1, 1997. Your submissions will
be combined with those from all other Council members and compiled into a
single list without designating which Council member submitted which items.
You will receive this combined list on Monday, January 27, so that you can
review and consider it prior to the workshop.
Attached to this sheet are the "Criteria for Major City Goals" adopted during the
goal - setting process in January, 1995. The 1995 -1997 goals also are attached
as a reference point.
Although there is no limit on the number of goals you may wish to suggest, 5 to 7
from each Council member have worked well in the past.
Don Maruska, NovaQaest 805 - 7724667
9 -z4 ok�
7 -O
Exhibit
Proposed Criteria for Major City Goals
Y� /995 -97 60sI- S6IAI e'��vee
o Be legitimate to our beliefs (real, supported)
o Agreed upon by a Council majority
o Reduced in number for comprehension, communication, and focus
o Set forth in one document: Financial Plan and Budget
o Be clear, understandable
o Established as a high priority and a real commitment
o Translated into the objectives of employees at all levels in the organization
o Created within a supportive atmosphere where participants aren't afraid to state their
suggestions for improving goals or objections
o Accepted to the point where resistance to them is reduced or eliminated.
9 -a 7
17.9
POLICIES AND OBJECTINt"S 'Exhibit
MAJOR CITY GOALS - SUMMARY
PUBLIC SAFETY
■ Headquarters Fire Station Construction. Complete construction of a new Headquarters Fire Station, on -time
and within budget.
PUBLIC UTILITIES
■ Water Supply Development. Reach agreement with the County and north county community on solutions for the
Salinas Reservoir expansion and Nacimiento pipeline projects.
■ Solid Waste Reduction Achieve solid waste reduction goals.
TRANSPORTATION
■ Circulation Element Implementation. Implement General Plan circulation element projects, including alternative
transportation systems and improvements, in order to mitigate traffic impacts on residential and commercial area
LEISURE, CULTURAL & SOCIAL SERVICES
■ Homeless Services Center. Work with volunteer groups and businesses to construct and develop use agreements
for a Homeless Services Center at the City-owned Prado Road site.
■ Parks and Recreation Element Implementation Adopt and begin implementing the Parks and Recreation
Element/Master Plan.
■ Open Space Preservation Inventory, prioritize and fund acquisition of open space, while continuing to inventory
natural resources within the City, urban reserve line, and greenbelt areas.
COMMUNITY DEVELOPMENT
■ Natural Resource Protection. Prepare and begin implementing natural resource protection plans, including
adoption of a creek setback ordinance which incorporates adequate capability for flood and habitat protection.
■ Existing Economic Development Program Implementation Implement the economic development program
approved by the Council in 1994.
■ Expanded Economic Development Program Implementation Implement and staff an expanded economic
development program.
■ Seismic Retrofit Program Implement an unreinforced masonry (URM) building seismic strengthening program
that is not unduly burdensome.
GENERAL GOVERNMENT
■ Financing Seismic, Fire Sprinkler and Sewer Lateral Improvements. Establish a joint private and public sector
financing pro s�un for seismic, fire sprinkler and sewer lateral improvements on private property.
■ Long -Term Fiscal Health. Maintain City fiscal health and a balanced budget.
928
B -17 % -/D
Council �a'� =3 -9�
j acEnaa izEpont �"°`° -7
CITY OF SAN LUIS 0 B I S P 0
FROM: John Dunn, City Administrative Officer
Prepared By: Bill Statler, Director of Finance
SUBJECT: FINANCIAL PLAN SCHEDULE FOR 1997 -99
CAO RECOM UNDAnON
Approve preliminary schedule for preparing the 1997 -99 Financial Plan and conceptual approach
to Council goal- setting as part of this process.
DISCUSSION
Provided in Exhibit A for the Council's consideration and approval is a tentative schedule for
preparing the 1997 -99 Financial Plan. As reflected in this schedule, we propose continuing to
use a multi -year budgeting approach that begins with the Council setting goals for the most
important things for the City to accomplish over the next two years.
Based on our experience over the past six years, this has been a successful approach in assuring
that the fundamental purpose of the City's budgetary process is achieved: linking what we want
to accomplish for our community over the next two years with the resources necessary to do so.
As reflected in the attached schedule, we are proposing a two -step approach to the Council goal -
setting process:
■ Community `voriahop. Held on the evening of Tuesday, January 14, the purpose of this
workshop is to solicit suggested goals and work programs from Council advisory bodies,
community groups and interested individuals. To ensure that adequate space is available
for this workshop, our current plans are to hold it at The Forum. Provided in Exhibit
B is a sample of the letter that was sent to all advisory body chairs along with the
distribution listing. Provided in Exhibit C is the notice that was sent to 164 community
groups, governmental agencies, media organizations and interested individuals inviting
them to participate in this process along with the distribution lisitng. In addition to these
notices, we plan to place display ads in the Telesram Tribune, New Times and San Luis
Today in order to encourage the broadest possible participation in this process.
■ Council goal- setting worishop. Following the receipt of written and oral comments on
January 14; the goal- setting workshop will be held on Saturday, February 1 in the Library
Community Room. Based on our experience in past years, we plan to use an outside
facilitator for this workshop. This will allow all Council members to participate fully in
the process, and will allow staff to devote their efforts to listening and leaming. Because
of his familiarity with the City and our goal- setting process, we are recommending that
Don Maruska again serve as the facilitator for this process.
9 29
Council Agenda Report - Financial Plan Schedule for 1997 -99
Page 2
The first key dates in 1997 for the proposed process prior to issuance of the Preliminary
Financial Plan are:
Tuesday, January 7 Financial Plan overview. Finalize plans for the goal - setting
Regular Meeting process; review the purpose, goals and organization of the
Financial Plan document; consider existing Financial Plan
policies and approve any revisions as appropriate; and review
related work efforts recently completed or underway that may
affect the 1997 -99 Financial Plan.
Tuesday, January 14 Community workshop. Consider comments and suggestions
Special Meeting from community groups, interested individuals, and Council
advisory bodies.
Saturday, February 1 Council goal - setting. Review the status of existing major City
Special Meeting goals and candidate goals presented at the January 14 workshop;
consider results of the five year fiscal forecast; review other
trends that may affect the community over the next two years;
present individual Council member goals; prioritize and set
major City goals.
Tuesday, February 4 Follow -up to Council goal - setting if needed. Continued
Regular Meeting consideration of goal - setting at the next regularly scheduled
Council meeting following the February 1 workshop if needed.
