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12/08/1998, 2 - STATUS OF GOALS AND OBJECTIVES
council ,z_8. 9� j ac En as nEpont lm Nb� a CITY O F SAN LUIS O B 1 S P 0 FROM: Bill Statler,Director of Finance W SUBJECT: STATUS OF GOALS AND OBJECTIVES CAO RECOMMENDATION Review and consider the status of major City goals and other Council objectives; and approve revised work programs as appropriate. DISCUSSION Overview Attached is a comprehensive status report on major City goals and other Council objectives showing the progress we have made to-date in accomplishing adopted work programs. As reflected in the`report card"provided in the Introduction section of the report, we project that by the end of the fiscal year, we will have accomplished all of the major City goal "action plans." In some cases, the "action plan" has been revised to reflect current circumstances. Any such changes are clearly highlighted and discussed in the status report. The only major revision is for the Long-Term Water Supply Development goal. As discussed in the status update, the changes are solely due to actions by other governmental agencies over whom we have no control. Background The fundamental purpose of the City's Financial Plan and budgetary process is to link the most important, highest priority things for us to accomplish for our community with the resources necessary to do so. For this reason, identifying major City goals, and preparing detailed work programs to accomplish them,is an integral part of the City's Financial Plan process. During the 1997-99 Council goal-setting process, consensus objectives were ranked into three priority tiers: major City goals hese are the highest priority,most important things for the City to achieve over the two-year Financial Plan period; other important objectives; and address as resources permit. All of these objectives were incorporated into the 1997-99 Financial Plan in some fashion. An essential part of the goal-setting process is preparing detailed work programs in order to: ■ Define and scope the adopted goal. ■ Ensure that there is a clear understanding of the goal so appropriate resources are allocated, and progress can be measured in achieving it. Council Agenda Report—Status of Goals and Objectives Page 2 This is especially important in the case of objectives like long-term water supply development where fully achieving the goal is likely to extend well beyond the two-year Financial Plan period. However, we can measure progress—and our success in accomplishing the goal—by clearly defining the specific actions we plan to undertake over the next two years. For this reason, each work program approved by the Council includes the following information: ■ Objective. This is the action statement adopted by Council that sets forth the basic objective to be accomplished. ■ Discussion. What is the proposed workscope? What related work has the City done in the past? What key issues or challenges can we expect in achieving this goal? w" This last item is an especially important component, since in many cases there will be steps that need to be completed requiring community review or approval by other governmental agencies. The outcome of these steps—which will be critical to success in achieving the objective--can not be predicted when the work program is prepared. ■ Action plan. What specific things do we need to do in order to accomplish this goal? Knowing this will help us in scoping and defining the project and in monitoring our progress in accomplishing it. ■ Responsible department and program. Who is accountable for getting it done? ■ Financial and staff resources required to achieve the goal. What will it take to achieve the goal? Do we have to add resources to do this? ■ Outcome/final work product. What will we get if we achieve the goal, and why is this important? The work programs for major City goals as approved in the 1997-99 Financial Plan are provided in the Appendix of the attached status report. Status Report Organization The status report is organized into five major sections: ■ Introduction. Summarizes the purpose of the status report, and provides a quick "report card" showing that all work programs (based on recommended revisions) will be completed by the June of 1999. ■ Major City Goals. Provides a detailed progress report on the status of each major City goal, including the objective; action plan (along with clearly identified revisions if appropriate to reflect changed circumstances); projected status at June 30, 1997; and full discussion of its current status. a-a Council Agenda Report—Status of Goals and Objectives Page 3 ■ Other Council Objectives. Includes the program objective and its current status. These are reported in less detail than major City goals. ■ Capital Improvement Plan (CIP)Status Report Shows the status of each CIP prof ect as of September 30, 1998. ■ Appendix Provides the work programs as approved in the 1997-99 Financial Plan for each major City goal. ATTACHMENT Status of Goals and Objectives: December 1998 G:Finance/1999-01 Financial Plan/Council Goal Setting/Goals Status Update Agenda Report A-3 199 -99 Financial Plan STATUS OF GOALS AND OBJECTIVE S As of December 1998 city of san tuis o,Bi ,spo a.v city of san Luis omspo 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 TABLE OF CONTENTS INTRODUCTION CIP PROJECTS STATUS REPORT Overview 1 Status of CIP Projects Status Reporting I as of September 30, 1998 A-1 Summary of Major City Goals 1 Major City Goals"Report Card" 2 Other Council Objectives 2 APPENDIX CIP Projects 2 MAJOR CITY GOAL WORK PROGRAMS MAJOR CITY GOALS PROGRESS REPORTS Excerpts from the 1997-99 Financial Plan Long-Term Water Supply Development B-22 Long-Term Water Supply Development 3 Street and Sidewalk Maintenance B-25 Street and Sidewalk Maintenance 7 Flood Protection B-27 Flood Protection 8 Transit Service B-30 Transit Service 9 Parking System Improvements B-32 Parking System Improvements 10 Youth Athletic Fields B-34 Youth Athletic Fields 10 Parks and Recreation Element Parks and Recreation Element Implementation 11 Implementation B-39 Airport Area Annexation 12 Airport Area Annexation B-41 Madonna Plaza and Madonna Plaza and Central Coast Mall Revitalization 13 Central Coast Mall Revitalization B-44 Economic Development 14 Economic Development B-46 Neighborhood Preservation 16 Neighborhood Preservation B-48 Long-Term Fiscal Health 17 Long-Term Fiscal Health B-50 Community Partnerships 20 Community Partnerships B-55 OTHER COUNCIL OBJECTIVES Neighborhood Traffic Management 21 Bicycle Plan Implementation 21 Transit Transfer Center 21 Improved Vehicle Circulation 22 Laguna Lake Dredging 22 Long-Term Open Space Funding 22 Continued Open Space Funding 23 Mid-Higuera Area Master Plan 23 Conservation and Energy Element Update 24 a -s 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 INTRODUCTION Overview. The fundamental purpose of the City's Financial Plan and budgetary process is to link the most important, highest priority things for us to accomplish for our community with the resources necessary to do so. For this reason, identifying major City goals, and preparing detailed work programs to accomplish them, is an integral part of the City's Financial Plan process. During the 1997-99 Council goal-setting process, consensus objectives were ranked into three priority tiers: major City goals; other important objectives; and address as resources permit. All of these objectives were incorporated into the 1997-99 Financial Plan in some fashion. Statas Reporting. An important part of the budget process is formally reporting to the Council on our progress in achieving these goals. To do this,included in this status report are the following three sections: • Major City Goals • Other Council Objectives • Capital Improvement Plan Projects Major City Goals. The following summarizes major City goals for 1997-99, which represent the highest priority,most important things for the City to achieve over this two-year period: Public Utilities ■ Long-Term Water Supply Development Transportation ■ Street and Sidewalk Maintenance ■ Flood Protection ■ Transit Service ■ Parking System Improvements Leisure, Cultural&Social Services ■ Youth Athletic Fields ■ Parks and Recreation Element Implementation Community Development ■ Airport Area Annexation ■ Madonna Plaza and Central Coast Mall Revitalization ■ Economic Development ■ Neighborhood Preservation General Government ■ Long-Term Fiscal Health ■ Community Partnerships While the status of each of these goals is reported in detail on the following pages, here is a quick"report" card on our projected progress at the end of 1997-99: 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 INTRODUCTION Major Qr,Goals "Re ort Card"-Projected Status Summary at June 30, 1999 Action Plan In Completed Progress • Long-Term Water Supply Development • Street and Sidewalk Maintenance • Flood Protection • Transit Service • Parldng System Improvements • Youth Athletic Fields V • Parks and Recreation Element Implementation • Airport Area Annexation `� • Madonna Plaza and Central Coast Mall Revitalization • Economic Development • Neighborhood Preservation '11 • Long-Term Fiscal Health • Community Partnerships W' Important Note:Many of these are multi year programs that have activities associated with them that go beyond the two year 1997-99 timeframe. Action plan changes. In some cases, the "Action Plan' has been revised to reflect current circumstances. Any such changes are clearly highlighted and discussed in the status report. The only major revision is for the Long- Term Water Supply Development goal. As discussed in the status update,the changes are solely due to actions by other governmental agencies over whom we have no control. Other Council Objectives. These include the following program objectives; the status of these are reported in less detail than major City goals: Transportation ■ Neighborhood Traffic Management ■ Bicycle Plan Implementation ■ Transit Transfer Center ■ Improved Vehicle Circulation ■ Laguna Lake Dredging Community Development ■ Long-Term Open Space Funding ■ Continued Open Space Funding ■ Mid-Higuera Area Master Plan ■ Conservation and Energy Element Update CIP Projects. This section includes the status of all approved CIP projects that are currently in progress. -2- o - 7 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS Lon -Term Water Supply Development Original Objective Meet the City's long-term water supply needs by: reaching agreement with North County cities on the Nacimiento pipeline and Salinas reservoir projects; and completing phase 1 of the water reuse project. Revised Objective Meet the City's long-term water supply needs by: reaching agreement with North County cities on the Nacimiento pipeline and Salinas reservoir projects; and completing the consultation process with the Environmental Protection Agency and the National Marine Fisheries relative to the impact of the water reuse project on Steelhead trout. Action Plan Original Revised Status Nacimiento Pipeline • Continue participation in the • No change. In progress Nacimiento Participants Advisory Committee(NPAC). • Continue working with the In progress County,NPAC and consultants in • Council considers and Board of developing the revised draft EIR. Supervisors certifies EIR . Work with the County and NPAC In progress • Council approves and executes in developing draft reservation reservation agreement with agreements for design,-ng, County. constructing and operating the Nacimiento pipeline. Salinas Reservoir Expansion • Continue participation on the • No change. In progress North County Water Task Force. • Council certifies project EIR. • No change. Completed • Receive water rights permit time • No change. In progress extension from the SWRCB. Water Reuse • Award design and engineering • No change. Completed contract. Complete the"Section 7" In progress • Award Phase 1 construction consultation process with the contract. Environmental Protection • Complete Phase 1 construction. Agency and the National Marine o� Fisheries relative to the impact of the water reuse project on Steelhead trout. Projected Status at June 30, 1999 Revised Action Plan Completed -3- a- g 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS Current Status While we certainly will not complete all of the previously defined action plan steps, it is important to recognize the significant progress we have made toward completing this goal—especially considering its complexity and our reliance on other agencies in achieving it—and the significant amount of work that still remains ahead of us. The revised action plan above more accurately reflects what we can reasonably hope to accomplish by June of 1999. The following.is a summary of the status of each project, along with a discussion of the proposed action plan revisions where appropriate. Overview This major City goal was specifically defined as follows: Meet the City's long term water supply needs by. reaching agreement with the North County cities on the Nacimiento pipeline and the Salinas Reservoir projects;and completing Phase I of the Water Reuse project As far as meeting our objective on the first portion of this goal—reaching agreement with the North County cities on the Nacimiento pipeline and the Salinas Reservoir projects—we have been extremely successful. The Nacimiento project is now one which is supported by a wide variety of North County interests: agricultural, cities, water agencies and the County. Our efforts have been extensive: working with recreational interests at the lake through the Nacimiento Cooperative Use Committee; working with agricultural and others through the North County Water Task Force; continuing our active and leadership participation on the Nacimiento Participants Advisory Committee; and working closely with Mayor Settle and Council Member Romero in negotiating and lobbying for continued support for the project from Paso Robles. As it now stands, Paso Robles seems to be the primary participant with questionable commitment to the project at the political level, and we and others will continue to work closely with Paso Robles to come fully on board. In terms of the Salinas reservoir expansion project, there is little hope that the North County will ever "support" our efforts to develop this water supply. However we have established a relationship and a greater degree of trust among many of our more vocal opponents in the North County. We now have many of them saying "if San Luis Obispo doesn't get Nacimiento water, they are going to do the Salinas Dam project." This simple statement indicates to us that many in the North County now understand the seriousness of our water supply situation, our desire to cooperate on the Nacimiento project, and our willingness to take the hard road with Salinas if we must—an important acceptance of our position. The second portion of this goal statement reads: and completing phase 1 of the water reuse project While we have made some recent and significant progress on this project, we have not and will not have phase 1 completed prior to the end of the 1998-99 fiscal year. At the time the goal was envisioned, we had just completed certification of the Water Reuse project EIR (March of 1997) and resolution of our a -9 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS permit before the State Water Resources Control Board (SWRCB) was anticipated within the year. The project was dealt an unanticipated setback with the listing of the Central Coast Steelhead Trout as a threatened species under the Federal Endangered Species Act (ESA). This required an additional level of regulatory analysis,review and approval before the project could proceed to the State Board for permitting. Working through this process with less than willing and cooperative regulatory agencies has proven quite challenging, yet recently we have made some significant progress. As of August 1998, we have been successful in resolving the issue of the required stream release with the State Department of Fish and Game (DFG), and our attorneys are now working out the final language of DFG's protest dismissal. We have also completed the necessary `Biological Assessment" as required under the ESA, satisfied the concerns of the Environmental Protection Agency (EPA) who have now (as of September 1998) initiated the formal consultation process under Section 7 of the ESA with the National Marine Fisheries Service (NMFS). The NMFS now has 135 days to complete the review and consultation process, and to issue their "biological opinion." This will set forth the parameters under which we can proceed with the project relative to its impact on Steelhead trout. In addition to our efforts to comply with the ESA requirements,Council has awarded a contract to Brown and Caldwell for design of Phase 1 of the Water Reuse project (December of 1997), and they are working with staff in the preliminary design of the distribution system and the project engineering report required by the State Department of Health Services. Nacimiento Pipeline Project • Continue participation in the Nacimiento Participants Advisory Committee. This action step has been met and is ongoing. Accordingly, we are not recommending any changes to this action plan step. • Council considers and Board of Supervisors certifies EIR This action step has not been completed. The draft EIR for the project was completed and circulated for public comment. In consideration of the EIR,the Board and NPAC were in agreement that sufficient revision to the document—based on the public comment received—would be required, and that the best course of action would be to prepare and release a revised draft EIR. While not desirable or optimal,the need to prepare a revised draft EIR is not unreasonable given the size and complexity of this project. Accordingly, we recommend modifying this action plan step to: Continue to work with the County, NPAC and consultants in developing the revised draft EIR for the Nacimiento pipeline project. We anticipate that the revised draft EIR will be released for public comment in the Summer of 1999. -5- 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS • Council approves and executes reservation agreement with the County. This action step has not been completed due to the delays associated with the project EIR as previously described. Accordingly,we recommend modifying this action plan step to: Work with the County and NPAC in developing draft reservation agreements for designing, constructing, and operating the Nacimiento pipeline. Salinas Reservoir Expansion Project • Continue participation on the North County Water Task Force. This action step has been met and is ongoing. While the productive benefit of this action step is somewhat uncertain, the City's participation on this task force has demonstrated our commitment to working with the North County on our mutual water supply needs. In addition, it has provided a good forum for presenting project information to those most opposed to the project in a setting that is less emotionally and politically charged than Council hearings. Our work on this task force has provided a broader understanding between the City and the North County and improved our relationships with them. Accordingly, we are not recommending any changes to this action plan step. • Council certifies project EIR. The Council certified the Salinas reservoir expansion EIR on June 2, 1998. This action step is completed. • Receive water rights permit time extension from the State Water Resources Control Board Following certification of the EIR by the Council, staff submitted a formal request for hearing to the State Water Resources Control Board (SWRCB). We have been advised by SWRCB staff that the board hearing may be held as early as February 1999. Depending on the time frame required for the SWRCB to then consider the testimony and prepare and adopt a decision,this action step may be completed prior to June 1999. Accordingly,we are not recommending any changes to this action step plan step at this time. Water Reuse Project • Award design and engineering contract. The contract for design and engineering of the water reuse project was awarded to Brown and