HomeMy WebLinkAbout01/12/1999, 9 - 1999-01 FINANCIAL PLAN CALENDAR1999 -oi financial plan CaLenbaR
October 8, 1998 Brief advisory body chairs on their role in the process at quarterly
Mayor /advisory body chair meeting.
October 20, 1998 Council approves conceptual Financial Plan process and calendar.
November 1998 Send letters requesting participation in goal- setting process from
advisory bodies, community groups and interested individuals.
November 1998 Begin preparing five year General Fund fiscal forecast
December 8., 1998 1 • . Council reviews. status of major City goals and revises action plans as
Bold Italics — Council Meeting Dates
needed, finalizes plans for goal- setting process; considers Financial
Plan organization and policies; and considers annual financial report
and fiscal results for 1997 -98.
January 4, 1999
• Receive written comments from advisory bodies, community groups
and interested individuals.
January 12,1999
• Council holds community workshop.
January 15, 1999
• Distribute five year fiscal forecast and community workshop results to
Council.
Jamrary 27, 1999
• Distribute consolidated Council member goals.
January 30, 1999
• Council holds goal - setting workshop: reviews status of major City
goals; discusses candidate goals presented at January 12 workshop;
considers results of fiscal forecast; discusses Council member. goals;
prioritizes and sets major City goals.
February 4 1999
• Council finalizes goals and priorities.
February 10, 1999
• Issue budget instructions; departments begin preparing budgets.
February 23,1999
• Council considers midyear budget review.
March to May, 1999
• Departments submit budget requests.
• Budget review team analyzes requests and meets with departments;
CAO finalizes budget recommendations.
April 6y 1999
Council approves detailed goal work: programs.
May 10, 1999
• Issue preliminary budget
May 17,19, 2.�, 1999
• Council holds special evening budget workshops:
— May 17: Financial Plan overview and General Fund operating
pmgrmms-
- May 19: General Fund CIP projects.
— May 25: Enterprise Fund programs, projects and rates.
May 26, 1999
• Planning Commission reviews CIP for General Plan consistency.
June 1,15,1999
• Council holds continued hearings; adopts budget
Bold Italics — Council Meeting Dates
city of
san tuts ompo
Budget Process Overview
The City of San Luis Obispo has received national
recognition for its use of a two-year Financial Plan and
budgetary process that emphasizes long-range planning
and effective program management Significant features
of the City's two-year Financial Plan include the
integration of Council goal- setting into the budgetary
process and the extensive use of formal policies and
measurable objectives. The Financial Plan includes
operating budgets for two years and a capital
improvement plan (ClP) covering four years.
While appropriations continue to be made annually under
this process, the Financial Plan is the foundation for
preparing the budget in the second year. Additionally,
unexpended operating appropriations from the first year
may be carried over for specific purposes into the second
year with the approval of the City Administrator (CAO).
Purpose of the City's Two -Year Financial Plan
The fimdammftl purpose of the (Sty's Financial Plan is to
link what we want to accomplish for the community with
the resources necessary to do so. The City's Financial
Plan process does this by: clearly setting major City goals
and other importaixt objectives; establishing reasonable
tonefames and organizational responsibility for
achieving them; and allocating resources for programs
and projects.
Major City Goals
Lial®g important objectives with necessary resources
requires a process that identifies key goals at the very
beginning of budget preparation. Setting goals and
ptiaritiies should drive the budget process, not follow it
For this reason, the City begins each two-year Financial
Plan process with a series of in -depth goal setting
workshops where Council members invite candidate goals
from community groups, Council advisory bodies and
interested mdividuals; review the City's fiscal outlook for
the next five years and the stars of prior goals; present
their individual goals to fellow Council members; and
then set and prioritize major goals and work programs for
the next two year;. City staff then prepare the
Preliminary Financial Plan based on the Council's policy
guidance.
Financial Plan Policies
Formally articulated budget and fiscal policies provide
the foundation for preparing and implementing the
Financial Plan while assuring the City's long -term fiscal
health Included in the Financial Plan itself; these policies
cover a broad range of areas such as user fee cost
recovery goals, enterprise find rites, investments, capital
improvement management, debt management, capital
financing, find balance and reserves, human resource
management, and productivity.
Preparation and Review Process
Under the City Charter, the CAO is responsible for
preparing the budget and submitting it to the Council for
approval. Although specific steps will vary from year to
year, the following is an overview of the general
approach used under the . Clty's two-year budgetary
process:
• First Year. As noted above, the Financial Plan
process begins with a Council goal- setting workshop to
determine major objectives for the next two years. The
results of Council goal- setting are incorporated into the
budget instructions issued to the operating departments,
who are responsible for submitting initial budget
proposals. After these proposals are comprehensively
reviewed and a detailed financial forecast is prepared, the
CAO issues the Preliminary Financial Plan for public
comment A series of workshops and public hearings are
then held leading to Council adoption of the Financial
Plan by June 30.