Tuesday, February 25 Mid -year budget review. Consider the City's fiscal status at the
Special Meeting mid -point of the fiscal year and make appropriation adjustments
as necessary.
Tuesday, April 8 Council g ms
oal work program. Review and approve detail work
Special Meeting programs to accomplish Council goals; provide other budget
direction as needed.
As outlined in the proposed calendar, we expect to finalize and issue. the Preliminary Financial
Plan by May 7, and hold the first two preliminary budget workshops on Saturday, May 17
(general fund focus) and on Tuesday evening, May 27 (enterprise fund focus). The Financial
Plan is also scheduled to be a topic of discussion at the following two regular Council meetings
(June 3 and 17), with Financial Plan adoption planned for the June 17 meeting.
I1:
A. Tentative 1997 -99 Financial Plan calendar
B. Notice to Council advisory bodies
C. Notice to community groups and interested individuals
G:8UDGEr.97\FPCAL.CAR / -=?O
�7�
Exhibit r
Tentative 1997 -99 F"ncial Plan Calendar tvts�
[WHEN —� WHAT
October 10, 1996 0 Council advisory body chairs review budget process.
November, 1996
0 Council advisory bodies begin preparing work programs and goals
for consideration by the Council for 1997 -99.
• Commun4groups and interested individuals requested to prepare
candidate goals for consideration by the Council.
• Finance begins preparing Eve year fiscal forecast.
December 3, 1996
0 Gonna reviews and approves the Financial Plan process and
Regular Council Meeting
calendar for 1997 -99.
January 7, 1997
0 Council reviews and considers Financial Plan policies.; reviews any major
Regular Council Meeting
work efforts underway that will affect the 1997 -99 Financial Plan; finalizes
goal— setting process.
January 14, 1997
0 Council considers candidate goals presented by comm unity gro ups,
Special Budget Workshop
interested individuals and Council advisory bodies.
February 1, 1997
0 Council considers information presented to them at the Januay 14
Special Budget Workshop
worksbop; reviews S year fiscal forecast; sets goals for 1997 -99; provides
other direction to staff as appropriate in preparing the Financial Plan.
February4, 1997
a Ifneedc4 CouncilfinaKwsgoal— settmgprocess.
Regular Council Meeting
February 10, 1997
0 Finance issues budget instructions to operating departments reflecting
Council goals and CAO's administrative guidelines.
February 2S, 1997
0 Council considers mid —year budget review.
Special Budget Workshop
March 24, 1997
o Departments submit budget requests; budget review team and other
special internal reviewgroups (such as the QPreviewcommittee and MIS
steering committee) begin evaluating budget proposals.
April 8, 1997
0 Council reviews detail work programs to accomplish goals;
Special Budget Workshop
provides any special budget direction, if needed.
May 7, 1997
0 CAO finalizes budget recommendations, Finance completes and
distributes the Preliminary Financial Plan.
May 17, 1997
0 Council considers Preliminary Financial Plan: General Fund focus.
Special Budget Workshop
May 27, 1997
0 Council considers Preliminary Financial Plan: enterprise fund focus.
Special Budget Workshop
May 28, 1997
a Planning Commission reviews preliminary capital
improvement plan for consistency with the General Plan.
June 3, 1997
0 Council continues budget hearings.
Regular Council Meeting
June 17, 1997
0 Council continues budget hearings, adopts the 1997- 99Financial
Regular Council Meeting
Plan and 1997 -98 Budget.
Counca meeting dates in italics
GkHUDCGEM-T •RMAII
?-31
Exhibit 6
city o san lolls OBISPO
990 Palm Street, San Luis Obispo, CA 93401 -3249
October 18, 1996
Stephen R Nelson, Housing Authority Chairperson
1580 Lizzie St.
San Luis Obispo, CA 93401
Dear Steve:
As we discussed at our recent Advisory Body Chairperson Luncheon, it is once again time to
start thinking about the forthcoming City Council goals setting process which will take place next
January. A very helpful part of this process in the past has been the suggestions put forward by
the various Advisory Bodies concerning what they would like to see included in the City Council
goals for the next two -year budget. The input provided by the Boards, Commissions, and
Committees has been a very valuable contributor to City Council deliberations on appropriate
goals.
We would ask that you would use a part of your Advisory Body's time between now and early
January for the purpose of formulating your suggestions to the City Council as to appropriate
goals for the forthcoming two -year budget period.
Council goals, by their very nature, tend to be more general than the work programs developed
by the Advisory Bodies. In your input to the City Council, please consider what you believe
would be appropriate City goals, both from the perspective of the purpose of your Advisory
Body, as well as any perceived overall needs of the City.
Enclosed is a copy of the Council goals which were produced in January and February of 1995,
which served as a basis for the staffs preparing the 1995 -97 Financial Plan for the City.
Please plan on submitting your proposed City goals to the City Clerk's Office by January 7th.
Attached is a general calendar for the forthcoming budget season. We are currently working on
a more precise calendar which will be distributed to you upon completion.
We appreciate your distributing copies of this letter to your fellow Board, Commission, and
Committee members. If you or others have any questions about the City Council's Goal Setting
Process and the role of the Advisory Bodies in it, please feel free to call John Dunn (781 -7114)
or Bill Statler (751- 7130).
Sincerely,
Allen K. Settle Dunn
Mayor City Administrative Officer
cc: City Council, Department Heads, Staff Liaisons - Advisory Bodies
IThe City of San Luis Obispo is committed to include the disabled in all of its servi:es, proorams a- act::iti =;.
'36 Telecem,r.�nicalicns Device 'o- t ^e Dea' (805) 781.7410.
1995 -97 Financial Plan & 1995 -96 Budget
MAJOR CITY GOALS
The 1995 -97 Financial Plan sets forth major City goals and other key objectives for the next two years and rinks
them with the programs, projects and resources necessary to achieve them. Shown below are the major City
goals adopted by the Council as an integral part of the Financial Plan process. Key budget facts from the
1995 -97 Financal Plan are outlined on the following page.
Pubrrc Safety m*- Headquarters Fire Station
Complete construction of a new Headquarters Fire Station, on —time and within
budget.
Public Utilities r Long —Term Water Supply Development
Reach agreement with the County and north county community on solutions for
the Salinas Reservoir expansion and Nacimiento pipeline projects.
r Solid Waste Reduction
Achieve solid waste reduction and diversion goals.
Transportation • - Circulation Element Implementation
Implement General Plan circulation element projects, including alternative
transportation system improvements, in order to mitigate traffic impacts on
residential and commercial areas.