Caldwell in December of 1997. This action step has been completed. • Award phase 1 construction contract. This action plan step has not been completed. This step and the required prior action of completing the design has been delayed by the listing of the Steelhead trout as threatened under the Endangered Species Act (ESA). Some preliminary design steps are being completed and staff is worldng closely with our consultants and the regulatory agencies to satisfy the requirements of the ESA to allow the project to proceed. Accordingly, we recommend modifying this action plan to: Complete the "Section 7"consultation process with the Environmental Protection Agency and the National Marine Fisheries relative to the impact of the water reuse project on Steelhead trout. -6- a -1l 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS • Complete phase 1 construction. This action step will not be completed in the required time frame for the reasons stated above. Accordingly, we recommend deleting this action plan step. Street and Sidewalk Maintenance 111111� Objective Complete an inventory of current street and sidewalk conditions, update the City's pavement management plan as needed, and continue ongoing maintenance of City streets and sidewalks Action Plan . Complete inventory of street and sidewalk conditions. Completed • Council considers fust 1911 Act project. Completed • Council adopts updated Pavement Management Plan. Completed • Begin pursuit of first-priority pavement management projects. Completed • Undertake general street and sidewalk maintenance projects. Underway Projected Status at June 30, 1999 Action Plan Completed Current Status • Pavement management plan The Council adopted a new Pavement Management Plan (PMP) in April of 1998. The plan calls for an increased budget, a coordinated improvement program involving eight areas of the City, and a special program for downtown. In the interim period while recruitment was underway for an engineer to manage the plan as approved by the Council, we hired a consulting firm who has investigated the pavement in areas one and two that were identified by the PMP for major maintenance. The consultant divided the streets to be worked on into two groups—one for a construction project this fall and winter and the other for a project next spring and summer. The plans for the first "major maintenance project were approved by the Council on November 10, 1998. The cost estimate for this project is about $978,000. The new pavement maintenance engineer started work in September and is now taking over the program. • Special downtown maintenance. Our crews have successfully completed two grind and pave program in the downtown as proposed by the PMP. • Sidewalk maintenance. Due to limitations imposed by Proposition 218, the 1911 Act program is no longer possible. Instead, the Council reprogrammed the $150,000 budgeted as "start-up" funds in 1997-99 to find specific sidewalk improvement projects. The Council was presented with a sidewalk program on July 21, 1998, and they directed staff to pursue sidewalks at 27 locations. On September 15, 1998, the Council approved plans and specifications for sidewalks at 24 of those locations. Newly hired engineering staff have already designed and bid one additional project. Design work for the remaining 2 locations is awaiting construction results from the previous projects to determine finding availability. a �/ L 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS Flood Protection Objective Adopt and begin implementing flood management plans for creeks, open channels and storm drainage systems. Action Plan Original • Select Higuera Street bridge • No change. Completed construction option. • Begin construction of the Santa e Work with Army Corps of In progress Rosa Street bridge. Engineers to obtain required permits in order to begin construction and coordinate the project to keep it from conflicting with the Higuera Street Bridge project;begin construction by Summer of 2000. • Begin construction of Higuera • No change. In progress Street bridge. • Complete flood management • Work with Army Corps of In progress policy. Engineers to complete required studies. • Complete 1995 flood damage • No change. In progress repair projects. • Complete storm drainage master . Begin data gathering via more In progress plan• accurate global positioning system(GPS)technology. Projected Status at June 30, 1999 Revised Action Plan Completed Current Status Santa Rosa Street Bridge. Plans and specifications are 100% complete; however, we anticipate a delay in construction until Summer of 2000 due to problems encountered in obtaining an Army Corps of Engineers' permit and the need to coordinate the project to keep it from conflicting with the Higuera Street Bridge project. Higuera Street Bridge. The design team has been selected and started work. Due to information provided by the consultant, portions of City sidewalk have been closed. The Council recently took action to keep street sweeping activities along Higuera Street by amending a parking lot sweeping contract allowing a lighter sweeper in areas of the bridge. On July 21, 1998,the Council adopted plans for the project from among several altematives, and directed the consultant to begin performance testing. This is to verify the feasibility of the chosen alternative. The testing was completed in October of 1998. Pending satisfactory results, the project will be ready to proceed -s- a—/ 3 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS upon receipt of a permit from the Army Corps of Engineers. Should the permit be delayed, the Santa Rosa bridge replacement will be re-scheduled to proceed ahead of this project. Flood Management Policy. The first phase of work on an updated policy has been completed with finding of the second phase approved by the Council at its October 7, 1997 meeting. We are reviewing the scope of Phase 11 work with the Army Corps of Engineers prior to negotiating a contract with the consultant and bringing it to Council for award. We have estimated that once the description is refined and the Council awards a contract,the project will take 12 to 18 months for completion. Creek Bank Repair. Repair of the damage caused in the 1995 storms began in October 1998. Permits for the work were received in late September. Storm Drainage Master Plan. We have begun gathering field data for the in-place drainage structures. We purchased global positioning system (GPS ) surveying equipment in August of 1998 and trained staff in its use. The equipment will allow us to map the drainage system and create a very accurate data base indicating the system's current condition. This information will be necessary to create a master plan for maintenance and improvement of the entire system. Transit Service Objective Maintain existing level of service provided by the City's transit system. Action Plan • Complete advertising agreement with private vendors. Completed • Execute funding agreement with Cal Poly. Completed • Execute agreement with transit vendor. Completed • Complete short range transit plan update. Completed • Council evaluates results from television advertising. Completed • Council considers transit fare increase. Completed Projected Status at June 30, 1999 Action Plan Completed Current Status All action plan steps have been completed. -9- a -1C� 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS ParParldng System!21 m rovements e Objective Begin building the Marsh street parking garage expansion. Action Plan • Certify final EIR. Completed • Complete negotiations with the US Postal Service and San On schedule Luis Medical Clinic to purchase land/air rights. • Complete plans and specifications; advertise for bids. On schedule • Begin construction. On schedule Projected Status at June 30, 1999 Action Plan Completed Current Status • The EIR was certified by the Council on November 18, 1997. • The Council approved the purchase of the US Postal Service site on November 10, 1998. • Negotiations are ongoing with San Luis Medical Clinic. • The architect has prepared schematic plans and presented them to the staff in October of 1998; and presented them to the public at an "open house" on November 16, 1998. • Construction is still anticipated to begin in late sur nrner of 1999. Youth Athletic Fields Objective Develop a sports facilities complex, subject to resolving neighborhood and environmental concerns. Action Plan Original • Identify potential field sites. • No change. Completed • Acquire the most appropriate • No change. In progress site. • Design the facility. • No change. On schedule • Construct the facility. • Begin constructing the facility. On schedule • Begin participation. • Begin participation next fiscal year. -10- d-/S 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS Projected Status at June 30, 1999 Revised Action Plan Completed Current Status . Three sites were initially identified as possible field candidates: Damon-Garcia, Periera and Martinelli. Sales proposals were received from two of the property owners. The Damon-Garcia property owners' proposal was delayed, pending their review of the Margarita Area Specific Plan. It is probable that the Martinelli site can not be purchased for this purpose due to restrictions imposed by the Airport Flight Plan. • The Damon-Garcia proposal was received and found to be the best site. A property appraisal has been completed, and as directed by Council, we have entered into negotiations with the owners' representative. Parks and Recreation Element Implementation Objective Continue implementing the parks and recreation element of the General Plan, emphasizing neighborhood parks, at-risk youth,youth and seniors. Action Plan • Continue implementing at-risk recreation activities and In progress awarding scholarships to at-risk participants. • Determine feasibility of a park site in the Las Praderas Completed neighborhood. • Work with Administration in reviewing costs and benefits of Completed establishing a Recreation Foundation and develop policy on community partnerships; form Foundation Board of Directors. • Staff participates with the Mayor's Task Force on Youth in In progress developing new, grant-funded,at-risk programs for the summer. • Begin Mitchell Park playground improvements. On schedule • Select site for a Foothill-area park. Completed Projected Status at June 30, 1999 Action Plan Completed Current Status . At Risk Youth. All at-risk programs are operational. Scholarship requests continue to increase. A third STAR site—Pacheco School—has been started for at-risk youth, and City Corps—a teen job training program has been implemented. • Las Praderas Park The possibility of developing a park at this site has been jeopardized by the Environmental Protection Agency decision to prohibit bank -"- a-/L 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS stabilization of San Luis Creek,adjacent to the site. • Community Recreation Foundation. The Council has authorized staff to pursue the development of a foundation that could benefit parks and recreation programs in the City. • Mayor's Youth Task Force. The task force has adopted a set of bylaws, elected an executive board and will administer several programs focusing on at-risk youth.Additionally,the task force has received funding for three ongoing at-risk programs. • Mitchell Park Playground Improvements. These are scheduled for the 1998-99 budget year. The project will begin when sufficient funding is available in the Parkland Development Fund. • Sinsheimer Park Master Plan. The 1997-98 phase of this project is being implemented. The stadium seats have been replaced, the windscreen is being installed and the sand landscaping is in the design phase. • Foothill Area Park. A possible park site has been identified for the unserved neighborhood between Foothill Boulevard, Highway 101, Chorro Street and San Luis Mountain: the City-owned site on northeast comer of Broad Street and Highway 101. Currently, this site is partially used as a community garden. The site is bounded on three sides by creeks. Depending on creek setback requirements, there are probably about 1'/z acres of useable park space. The plan would be to develop an entrance point on Lincoln Street and restrict access on Broad by using a fence and landscape screen. The design of the site would be similar to Anholm Park, with play equipment and picnic facilities. The site location has been reviewed by the Parks and Recreation Commission. ort Area Annexation Objective Prepare the prerequisite specific plan and related infrastructure master plans in order to implement the General Plan Goal of annexing the Airport Area to the City. Action Plan • Receive proposals; award contract; start work Completed • Hold community workshop. Completed • Inventory planning area;prepare report on opportunities and Completed constraints. • Hold community workshop on opportunities and constraints; Completed define project alternatives. • Hold community urban design workshop. On schedule • Complete administrative draft of specific plan, infrastructure On schedule master plans, and draft EIR. -12- 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS • Begin public review of draft specific plan and EIR,including On schedule public workshop. • Respond to EIR comments;hold community meeting on draft On schedule plans; City/County workshop. • Planning Commission holds public hearings and makes On schedule recommendations to Council. • Council holds public hearings and adopts specific plan. On schedule • LAFCO approves annexation. a'Note: This last seep is not likely to occur until next focal year. Projected Status at June 30, 1999 Action Plan Completed Current Status All action plan steps are either completed or on schedule, with the exception of LAFCO approval of the annexation,which is not likely to occur until next fiscal year. Madonna Plaza and Central Coast Mall Revitalization Objective Proactively work to revitalize Madonna Plaza and the Central Coast Mall. Action Plan • Work to assist owners/developers in new tenant recruitment. As needed • Create a development review team specific to this area to Completed identify project issues and permitting requirements. ib Estimate off-site improvement costs that would encumber Completed any net new construction. • Re-evaluate the feasibility of redevelopment financing In progress based on recent changes in State law. • Explore financing/investment strategies to create an In progress incentive to redevelop. • Coordinate site plans between owners/developers to assure In progress compatibility of the two sites and potentially the Dalidio site. • Evaluate opportunities for establishing appropriate design In progress standards before an official application to assure prompt and timely review by appropriate advisory bodies. • Coordinate the pre-development and development process In progress with the goal of processing applications as quickly as possible. -13 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS Projected Status at June 30, 1999 Action Plan Completed Current Status • Over the last two years, we have made numerous efforts to contact and encourage the respective mall property owners to redevelop their properties. So far, unfortunately, the Madonna Plaza owner has not been interested. Accordingly, our efforts to date—and the status indicated above—primarily relate to the Central Coast Mall, where communication has been excellent. In October 1998, an application to redevelop this property was submitted to the City. Prior to submittal of this application, several meetings were held with staff to help shape the application to best address City policies and concerns (and thus assure smoother processing). A major aspect of our input has been focused on encouraging compatibility between the properties both north and south of the mall (similar input has been provided to the San Luis Market place developer). • A redevelopment feasibility study was initiated in June 1998, and included the Madonna Road shopping area. The results of this study will be presented to the Council in January of 1999. • A pilot electric bus connecting the malls to the downtown was initiated in September of 1998. Economic Develo ment Objective Continue implementing the economic development program, including focused business recruitment efforts consistent with the results of the targeted industry cluster study. Action Plan Targeted Business Recruitment Strategy • Submit Targeted Industry Cluster committee Completed recommendations to the Council. • Implement business recruitment marketing program to meet Completed the targeted industry cluster goals adopted by the Council. Madonna Plaza and Central Coast Mall Revitalization • Implement major City goal action plan(see above). In Progress Projected Status at June 30, 1999 Action Plan Completed Current Status The Council adopted the Targeted Industry Cluster Committee's final report on September 9, 1997. Staff developed a work plan for implementing the marketing strategies identified in the report and the timelines for completing the associated tasks. -14- a a- a -i9 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS Staff shared the plan with the former Committee and reported on the status of the work program to the City Council in a May 1998 study session. Continued progress is routinely tracked. Other accomplishments to date include: • Held several Airport Area Specific Plan Town Hall meetings. • Formed the "Quick Response Team." consisting of representatives from the various City departments to provide more rapid customer service to clients. • Completed comprehensive promotional marketing materials. • Worked with the Chamber's Economic Development Task Force to assist them in their update of the Economic Vision document. • Established closer working linkages with Cuesta College and Cal Poly as follows: ✓ Visited Cuesta's Institute for Professional Development and the Small Business Development Center. ✓ Council adopted an MOU with Cuesta for small business assistance on October 20, 1998. ✓ Continued to serve on the California Central Coast Research Partnership (C3RP) Board of Directors, with an adopted mission to establish close ties between local high tech companies and Cuesta and Cal Poly. Staff appointed to Community Relations Committee. • Received Council approval on October 20, 1998 to contract with the Economic Vitality Corporation(EVC)to administer an added$100,000 revolving loan fiord. • Received Council approval on 10/20/98 for contracting with the EVC for marketing services. The $12,400 contract follows the 1997-98 contract for $6,200. • Held meeting with American Eagle, Chamber staff, Association of Manufacturers and Distributors (AM&D), and other business representatives to facilitate discussions regarding an air link between San Luis Obispo and San Jose, and subsequent distributed surveys to Chamber members and AM&D. Although the survey results were forwarded to American Eagle, the results indicated that the market does not currently wan-ant additional commercial flights. However, charter flights are available from Santa Maria to San Jose. Nonetheless, staff continues to work with other interested parties to ultimately establish commercial flights to San Jose when the need arises. • Invited commercial brokers to a City-sponsored lunch to discuss developing a multiple-listing service to assist the City in marketing available buildings and/or sites. Brokers opted to submit listings to the City via a form developed by staff. After monitoring this pilot project to ascertain effectiveness through the Summer of 1998, staff has concluded that individual calls to area brokers is best way to maintain the most recent listings. -15- a -ao 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS • Attended monthly meetings with the following associations/committees: AM&D, Softec, EVC, and the Chamber of Commerce's Economic Development Committee. Ne" boyhood Preservation gapilpiggl Objective Continue neighborhood preservation efforts relating to noise, traffic, and maintenance; continue to support efforts encouraging additional "on-campus" student housing; and evaluate ways of improving neighborhood participation in the development review process. Action