Leisure, .► Homeless Services Center
Cultural & Work with volunteer groups and businesses to construct and develop use
Social Services I agreements for a Homeless Services Center at the City —owned Prado Road site.
r Parks and Recreation Element Implementation
Adopt and begin implementing the Parks & Recreation Element/Master Plan.
Open Space Preservation
Inventory, prioritize and fund acquisition of open space, while continuing to
inventory natural resources within the City, urban reserve line and greenbelt areas.
Community W Natural Resource Protection
Development Prepare and begin implementing natural resource protection plans, including
adoption of a creek setback ordinance which incorporates adequate capability for
flood and habitat protection.
r Existing Economic Development Program Implementation
Implement the economic development program approved bythe Council in 1994.
r Expanded Economic Development Program
Implement and staff an expanded economic development program.
.. Seismic Retrofit Program
iImplement an unreinforced masonry (URM) building seismic strenghthening
program that is not unduly burdensome.
General M. Financing Seismic, Fire Sprinkler and Sewer Lateral Improvements
Government I-steblish a joint private any public sectorfinancing program for seismic, fire
sprinkler and sewer lateral improvements on private property.
W Long —Term Fiscal-Health p33
Maint=ain Cry fiscal health and a balanced budget.
/7 'j.�
-99 FI
WHEN
WHAT
October 10, 1996
a Council advisory body chairs review budget
process.
Mid October, 1996
• Finance begins preparing five year fiscal forecast.
November, 1996
a Council advisory bodies been preparing work
programs andgoals
for consideration by the Council for 1997 -99.
• Communitygroups and interested individuals requested to prepare
candidate goals for consideration by the Council.
December, 1996
a Council reviews and approves the Financial Plan
process and
calendar for 1997 -99.
• Finance bec ns drafring budget instructionsand developing budget
preparation materials; CAO approves adrninistrativeguide lines
for internal budget preparation.
Mid January, 1997
a Council considers information presented to them by advisory
bodies, communitygroups, interested individuals and citystaft,
sets goals for 1997 -99; provides other direction to staffas
appropriate in preparing the Financial Plan.
Late January, 1997
• Finance issues budget instructions to operating departments
reflecting Council goals and CAD's administrative guidelines.
Late February, 1996
•. Council considers mid year budget review.
Mid March, 1996
0 Departments submit budget requests.
• Budget review team and other special internal reviewg7oups (such
as the CIP review committee and AffS steering committee) begin
evalua budget proposals.
Early April, 1996
0 Council reviews detail work programs to accomplishgoals.
• Council provides anyspecia/ budget direction, ifneeded.
Early May, 1997
0 CA finalizes budget reommendations.
• Finance completes and distributes the Preliminary Financial Plan.
• Pl annmg Commission besynsreviewofpreliminarycapital
iniprovement plan for consistency Pith the General Plan.
Mid May through
June, 1997
Council holds budget workshops and hearings as needed to
consider the PrelirrinaryFinancial Plan (three to siTsessions).
By June 30, 1997
Council adopts the 1997 -99 Financial Plan and 1997 -98 Budget.
Mrs. Katchy Andrews
Jack House Chairperson
2662 Augusta
San Luis Obispo, CA 93401
Marianne Michels
Linda Day
ARC Chairperson
Jt. Rec. Chairperson
1155 Palm Street,Suite 14
1546 Oceanaire Drive
San Luis Obispo, CA 93401
San Luis Obispo, CA 93405
Steve Gilreath
Ken McCracken
BIA Chairperson
Mass Transp. Chairperson
Nothing But The Best
304 Longview Lane
San Luis Obispo, CA 93401
1117 Chorro Street
San Luis Obispo, CA 93401
Wendy Pyper
Parks & Recreation Chair
Cynthia Boche
220 High Street
BAC Chairperson
San Luis Obispo, CA 93401
976 Buchon Street
San Luis Obispo, CA 93401
Randy Dettmer
Frank Martinez
Personnel Board Chairperson
BOA Chairperson
2383 Sunset
663 Hill St.
San Luis Obispo, CA 93405
San Luis Obispo, CA 93401
Alice Loh
Barry Karleskint
CHC Chairperson
Planning Comm. Chairperson
31 Hathway Avenue
.623 Jeffrey Dr.
San Luis Obispo, CA 93405
San Luis Obispo, CA _93405
Stephen R. Nelson
Bill Pyper
Housing Authority Chairperson
PCC Chairperson
1580 Lizzie St.
1544 Tanglewood Lane
San Luis Obispo, CA 93401
San Luis Obispo, CA 93401
Trish Avery _.
Ron Regan
Tree Committee Chairperson
HRC Chairperson
875 Del Rio
868 Chorro Street
San Luis Obispo, CA 93401
San Luis Obispo, CA 93405
Mrs. Katchy Andrews
Jack House Chairperson
2662 Augusta
San Luis Obispo, CA 93401
November 15, 1996
Exhibit 0--
city of sAn luis oBispo
990 Palm Street, San Luis Obispo, CA 93401 -3249
NOTICE REGARDING UPCOMING GOAL-SETTING PROCESS
It's hard to believe, but with the holiday season fast approaching, the City of San Luis Obispo
is starting to do its planning for the next two fiscal years. This will lead to the City Council
adopting a 1997 -99 budget this next June.
However, between now and then, a great deal of planning, thought and effort will take place.
The official beginning of that long -term financial planning process will commence in January,
when the Council sets aside time to establish City goals for the forthcoming budget season. The
City Council goal- setting process is the base upon which the City budget is prepared, evaluated,
and approved.
The importance of City Council goal 'setting and what will follow (the City's putting together its
next two -year budget) cannot be overstated. We would like to emphasize the importance of
community input into this process. Simply stated, we are hopeful that the City Council will
adopt a budget which reflects the needs and aspirations of our citizens for their community. We
cannot do this unless we receive the thoughts and suggestions from our City Council advisory
bodies, and the many community organizations and interested individuals within the community.
The City Council goal setting process is designed for two paramount purposes: to give our
citizens a chance to make meaningful input into the City Council's subsequent decision making,
and to prepare a budget.which devotes our limited resources to the most important things for us
to accomplish over the next two years.
This year, in order to improve upon the process used in previous years, we are separating the
time the Council receives community input, which will be on January 14th, from the time when
the City Council takes all this received input and crafts it into the community's goals for the next
two -year period (February 1st). In this way, the City Council will have an opportunity to receive
and then to digest the thoughts coming from our community citizens and organizations before
deciding on appropriate goals for the community.
You and your organization are an important part of this community process. We need to hear
from you in order for the City Council to develop goals which are the best reflection of where
we as a City should be going regarding our facilities, programs and operations.
Tne City's financial condition is a critical factor in determining our ability "to get to where we
would be going ". Staff is now preparing a five -year fiscal forecast which will shed more light
on this issue. Because this forecast won't be completed until early January, we cannot provide
9-36,
you with specific information in advance of your work to develop suggested goals.. What we can
reasonably predict, however, is that the public resource "pie" is growing at a very slow rate.
Therefore, proposals for new City programs or services will be stronger and more helpful if they
come with creative, resourceful suggestions for how the proposal can be achieved (e.g.
community partnerships, funding, or efficiency ideas, etc.).
Please share this letter with the members of your organization, and start the process of putting.
together your suggested goals, which should be submitted to the City Clerk's office by January
7th. The Council will conduct a public hearing eliciting suggestions concerning City goals on
January 14th at 7 p.m. at The Forum on Marsh, 751 Marsh Street. You are also invited to join
with us on February 1st as the City Council takes all the input received and creates our new set
of City goals for the next two years.
I sincerely thank you and the members of your organization for your assistance to the City in this
process. Your thoughts are very important to us.
If you have any questions regarding the 1997 -99 Financial Plan and the goal- setting process or
require additional information, please do not hesitate to contact John Dunn (781 -7114) or Ken
Hampian (781- 7112).
Sincerely,
unn
Allen K. Settle
Mayor City Administrative Officer
%37
John Cribb Steve and Evelyn Delmartini SLO County Farm Bureau
Association of Realtors The Real Estate Group 651 Tank Farm Road
1034 Mill Street 962 Mill Street San Luis Obispo, CA 93401
San Luis Obispo, CA 93401 San Luis Obispo, CA 93401
Dennis Moresco
Building Industry Assn
P.O. Box 6180
Santa Maria, CA 93456
Tom Brown
Business Coalition
846 Higuera Street
San Luis Obispo, CA 93401
Dave Garth
Chamber of Commerce
1039 Chorro
San Luis Obispo, CA 93401
Mike Lucas
Economic Vitality
Corporation
734 Pacific Street
San Luis Obispo, CA 93401
Maggie Cox
Manufacturing & Processing
Assn
992 Monterey Street
San Luis Obispo, CA 93401
Janice Tye
Mission Plaza Coalition
1010 Nipomo Street
San Luis Obispo, CA 93401
RRM Design Group
3026 S. Higuera
San Luis Obispo, CA 93401
SLO Assoc. Manufacturers &
Dist.
c/o Barnett & Cox
979 Osos St., #F
San Luis Obispo, CA 93401
SLO Board of Realtors Assn.
443 Marsh Street
San Luis Obispo, CA 93401
Mariam Bulter
SLO County Cattlewomen
1394 Andrews
San Luis Obispo, CA 93401
SLO Property Owners Assn
P.O. Box 12924
San Luis Obispo, CA 93406
SLO County Builders
Exchange
PO Box 1222
San Luis Obispo, Ca 93406
Don Hubbard
Weatherwoods
153 N. Broad Street
San Luis Obispo, CA 93401
Patricia Troxel
Artemis
PO Box 13659
San Luis Obispo, CA 93406
Evani Lupinek
ARTernatives
PO Box 14603
San Luis Obispo, CA 93406
Lyndon Marie Thomson
Arts Council
PO Box 1710
San Luis Obispo, CA 93406
Cal Poly Arts
Jesperson Hall, Room 205
San Luis Obispo, CA 93407
Dr. Ernest Cementina
Central Coast Rep. Theater
PO Box 8106
San Luis Obispo, CA 93403
Carol Guerra
Civic Ballet
1340 Sawleaf Court
San Luis Obispo, CA 93401
County Historical Society
SLO County Museum
PO Box 1391
San Luis Obispo, CA 93406
Marta Peluso
Cuesta College Art Gallery
PO Box 8106
San Luis Obispo, CA 93403
Myra Heslop
Foundation for the Arts
PO Box 1137
San Luis Obispo, CA 93406
Joan Miles
Handel Oratorio Choir
2375 Johnson Avenue
San Luis Obispo, CA 93401
Dr. Frederick Balazs
Music & Arts for Youth
PO Box 13752
San Luis Obispo, CA 93406
Josef Kasparowitz
Mystic Krewe of Karnival
PO Box 14408
San Luis Obispo, CA 93406
Jill Anderson
Pacific Repertory Opera
PO Box 14760
San Luis Obispo, CA 93406
Ron Regier
Managing Director
Performing Arts Center
Commission
Performing Arts Center
San Luis Obispo, CA 93407
Barrie Cleveland
SLO Mozart Festival
PO Box 311
San Luis Obispo, CA 93406
Sandi Sigurdson
SLO County Symphony
PO Box 658
San Luis Obispo, CA 93406
Carol Dunn
SLO Art Association
PO Box 813
San Luis Obispo, Ca 93403
Tracy Wilder
SLO Community Concert
Assoc.
673 Skyline
San Luis Obispo, CA 93405
Cynthia Anthony
SLO Little Theatre
PO Box 122
San Luis Obispo, CA 93406
Martha Schwartz Achievement House
Obispo Beautiful Assoc. Attn. Darel Sorensen
PO Box 137 P.O.Box 3060
San Luis Obispo, CA 93403 San Luis Obispo, CA 93403
AGAPE Christian Fellowship
Attn. Charmaine Quinlan
710 Aerovista Place
Suite #'A
San Luis Obispo, CA 93401
Aids Support Network
Attn. Susan Hughes
P.O.Box 12158
San Luis Obispo, CA 93401
AI -Anon
1125 Garden
San Luis Obispo, CA 93401
Alano Club
1814 Osos
San Luis Obispo, CA 93401
Alpha
Attn: Joyce Mowles &
Debbie English
439 Marsh St.
San Luis Obispo, CA 93401
American Civil Liberties
Union
PO Box 3818
San Luis Obispo, CA 93403
American Red Cross
Attn. Jeannie Nix
225 Prado Rd. Suite A
San Luis Obispo, CA 93401
Amnesty International USA
PO Box 12628
San Luis Obispo, CA 93406
9 -39
/7_ r-
Arthritis Foundation
Attn. Alyce Thorp
3220 S. Higuera #307
San Luis Obispo, CA 93401
Caring Callers
Attn. Linda Crawford
660 Pismo St.
San Luis Obispo, CA 93401
Casa Solana, Inc.