Plan Original • Begin Human Relations • No change. Completed Commission neighborhood communications program • Establish an annual City-funded • No change. Completed educational television commercial program • Initiate`walk and talk" • No change. Completed neighborhood visits. • Expand current Working to • No change. Completed Improve Neighborhoods program. • Evaluate ways of improving • No change. On schedule neighborhood participation in the development review process. • Assess program strategies and . No change. On schedule benefit with neighborhood group leaders. • Evaluate the feasibility and • Defer to next fiscal year. benefit of a city-wide resident survey on a variety of subjects;if approved by the Council, conduct survey,compile and evaluate results,and report conclusions to Council. Projected Status at June 30, 1999 Revised Action Plan Completed Current Status All action plan steps are either completed or on schedule, with the exception of conducting a community-wide survey. We have internally evaluated the benefits of -16- 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS doing this. We have concluded that there is great merit in conducting a scientific survey with very carefully thought-through questions that are most likely to give us the quality information about City services we are looking for. It is not possible to do this in a quality way until next fiscal year. We plan to present this to the Council as an objective as part of the 1999-01 Financial Plan process. Lon -Term Fiscal Health Objective Protect the City's long-term fiscal health by maintaining a balanced budget, an adequate capital improvement plan and an adequate unreserved fund balance. Action Plan • Increase organizational productivity. In progress • Prepare a long-term funding strategy. Completed • Evaluate the costs and benefits of annexing Cal Poly. In progress • Review and monitor the City's fiscal condition. In progress Projected Status at June 30, 1999 Action Plan Completed Current Status Organizational Productivity There are two components to this goal: organization-wide training and tuition reimbursement. • Organizational-wide training—in progress. The City's "organizational vitalty" program is the umbrella under which we are taking an organization-wide approach to improving oganizational effectiveness, producutivity and customer service. A leading part of this effort is to develop a comprehensive organization-wide training program built around the City's organizational values. This effort formally began in September of 1997 with a workshop attended by managers from throughout the organization to discuss questions like: "What are the key characterstics of a vital organization? What should the City do to sustain and improve our vitality?" There was clear consensus from this workshop that the City should: ✓ Create clear organizational values and visions; and ensure that these are clearly understood and communicated throughout the organization. ✓ Develop employees to become empowered and take responsibility for acting on our values and vision. ✓ Celebrate our accomplishments (and our failures, especially when they resulted from an honest effort to live-out our values and vision). -»- a -aa 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS Following this workshop, the "Organzational Vitality Committee" (OVC), comprised of department heads and other management staff, was established to review the outcomes of the September management meeting, and to develop an action plan. To do this, the OVC was expanded to include non-management employees, some of whom attended the "Transforming Local Government" conference in October of 1997. This larger group was charged with developing a program similar to the September management meeting designed to engage employees at all levels in a dialogue about organizational vitality. In April, over 200 non-management employees in small group sessions discussed the same questions managers discussed in September. Employee interest in the April sessions was high as demonstrated by the broad and interested participation, and the number and quality of the ideas generated. Communication,teamwork,leadership,trust and respect emerged as key concerns. Employees expressed the need to"see results." A follow-up workshop was held in June of 1998, and attended by 140 employees from throughout the organization. This workshop focused on how well values are present in our work, and resulted in specific action steps to enhance these values organized into three broad categories: department-based initiatives; organization- wide projects; and organization-wide training. A study session was held on June 18,1998 to inform the Council about these various efforts, and to provide them with an update of the Organizational Vitality program. The organizational values developed as part of this process and an action plan were also presented to the Council. At this time, the OVC continues to work on identifying projects and initiatives that support the values agreed upon earlier. Seven subcommittees are working on projects such as employee recognition, employee training and employee mentoring. Employee participation and enthusiasm for this effort continues to be high. Evaluation and measurement of the program's success will be part of the implementation plans developed by the subcommittees. The training program will be implemented after the first of the year and will offer specialized training in the areas of communication, leadership,and performance evaluation. • Tuition reimbursement—completed The Council approved the tuition reimbursement program on August 19, 1997. Long-Term Funding Strategy—Completed A comprehensive report on options for preparing a long-term funding strategy was presented to the Council on January 13, 1998. a -Z 1997.99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS Annexation of Cal Poly—In Progress The request for proposals (RFP) for an analysis of the costs and benefits of annexing Cal Poly was presented for Council approval on November 17, 1998. As requested by Cal Poly, this item was deferred. If the RFP is approved by the Council on at its December 15 meeting,the study should be completed by June of 1999. Monitoring the City's Fiscal Condition—In Progress • Issued an interim financial report for 1997-98 that shows we completed the past fiscal year in a stronger financial condition than projected in the 1997-99 Financial Plan Supplement. This report introduced a new"newsletter format"and was sent via email to all City employees. • Issued the comprehensive annual financial report (CAFR) for 1997-98, which includes audited financial statements. • Presented comprehensive evaluation of the City's fiscal position as part of the 1997-99 Financial Plan Supplement and 1998-99 Budget. • Issued quarterly financial reports for the first quarter of 1998-99 and for all quarters in 1997-98. • Continued to provide on-line access to financial information to City users, and to issue timely,accurate monthly reports to departmental staff. • Awarded contract for the new financial management system to Pentamation. Implementation is underway, and our "phase 1" applications (general ledger, budget, accounts payable and payroll) should be operational by December of 1998. "Phase 2" applications–utility billing, business tax, accounts receivable– should be fully operational by June of 1999. • Completed preliminary research into the potential benefits of forming a redevelopment agency; held a Council study session introducing redevelopment agency concepts on March 16, 1998; and awarded a contract to Urban Futures on June 16, 1998 to prepare a more detailed feasibility analysis. The results of this study will be presented to Council in January of 1999. • Presented comprehensive evaluation of the City's fiscal position as part of the 1997-98 mid-year budget review. • Reached agreement between the cities in San Luis Obispo County and the County mitigate the adverse impact of new allocation procedures on revenues from Diablo Canyon. • Issued the comprehensive annual financial report for 1996-97 in accordance with generally accepted accounting principles, and received awards for excellence in financial reporting from the GFOA and CSMFO. 19 a a� 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 MAJOR CITY GOALS Community Partners lu s Objective Encourage creating non-profit corporations for projects such as open space acquisition and adobe preservation. Action Plan • Provide Friends of Casas de Adobe(FOCA)with Completed encouragement,formal recognition,"seed money"and in-kind support,as approved by Council. • Collect data from other communities and community Completed organizations. • Hold study session to review program options and pilot Completed program progress. • Develop policy on community partnerships. Completed • Assist City departments in assessing opportunities for Completed potential community partnerships. • Continue monitoring success of FOCA. In progress Projected Status at June 30, 1999 Action Plan Completed Current Status At the October 20, 1998 meeting, the Council approved the Community Partnership and Foundation Policy. At the same meeting, the Council provided formal City endorsement for a proposed Community Recreation and Parks Foundation which will be established by community members with some advisory assistance from the City. By the end of November, staff will have sent copies of the new policy to all local non- profit organizations encouraging them to consider developing partnerships with the City as appropriate. All department heads have been educated on the concepts of the new policy, as well. Staff continues to work with FOCA as it moves forward into the construction design step of the restoration process. -20- IQ 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 OTHER COUNCIL OBJECTIVES Ne' borhood Traffic Mana ement Objective Implement traffic mitigation programs in neighborhoods and commercial areas called for by the General Plan Circulation Element; as part of this work effort, complete the Neighborhood Traffic Management Guidelines. States. The Council approved the Neighborhood Traffic Management Guidelines and approved staff to coordinate and develop plans for two neighborhoods. Bicycle Plan lementation Objective Continue implementing projects and programs called for by the adopted bicycle transportation plan, including completing Phases 1 and 2 of the Railroad Bike Path project; install bike lockers as part of the Employee Trip Reduction effort; and complete Jennifer Street bicycle/pedestrian bridge. Status. Construction of the Phase I Railroad Bicycle Path is complete. Staff continues to work with Union Pacific officials on the purchase of land for Phase II of the path. The Jennifer Street bicycle/pedestrian bridge is complete. The City succeeded in receiving Air Pollution Control District grant funding for the installation of bicycle lockers with the program to begin in early 1999. Transit Transfer Center Objective Construct a multi-modal transit transfer center south of the existing Railroad Square parking lot, east of Santa Barbara Street; and construct a transit "super stop"in the downtown commercial core to improve transit access and increase safety. Status. The City Council took action to develop the "Downtown Transfer Center" (DTC), formerly the "super stop" on Osos Street between Mill Street and Palm Street. This will be developed as a bus passenger transfer facility. The site adjacent to the Union Pacific Railroad was designated for development to include additional Amtrak parking and SLORTA bus layover parking. A consultant has been retained to prepare plans and specifications for the DTC with construction scheduled for the Summer of 1999. Staff is pursuing the purchase of the two properties adjacent to the railroad. On November 10, 1998, the Council approved a revised site plan; and we will now be seeking design consultants. If all goes well, the railroad site construction project will take place in the Fall of 1999. a-ab 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 OTHER COUNCIL OBJECTIVES Im roved Vehicle Circulation Objective Implement projects and programs called for by the adopted General Plan Circulation Element that improve vehicle circulation. Status. Widening the north side of Orcutt Road from the railroad to Broad Street will begin in the Fall of 1998. Staff is designing the widening of Orcutt Road from east of the railroad tracks to Laurel Lane, and the realignment of Bullock Lane to intersect with Orcutt at Laurel Lane. Permits from the Public Utility Commission and permission from the railroad are required. Construction will proceed when these permits are received. Initial communication from the railroad indicates that they have a 15 month processing time, followed by a 9 month PUC process. L a Lake Dr Objective Complete Army Corps of Engineers permitting requirements and plans and specifications, so the Laguna Lake dredging project can start by 1999. Status. No action has been taken on this project at this time. Due to the sensitivity of the proposed reception site for the dredged materials, the staff needs to develop and analyze new options for the project,and present them to the Council for direction on how to best proceed. We anticipate presenting a full report to the Council for action prior to adoption of the 1999-01 Financial Plan. Lo -Term O en Mace Funding Objective Identify a permanent funding mechanism for preserving open space,possibly to be presented to voters for approval in November of 1998. Status. On January 13, 1998, staff reviewed open space funding options with the Council, and the Council determined that an open space funding measure would be impossible to successfully place on the ballot in 1998. A possible citizens lead county wide open space effort has not generated much interest in the North County area. Therefore, staff will be exploring the concept of combining open space acquisition needs and park capital improvement needs into a potential bond measure that could be placed before the voters in November of 2000. a-ate 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 OTHER COUNCIL OBJECTIVES Continued Open Space Funding Objective Continue open space funding by allocating $200,000 annually in General Fund resources toward acquisition, with any expenditures beyond $100,000 each year conditioned upon a 1:1 leveraging of outside revenues. Status. We have implemented this funding strategy along with the successful receipt of grants, donations, in-lieu fees,and dedications as a part of the development review process in preserving significant open space areas. Since inception of the natural resources protection program, the City has successfully received nearly $1.0 million in grant funds for open space and natural resource preservation. Mid- ' era Area Master Plan Objective Prepare a plan to improve the flow of traffic, appearance, and compatibility of adjacent land uses along Higuera Street from Marsh Street to the south of Madonna Road. The detailed project schedule targets completion of a draft plan in January 1999 with hearings and adoption in late winter through spring of the same year. Status Completed • Received proposals; award contract; start work • Evaluated existing conditions; hold community workshop; distribute opinion survey. • Held community workshop to discuss options and survey results. • Performed creek survey and analysis. By the End of 1997-99 • Complete market demand/land use analyses. • Complete circulation/street element analysis. • Complete visual assessment. • Hold community workshop;prepare draft design guidelines • Complete administrative draft of plan and initial environmental review. • ARC holds public hearings. • Planning Commission holds public hearings and makes recommendations to Council; • Council holds public hearings and adopts plan. -23- a -a8 1997-99 Financial Plan STATUS OF GOALS AND OBJECTIVES: DECEMBER 1998 OTHER COUNCIL OBJECTIVES Conservation and EnergyElement U dates PAMMAMM Objective Update the Conservation and Energy Elements of the General Plan. Develop an improved inventory of biological resources within and around the City. Reduce redundancy in the General Plan by integrating the Conservation and Energy Conservation Elements with the Open Space Element to form a combined general plan resources element. Status Completed • Received proposals; awarded contract. 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N 1n IA Go a n I.L O f09 O NM w W W IA M Q a` m w w c __ `m a a t IM 1 d IT `m L m Y d N N m o d o 4w, d p O a co CO y A ` w N ` y ` m N h L W J J lL w w U- H LL H w w W yV O u LO CD } O'cr1 d) Oai Imo IL EC m a co m L _ _ a a a a a a LL a O a Q Q 0 a cos g c m 0 0 c w o m 0 .v..:., U C O C C U G d CN C a O L) 0I N O V E o E o f o m U N c c U a1 U .m. 01 U m V 01 Ol O E r 10w c p m 7 s O O U LJ m 0 E a N J v > Ecm o 0 c 0 m a c c a m m i Z ✓# > w m E m J m o m > > m a A r� W :O<' a $ `m c m m 0 m >0 rn E c v Y E E LL —y o 0 0 o d m m x ¢ `m m > > >d a a `c a m m m C 0 0 0 o m `m `m ca m y E m ' E E E a a d IL U r m C z z = L r m w m m d = >:::i ` U m m U U m co Wz E r o E '° �` Z` '� c c c 0 3 0 o m m m m m m a O WK.-OZ. a a > x a a a s a a a_43 \ } / ) TLLICL \ � a � k CL L) E0 - - - i 2 { CL 0 ! 00) kk7 / 0 j \ / / / a c kBCD { w / \ B / U) ` !2 t @0 LO w £ E o L ° 3r § k 2 & f$ j qCr 11) C%f_ - L £ 2 - o ) 2 2 z k / CL w \ 0CF � � � IX 0 5 � U) a IL B � - - Q � � - 2 � - tr « _ « - a I w ) ) 2 \ - w CL � \ E LU » CD _ o _ 2 - w f 2-1s a \ _ w a & d 3 IL CL _ _ / LU IL) o p\ § XL i � &-¥¥ PROJECTS COMPLETED BETWEEN September ._e6 through September 1998 Sorted by Dept/Group/Heading Fitters:Const.Complete Date between 09/95 and 09/98 - Project Project Cost Complete Significant Notes +i:iin}i}i} Water Division 879 Morro Office(Land Acquisition) $319,153 08/98 1415 EI Camino(Construction) $6,599 09196 Project Complete Facility Demonstration Landscape(Design) $10,109 03198 Design by CalPoly students and professors to incorporate long term monitoring of plant performance. Computerized Maint System Upgrade(Equipment Acquisition) $19,630 06/98 Project Complete Trans Pump St MCC Equip Rplc(Construction) $39,133 06/97 Project Complete Water treatment plant Reservoir 2 Fencing(Construction) $33,400 08/98 Project Complete Groundwater development Auto Parkway Well Removal and Abandonmen(Construction) $13,883 10/97 Project Complete Water Distribution Trench Repairs-1996 p 12196 Project Complete Water valve replacements(Construction) $103,861 07/98 Project Complete Bishop-Augusta to Terrace Hill(Construction) $176,863 06/98 Project Complete Reservoir Canyon Waterline(Construction) $61,749 08/98 Project Complete Utility trench repair(Construction) $56,714 12196 Project Complete Meter reading equipment(Equipment Acquisition) $24,660 09/96 Project Complete Casa-Foothill to Deseret(Construction) $16,350 07197 Project Complete Service truck replacement(Equipment Acquisition) $34,570 01/97 Project Complete Flat bed w/crane(Equipment Acquisition) $50,338 01197 Project Complete Utility Trench 97-2(Construction) $64,604 07/97 Project Complete Utility Trench Repair(Construction) $60,606 07198 Project Complete Edna Saddle Tank(Construction) $1,320 03198 Project Complete Rougeot e/o Choro(Construction) $14,916 04198 Construction complete Watervatve replacement program 199617 Various Locations(Construction) 07/97 Miscellaneous Automated Meter Reading Equipment 0 09/96 Project Complete Hansen/Gularte watersystem Replacement(Construction) 10/97 Project Complete Water Storage Tank Repair Phase II Recoating 0 07/97 Project Complete Water storage tank repair(Construction) $273,510 07/97 Project Complete Reservoir#1 Cover 8 Liner Replacement(Construction) $291,325 10/97 Project Complete Edna Saddle Tank(Construction) $271,196 02!98 Project Complete Whale Rock Commission Transmission Main Vulnerability 0 03/97 Project Complete. Water Reclamation Water Reuse(Study) $127,644 03/97 Project Complete Water Source Salinas Reservoir Expansion(Study) $756,695 06/98 Project Complete Wastewater Division Page 1 A-46- PROJECTS COMPLETED BETWEEN September-996 through September 1998 Sorted by Dept/Group/Heading Filters:Const.Complete Date between 09196 and 09/98 r Project Project Cost Complete Significant Notes Lift station telemetry(Equipment Acquisition) $19,882 03/97 Project Complete Replace 01 Wtr Line to WRF(Construction) $181 09/97 Project Complete ORP Chlorination Eqpt(Equipment Acquisition) $31,400 06/97 Project Complete Computerized Maintenance System Upgrade(Equipment Acquisition) $22,255 06/98 Project Complete Vehicle Replacements-Sewer(Equipment Acquisition) $18,403 10/97 Project Complete Water Reclamation Facility Replace#1 waterline to WRF 0 03197 Project Complete. Isolation Valve For#3 Water 0 12/96 Project Complete Belt Filter Press-Overhaul 0 08/98 Belt Filter Press Relocation 0 05/97 Project Complete. Belt filter press(Study) $168 05/97 Project Complete Belt filter press(Design) $35,024 05197 Project Complete Belt fitter press(Construction) $398,746 05/97 Project Complete WRF#3 water valve(Construction) $21,446 12196 Project Complete Digester 2-Repair(Construction) 10/97 Project Complete Digester 2-Empty 8 Clean(Construction) $167,043 07/97 Project Complete Digester#2(Equipment Acquisition) $33,009 11/97 Project Complete Pavement repair and slurry coating(Construction) $69,839 09/98 Project Complete Sheet Pile protection WRF(Construction) $594 10/97 Project dropped when Corps provided emergency permit. nt.