Attn. Rebecca Simmons
383 S. 13th St.
Grover Beach, Ca 93433
Child Development Center
Attn. Andrea Schacht
1490 Southwood Dr.
San Luis Obispo, Ca 93401
E.O.C. Family Planning
705 Grand Ave.
San Luis Obispo, Ca 93401
Easter Seal Society
Attn. Mary Illingworth
977 Pismo St.
San Luis Obispo, Ca 93401
Family Services Center
Attn.Brad Rudd
1129 Marsh St.
San Luis Obispo, CA 93401
Hospice
Attn. Leslie Jones
1432 Higuera St
San Luis Obispo, CA 93401
Hotline
Attn. Rick Cohen
P.O.Box 5456
San Luis Obispo, CA 93403
Interfaith Coalition for the
Homeless
PO Box 1575
San Luis Obispo, CA 93401
Life Span Service Network,
INC.
Attn. Betty Woolslayer
P.O.Box 3953
San Luis Obispo, Ca 93403
Long Term Care
Attn. Gari Cave
783 Quintana Rd. Suite 2
Morro Bay, CA 93442
Mental Health Association
Attn. Jill Bolster -White
P.O.Box 100
San Luis Obispo, CA 93406
San Luis Obispo Ministerial
Association
c/o Rev. Randa D'Aoust
United Methodist Church
1515 Fredericks Street
San Luis Obispo, CA 93405
National . Council on
Alcoholism
PO Box 4354
San Luis obispo, CA 93403-
4354
NOW
PO Box 1306
San Luis Obispo, CA 93406
P.E.P.
Attn-Elisabeth Courtney
1950 Pecho Rd.
Los Osos, CA 93402
People's Kitchen
c/o Tom No0wood
467 Luneta Drive
San Luis Obispo, CA 93405
Poly Pals
Attn. Matt Freeby
University Union, Rm. 217
Box 348
San Luis Obispo, CA 93407
Public Interest Action Center
PO Box 15113
San Luis Obispo, CA 93406
Public Interest Action Center
PO Box 15113
San Luis Obispo, CA 93406
Grass Roots 11, INC. Middle House R.S.V.P.
Attn. Peggy Fowler Attn. Robert Hedrick Attn. Carol Conaway
1320 Archer St. 2939 Augusta St. 660 Pismo St.
San Luis Obispo, CA 93401 San Luis Obispo, CA 93401 San Luis Obispo, Ca 93401
im
r
Rape Crisis Center
Attn. Marilyn Hamiliton
P.O.Box 52
San Luis Obispo, CA 93406
Salvation Army
Attn. Major Barbara Ammann
P.O.Box 1407
San Luis Obispo, CA 93406
Senior Nutrition Program
Attn. Martha Nichols
710 Fero Lane #14
San Luis Obispo, CA 93401
Senior Peer Counseling
Attn. Ethel Sosna
660 Pismo St.
San Luis Obispo, CA 93401
SLO Grange
2880 Broad Street
San Luis Obispo, CA 93401
SLO Jaycees
Attn. Kathy Cook
P.O.Box 540
San Luis Obispo, CA 93401
SLO Legal Alternative Corp.
Attn. Angi King
1160 Marsh St. #114
San Luis Obispo, CA 93401
Vicki Farrar
SLO Literacy Council
967 Osos Street
San Luis Obispo, CA 93401
Tobacco Control Coalition
285 South Street, Suite J
San Luis Obispo, CA 93401
United Cerebral Palsy of SLO
Attn. Mark Shaffer
1160 Marsh St. Suite 102
San Luis Obispo, CA 93401
Voices For Children
Attn. Wendy Most
P.O.Box 3005
San Luis Obispo, CA 93403
Women's Shelter Program
Attn. Marianne Kennedy
P.O.Box 125
San Luis Obispo, CA 93406
Woods Humane Society
4679 Broad Street
San Luis Obispo, CA 93401
Marilyn Apuzzo
Abalone Alliance /Diablo
Project
1530 Broad Street
San Luis Obispo, CA 93401
California Native Plant
Society
c/o Mr. David Krause
2425 Sandown Place
Cambria, CA 93428
Canyons and Streams
Alliance
c/o Mr. Phil Ashley
1568 La Cita Court
San Luis Obispo, CA 93401
Central Coast Salmon
Enhancement
c/o Mr. Paul Cleveland
P. O. Box 277
Avila Beach, CA 93424
Carla Sanders
Citizen Planning Alliance
PO Box 15247
San Luis Obispo, CA 93406
Geoff Land, Executive
Director
ECOSLO
PO Box 1014
San Luis Obispo, CA 93406
Friends /SLO Botanical
Garden
PO Box 4957
San Luis Obispo, CA 93403
Ray Belknap
Land Conservancy
PO Box 12206
San Luis Obispo, CA 93406
Morro Coast Audubon
Society
PO Box 160
Morro Bay, CA 93443 -0160
Pacific Wildlife Care
PO Box 3257
San Luis Obispo, CA 93403
Richard Schmidt
112 Broad Street
San Luis Obispo, CA 93401
9 -w
n_r ��
Gary Feldsman
Sierra Club
PO Box 15755
San Luis Obispo, CA
San Luis Coastal Unified
School Dist.
Attn: Asst. Supt. for
93406 Business Services
1499 San Luis Drive
San Luis Obispo, CA 93401 -.
3099
Don Smith
1111 Vista Lago
San Luis Obispo, CA 93405
Judy Newhauser
Urban Creeks Council
531 Highland Drive
Los Osos, CA 93402
ASI
Cal Poly
UU, Room 217-A
San Luis Obispo, CA 93407
Cal Poly University
Administrative Services
One Grand Avenue
San Luis Obispo, CA 93407
Karen Linn
Cuesta College Public Events
PO Box 8106
San Luis Obispo, CA 93403
Janet Kourakis
League of Women Voters
1577 Tanglewood Court
San Luis Obispo, CA 93401
Robert Hendrix
SLO County Administrator
County Government Center,
Room 370
San Luis Obispo, CA 93401
SLO County Drug/Alcohol
Treatment
1102 Laurel Lane
San Luis Obispo, CA 93401
SLO Housing Authority
Attn: George Moylan,
Executive Director
PO Box 1289
San Luis Obispo, CA 9340E
Students for Social
Responsibility
Cal Poly, ASI Box 55
San Luis Obispo,'CA 93407
Assignment Editor
COAST KSTT -FM
51 Zaca Lane
San Luis Obispo, CA 93405
Assignment Editor
KCOY TV
560 Higuera Street
San Luis Obispo, CA 93401
News Director
KCPR Radio
Cal Poly University
San Luis Obispo, CA 93407
News Director
KDDB FM 92 Radio
P. O. Box 987
San Luis Obispo, CA 93406
News Director
KGLO Radid
P. O. Box 170
Arroyo Grande, CA 93421
News Director
KJUG Radio
P.O. Box 8123
San Luis Obispo, CA 93403
Assignment Editor
KSBY TV
467 Hill Avenue
San Luis Obispo, CA 93405
News Director
KSLY 96 Radio
1880 Santa Barbara Street
San Luis Obispo, CA 93401
News Director
KSTT 101.3
51 Zaca Lane
San Luis Obispo, CA 93401
9 -45v
News Director Chorro St. Neighborhood AARP
KVEC Radio c/o Carol Tangeman 1445 Santa Rosa Street
1329 Chorro Street 806 Murray San Luis Obispo, CA 93401
San Luis Obispo, CA 93401 San Luis Obispo, CA 93405
News Director
KWSP -FM
P. O. Box 3610
San Luis Obispo, CA 93403
Mustang Daily
Cal Poly University
San Luis Obispo, CA 93407
New Times
197 Santa Rosa Street
San Luis Obispo, CA 93401
Telegram Tribune
Attn: Mike Stover
P. O. Box 112
San Luis Obispo, CA 93405
Marlin Vix
Alta Vista Neighbor hood
Association
PO Box 5412
San Luis Obispo, CA 93405
Augusta Street
Neighborhood
c/o Mary Lou Johnson
2275 Flora Street
San Luis Obispo, CA 93401
Barbara Collins
Foothill Neighborhood Assoc.
364 Los Cerros. Drive
San Luis Obispo, CA 93401
Mary Ann Michaels
Laguna Lake Neighborhood
Assoc.
1546 Oceanaire
San Luis Obispo, CA 93405
Monterey Hts. Neighborhood
Assn.
c/o Cydney Holcomb
2076 Hays
San Luis Obispo, CA 93405
Old Town Neighborhood
c/o Leo Pinard
714 Buchon Street
San Luis Obispo, CA 93401
Ray Nordquist
Residents for Quality
Neighborhoods
PO Box 12604
San Luis Obispo, Ca 93406
Bonnie Garritano
San Luis Drive Neighbors
1950 San Luis Drive
San Luis Obispo, CA 93401
Shirley Bird
Senior Citizens Assoc.
PO Box 5456
San Luis Obispo, Ca 93403
Mike Seitz
AYSO
1066 Palm Street
San Luis Obispo, CA 93401
Sandra Neuschafer
Bambino Division of Babe
Ruth
PO Box 1246
San Luis Obispo, CA 93406
John McCutcheon
Cal Poly Athletics
Mott Gym, Room 201
San Luis Obispo, CA 93407
Camp Fire Council
Attn. Betty Willett
P.O.Box 1269
Arroyo Grande, CA 93421
Larry Smyth
CYSA
171 Anacapa
San Luis Obispo, CA 93405
9-g3
April Youmans Dan Paddock CenterPointe Theatre Group
Girls Softball YMCA 1622 Royal Way
3105 Perfumo Canyon Road 1020 Southwood San Luis Obispo, CA 93405
San Luis Obispo, CA 93405 San Luis Obispo, CA 93401
John Bria
Joint Use Committee
2473 Lawton Street
San Luis Obispo, CA 93401
Jeff Guy
San Luis Coastal Unified
School Dist.
1499 San Luis Drive
San Luis Obispo, CA 93401
Gary McNanna
Senior Division of Babe Ruth
c/o San Luis Paints
3490 Broad Street
San Luis Obipo, CA 93401
Robin Baggett
Sinsheimer, Schielbelhut &
Baggett
PO Box 31
San Luis Obispo, CA 93406
David Wardlaw
SLO Little League
113 Narlene Way
Pismo Beach, CA 93449
Bill Thoma
Thoma Electric
PO Box 1167
San Luis Obispo, CA 93406
Tony Flatos
Youth Football
2187 August Court
San Luis Obispo, CA 93401
Jose Lemus, Project Director
Fuerza Federation
PO Box 14629
San Luis Obispo, CA 93406
Jody Ramsland
SLO Folk Music Society
436 Pismo Street
San Luis Obispo, CA 93401
Ann Ream
Arts Are Core
4950 Caballeros
San Luis Obispo, CA 93401
KCBX
4100 Vachell Lane
San Luis Obispo, CA 93401
Carol West
San Luis Obispo Vocal Arts
Ensemble
2605 El Cerrito
San Luis Obispo, CA 93401
Pacific Horizon - Sweet
Adelines
PO Box 13659
San Luis Obispo, CA 93406
Brad Brown
ADAPT
PO Box 14151
San Luis Obispo, CA 93406
Fran Dukehart
Children's Theater
PO Box 571
San Luis Obispo, CA 93406
Mary Harris
SLO International Film
Festival
PO Box 1137
San Luis Obispo, CA 93406
Jennifer Sayre
Coastal Access Musicians'
Alliance
PO Box 13905
San Luis Obispo, CA 93406
Tisha Smith
YOPAC
Cal Poly
San Luis Obispo, CA 93407
Kathy Friend
Children's Creative Project
PO Box 6288
Los Osos, CA 93402
Don Gugeler
San Luis County Band
245 County Hills Lane
Arroyo Grande, CA 93420
Catherine T. Holmes
Friends of SLO Botancial
Garden
PO Box 4957
San Luis Obispo, CA 93403
Barbara Halon
Gilbert Reed Ballet
2091 McCollum
San Luis Obispo, CA 93405
Tom Walters
San Luis Obispo County
Youth Symphony
PO Box 430
San Luis Obispo, CA 93403
Kathy M. Smith
Literacy Council
200 Surburban Rd., Ste. B
San Luis Obispo, CA 93401
Larry Smyth
SLO Soccer Club
171 Anacapa
San Luis Obispo, CA 93405
City- to-Sea Mini Marathon
1120 Marsh Street
San Luis Obispo, CA 93401 77
l
A
1995-97 FINANCIAL PLAN SUPPLEMENT
Budget — in — Brief
The purpose of this 'budget —in— brief is to summarize the second year of the City's 1995 -97
Financial Plan by highlighting the City's budget process, key budget features, major City goals and
basic 'budget facts'. If you have any questions regarding the City's budget, or would like to obtain a
complete copy of the 1995 -97 Financial Plan or the 1996 -97 Supplement, please contact the
Department of Finance at 781 -7130.