&collection system upgrade Lift Station Telemetry Equipment Upgrade 0 10/96 Project Complete Wastewater Collection Casa and Murray Sewermains(Construction) $425,753 07/97 Project Complete Broad Street-101 to Lincoln(Construction) $38,639 05/97 Project Complete Foothill Railroad Crossing(Construction) 09/98 RR installed concrete crossing. Electrostatic Plotter(Equipment Acquisition) $9,679 09/98 Building Reroofing(Construction) $26,423 09/98 Traffic Signal LED Lamps(Equipment Acquisition) $49,074 04/98 Project Complete Street Improvements Orcutt Road Widening-1-Right of Way 0 12/96 RNV granted in exchange for improvements-incorporated into the project construction cost. Osos Street Culvert Replacement 0 11/96 Project complete Prado Road Project Study Report(Study) 01/97 Project study report approved by Cal Trans. Study Complete. Prado Rd Interchange(Study) $70,696 01/97 Project Complete Signal Projects 19941995(Construction) $14,859 02/98 Project Complete Archtctrl Barrier Removal-Streets(Construction) $58,423 07/98 Project Complete Street light acquisition(Equipment Acquisition) $195,511 07/97 Project Complete rsitors Sign Hwy 101 (Design) $61,810 10/97 Project Complete hors Sign Hwy 101 (Construction) $5,797 10/97 Project Complete Orcutt Rd-Acquisition(Land Acquisition) $61,621 07/98 Agreement to City Council 1197. RNV granted in exchange for improvements4ncorporated into the Page 2 Q-'f b PROJECTS COMPLETED BETWEEN September ..d6 through September 1998 Sorted by Dept/Group/Heading Fitters:Const.Complete Date between 09/96 and 09/98 Project Project Cost Complete Significant Notes project construction cost. Project to be constructed this fall. Casa/Murray Street Reconstruction(Construction) $255,650 07/97 Project Complete-With Casa Sewermain Ramona Pedestrian Crossing(Construction) $22,477 04/97 Project Complete Broad&High storm drain(Construction) $9,372 11/96 Project Complete Osos St drain reconst(Construction) $90,321 01/97 Project Complete Street Seal Coat Project(Construction) 10197 Project Complete Storm Drain-Cerro Romauldo(Construction) 04/98 Construction complete.CDBG Stone Drain Improvements(Construction) $83,626 06/98 Project complete. Stone Drain-Hutton 8 Branch(Construction) 04/98 Construction Complete Storm Drain-Rougeot/Chorro(Construction) $19,000 04/98 Construction Complete Street reconstruction 8 resurfacing Street reconstruction 1995(Construction) $382,474 10/97 Project Complete 1995/6 Construction(Construction Managment) $165,000 06/97 $165,000 was transferred to purchase Matthews property. $200,000 for Casa St.Construction on Casa is complete. Reconstruction 1995(Equipment Acquisition) $15,836 04/98 Staff has inspected the streets. Report of condition and program for maintenance was submitted to Council in Spring 1998. Reconstruction and Resurfacing(Study) $11,288 04/98 This is 1998 updafing of data base. Work was completed in Spring Traffic Signals and Street Lights 1995/6 Improvements() 12/97 5 signal project. 1994/5 Improvements() 12/97 5 signal project. 1996x7 Improvements() 12/97 Annual Intersection Improvements. Traffic Signals(95-97)-TIF funds(Construction) $56,130 03/98 Project complete Traffic Signal&Conduit(95-97)(Construction) $558,681 02/98 Project Complete-Includes T1F portion shown in second project 9423 Flood Control Improvements Meadow Neighborhood Drain 0 10/96 Project complete. Bank Stab-San Luis Creek/Prado Road Bri(Construction) 03/98 Project abandoned. Corps will not permit the work. Bank Stab-464/466 Dana-FEMA(Construction) $1,000 03/98 Project dropped. Maintenance to move shed from next to the creek and plant the creek bank. Flood Management-Phase I(Study) 05/97 The first phase of two phase project provided to City Council in May. Concepts used to prepare plans for repair of creek banks at 8 locations. Culvert and Street Drainage Repairs(Design) $1,229 10/96 Design Complete Conejo Drainage-Modify Catcher(Construction) $7,122 09/97 Project complete. Bank Stab-Mariposa/SLO Creek(Design) 10/96 Project complete. Emergency project. Mariposa/SLO Creek(Construction) $51,685 10/96 Project Complete-This was emergency work done pending a final project. Bank Stab-San Luis Obispo Creek-WRF(Construction) $24,356 11/97 Project completed. This is a temporary project subject to additional permit work by Corps. Bank StabSLO Creek/RRM Temp Repairs(Construction) $20,464 11/97 Project complete Marsh/SLO Creek Sift Rmvl(Construction) $13,356 11/97 Project complete Parking Page 3 -2-4-7 PROJECTS COMPLETED BETWEEN September 1996 through September 1998 Sorted by Dept/Group/Heading Filters:Const.Complete Date between 09/96 and 09/98 Project Project Cost Complete Significant Notes Lot landscaping 0 10/96 Lots 2 and 6.Project Complete Palm/Nipomo lots(Study) $915 07/97 Project Complete Palm/Nipomo lots(Site Preparation) $13,272 04197 Project Complete Palm/Nipomo lots(Equipment Acquisition) 11/97 Project Complete Parking lot landscaping(Construction) $6,559 12/97 Project complete. Wells Fargo Lot(Land Acquisition) 02/98 Council voted not to purchase Parking Meter Replacements(Equipment Acquisition) $309,691 02/98 Project Complete Bikeway Improvements Jennifer Bike Bridge-Design(Design) $80,385 01/98 Design Complete.RRM Design Group. Jennifer Bike Bridge-Construction(Construction) $855,194 04/98 Project complete!All grant funds received. Jennifer St Bike Bridge-Construction TIF(Construction) $278,000 04198 See comments above. Jennifer St bridge-Const.Manage.(Construction Managment) $31,832 04/98 Project complete. Railroad Bike Path-Phase I(Design) $6,000 07/97 Project Complete Railroad Bike Path-Phase I(Design) $39,312 07/97 Project Complete Railroad Bike Path Phase4(Design) $582 07/97 Project Complete Railroad Bike Path Phase I(Construction) $48,370 08/98 Project Complete Railroad Bike Path-Phase I(Construction) $416,994 08/98 Project Complete Railroad Bike Path-Phase I(Construction) $13,802 07198 Project Complete 1cle Projects(Construction) 09/98 Project complete .,cycle projects(Construction) $60 09/98 Swim Center Improvements Pool Replaster/Boiler(Design) $191 09/98 Parks and Landscaping 314350 Higuera Street 0 01/97 Project Complete. Mission Plaza improv(Study) $188,760 08/97 Project Complete Open space(Land Acquisition) $603,506 03/98 Project Complete Parks Maint Vehicles&Equip(Equipment Acquisition) $11,612 01/98 Project Complete Laguna Lake Laguna Lake Implementation(Construction) $14,768 06/97 Project Complete Park Renovations and Improvements Islay Park Construction 0 09/96 Project built by developer as part of subdivision agreement Project Complete Islay Park reimbursement(Construction Managment) $186,000 01/97 Project Complete Mathew's Property(Land Acquisition) $885,866 07/97 Project Complete Mathew's Property(Site Preparation) $53,665 07/97 Project Complete Transit Transfer center(Study) $102,734 06198 Project Complete. Transit bus acquisition(Equipment Acquisition) $514,611 10/97 Project Complete Bus acquisition-Phase II(Land Acquisition) 03/97 Replaced bus Bus Acquisition-Phase III(Land Acquisition) 09/97 Project Complete in range transit plan(Study) $22,191 06/97 Project Complete .,uses(three)(Equipment Acquisition) $755,867 08/97 Project Complete Page 4 a-`FT PROJECTS COMPLETED BETWEEN September ..JS through September 1998 Sorted by Dept/Group/Heading Fitters:Const.Complete Date between 09/96 and 09/98 Project Project Cost Complete Significant Notes Buildings Railroad Tower Rehabilitation(Construction) $64,213 08/98 Project Complete. City Hall seismic/HVAC(Design) $131,793 02/97 Project Complete City Hall seismic/HVAC(Construction) $1,922,119 02/97 Project Complete City Hall seismic/HVAC(Construction Managment) $249,165 02/97 Project Complete City Hall seismic/HVAC(Other Equipment) $29,555 02197 Project Complete City Hall HVAC/Seismic Improvements(Design) 02197 Project Complete. City Hall exterior door replacement 0 11/97 Project Complete Rec Center Flood Repair(Construction) $93,497 03/98 Project Complete Reception Area Remodel-Corp Yard(Equipment Acquisition) $24,599 12197 Project Complete Reception Area Remodel-Corp Yard(Equipment Acquisition) $5,280 12197 Project Complete Reception Area Remodel-Corp Yard(Equipment Acquisition) $5,280 12/97 Project Complete Transportation Computer Traffic Model(Study) $39,442 09/97 Project Complete Computer traffic model(Study) $43,286 01198 Project Complete Equipment Skid steer loader(Equipment Acquisition) $26,175 06/98 Project Complete Street sweeper(Equipment Acquisition) $102,392 06/98 Project Complete Dump truck replacement(Equipment Acquisition) $173,651 08197 Project Complete Vehicle Replacements-Parking(Equipment Acquisition) $40,000 11/97 Project Complete ::::;i`iiiY:i>:i:>.:::,a2:;::;:;:;;:a:<::::s;;::i::,:: Performing Arts Center(Equipment Acquisition) $70,000 10/96 Project Complete Flames of Knowledge(Construction) $8,000 09/98 Project Complete Rodriguez Adobe(Study) $6,932 06198 Project Complete. Natural Resources Management Open Space(Land Acquisition) $752,136 07/97 Project Complete Open Space(Study) $44,504 07/97 Project Complete Open space protection(Land Acquisition) $911,059 07/97 Project Complete Performing arts center 0 09/96 Project Complete City Clerk Records Mgmt(Study) $4,253 05/98 Project Complete. •• :••• ii%.i:.:i:`:`::.iA::'i:'.i:i::i:4iiiiii Women's Shelter Storage Building(Construction) $23,852 06198 Project Complete. Cultural Facilities Performing Arts Center(Design) $921,000 10/96 Project Complete Performing Arts Center(Construction) $4,186,500 10/96 Project Complete Art-Palm St garage(Construction) $5,000 06197 Project Complete Art-Palm St garage(Construction) $14,243 07/97 Project Complete Page 5 a - w PROJECTS COMPLETED BETWEEN September 096 through September 1998 Sorted by DepVGroup/Heading Fitters:Const.Complete Date between 09/96 and 09/98 r Project Project Cost Complete Significant Notes Radio Transmission Facility(Study) $12,850 10/96 Project Complete Radio Transmission Facility(Design) 10/96 Project Complete Radio Transmission Facility(Construction) $71,632 10/96 Project Complete Underground Tanks(Land Acquisition) $16,571 11/97 Project Complete Underground Tanks(Study) $28,691 11/97 Project Complete Underground Tanks(Construction) $159,840 11/97 Project Complete Underground Tanks(Equipment Acquisition) $8,859 11/97 Project Complete Vehicle Radio Communications(Equipment Acquisition) $19,434 08/98 Vehicle purchased Sedan Replacement(Equipment Acquisition) $25,641 08/98 Vehicte purchased-in service Air compressor-fire(Fire Fleet) $33,500 04/98 Project Complete Tac Com Sys 8 Emrgct Call Back(Equipment Acquisition) $99,505 06/97 Project Complete Storage Bldge FIS#2(Design) 10/97 Project Complete Storage Bldge FIS#2(Site Preparation) $1,515 10/97 Project Complete Fire engine replacement(Design) $2,500 06/97 Project Complete Fire engine replacement(Equipment Acquisition) $259,028 06/97 Project Complete Engine equipment(Equipment Acquisition) $36,025 06197 Project Complete Utility truck-fire(Equipment Acquisition) $2,008 01/97 Project Complete '-Riler conversion-fire(Equipment Acquisition) $3,978 03/98 Project Complete ication equip-fire(Equipment Acquisition) $13,999 07/97 Project Complete Cardiac Monitor(Equipment Acquisition) $15,508 10/97 Project Complete Fire Station 2 Storage Building(Construction) $14,432 10/97 Project Complete M...f:/:�;:i;:ii;:::ii:}{i:::l� :::�:$+ij: Information Systems Windows Upgrade 0 01/97 1995196 Mid year budget approved for additional $118,900. Project Complete. Public Access 0 07/98 Deferred until next fiscal year. MIS disaster prevention(Study) $18,273 11/96 Project Complete MIS disaster prevention(Equipment Acquisition) $37,625 11/96 Project Complete MIS master plan implementation(Computer Acquisitions) $29,764 12/97 Project Complete. MIS Master plan implementation(Computer Acquisitions) $64,400 02/97 Project Complete MIS Master plan implementation(Computer Acquisitions) $48,600 02197 Project Complete MIS Master plan implementation(Computer Acquisitions) $1,000 02/97 Project Complete MIS Master plan implementation(Computer Acquisitions) $1,900 02/97 Project Complete MIS Master plan implementation(Computer Acquisitions) $2,400 02197 Project Complete Public Safety Info System(Study) $45,600 06/98 Project Complete Financial Mgmt Information System(Study) $39,204 06/97 Project Complete Windows Upgrade(Equipment Acquisition) $257,636 02197 Project Complete Windows upgrade(Equipment Acquisition) 02/97 Project Complete nIsaster recovery plan cquisition(Land Acquisition) 02/97 Project Complete. rmanoe Mgmt Info System Financial Mgmt Information System(Construction Managment) $21,670 08/98 Project Complete Page 6 n - K6 PROJECTS COMPLETED BETWEEN September-.�s through September 1998 Sorted by Dept/Group/Heading Fitters:Const.Complete Date between 09196 and 09/98 Project Project Cost Complete Significant Notes t.. e..::i::?:31::ij ,:..a...,'}'1:;.`.:i::iii:i,:::::$:uyvit'iso:k:::t:::'<:ki::�\:r :::::::.:}:::i:::;:;�`;:%:i'% Youth Field Improvements 0 06197 $100,000 budgeted each year. Work to be planned and carried out by volunteers.Projects have been carried out at Laguna Middle School,CL Smith School,and Throop Park. Taylor Field completed by School District without City help. Portable Gym 0 09/96 School District approved use of Taylor Gym.Project Complete. Swim Center Improvements(Design) $26,816 02197 Project Complete Swim Center-Multipurpose Room/Landscapin(Construction) 01/97 Project includes multi-purpose room,landscaping, and building maintenance. Alarm system bid as a separate project. Solar heating system for showers deleted.Project Complete. Swim Center Improvements Multi Purpose(Construction) $246,342 02/97 Project Complete Swim Center Improvements-Alar(Equipment Acquisition) $45,413 06/98 Alarm installation complete. Open space/parkland acquisition(Land Acquisition) 05/97 Project Complete Portable gymnasium(Equipment Acquisition) $44,384 09/96 Project Complete Homeless Shelter Improvements(Construction) $20,000 06/98 Project Complete. Park Renovations and Improvements Park Renovations Meadow Trail(Construction) 06/98 90-96B Completed by Souza Const. 90-96A completed by Burke Const. Park Renovations(Construction) $648,091 09/98 Sinshiemer Playground Ren(Construction) $53,054 05/98 Construction Complete. Sinsheimer Park Phase I(Design) $1,770 07/97 Project Complete Sinsheimer Park Master Plan Imp. Sinsheimer Park Phase I(Equipment Acquisition) $54,393 02/98 Project Complete i t ........... . Purchase 4 police vehicles 0 02197 Project Complete. Police Station Painting(Construction) 06/97 Project Complete Public Safety Info System(Design) $6,000 08/98 Vehicle replace(four)-PD(Police Fleet) $89,912 09/97 Project Complete Digital Comm Recorder(Equipment Acquisition) $35,872 05/97 Project Complete Patrol Sedans(Equipment Acquisition) $306,577 09/97 Project Complete Police Vehicle Replacement(Equipment Acquisition) $62,353 09/97 Project Complete Page 7 M-s! POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG TERM WATER SUPPLY DEVELOPMENT OBJECTIVE Meet the City's long-term water supply needs by: reaching agreement with North County cities on the Nacimiento pipeline and Salinas reservoir projects;and completing phase 1 of the water reuse project DISCUSSION Background The development of additional water supplies to meet the City's long range water needs has been a major city goal for a number of years. The drought of 1986-1991 further heightened the awareness of the City's precarious water supply position. In 1994, Council adopted an Urban Water Management Plan which established revised per capita water use rates and identified the amount of additional water supplies needed to meet our General Plan goals. The City has been pursuing the possible development of three water supply projects — the Nacimiento pipeline, the Salinas Reservoir expansion and the Water Reuse project — as projects which will help the City meet its projected General Plan goals. All action steps identified for this major City goal in the 1995-97 Financial Plan have been completed, and those identified for this Financial Plan period are the logical progression of steps required to complete this goal. Issues We Will Face in Achieving this Goal There is basic agreement at this time with the North County cities on the need for, and appropriateness of, the Nacimiento Pipeline project Other areas of controversy and opposition are likely to develop as the project proceeds through environmental review. Complete agreement with North County cities on the Salinas Reservoir project is unhImly to occur short of the City either terminating father action on the project, or modifying the project such that a portion of its limited yield is shared with North County agencies. Neither of these options relative to the Salinas project will serve the City in attaining the goal of achieving a long-term water supply capable of meeting our General Plan goals. The environmental impact reports (EIR's) for both the Salinas and Nacimiento projects are anticipated to be released as drafts in April/May 1997,and will be brought before the Council and County Board of Supervisors in the fall of 1997 for certification. The environmental review process for projects of this nature and magnitude is not simple and is rarely without controversy, yet it is imperative that Council and the Board of Supervisors remain focused on the adequacy of the documents themselves and proceed with certification. Following certification of the EIR for the Salinas project, staff will be requesting a hearing before the State Water Resources Control Board(SWRCB) for an extension of time for our water rights permit for the expanded capacity of the Salinas Reservoir. Following certification of the Nacimiento project EIR by the Board of Supervisors, the participating agencies will then be presented with final reservation agreements for design and construction of the project. These agreements will likely be the"moment of truth"for the Nacimiento project as the precise levels of participation by each agency will be determined at that time, as will the financial feasibility of the project. Issues facing the water reuse project during this financial planning period will be: attaining the permit for a change in place of use and diversion of treated wastewater from the State Water'Resources Control Board; receiving approval of a final Engineering Report by the California Department of Health Services; and awarding design and construction contracts for phase 1 of the project. B-22 a-5Z POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG TERM WATER SUPPLY DEVELOPMENT ACTION PLAN Nadmiento Pipeline Project ■ Continue participation in the Nacimiento Participants Advisory Committee. Ongoing ■ Council considers EIR. Fall 97 ■ Board of Supervisors certify EIR. 12/97 ■ Council approves and executes reservation agreement with County. 6/98 Salinas Reservoir Expansion Project ■ Continue participation on the North County Water Task Force. Ongoing ■ Council certifies project EIR. 12/97 ■ Receive water rights permit time extension from the SWRCB. 