Purpose of the City's Two —Year Financial Plan
The fundamental purpose of the City's Financial Plan is to link what we want to accomplish for the
community over the next two years with the resources necessary to do so. The City's Financial Plan
process does this by: clearly setting major City goals and other important objectives; establishing
reasonable timeframes and organizational responsiblity for achieving them; and allocating resources for
programs and projects. This process results in a two —year budget document that emphasizes long
range planning, budgeting for results, effective program management and fiscal accountability. While
appropriations continue to be made annually under this process, the Financial Plan is the foundation for
preparing the budget in the second year. The Financial Plan Supplement for 1996 -97 was adopted by
the Council on June 18, 1996.
Major City Goals
To meaningfully link achieving important objectives with necessary resources requires a process that
identifies key goals at the very beginning of budget preparation. Setting goals and priorities should
drive the budget process, not follow ft. For this reason, the City began the 1995 -97 Financial Plan
process in January of 1995 with an in —depth goal setting workshop where Council members shared
their hopes and visions for the community, considered the City's fiscal outlook for the next five years,
listened to suggestions from advisory bodies and community groups, presented their individual goals to
fellow Council members, and then set and prioritized major goals and work programs for the next two
years. The City Departments and the City Administrative Officer then prepared the Preliminary Financial
Plan based on this policy guidance from the Council. A number of budget workshops and hearings
followed resulting in final Council adoption of the Financial Plan on June 20, 1995.
Financial Plan Policies
Formally articulated budget and fiscal policies provide the fundamental framework and foundation for
preparing and implementing the Financial Plan. Included in the Financial Plan itself, these policies
cover a broad range of areas such as user fee cost recovery goals, enterprise fund rates, investments,
capital improvement management, capital financing and debt management, appropriation limits, fund
balance and reserves, human resource management, productivity and contracting for services.
CITY OF SAN LUIS OBISPO
9-'17
1995 -97 Financial Plan Supplement
KEY BUDGET FEATURES
BUDGET OVERVIEW
wo� The 1995 -97 Financial Plan is a balanced budget for the next two years that retains existing service levels
and, in some selected areas, provides enhanced City services.
In contrast to the 1993 -95 Financial Plan, there are no cuts in regular staffing.
wo. In meeting workload and service delivery concerns and in responding to Council goals, limited increases in
regular positions are included in the Financial Plan. However, these additions followed extensive reviews
by the staff and Council to ensure that increased staffing levels are the most appropriate way of achieving
high — priority objectives.
mo- There is a significant increase in General Fund support for capital improvement projects from previously
forecasted levels. This is largely the result of Council goal— setting.
w General Fund revenue projections are based on modest improvements in the local economy and assume
no further State budget cuts to cities during the next two years.
► Implementing the results of the recently completed °cost of services study" is a key part of the Plan's overall
budget balancing strategy. Following in —depth workshops and hearings, the Council approved cost
recovery policies resulting in increased General Fund service charges of $650,000 on an annual basis.
REGULAR STAFFING CHANGES
While it is difficult to augment regular staffing levels in light of our past and current fiscal circumstances, each of
the new General Fund positions — with the exception of the positions related to an expanded economic
development program and enhanced natural resource protection — brings resources with it, significantly
reducing the net cost of these positions. More importantly, each of these positions meets an identified high
priority need. And lastly, it should be noted that even with these staffing changes, General Fund staffing levels
will still be lower than those in place in 1988 -89.
Water Fund
Utilities conservation office 2.0
Water distribution 2.0
Sewer Fund
Water reclamation 1.0
Water, Sewer d Whale Rock Funds
Utilities engineering & administration 0.5
Parking
OTHER SIGNIFICANT OPERATING PROGRAM CHANGES
a► Funding increased Police booking activities will cost $20,000 annually.
w Restoring spay /neuter services will cost $5,000 annually.
r Fully funding fire operations overtime to meet minimum staffing standards will cost $120,000 annually.
a- Enhancing sidewalk repair and replacement will cost $30,000 annually.
r Improving flood protection by replacing catch basins will cost $50,000 annually.
r Contracting for improved tree maintenance will cost $37,300 annually.
Sharing start—up costs for the performing arts center will cost $81,500 in 1995/96 and $50,000 in 1996/97.
► Updating the Safety & Seismic Element of the General Plan will cost $18,100 in 1995/96.
r Creating a focussed GIS management program without increasing overall staff resources results in the
transfer of two positions from Community Development to Public Works.
Consolidating zoning, land use and fire maps will cost $80,000 in 1995/96.
r Revising topographic maps will cost $20,000 in 1995/96. q '!
r Supporting and maintaining resource mapping through Cal Poly will cost $9,000 annually. / _ 7 g
Public safety — police
2.0
Public safety — fire
Community development admin
4.0
0.2
Natural resource protection
1.4
Economic development
1.4
Personnel administration
02
Information systems
1.0
Building maintenance
0.5
Vehicle & equipment maintenance
0.5
TOTAL
11.2
Water Fund
Utilities conservation office 2.0
Water distribution 2.0
Sewer Fund
Water reclamation 1.0
Water, Sewer d Whale Rock Funds
Utilities engineering & administration 0.5
Parking
OTHER SIGNIFICANT OPERATING PROGRAM CHANGES
a► Funding increased Police booking activities will cost $20,000 annually.
w Restoring spay /neuter services will cost $5,000 annually.
r Fully funding fire operations overtime to meet minimum staffing standards will cost $120,000 annually.
a- Enhancing sidewalk repair and replacement will cost $30,000 annually.
r Improving flood protection by replacing catch basins will cost $50,000 annually.
r Contracting for improved tree maintenance will cost $37,300 annually.
Sharing start—up costs for the performing arts center will cost $81,500 in 1995/96 and $50,000 in 1996/97.
► Updating the Safety & Seismic Element of the General Plan will cost $18,100 in 1995/96.
r Creating a focussed GIS management program without increasing overall staff resources results in the
transfer of two positions from Community Development to Public Works.
Consolidating zoning, land use and fire maps will cost $80,000 in 1995/96.
r Revising topographic maps will cost $20,000 in 1995/96. q '!
r Supporting and maintaining resource mapping through Cal Poly will cost $9,000 annually. / _ 7 g
1995 -97 Financial Plan Supplement
MAJOR CITY GOALS
The 1995 -97 Financial Plan sets forth major City goals and other key objectives for the next two years and links
them with the programs, projects and resources necessary to achieve them. Shown below are the major City
goals adopted by the Council as an integral part of the Financial Plan process. Key budget facts from the
Financial Plan Supplement for 1996 -97 are outlined on the following page.
Public Safety + Headquarters Fire Station
Complete construction of a new Headquarters Fire Station, on —time and within
budget.
Public l&ENes W Long —Tenn Water Supply Development
Reach agreement with the County and north county community on solutions for
the Salinas Reservoir expansion and Nacimiento pipeline projects.
w Solid Waste Reduction
Achieve solid waste reduction and diversion goals.
Transportation .► Circulation Element Implementation
Implement General Plan circulation element projects, including alternative
transportation system improvements, in order to mitigate traffic impacts on
residential and commercial areas.
Leisure, r Homeless Services Center
Cultural a Work with volunteer groups and businesses to construct and develop use
Social Services I agreements for a Homeless Services Center at the City—owned Prado Road site.
W Parks and Recreation Element Implementation
Adopt and begin implementing the Parks & Recreation Element/Master Plan.
Open Space Preservation
Inventory, prioritize and fund acquisition of open space, while continuing to
inventory natural resources within the City, urban reserve line and greenbelt areas
Community r Natural Resource Protection
Development Prepare and begin implementing natural resource protection plans, including
adoption of a creek setback ordinance which incorporates adequate capability for
flood and habitat protection.
W Existing Economic Development Program Implementation
Implement the economic development program approved by the Council in 1994.
W Expanded Economic Development Program
Implement and staff an expanded economic development program.
Seismic Retrofit Program
Implement an unreinforced masonry (URM) building seismic strenghthening
program that is not unduly burdensome.
General • Financing Seismic, Fire. Sprinkler and Sewer Lateral Improvements
Government I Establish a joint private and public sectorfinancing program for seismic, fire
sprinkler and sewer lateral improvements on private property.
.► Long —Term Fiscal Health
1 Maintain City fiscal health and a balanced budget.
1995-97 Financial Plan Supplement
JUST THE FACT$
Total Expenditures (in millions
Operating programs $32.5 66%
Capital outlay 11.2 23%
Debt service 5.5 11%
TOTAL $49.2 100%
Overatina Programs By Function - All Funds
Operating Programs By Type - All Funds
Staffing $21.4 66%
Contract services 5.7 18%
Supplies 5.3 16%
Minorca ital 0.1 less than t%
TOTAL $32.5 100%
Major Capital Projects - All Funds
134.0
Public safety
$10.5
33%
Public utilities
6.8
21%
Transportation
3.4
10%
Leisure, cultural & social sery
3.7
11%
Community development
2.8
9%
General government
5.3
16%
TOTAL
$32.5
100%
Operating Programs By Type - All Funds
Staffing $21.4 66%
Contract services 5.7 18%
Supplies 5.3 16%
Minorca ital 0.1 less than t%
TOTAL $32.5 100%
Major Capital Projects - All Funds
* Augments $4.2 million previously funded for this project.
I Public safety
134.0
42%
Headquarters fire station
$0.6
$
Salinas reservoir (study)
0.3
0.3
Water reuse (system design)
0.7
9%
Water distribtion system
1.6
1.8
Sewer system imprvmnts
0.6
0.7
Pavement resurfacing
0.6
0.6
Neighborhood traffic mgt
0.1
02
Bridge/flood control impry
0.2
0.7
Laguna lake sediment rmvl
0.2
Pedestrian/bikeway impry
0.4
0.9
Park improvements
0.3
0.2
Mission plaza expansion
0.2
0.3
Historical museum
Other service charges
0.6
seismic improvements
0.1
0.4
Homeless services center
0.1
I
City Hall seismic/HVAC impry
1.4
Information technology
0.4
0.51
* Augments $4.2 million previously funded for this project.
I Public safety
134.0
42%
Public utilities
.55.5
17%
Transportation
23.0
7%
Leisure, cultural & social sery
29.0
9%
Community development
33.6
10%
1 General riewommant
53.7
15%
General Fund $20.8 42%
Other Governmental Funds 7.3 15%
Enterprise Funds 21.1 43%
TnTAI $49.2 100%
Operating Proarams By Function - General Fund
Ooeratma Proarams By Type - General Fund
Staffing $17.5 76%
Contract services 2.3 10%
Supplies & minor capital 3.3 14%
Reimbursed expenditures (2.3)
TOTAL $20.8 100%
7'.w n^vmm fn^ al mmnfnl Frinri Rawantua-c **
Public safety
10.5
50%
Public utilities
3.9
15%
Transportation
1.6
8%
Leisure, cultural social sery
3.1
15%
Community development
2.6
13%
General government
3.0
14%1
1 TOTAL
$20.8
100%1
Ooeratma Proarams By Type - General Fund
Staffing $17.5 76%
Contract services 2.3 10%
Supplies & minor capital 3.3 14%
Reimbursed expenditures (2.3)
TOTAL $20.8 100%
7'.w n^vmm fn^ al mmnfnl Frinri Rawantua-c **
•' General special revenue captw pmlecl a debt service nff=
Reaular Position Additions - All Funds
Sales tax
$6.6
25%
Property tax
3.9
15%
Utility users tax
2.9
11%
Transient occupancy tax
2.6
10%
Motor vehicle in-lieu
1.6
6%
Community dev block grant
1.0
4%
Business tax-certificates
0.9
3%
Gasoline tax
0.8
3%1
Franchise fees
0.8
3%
These top nine revenues account for about W% of
Governmeirifel Fund revenues. A wide variety of him
account for another 8% summarized as 10110m-'
Recreation fees
$0.8
3%
Development review fees
0.9
3%
Other service charges
0.6
2%
Other Gowrnmermd Fund revenues indude Interest
I earnings, grants, firms. and sale of suiplus
pmpwW
I
•' General special revenue captw pmlecl a debt service nff=
Reaular Position Additions - All Funds
0JUDMAMA)MUP '
67- ,57V
J
Public safety
6.0
Public utilities
Transportation
1*0
Leisure, cultural & social sery
Community development
3.0
General Qovernment
2.2
TOTAL
11.2
6.51
0JUDMAMA)MUP '
67- ,57V
J