12/98 Water Reuse Project ■ Award design and engineering contract. 7/97 ■ Award phase 1 construction contract. 7/98 ■ Complete phase 1 construction. 6/99 RESPONSIBLE DEPARTMENT ■ Utilities will be responsible for all technical analysis, water rights permit processing and consultant and construction coordination. ■ Administration, City Attorney and Public Works will assist at the appropriate stages of project development. ■ Finance will assist in developing finding programs and administering any debt financings. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL ■ Nacimiento Pipeline Project. As currently envisioned, the design and construction costs for the Nacimiento project will be initially funded through a County bond issuance and the debt service will be recovered through the sales of the water. The participation agreements will be such that the participants in the project will pay for at least the capital component of the project in proportion to their allocation request,whether or not they actually use the water(take or pay). The City will therefore incur the cost of Nacimiento water as an operating program cost starting at approximately the time of completion of the project(2001). These costs will be fimded through a combination of rates and development impact fees. The current cost estimates for Nacimiento water delivered raw to the City are $786 per acre foot. At the current 3,380 acre foot per year allocation request, this will translate into an annual operating program expense of $2.66 million. Actual costs for the project will continue to be refined; the County and Nacimiento participants are in the process of reviewing funding options which may minimize the cost impacts of the project on project participants. ■ Salinas Reservoir Expansion. Funding for this project was approved in the 1993-95 and 1995-97 Financial Plans. The figures and timelines provided in these budget documents will be revised and resubmitted as a component of the 1997-99 Financial Plan. The revised figures indicate a capital improvement plan request of$135,000 for additional study related to the property transfer in 1997-98, B-23 a-S3 POLICIES AND OBJECTIVES \ MAJOR CITY GOALS-LONG TERM WATER SUPPLY DEVELOPMENT $820,000 for studies and design in 1998-99,and$8 million for construction in 2000-2001. An additional cost for biological mitigation is estimated at $6.25 million. Existing Utilities administrative staff will continue to provide management and oversight of this project. Consistent with the Urban Water Management Plan, prior fimding studies, and the City's debt management policies, this project will be finded through bond proceeds. The annual debt service for this project is estimated at$1.2 million. The cost per acre foot of additional safe annual yield developed with the Salinas Reservoir expansion project is estimated to be$727.00. ■ Water Reuse Project Funding for this project was approved in the 1995-97 Financial Plan. The fimding and timelines for this project will be revised based on current improved information and will be resubmitted in the 1997-99 Financial Plan. The revised figures indicate a 1997-99 capital improvement plan request of $6,300,000 in 1997-98 for construction of phase 1 of the water reuse distribution system and associated mitigations; and $3,070,000 in 1998-99 for design, construction and mitigation of the phase 2 water reuse distribution system. Actual construction and phasing will be further developed during design and may be modified from these projections. Consistent with prior funding strategies,this project is proposed to be debt financed using the State Revolving fiord low-interest loan program. Annual debt service costs for Phase 1 of this project are estimated at$600,000. The cost per acre foot of safe annual yield developed with the Water Reuse Project is estimated to be$750.00. OUTCOME-FINAL WORK PRODUCT Assured,dependable long-term water supplies that will meet General Plan goals. In achieving this outcome, staff will continue to work with the County and North County agencies in developing the Nacimiento and Salinas projects. With consideration of the EIR's for both projects to occur in the Fall 1997, and execution of final reservation agreements for the Nacimiento project to occur in early 1998, a decision and more definitive direction relative to these projects will be made during this Financial Plan period. The water reuse project should see completion of design and construction of the phase 1 portion of the project during this Financial Plan. B-24 a-5.4 POLICIES AND OBJECTIVES MAJOR CITY GOALS—STREETS AND SIDEWALK MAINTENANCE OBJECTIVE Complete an inventory of current street and sidewalk conditions, update the City's Pavement Management Plan as needed,and continue ongoing maintenance of City streets and sidewalks. DISCUSSION Background In pursuit of an existing Council goal—updating the 1988 Pavement Management Plan—the City Engineer has purchased computer software, hired Cal Poly interns, and has completed approximately 60% of the data entry needed to complete the inventory of existing conditions. Based on this work, Public Works will be able to project total demand for street resurfacing and identify the most cost-effective projects for use of the City's limited funding resources. The current sidewalk maintenance program consists of City staff responding to individual isolated sidewalk problems (including curb and gutters) by grinding, modifying or replacing the damaged facilities. Also, a modest sum is set aide for hiring contractors to replace sidewalks in heavily-used areas. In addition to these two existing programs, a 1911 Act sidewalk construction program could be implemented during this financial planning period. The 1911 Act program would install new sidewalks in areas meeting the criteria previously adopted by the City Council. An inventory of all areas without sidewalks has already been completed. Issues We Will Face in Achieving this Goal In previous years when this program was in-place, fiords received from property owners were not collected into a specific fund for sidewalk replacement (they were put into the general fiord). Therefore the program did not become self-sustaining and had to be re-budgeted annually. When the budget crisis of 1993 hit, fluids were no longer budgeted for this program. While this program does provide new sidewalks for pedestrian use, it is not generally a popular program, and the public protest hearings are well attended by those property owners in opposition to the assessment. Opposition generally takes two forms: concerns that they will not be able to afford paying for the installation of sidewalks;or concerns that installing sidewalks will eliminate nice features of their property,or create unsightly features on their property. In short, because this program was in effect for a number of years before it was curtailed in 1993, the "easy" sidewalk installations have been completed; the remaining ones, by their nature, will be more difficult to accomplish. Additionally, the passage of Proposition 218 may affect the City's ability to implement this program; further research on this matter will need to be completed before proceeding with this program. ACTION PLAN ■ Complete inventory of street and sidewalk conditions. 7/97 ■ Council considers first 1911 Act project 9/97 ■ Council adopts updated Pavement Management Plan(as needed). 10/97 ■ Begin pursuit of first-priority pavement management projects. 10/97 ■ Undertake general street and sidewalk maintenance projects. Ongoing B-25 a -SS POLICIES AND OBJECTIVES MAJOR CITY GOALS—STREETS AND SIDEWALK MAINTENANCE RESPONSIBLE DEPARTMENT Public Works FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL City general fiords will continue to be programmed each budget year to support pavement management activities. For pavement overlay and reconstruction, this will cost about $835,000 annually in 1997-99 compared with $620,000 annually allocated for this purpose in 1995-97. Additionally, the budget for seal-coating has been increased from $170,000 to $270,000 annually (an increase of$100,000 per year) in order to achieve pavement management goals of resealing 10 miles of streets annually. This results in an operating budget of$1.1 million for street and sidewalk maintenance. The capital improvement plan also includes a three-year allocation of $75,000 to initiate the 1911 Act program After three years, the program should become self sufficient through reimbursements made by participating property owners, assuming a three year payment program is offered to property owners. OUTCOME—FINAL WORK PRODUCT Safe, convenient and attractive access throughout the community by effectively and efficiently maintaining City streets and pedestrian facilities. B-26 a-5� POLICIES AND OBJECTIVES MAJOR CITY GOALS—FLOOD PROTECTION OBJECTIVE Adopt and begin implementing flood management plans for creeks,open channels and storm drainage systems. DISCUSSION Background In 1983,the City adopted its Flood Management Policy(Resolution 5138). Since then the City has: ■ Constructed projects that eliminate"points of restricted capacity". Examples include the construction of new bridges at Toro Street,Elks Lane and Nipomo Street. Designing a new bridge on Santa Rosa Street at San Luis Obispo Creek is underway with construction targeted to begin in late Summer, 1997. ■ Required new development projects to be set-back from the edge of creeks and provide on-site flood protection. ■ Taken advantage of services offered by the California Conservation Corps (CCC) and others to provide routine creek maintenance. ■ Replaced existing storm drains at select locations to reduce localized flooding. However,the remaining elements of the 1983 flood management policy cannot be implemented until additional planning is completed. The Army Corps of Engineers now requires that a new comprehensive flood management manual be prepared. City staff have distributed an RFP, solicited consultant services, and has negotiated a contract with a qualified firm to complete the manual. Funding of this work is pending approval by the County Board of Supervisors acting as the Board of Directors of Zone 9 Flood Control District. Completing this work will allow updating of the City's flood management policy(the"Pink Book'j. While the 1983 flood management policy(and its proposed update) address the needs of the City's major creek systems,it does not address the remaining storm drainage system (such as catch basins and piped systems). We propose addressing this need by preparing a second document entitled the Storm Drainage Master Plan. This plan will map, analyze and identify replacement and maintenance strategies for the City's existing storm drainage facilities. Since the 1995 floods,many older facilities built in the early 1950's have failed and required emergency attention,causing unplanned use of City fiords. The adoption of a Storm Drainage Master Plan will allow for an orderly and planned use of City financial resources. Issues We Will Face in Achieving this Goal ■ Zone 9 funding concerns. Completing all studies and projects to achieve this goal will be very expensive. Zone 9,our local flood control district,does not have unlimited funding. Traditionally,Zone 9's cash flow was used for the City's annual creek cleaning program. Nearly all of its reserves will be necessary to complete the Phase H study required of the City by the Army Corps of Engineers. Funding for construction projects will therefore be a key issue. In addition, although the City generates about 85% of Zone 9 fiords, there has been a recent desire of the Zone 9 advisory committee to allocate those fiords to non-City portions of the creek system. B-27 POLICIES AND OBJECTIVES MAJOR CITY GOALS—FLOOD PROTECTION ■ Higuera street bridge. This project is partially fimded by the federal government, but they will only fiord 80%of the cheapest construction alternative. Solutions which the City consultant has been directed to review include options under which all remedial work would take place from inside the structure. This could be very costly. Any of these options, if chosen, will dramatically impact the amount of the General Fund contribution to this project. ■ Storm drainage master plan. Besides creeks covered by the flood management policy, most of the City's properties are served/protected by various piped systems which are nearing or at the end of their useful life. Some have recently failed and needed emergency fimdmg for replacement; however, the majority will eventually require repair or replacement, and this will be a major expense. Unless other means of finding can be identified, the General Fund will be responsible for the entire cost of this program. ACTION PLAN ■ Begin construction of the Santa Rosa street bridge. 9/97 ■ Select Higuera street bridge construction option. 7/98 ■ Begin construction of Higuera street bridge. 7/99 ■ Begin rewriting flood management policy. 9/98 ■ Complete flood management policy. 4/99 ■ Complete 1995 flood damage repair projects. 11/98 ■ Begin preparing storm drainage master plan. 7/97 ■ Complete storm drainage master plan. 3/99 RESPONSIBLE DEPARTMENT Public Works will have the primary responsibility for this project; the natural resources protection program in Administration will be actively involved in preparing the flood management plan. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL The work needed to accomplish the proposed action plan will be done by a combination of agency staff(City, County/Zone 9),Cal Poly interns,and consultants as needed. Cost estimates of the various activities follow. ■ 80%of the cost of the Santa Rosa Street Bridge(about$500,000)will be paid for by a federal grant ■ Federal grants will also pay for 80% of the cost of the "low cost alternative" (estimated at $2,000,000) for the Higuera street bridge project Costs that exceed the low-cost option will be the City's responsibility. ■ Cost of the studies required by the Corps of Engineers that will enable updating of the City's Flood Management Policy (the "Pink Book") are estimated at $440,000 with funding coming from the Zone 9 Flood Management District B-28 a-SQ POLICIES AND OBJECTIVES MAJOR CITY GOALS—FLOOD PROTECTION ■ The cost of preparing the storm drainage master plan is estimated at$160,000 using the General Fund. Note: This only represents the cost of updating the Flood Management Policy and adopting a Storm Drainage Master Plan, which will enable the City to identify multiple projects, costs, priorities and alternative funding methods. Actual construction of projects will be a multi-million dollar program. OUTCOME—FINAL WORK PRODUCT By updating the flood management policy and adopting a storm drainage master plan, the City will be able to begin flood containment projects that will provide higher levels of flood protection and lower insurance costs to property owners,and reduced community disruption. B-29 POLICIES AND OBJECTIVES MAJOR CITY GOALS—TRANSIT SERVICE OBJECTIVE Maintain the current level of service provided by the City's transit system. DISCUSSION Background Funding for the City's transit system has followed a bumpy but upward path since 1992 when the City qualified for urban status, thus becoming eligible for federal transit funding for both operations and capital on a formula basis. Simultaneously, an old, highly inadequate Cal-Poly finding agreement was abandoned in favor of one more equitable to the City based on student ridership. Ridership increased, especially among Cal-Poly students, as routes were expanded. However, a number of factors then coalesced, creating a high level of funding uncertainty for the transit system: federal transit finding amounts became highly variable; finding from the State declined due to the recession; a change in the service provider contract meant the loss of other finding for about two years; and Cal-Poly could no longer find its portion of the program based upon ridership. This has resulted in a highly unstable funding scenario for the City's transit system. The following is a summary of actions currently underway as well as those planned for the near f rturre: ■ The Public Works Transportation staff is completing an update of the City's Short Range Transit Plan (SRTP). The SRTP will identify how this Council goal can be pursued within current and future finding limits. The SRTP will establish service and revenue options in the event that finding becomes more limited or more plentiful. ■ Public Works has advertised a Request for Proposals (RFP) for a new transit service contract beginning in July, 1997. As part of preparing the RFP, staff has evaluated staffing and service options for reducing the operating cost of the system. ■ The City staff and Council representatives are working with Cal Poly officials to produce a multi-year agreement that establishes the University's fimding contribution to the City's transit system. ■ Consistent with Council direction, the staff is working on expanding television advertising of the City's transit system in exchange for allowing print advertisements on the exterior of the buses. An evaluation of the benefits of this exchange will be considered by the Council. ■ In the future, additional adjustments to transit fares may be needed to support current service levels; these changes will depend on the availability of funding from other sources and on desired service levels. Issues We Will Face in Achieving this Goal We do not anticipate significant difficulties at this time in funding current transit system service levels for 1997- 98. In the long-term., however, unless we are successful in either securing new revenue sources, increasing ridership,or identifying ways of significantly reducing operating costs, it will not be possible to achieve this goal unless there is direct General Fund support of this enterprise operation. This would be a major change in the City's fiscal policies, and very difficult to achieve under current fiscal constraints. B-30 a-cb POLICIES AND OBJECTIVES MAJOR CITY GOALS—TRANSIT SERVICE ACTION PLAN ■ Complete advertising agreement with private vendors. 4/97 ■ Execute funding agreement with Cal Poly. 6/97 ■ Execute agreement with transit vendor. 6/97 ■ Complete short range transit plan update. 7/97 ■ Council evaluates results from television advertising. 3/98 ■ Council considers transit fare increases. As Needed RESPONSIBLE DEPARTMENT Public Works FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Approximately $1.3 million per year (1997 equivalent) will be needed to operate the City's transit system at current service levels (depending on the results of the current transit service RFP process). State and federal fimding and transit fares(at current levels) should cover these costs during 1997-98. However, federal funding levels for 1998-99 are unknown. Current staff resources will continue to oversee the operations of the transit system and be responsible for the system's financial planning and management. OUTCOME—FINAL WORK PRODUCT Continued transit service at current service levels; if existing finding sources are not available to do this,then service level reductions,other cost reduction options or fare increases will have to be considered. B-31 POLICIES AND OBJECTIVES MAJOR CITY GOALS—PARKING SYSTEM IMPROVEMENTS OBJECTIVE Begin building the Marsh Street parking garage expansion. DISCUSSION Background ■ A consultant has been hired to prepare a draft and final EIR. Key impact areas include circulation and traffic, historic/cultural resources, and aesthetics. No property purchase offers will be made until the environmental review process has been completed. ■ The staff is negotiating the purchase of air rights over the near-by the post office's rear parking lot. Staff is also worsting with owners of adjacent property (San Luis Medical Clinic) concerning the purchase of the small surface parking area adjoining the City's property. The success of these negotiations will determine the ultimate size,parking capacity and cost of this garage expansion project. ■ After the EIR and property negotiations with the U.S. Postal Service and San Luis Medical Clinic are completed, an architect will be hired to prepare construction plans and specifications. The design will then be reviewed by City commissions,the project advertised,and a construction contract awarded. Issues We Will Face in Achieving this Goal ■ As far as we know, the U.S. Postal Service has never before negotiated an air space agreement with another agency. Because of this,negotiations may be more complex and time-consuming than we might otherwise expect ■ Gaining control of the San Luis Medical Clinic parking lot may require the use of eminent domain. ■ The environmental consequences of the expanded garage have not yet been identified. The outcomes in trying to resolve any of these issues may result in significant delays in going forward with this project,or in not proceeding at all. ACTION PLAN ■ Certify final EIR. 8/97 ■ Complete negotiations with the U.S.Postal Service and San Luis Medical Clinic to purchase land/air rights. 4/98 ■ Complete plans and specifications; advertise for bids. 2/99 ■ Begin construction. 6/99 RESPONSIBLE DEPARTMENT ■ Public Works. Managing project planning and construction. ■ Finance. Implementing project financing. B-32 ,2-62- POLICIES AND OBJECTIVES MAJOR CITY GOALS—PARKING SYSTEM IMPROVEMENTS FINANCIAL AND STAFF RESOURCES REQUIRED TO ACE EVE THE GOALOUTCOME $765,000 has been approved for preparing the EIR, land appraisals, and concept designs. An additional $3.9 million is needed for construction and construction management, and assumes the use of the post office's air rights to enable the largest parking capacity. The parking fiord will provide the necessary financial resources. It is likely that this capital project will be funded through the sale of bonds. Adequate resources already exist in the parking fiord to support these planned debt service costs. Public Works staff will manage the hiring of an architect to design and prepare plans and specifications, and provide operating support for the expanded garage structure. Existing finance staff resources will administer any project financings; any costs for financial advisor, bond counsel and other bond issuance costs will be finded through the bond proceeds. OUTCOME-FINAL WORK PRODUCT Expanding parking spaces in this facility will improve community access to business,commercial,governmental, cultural and recreational activities in the downtown. B-33 �-63 POLICIES AND OBJECTIVES MAJOR CITY GOALS—YOUTH ATHLETIC FIELDS OBJECTIVE Develop a sports facilities complex,subject to resolving neighborhood and environmental concerns. DISCUSSION Background The General Plan parks and recreation element/master plan identifies youth athletic fields as the number one unmet need for facilities. Accordingly, the Council authorized finding in the 1995-97 budget to improve the existing athletic fields in the City. Even though the condition of existing playing fields has been improved., a shortage of six fields still exists based on current use and indicated need. The Cal Poly Athletic Department has proposed a partnership between athletics, the Associated Students (ASI) and the City to build six to eight multi-use athletic fields. If the City were to become a partner,the fields would be made available to an extent that they would meet existing and projected needs. To participate, Cal Poly has requested$3 million of the$9 million project cost from the City. The Cal Poly complex contains three soccer fields,three soccer/softball/youth baseball fields, a softball stadium seating 300,and a baseball stadium seating 600. The entire complex will be lighted for night play. Options In the event that we are not able to reach agreement with Cal Poly regarding our participation in this project,then we will go forward in identifying other alternatives that can be implemented with the$3 million allocated for this project. Issues We Will Face in Achieving this Goal Before the City can agree to be a partner in the project, several issues must be resolved: the City's ability to fiord the project without adversely affecting other City programs; assurance that we will have guaranteed access to the fields;and mitigation of environmental and neighborhood concerns. At what level will the City be able to fnancially participate? This largely depends on the City's level of participation in the project As summarized in the table below,which assumes the City participates at the requested $3 million level, annual debt service payments for this share will be about $300,000 for the next fifteen years. As summarized below, over the next two years, $514,000 in potential offsetting sources have been identified,which is$64,000 greater than project costs for this same period. Beyond this period,the General Fund will need to supplement project costs by about $100,000 annually. Based on the results of the Preliminary Financial Plan, adequate resources should be available for this due to an improved sales tax revenue picture and reduced retirement cost contributions. While the following summary identifies several sources for finding this obligation, it is important to note that it will be the General Fund as a whole that will be obligated to make debt service payments. B-34 .2 -44 POLICIES AND OBJECTIVES MAJOR CITY GOALS —YOUTH ATHLETIC FIELDS Summ o Estimated Pro ed Fundi-: Sources 1997-98 1998-99 Long-Term en x.� '.nY v LF .6f ME rriM Citv Partici ation 1. Current funding for athletic field projects 100,000 100,000 100,000 2. Taylor field funding 1996-9 100,000 3. Prior years state grant 100,000 Other Agency and Community Participation 4. School district waiver of existing fees 32 000 32,000 32,000 5. Youth sports organizations 25,000 25P000 25P000 6. Tournament revenue 20,000 7. Adult sports 20,000 Total Funding Available 357,000 157,000 197,000 Annual Debt Service* 150,000 300,000 300,000 BALANCE $207,000 $64 000 $103 000 • The first year has been pro-rated for six months of debt service costs. Explanation of sources 1. Current funding of athletic field projects $100,000 has been allocated in each of the past two years for field improvement projects. As a result, existing fields have been upgraded. The next project is to address the need for more fields. If there was not a Cal Poly project, staff would recommend at least continuing this level of ongoing commitment into the future to develop more fields at other locations. The Cal Poly project develops the most fields in a timely and cost effective manner. 2. Taylor field. The 1996-97 athletic field development project was to have been a renovation of the Taylor Field on the old San Luis Junior High School campus. The City was going to split the cost of the renovation with the San Luis Coastal Unified School District. Internal issues at the district have caused the project to be delayed for at least one year. The district has indicated that once these issues are resolved,they will fully fiord the project. 3. Prior years state grant The City received a state grant for park development from a 1986 park bond. The grant was originally to be used for another project, but the delay in receiving the fiords prevented that, and the projects were completed with other resources. That funding is now available for this project. 4. School district waiver of existing fees. While the district does not wish to be a partner in the Cal Poly project,they have tentatively agreed to waive two existing fees charged by them to the City: $25,000 for the rental of facilities related to after-school programs; and $7,000 for water use at C. L. Smith School. These waivers will be ongoing. 5. Youth sports organizations. All of the youth sports organizations in San Luis Obispo have agreed to contribute $7 per player per year for the Cal Poly project. Enrollment will surpass 3,500 this year, resulting in a conservative estimate of$25,000 annually from this source. 6. Tournament revenue. Tournaments that bring in out-of-town teams will be a part of the program activities on these fields. Charging all out-of-City teams a non-resident fee, and dedicating a portion of B-35 POLICIES AND OBJECTIVES MAJOR CITY GOALS—YOUTH ATHLETIC FIELDS the snack bar revenue to the City's share of the project finding,is estimated to generate$20,000 after the fields are constructed. 7. Adult sports. Discussions with the other project partners indicate that there will be time available for City adult sports leagues. Based on 1,100 currently registered adult players in three league seasons, charging the adult players$7 per person per league season should generate about$20,000 annually. Other funding issues ■ Projected added revenues per the UCSB study. In late January,community proponents of the project submitted a report prepared by the UCSB Economic Forecast Project which estimated that the project would generate enhanced revenue of approximately $170,000 annually. While staff has no argument with the estimate,it is recommended that these projected revenues not be considered as a finding source for debt retirement for the following reasons: (1) such revenues can only be considered projections at this point, and thus are not certain; (2) if such revenues do result from the project, they will not be received for several years (after the project is constructed and fully operational); and(3) if"profit" is to be derived from the project,it should accrue to the community as a whole,with its use determined by the Council. ■ Financing issues. Our original plan was to"piggy-back" onto Cal Poly's financing of the ASI share of project costs. However, we now believe it would be simpler to separate our capital contribution to the project(estimated at$3 million)from the mechanism we use in financing this contribution. In follow-up discussions with Cal Poly,we believe we can secure competitive rates on our own and it will be a much simpler process than trying to coordinate the financing through the State's bureaucracy. How can we assure access to the fields? Cal Poly has proposed a three-agency partnership between athletics, the City, and ASI. Assuming the financial issues can be resolved, an"iron clad" agreement will need to be developed between the partners that guarantees each a fair,proportionate use of the facilities. Staff will undertake developing such an agreement prior to submitting the project to the Council for final approval. There will also be sub-components to the agreement relating to environmental and neighborhood mitigations. How can we assure appropriate mitigation of on-site environmental issues? Cal Poly has requested that the Biological Sciences Department assist in developing an on-site mitigation plan. Dr. V.I. Holland, chair of the department, will appoint a committee of faculty and staff members to accomplish this task.The City's Natural Resource Manager will also be a member of this committee and represent the City's interests. Upon the successful completion of this task,hopefully the staff will be able to present the Council with an on-site mitigation plan that has input from the City and the concurrence of the Cal Poly Biological Sciences Department City participation in the project,as set forth in the use agreement,will be conditional upon approval of this plan by our other partners. How can we address neighborhood concerns? The major issues center around the effects that noise,light and traffic from the sports fields will have on affected neighborhoods. While there are common solutions to the issues,they will be more effective if they are crafted on B-36 2- 66 POLICIES AND OBJECTIVES MAJOR CITY GOALS—YOUTH ATHLETIC FIELDS a neighborhood by neighborhood basis. An outreach effort to these neighborhoods is in progress. Issues will be raised and mitigations discussed in neighborhood meetings. One such meeting with residents of the Bishop's Peak area took place on March 31. Responding to a request of neighborhood members, staff sent meeting notices to each residence in the area. Those in attendance raised the issue with the project EIR as it relates to the effects that noise from the project will have on the Bishop's Peak neighborhoods. They agreed that a study was needed to know what the effects would be on their neighborhoods. By consensus of those in attendance,it was agreed that the study should include: ■ Testing conducted by a qualified acoustic consultant or sound engineer. ■ Measuring ambient noise levels from appropriate Bishop's Peak neighborhood areas, broken down to . hours when stadiums are most likely to be used(evening hours are the most critical). ■ Testing levels of predicted stadium noise in neighborhoods including the effect of hillside receiver locations. ■ Quantifying crowd noise levels and public address system noise levels. Again,by consensus of those in attendance, it was agreed that their response would be contingent on the results of these tests. It was further agreed that at least the following mitigation measures should be included: ■ No public address systems will allowed on the playing fields(but allowed in the stadiums). ■ Activities at the complex will be limited to athletic events. ■ Reasonable stadium hours will be established. ■ Limits on noise levels above the ambient neighborhood levels will be agreed to. A plan to regularly monitor the levels will be implemented to insure compliance. ■ A review of the impacts on neighborhood property values will be undertaken. ■ Any committee established to review the project will include neighborhood representation. ■ Sound system design measures,as noted in the EM that reduce noise levels should be fully explained There was further consensus among the neighbors that the project should be put to a vote of the public. Staff agreed to take the results of this neighborhood meeting to the Council, and to begin implementing the testing and mitigation aspects. After extensive discussion of this issue at their April 15 budget study session,the Council agreed to proceed with their review of this project without conditioning final approval on the outcome of an advisory election, which could not be held until November of 1998. ACTION PLAN ■ City receives input on neighborhood concerns and mitigation measures. 4/97 ■ City and Cal Poly agree upon mitigation plan. 6/97 ■ Staff finalizes the necessary agreements. 7/97 ■ Council approves the City's participation in the project,staff begins arranging for financing. 8/97 ■ Construction begins. 10/97 ■ City begins funding the project. 1/98 ■ Construction is completed and City participation begins. 9/98 B-37 a.-67 POLICIES AND OBJECTIVES MAJOR CITY GOALS—YOUTH ATHLETIC FIELDS RESPONSIBLE DEPARTMENT The parks and Recreation will be responsible for the overall coordination of the project with assistance fi-om Finance,public Works,Community Development,Administration,and the City Attorney's Office. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL ■ Supplemental General Fund revenues of about $100,000 annually will be required to fimd debt service requirements beyond 1997-99. ■ Once play begins on the fields,Parks&Recreation will coordinate use by the local sports organizations. This can be accomplished using existing staff resources. OUTCOME -FINAL WORK PRODUCT ■ Expanded recreational opportunities for the City's youth. ■ A major facility need, as identified in the Parks and Recreation element, will be addressed upon completion of this project B-38 Z-68 POLICIES AND OBJECTIVES MAJOR CITY GOALS—PARKS AND RECREATION ELEMENT IMPLEMENTATION OBJECTIVE Continue implementing the parks and recreation element of the General Plan, emphasizing neighborhood parks, at-risk youth,youth,and seniors. DISCUSSION Background. In May of 1995, the Council adopted a comprehensive revision to the General Plan Parks and Recreation Element/Master Plan (Element). The Element provides for a parks and recreation system that identifies and addresses community needs. A key portion of the document is the identification of unmet needs. Included are: Facilites ■ Youth athletic fields for practice,games,and tournaments ■ Gymnasiums ■ Neighborhood parks Recreation activities ■ Prevention and intervention programs ■ Increased programs for children and teens ■ Senior citizen programs Issues we will face in achieving this goal. Additional parks and recreation services clearly are desired by the community,however, given the fiscal constraints of this budget period,this goal will need to be addressed using existing resources. Neighborhood park needs include: ■ renovation of Mitchell Park ■ park for the Las Praderas area ■ identification of a park site in the area south/west of Foothill Boulevard and Chorro Street The issue for park development will be available funding. The likely source of revenue for Mitchell Park are park in-lieu fees, specifically in-fill housing projects. Funding exists for Las Praderas Park,but the site is on San Luis Creek and must be stabilized prior to any construction. Identification of a Foothill-area site will be difficult. There are potential locations,but neighborhood consensus will be necessary. This may be difficult to achieve as Foothill Boulevard itself separates this area into two parts. It is unlikely that significant fimding will be available for new recreation programs. Therefore, creating a non- profit foundation with a recreation mission is an option in addressing the need for new recreation activities. A foundation will let the City apply for and receive program grants. It will also allow program participants to keep activity fees low through fimdraising and volunteer service. The costs and benefits of establishing such a foundation will be evaluated as part of this work program. B-39 2-- 69 POLICIES AND OBJECTIVES MAJOR CITY GOALS—PARKS AND RECREATION ELEMENT IMPLEMENTATION ACTION PLAN ■ Staff continues implementation of at-risk recreation activities. 7/97 ■ Staff continues to award scholarships to at-risk children for participation. in all recreation activities without revenue reimbursement. 7/97 ■ Board of Directors is formed for the Parks and Recreation Foundation. 7/97 ■ Determine feasibility of a park site in the Las Praderas neighborhood. 10/97 ■ Start site selection process for a Foothill-area park 11/97 ■ Contract recreation instructors agree to add at-risk scholarship students to their programs. 1/98 ■ Working with Administration,review costs and benefits of establishing a Recreation Foundation and develop policy on community partnerships. 1/98 ■ Staff participates with the Mayor's Task Force on Youth in developing new,grant-fimded,at-risk programs for the summer. 5/98 ■ Begin Mitchell Park playground improvements. 7/98 ■ Site is selected for a Foothill-area park. Funding for the project will be included in the 1999-2001 Budget. 11/98 RESPONSIBLE DEPARTMENT Parks and Recreation will be responsible for the implementation of this objective, with the exception of capital' improvement plan projects,which will be managed by the Engineering Division of the Public Works Department with input from Parks&Recreation. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Continued implementation of the Parks and Recreation Element is the primary mission of the Parks and Recreation Department. The goal can be achieved within existing resources. Funding for the Las Praderas Park Project has been previously approved. The Mitchell Park improvement project was originally approved in 1994. It has been postponed due to lack of finding from park in-lieu fees. Once the funding is available, the project will commence. The project cost is$130,000. Depending on other priorities,this amount should be available by the end of 1997-98. OUTCOME -FINAL WORK PRODUCT Continued implementation of the Parks and Recreation Element, which will allow the City to satisfy identified needs throughout the community. B-40 .2 -70 POLICIES AND OBJECTIVES MAJOR CITY GOALS—AIRPORT AREA ANNEXATION OBJECTIVE Prepare the prerequisite specific plan and related infrastructure master plans in order to implement the General Plan goal of annexing the airport area to the City. DISCUSSION Background In 1994 the City adopted an update to the Land Use Element of the General Plan which stated that the City would actively pursue annexation of the Airport Area by 1995. The City did actively pursue this goal; however, the complexity created by the number of property owners and agencies involved in producing the pre-requisite specific plan and completing the annexation made accomplishing the goal problematic. In December of 1995 the Council directed staff to take a lead role in achieving the goal by directing staff to prepare a request for proposals (RFP) for consultant preparation of the specific plan and to prepare a finding strategy. In March 1997,the staff submitted an RFP and a finding strategy for Council approval. The Council approved these and directed.staff to release the RFP. Issues We Will Face in Achieving this Goal The Council has resolved issues of specific plan fimding and content Several other issues can be anticipated as the specific plan is prepared and as it is reviewed for adoption. ■ Long-term water supply. The issue of obtaining a long-term water supply remains to be completely resolved. The City has several projects in progress that would provide supplemental sources of water to adequately serve all the City's needs at buildout The City's adopted policy regarding water supply directs that the City continue to pursue supplemental sources for buildout until they have been secured ■ Property owner support An ultimate implementation concern is that some property owners will not support annexation once the specific plan has been completed. This has always been a risk and has been well-discussed in previous Council consideration of the strategy for preparing the specific plan. The specific plan will provide detailed information on the design and costs of infiastructure necessary to service the airport area. It will also provide additional information regarding land uses that will be preferred and possible in the area. This information will allow the City and property owners to make informed decisions regarding the effect of annexation, especially with regard to the cost of services and how they will be paid for. Preliminary analyses prepared by staff and Angus McDonald Associates indicate that the annexation will be a net fiscal benefit to the City. A County study concluded that annexation to the City was the best fiscal alternative for the County. Property owners will be able to more accurately assess the costs and benefits for their individual properties once the specific plan is completed. General studies have shown that City services will allow for more intensive development of a property than would be possible with on-site and rural type services, and that the costs for a County agency to provide levels of services equivalent to those that can be provided by the City would be significantly more. It is therefore expected that annexation will have a positive effect on most property owners,and that they will ultimately support it B-41 2 -1t POLICIES AND OBJECTIVES MAJOR CITY GOALS—AIRPORT AREA ANNEXATION ■ Environmental issues. These will be analyzed as a part of the planning process. Although the environmental impact report (EIR) for the update of the land use and circulation elements which addressed future development of the airport area was certified, the location and installation of infrastructure will raise additional issues. The contamination of soils on the Unocal site is also an issue. The EIR for the specific plan will address these issues. ACTION PLAN ■ Hold pre-proposal conference April 3, 1997 ■ Receive proposals May 15, 1997 ■ Award contract; start work July/August 1997 ■ Hold community workshop September 1997 ■ Complete administrative draft specific plan November 1997 ■ Complete administrative draft EIR December 1997 ■ Begin public review of draft specific plan and EIR February 1998 ■ Hold community workshop March 1998 ■ Complete EIR comment period April 1998 ■ Respond to EIR comments May 1998 ■ Planning Commission holds public hearings and makes recommendations July 1998 ■ Council holds public hearings and adopts specific plan September 1998 ■ LAFCO approves annexation April 1999 RESPONSIBLE DEPARTMENTS ■ Community Development Provide overall project management and consultant supervision,prepare land use and development standards; direct and guide consultant preparation of urban design component of specific plan. ■ Public works. Supervise consultant preparation of master storm drainage plan and circulation component of specific plan,review specific plan drafts. ■ Utilities. Supervise consultant preparation of water and wastewater master plans; review specific plan drafts. ■ Finance. Supervise consultant preparation of public facilities financing component of the specific plan and infrastructure master plans;review specific plan drafts;update fiscal impact analysis. ■ Administration. Provide overall project oversight and coordination; Natural Resources Manager: contribute to preparing open space and resource protection standards, open space in-lieu fee program, and reviewing specific plan drafts; Economic Development Manager: coordinate property owner liaison; review specific plan drafts. ■ Police Review specific plan drafts. ■ Fire Review specific plan drafts and hazardous materials issues. B-42 z-'1z. POLICIES AND OBJECTIVES MAJOR CITY GOALS—AIRPORT AREA ANNEXATION FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL It has been estimated that preparing the specific plan, urban design plan, related infrastructure master planning, and EIR could cost up to $545,000. A finding program for these costs has been approved by the Council summarized as follows: Airport City-Wide Funding Source Components Components TOTAL General Fund- 1996 Economic Development Program 19,000 $ 19,000 Water Fund 70,000 $30,000 $100,000 Sewer Fund 70,000 $30,000 $100,000 CDBG Funding-City share 121,000 $121,000 CDBG Funding-County share 50,000 50,000 Property Owner Funding 155,000 $155,000 Total $485 000 $609000 $545 000 While significant staff resources will be committed to this work effort, no supplemental finding beyond that already approved by the Council is required. OUTCOME-FINAL WORK PRODUCT In cooperation with City staff,the consultant will prepare the following documents: ■ Specific plan for the airport area ■ Urban design plan for the airport area ■ City-wide water master plan ■ City-wide wastewater master plan ■ Master circulation plan for the Margarita and airport areas ■ Master storm drainage plan for the Margarita and airport areas ■ Public facilities financing plan for infrastructure components ■ An environmental impact report for the Margarita and airport area specific plans The result will be completing the planning pre-requisite,allowing annexation of the airport area to the City. B-43 � - 73 POLICIES AND OBJECTIVES MAJOR CTfY GOALS-MADONNA PLAZA AND CENTRAL COAST MALL REVITALIZATION OBJECTIVE Proactively work to revitalize Madonna Plaza and Central Coast Mall. DISCUSSION Background. The General Plan designates this area as a preferred location for regional-serving retail uses. The Central Coast Mall has been performing at a very substandard level for several years. The Madonna Plaza is also performing at less than an optimal level,with an outdated and inefficient design. Revitalizing these two centers has been an objective of the City for some time. These properties have high vacancy rates and are not producing the sales tax revenue expected. As we continue to see sales tax leakages out of the City, it is important for the fiscal health of the City to aid in revitalizing these two malls. Because the City does not own these two properties, and because the prospects for redevelopment agency investments in them is unlikely, the recommended City role is to encourage private sector redevelopment efforts, and to assist in coordinating a vision for this effort. Issues we will face in achieving this goal. These two properties have complex ownership issues. The Central Coast Mall is actually comprised of three owners: Gottschalks, Embassy Suites and Mutual of New York. Any redesign and re-tenanting has to be agreed upon by all parties due to the provisions of an existing reciprocal easement agreement. Any redesign or new construction also has to be able to demonstrate to the owners that they will be able to recoup the costs in new tenant rents. The land under Madonna Plaza is privately held and leased to Heitman Capital Management, a real estate pension fund portfolio manager. Most of the buildings in Madonna Plaza are owned by Heitman. As Madonna Plaza is one small property in their much larger holdings, interest in either redesigning or selling is not known at this time. The decision will be based on overall portfolio management goals and the expected lease rates as a result of any demolition, redesign and re-tenanting of the property. Both of these properties are poorly designed and do not appeal to tenants in their current configuration. ACTION STEPS ■ Work to assist owners/developers in new tenant recruitment. Ongoing ■ Create a development review team specific to this area to identify project issues and permitting requirements. 7/97 ■ Estimate off-site improvement costs that would encumber any net new construction. 12/97 ■ Re-evaluate the feasibility of redevelopment financing based on recent changes in State law. 12/97 ■ Explore financing/investment strategies to create an incentive to redevelop. 2/98 ■ Coordinate site plans between owners/developers to assure compatibility of the two sites and potentially the Dalidio site. Ippon availability ■ Evaluate opportunities for establishing appropriate design standards before an official application to assure prompt and timely review by appropriate advisory bodies. 3/98 ■ Coordinate the pre-development and development process with a goal of processing applications as quickly as possible. Upon availability B-44 z- 74 POLICIES AND OBJECTIVES MAJOR CITY GOALS—MADONNA PLAZA AND CENTRAL COAST MALL REVITALIZATION RESPONSIBLE DEPARTMENT The economic development program within Administration will be responsible for facilitating and coordinating meetings with owners/developers/users, with assistance from the Community Development. Community Development will be also be responsible for processing the applications, and Finance will assist in developing the financing/investment strategy. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE TBE GOAL Funding presently exists in the program for relatively small, but needed consultant assistance. Depending upon the ultimate scope of the effort,additional fimdmg may be needed for implementing any proposed redevelopment financing or incentive agreement. The Economic Development Manager will coordinate a multi-department team. OUTCOME-FINAL WORK PRODUCT ■ Approaches and incentives to offer the property owners to redevelop these centers; a process to fast track the development review and permitting process; and agreements with owners to redevelop the property. ■ An improved and producing asset for the City,and elimination of existing under-performing properties. ■ Full utilization of these properties for the benefit of San Luis Obispo area shoppers, and the City's economic and fiscal betterment. B-45 � -75 POLICIES AND OBJECTIVES MAJOR CITY GOALS—ECONOMIC DEVELOPMENT OBJECTIVE Continue implementing the economic development program, including focused business recruitment efforts consistent with the results of the targeted industry cluster study. DISCUSSION Background The City's full-time economic development program will be entering into its second year, and moving from a start-up mode to implementation. The following summarizes proposed program activities for 1997-99: Implementation of ongoing program. The economic development program will continue to concentrate on the major areas as identified by the Council in the 1993-95 and 1995-97 Financial Plans,which include: ■ Local business retention and expansion. ■ In-fill site/building space location assistance. ■ Targeted business recruitment/cluster study completion. ■ Business visitation and networking. ■ Economic development marketing,including- - ncluding- Data development/data-oriented responses. - Property inventory data base completion/maiatenance. - Contact management data-base system. - Collateral marketing materials development. ■ Retail assistance(downtown,Madonna Road shopping area,Dalidio project,auto center). ■ Tourism promotion participation,including Tourism Council. ■ Airport area annexation property owner liaison. ■ Permit processing assistance/business customer satisfaction. Added economic development efforts. New areas of emphasis will be undertaken, particularly in the business recruitment component as a result of the work of the Targeted Industry Cluster Committee. The Committee should be completing their work in July 1997,with recommendations to the Council to follow. Council action on their recommendations will be followed by implementing a business plan/marketing strategy to promote the business infrastructure/partnerships needed by the identified industry clusters, and to actively recruit new businesses. Additionally, a new major City goal to "proactively work to revitalize Madonna Plaza and Central Coast Mall"will be undertaken,with a considerable amount of staff support provided under this program. Issues We Will Face in Achieving this Goal Issues we will face in achieving the industrial/office job goals include lack of available industrial buildings,high land costs, lack of availability of fully-developed sites, some perceived job-specific labor shortages, housing, limited air service to selected cities, water supply and cost, and future land inventory. Retail goals may be impacted by other communities' retail growth and fractured ownership/direction of under-performing areas, especially relative to the Madonna Plaza and Central Coast Mall. Other issues will be divergent community beliefs and goals, and a relatively small-scale economic development program in comparison to some other cities. Related to this, the absence of redevelopment funds limits the City's ability to pro-actively encourage certain economic development undertakings. B-46 2 -76 POLICIES AND OBJECTIVES MAJOR CITY GOALS—ECONOMIC DEVELOPMENT ACTION STEPS ■ Continue implementing the current economic development program. Ongoing Targeted Business Recruitment Strategy ■ Submit Targeted Industry Cluster Committee recommendations to the Council. 7/97 ■ Implement business recruitment marketing program to meet the targeted industry cluster goals adopted by the Council. 10/97 Madonna Plaza and Central Coast Mall Revitalization ■ Assist in recruiting developers/tenants as appropriate. Ongoing ■ Re-evaluate feasibility of establishing redevelopment financing. 12/97 ■ Create financing/return on investment strategy. 2/98 ■ Establish/clarify design standards to expedite processing. 3/98 ■ Coordinate site plans between properties. Upon Availability RESPONSIBLE DEPARTMENT Administration will provide overall policy direction, and the Economic Development Manager will be the lead staff person with assistance from other departments as needed. Community Development will process any development applications,once received. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Funds are available within the existing economic development program budget to support the ongoing activities. In addition,by reallocating current economic development program resources budgeted in 1995-97,an enhanced marketing initiative can be supported in promoting existing business recruitment efforts as well as new targeted efforts following completion and approval of the targeted industry cluster study. Funding to encourage the revitalization of the malls is undetermined at this time,and requires further study. OUTCOME-FINAL WORK PRODUCT A comprehensive economic development program that serves the short-term fiscal goals of the City as well as positions the community for long-term economic well being. B-47 2-77 POLICIES AND OBJECTIVES MAJOR CITY GOALS—NEIGHBORHOOD PRESERVATION OBJECTIVE Continue neighborhood preservation efforts relating to noise,traffic and maintenance; continue to support efforts encouraging additional "on-campus" student housing; and evaluate ways of improving neighborhood participation in the development review process. DISCUSSION Background The Office of Neighborhood Services was established at the beginning of the 1995-97 Financial Plan period to more completely address issues surrounding neighborhoods and their relationship to City government, along with development of strategies that could facilitate neighborhoods becoming more self- sufficient. Various key objectives were identified, which included providing a central information source for both internal and external use,identifying successful existing neighborhood programs,and generally supporting neighborhood wellness. Work Program Overview ■ public education. The continuing need for neighborhood services is driven by cyclical change in population,whether it be the movement of families in and out of neighborhood housing or.the transient nature of students attending Cal Poly or Cuesta College. The change of players in the neighborhoods requires frequent public education and code enforcement efforts to achieve harmony and self-sufficiency. The Neighborhood Services Manager will continue outreach efforts with existing and potential neighborhood groups. Neighborhood groups will be updated on current activities and resources available through various City offices to assist those groups in accomplishing their goals. ■ Development review participation. The Community Development Department will continue to notify interested groups concerning pending planning applications and actions on proposed development and land use activities. Community groups are encouraged to request placement on the notification list to ensure involvement in an applicant's proposal long before the project reaches the final approval stage. Notwithstanding this formal request for notification, interested neighborhood groups are advised of new applications and planning programs that may impact them. This contact occurs early in the process and often before the project is assigned to a planter for processing. A more formal process will be implemented with the new upgrade in the City's Planning Application and Tracking computer software. In addition to the normal City departments and other reviewing agencies,the planner will have the ability to send project information and requests for input to several identified neighborhood groups that could potentially be impacted by the development. ■ On campus student housing. Participation in providing additional on-campus student housing at Cal Poly is continuing within the context of the recently established campus/community advisory committee. Two Council members are the official City representatives on that committee, with Community Development Planning Division staff support. It is anticipated that construction of new housing will occur during the current budget cycle. Providing on-campus housing at Cuesta College is more problematic, as none now exists and there is little precedent within the community college system for providing that amenity. Staff will continue efforts at finding a means to satisfy the housing needs of Cuesta students,but definitive results within this budget period are impossible to predict. ■ Neighborhood "walk and talks." A series of `walk and talk" evaluations of selected residential neighborhoods will be undertaken,including City staff,Council members(no more than two at a time to B-48 2-78 POLICIES AND OBJECTIVES MAJOR CITY GOALS—NEIGHBORHOOD PRESERVATION avoid Brown Act conflicts),neighborhood residents and other interested persons. The goals of this effort will be more direct communication and understanding of perceived neighborhood problems, and potential solutions or assistance that may be available from the City. ■ City survey. The value of conducting a city-wide survey of residents to elicit comments on a variety of issues, including neighborhood preservation concerns and ideas, will be evaluated. If this analysis supports this approach,a professional survey will be developed and administered. Issues We Will Face in Achieving this Goal In a broad view, the problems associated with achieving the objective revolve around transient segments of the population. The city is approximately 52% rental with two institutions of higher education contributing to a dynamic and cyclical group of residents that changes every three to four years. Ongoing education programs are vital to establishing harmony and coping strategies between the more stable (non-cyclical)population group and the transient rental community. ACTION PLAN ■ Begin Human Relations Commission neighborhood communications program. 6/97 ■ Establish an annual City-fimded educational television commercial campaign. 8/97 ■ Initiate`walk and talk"neighborhood visits. 9/97 ■ Evaluate the feasibility and benefit of a city-wide survey to compile resident 11/97 opinions and viewpoints on a variety of subjects; if approved by the Council, conduct survey, compile and evaluate results, and report conclusions and recommended actions to Council by 6/98. ■ Expand current Working to Improve Neighborhoods(WIN )program. 1/98 ■ Evaluate ways of improving neighborhood participation in the 5/98 development review process. ■ Assess program strategies and benefit with neighborhood group leaders. 7/98 RESPONSIBLE DEPARTMENT ■ The Office of Neighborhood Services in the Community Development Department will be responsible for implementing and monitoring the activities associated with accomplishing this goal. ■ The Police, Fire, Public Works, and Parks & Recreation Departments, along with the City Attorney's Office, will assist in crucial public education programs and code enforcement efforts under the WIN program. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Supplemental finding in the amount of $31,400 in 1997-98 and $10,000 in 1998-99 will be required for advertising services to accomplish the public education component of the program, and for consultant assistance in developing,conducting and evaluating a community-wide survey. OUTCOME-FINAL WORK PRODUCT Continued communication with the community's neighborhoods to promote increasing revitalization and self- help efforts, and reduction in calls to City staff for service, through media promotion and neighborhood meetings. B-49 1-79 POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH OBJECTIVE Protect the City's long-term fiscal health by maintaining a balanced budget, an adequate capital improvement plan,and an adequate unreserved fiord balance. DISCUSSION Background Results of the five year focal forecast As part of the Council goal-setting process for 1997-99, a detailed five year forecast for the General Fund was prepared in order to assess the City's fiscal environment, and gain some initial insights on the "order of magnitude" difficulty we would likely experience in balancing the budget for 1997-99. In developing this forecast, staff prepared a preliminary "forecast CIP" that assumed reasonable progress over the next five years in achieving adopted infrastructure and facility improvement goals. This resulted in a General Fund CIP of about $3.9 million annually. Of this amount, about 45% ($1.8 million) was for maintaining existing infrastructure and facilities, and about 55% ($2.1 million) was for expanding, building or acquiring new infrastructure,facilities and equipment. Three different scenarios based on varying capital improvement plan (CIP) assumptions were prepared in this forecast (all other assumptions for revenues, operating expenditures and debt service were the same under each scenario). Depending on the CIP assumptions, the annual revenue/expenditure gap ranged from $1.4 million annually under the modest CIP scenario (which funded the CIP at $2.8 million annually versus the "forecast CIP" of$3.9 million) to an essentially balanced budget under the very reduced CIP scenario (which finded the CIP at$1.4 million annually). While not formally evaluated as one of the three scenarios, funding the CIP at the "reasonable progress" level set forth in the forecast CIP would have resulted in an annual $2.5 million revenuelexpenditure gap. Under the reduced CIP scenario—which fiords maintenance of existing infiastructure at about$1.9 million per year—the annual revenue/expenditure gap in the forecast was about $500,000. For purposes of preparing the Preliminary Financial Plan,this was the"target"CIP level selected by the Council. The Preliminary Financial Plan includes an average annual General Fund contribution of about $2.4 million. This approximates the "modest" CIP scenario presented in the forecast, but is still $1.0 million short of the "reasonable progress"level. Conclusions about our fiscal situation. In reviewing the results of the 1995-97 Financial Plan, the recently prepared five year General Fund fiscal forecast,and the 1997-99 Preliminary Financial Plan,two things are clear: ■ The tough budget decisions made over the past six years have been essential in preserving the City's fiscal health. In comparing our financial condition today, we are on-track with the forecast projections made as part of the 1993-95 Financial Plan process. ■ Significant challenges continue to face us in funding the delivery of essential services and achieving our adopted CIP goals. This simply underscores the fact that fiscal health is not something we will ever achieve"once and for all";like our personal health,this requires an ongoing commitment to this goal. B-50 2-80 POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH Issues We Will Face in Achieving this Goal The City's short-term strategy for addressing the projected revenue/expenditure gap of $500,000 for 1997-99 consists of the following four components: ■ Limiting operating cost increases and reviewing service levels for expenditure reduction opportunities. ■ Developing a capital improvement plan (CIP) that focuses on adequately maintains our existing infrastructure and facilities. ■ Considering new reverrue opportunities as allowed under Proposition 218. ■ If needed,making strategic use of fiord balance and temporarily taking it below policy levels, subject to preparing a definite plan for restoring this balance in the future. However,this strategy will not serve us well in the longer term if we want to maintain current service levels and achieve our already-adopted infrastructure and facility improvement goals. As noted above, fimding the CIP at the "reasonable" progress level results in a $1.0 million annual revenue/expenditure gap, assuming no enhancements in current service levels or new CIP needs. As such, we need to identify and implement other strategies for preserving service levels, achieving CIP goals, and maintaining our fiscal health. These might include: ■ Organizational transformation. Making our organization more productive, and delivering current or higher levels of service for less. ■ Economic development. Helping our economy perform better than our forecast projections. ■ Legislative advocacy. Getting back what was taken-away from us by the State. ■ Citizen supported revenue options. Developing revenue strategies for a possible November 1998 election. ACTION PLAN There are four proposed components to this action plan for fiscal health: ■ Increase organizational productivity. Staffing costs are the largest part of the City's budget, accounting for 75% of operating costs in the General Fund. As such, identifying and implementing ways of improving organizational effectiveness and customer service on an ongoing basis is an essential component of any long-term fiscal health strategy. ■ Prepare a long-terns funding strategy. The budget-balancing strategy outlined for 1997-99 will not resolve our long-term fimding issues if we want to at least maintain existing service levels and achieve our capital improvement goals. To do this, we need to prepare a longer-term funding strategy that can achieve broad-based community support. This will be especially true if new revenue options requiring voter approval are part of this strategy. One approach for doing this is to create a task force similar to that used in developing economic development, environmental protection and open space financing strategies. ■ Evaluate the costs and benefits of annexing Cal Poly. While Cal Poly is not in the City limits, its operations have a significant impact on the community. The City already provides Cal Poly with four B-51 2-81 POLICIES AND OBJECTIVES MAJOR CITY GOALS-LONG-TERM FISCAL HEALTH key municipal services: fire,water, sewer and transit; and we have a major investment on the Cal Poly campus in the performing arts center. Our partnerships and inter-relationships with Cal Poly are likely to increase over time,with the current proposal for sharing in the costs of developing a sports complex as the most recent example. As such, it is timely to ask ourselves in a comprehensive way what the costs and benefits would be if Cal Poly was a formal part of the City. In addition to evaluating the fiscal benefits to the City, this study would also look at the experience of other communities that have major universities within their city limits. It would also evaluate impacts on Cal Poly and the County, as their support will be needed if this is to occur. ■ Review and monitor the City's fiscal condition. Effective reporting and monitoring of the City's fiscal condition on an ongoing basis is an essential, fimdamental component of managing our finances and assuring our long-term fiscal health. Increase Organizational Productivity ■ Identify ways of strengthening an organizational culture that constantly asks what are 10/97 we doing and why, and continuously takes positive action to improve City operations, organizational productivity and customer service. ■ Develop and present program to the Council that reinforces and strengthens these 1/98 values on an organization-wide basis. ■ Begin program implementation;monitor progress. 4/98 ■ Formally review program results after one year, identify areas for improvement. 3/99 Prepare Long-Term Strategy for Fiscal Health ■ Develop and present approach and work program to the Council. 9/97 ■ Begin preparing long-term strategy. 11/97 ■ Present recommendations to the Council in time for a measure to be placed on the November 1998 ballot in the event that this is part of the proposed strategy. 4/98 Evaluate Costs and Benefits of Annexing Cal Poly ■ Discuss proposed study with Cal Poly and County officials. 7/97 ■ Determine workscope;request proposals from qualified consultants. 10/97 ■ Select consultant;begin preparing study. 1/98 ■ Complete study;present findings to Council,Cal Poly,County and the community. 7/98 Review and Monitor our Fiscal Condition ■ Adopt the 1997-99 Financial Plan and begin implementing any specific budget-balancing expenditure or revenue programs set forth in it. 7/97 ■ If approved,begin implementing a new financial management system. 8/97 ■ Prepare,consider and adopt the 1997-98 mid-year budget review. 2/98 ■ Prepare,consider and adopt the 1998-99 Financial Plan Supplement. 7/98 ■ Prepare,consider and adopt the 1998-99 mid-year budget review. 2/99 ■ Continue to provide on-line,up-to-date financial information to departmental staff. Ongoing ■ Continue to issue timely and accurate monthly financial reports. Ongoing ■ Continue to issue comprehensive quarterly financial reports and status reports on achieving major City goals and CIP projects. Ongoing ■ Present reports to Council as needed on any major unanticipated fiscal issues. As needed B-52 z-s� POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH RESPONSIBLE DEPARTMENTS All departments play a critically important role in ensuring the City's long-term fiscal health through their management and use of City resources; however, Administration, Personnel and Finance will be especially involved in achieving this goal. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Organizational Productivity Two new activities are recommended in pursuit of this objective: ■ Organization-wide training. Department program training budgets are typically oriented towards the technical aspects of the department's mission; there are currently no funds set-aside for training on organization-wide goals of improving organizational effectiveness, productivity and customer service. Implementing a training program focused on City values and productivity improvement goals is estimated to cost$25,000 annually. ■ Tuition reimbursement. This program would assist employees in improving their skill levels on their own time. A modest investment of$13,900 annually in this program is recommended- Long-Term Fiscal Health Strategy While this will require a major commitment of existing staff resources,no additional funding is required for this work effort. Study of Cal Poly Annexation Costs and Benefits Consultant assistance is recommended in completing this work at an estimated cost of $30,000. While the consultant will have the lead responsibility for performing this work, there will still be a major commitment of staff time in managing the project, reviewing the consultant's work, and in presenting the results to policy- makers. Consultant assistance is proposed for two reasons: • ■ Tuning and workloads. Much of this work is planned to be completed at the same time as the "long- term fiscal health"project. It will not be possible for City staff to directly work on both of these,create a quality work product,and adequately deliver day-today services at the same time. ■ Third party credibility. Even if the staff could find the time to do this work, we believe that we will benefit from an independent, third party performing this work. While this is within the technical capabilities of the staff, it will be important for there to be the highest levels of credibility when the results are presented to Cal Poly,the County and the community. Review and Monitoring of the City's Fiscal Condition ■ Operating program costs. Significant staff resources are currently allocated throughout the organization in ensuring the City's fiscal health on an ongoing basis. Other than these existing resources, no specific increases in regular staffing are anticipated over the next two years for this purpose;however, significant efforts will be made by Administration and Finance staff in reviewing budgets and monitoring their status. B-53 POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH ■ CLP costs. The information technology master plan identifies improving the City's financial management information system as one of its highest priorities. During 1996-97, fimding for this project was transferred to the public safety system, which was short on funding and rated as an even higher priority. Implementing a financial system that will help us better manage our fiscal operations and address critical`year 2000",payroll and system integration problems will cost$460,000. OUTCOME-FINAL WORK PRODUCT Strategies,programs and systems for assuring our long-term fiscal health in accomplishing important community goals. B-54 Z-B4 POLICIES AND OBJECTIVES MAJOR CITY GOALS—COMMUNITY PARTNERSHIPS OBJECTIVE Encourage partnerships with non-profit organizations for the mutual benefit of both the City and the organizations. DISCUSSION Background During the past year, it has become apparent that there are a number of activities or needs that, while of concern to the City,cannot be addressed directly due to limitations on financial resources. However, some of these issues have raised such a high level of community interest that individual groups have stepped forward and offered to assume responsibility for taking action if the City would assist them with support in terms of official recognition and"seed money". Such a group is Friends of Las Cams de Adobe(FOGA). FOGA is in the process of incorporating as a non-profit organization for the purpose of restoring and preserving three historical adobe buildings owned by the City. At the same time, Parrs&Recreation has been meeting with a number of local citizens to consider forming a non- profit foundation to support department activities by securing grants not directly available to a city. Such grants could be used, for example,to provide program scholarships for"at risk"youth. A foundation would also allow program participants to make contributions for the purchase of specialized or upgraded equipment, like a new. kiln for a pottery class. (It is important to note that the Parks and Recreation foundation will not compete with local be accepted non-profit organizations for existing resources; any funds that might have been diverted from existing non-profits will not by the Foundation.) Proposed Program Workscope In establishing a goal of encouraging community partnerships with non-profit corporations, the Council has recognized the tremendous potential for additional volunteer and economic resources this could create. However, because the possibilities are so wide-ranging, it will be important for the City to move forward into these partnerships in a well thought-out, logical way,based on a full understanding of the implications involved. Therefore, the initial workscope will be limited to acquiring information from other governmental agencies on similar programs, developing a program policy,and moving forward, on a pilot basis, to establish a relationships with FOCA. A Council study session,which will discuss the data gathered from other cities and address issues such as the pros and cons of forming a departmental foundation, will be held prior to developing a policy for Council approval. Council approval will also be necessary for any "seed money"provided to the pilot program and, depending on the outcome of the policy,the creation of a Parks and Recreation foundation. Issues We Will Face in Achieving this Goal There are many questions which need to be resolved before a final policy can be developed, including: ■ What is the best structure for the non-profit organizations? ■ Would it be in the City's best interest to encourage the creation of a single`umbrella" foundation which would incorporate a variety of activities,or would the City be best served by forming partnerships with a number of single-interest organizations? ■ Should City staff assist in forming a foundation, or should the City simply wait until a non-profit is fully organized before becoming involved with it? ■ Should the City offer"seed money"or simply in-kind support? ■ What is the best way to provide formal acknowledgment of these partnerships? B-55 I_-BE POLICIES AND OBJECTIVES MAJOR CITY GOALS—COMMUNITY PARTNERSHIPS ■ What are the legal implications of any relationship with a non-profit? ■ How direct a role should the City play in providing financial support services? Some of these questions can be answered by surveying other agencies; others will be answered as the City follows through on the pilot program. ACTION PLAN ■ Provide Friends of Casas de Adobe (FOCA) with encouragement, formal recognition, 7/97 "seed money"and in-kind support,as approved by Council. ■ Collect data from other communities and community organizations. 8/97 ■ Hold study session to review program options and pilot program progress. 11/97 ■ Develop policy on community partnerships. 1/98 ■ Assist City departments in assessing opportunities for potential community 3/98 partnerships. ■ Continue monitoring success of FOCA and Parks and Recreation Foundation. Ongoing RESPONSIBLE DEPARTMENT ■ Administration for overall program coordination, survey of cities, policy development, Council study session,and assistance to FOCA. ■ Parks and Recreation for gathering information on a departmental foundation. ■ Community Development and Public Works for assistance with FOCA. ■ Other departments for proposing future partnerships. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL FOCA has requested $22,000 for the 1997-98 fiscal year in order to perform structural analyses on two adobes, fence and light one adobe for security reasons, stabilize the roof and walls of one adobe, and initiate fundraising activities. OUTCOME-FINAL WORK PRODUCT ■ Development of a policy on partnerships with non-profit organizations which will provide guidance to City departments as they move forward in the future with such alliances. ■ Establishment of a formal relationship and provision of"seed" finding to Friends of Las Casas de Adobe which will allow structural analyses on three City-owned adobes, security at the adobe sites, initial stabilization of the buildings and the commencement of fundraising activities to support future restoration. B-56 a- eb