• Second Year. Before the beginning of the second
year of the two-year cycle, the Council reviews progress
during the first year, makes adjustments as necessary, and
approves appropriations for the second fiscal year
" Mid Year RepwK% The Council fomnally reviews
the (Styx's financial condition and amends appropriations,
if necessary, sir months after the beginning of each fiscal
3'ear-
• Lrfeint Fura>tewl and Projed Stators Reporft On-
line access to "up-to -date" financial information is
provided to staff throughout the organh:ation.
Additionally, comprehensive financial reports are
prepared monthly to monitor the City's fiscal condition,
and more formal reports are issued to the Council on a
quarterly basis. The status of major program objectives —
including CIP projects — is also periodically reported to
the Council on a formal basis.
Adminisbaflon
As set fortis in the City (barter, the Council may amend
or supplement the budget at any time after its adoption by
majority vote of the Council members. The CAO has the
authority to make administrative adjustments to the
budget as long. as those changes will not have a
significant policy impact nor affect budgeted year -end
fund balances. ■
p 2
POLICIES AND OBJECTNES
BUDGET AND FISCAL POLICIES
FINANCIAL PLAN PURPOSE
AND ORGANIZATION .
A. Financial Plan Objectives. Through its
financial plan, the City will link resources with
results by:
1. Identifying community needs for essential
services.
2. Organizmg the programs required to
provide these essential services.
3. Establishing program policies and goals
which define the nature and level of
program services required.
4. Identifying activities performed in
delivering program services.
5. Proposing objectives for improving the
delivery of program services.
6. Identifying and appropriating the resources
required to perform program activities and
accomplish program objectives.
7. Setting standards to measure and evaluate
the:
a. Output of program activities.
b. Accomplishment of program objectives.
c. Expenditure of program appropriations.
B. Two-Year Budget Following the CiWs
favorable experience over the past sixteen years,
the City will continue using a two-year financial
plan, emphasizing long-range planning and
effective program management. The benefits
identified when the City's first two-year plan
was prepared for 1983 -85 continue to be
realized:
1. Reinforcing the importance of long -range
planning in managing the City's fiscal
affairs.
2. Concentrating on developing and budgeting
for the accomplishment of significant
objectives.
3. Establishing realistic timefames for
achieving objectives.
4. Creating a pro-active budget that provides
for stable operations and assures the City's
long -term fiscal health.
5. Promoting more orderly spending Patterns.
6. Reducing the amount of time and resources
allocated to preparing annual budgets.
C. Measurable Objectives. The two-year
financial plan will establish measurable program
objectives and allow reasonable time to
accomplish those objectives.
D. Second Year Budget. Before the beginning of
the second year of the two-year cycle, the
Council will review progress during the first
year and approve appropriations for,the second
fiscal year.
E. Operating Carryover. Operating program
appropriations not spent during the first fiscal
year may be carried over for specific purposes
into the second fiscal year with the approval of
the City Administrative Officer (CAO).
F. Goal Status Reports. The status of major
program objectives will be formally reported to
the Council on an ongoing, periodic basis.
G. Mid -Year Budget Reviews. The Council will
formally review the City's fiscal condition, and
amend appropriations if necessary, six months
after the beginning of each fiscal year.
Ii. Balanced Budget The City will maintain a
balanced budget over the two year period of the
Financial Plan. This means that
1. Operating revenues must fully cover
operating expenditures, including debt
service.
2. Ending fiord balance (or working capital in
the enterprise fiords) must meet minimum
policy levels. For the general and enterprise
funds, this level has been established at 20%
of operating expenditures.
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9-3
POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
Under this policy, it is allowable for total
expenditures to exceed revenues in a given year,
however, in this situation, beginning fund
balance can only be used to fimd capital
improvement plan projects, or other "one- time,"
non - recurring expenditures.
FINANCIAL REPORTING
AND BUDGET ADMIIVISTRATION
A- Annual 'Reporting. The City will prepare
annual financial statements as follows:
1. In accordance with Charter requirements,
the City will contract for an annual audit by
a qualified independent certified public
accountant The City will strive for an
unqualified auditors' opinion.
A. Diversified and Stable Base. The City will
seek to maintain a diversified and stable revenue
base to protect it from short-term fluctuations in
any one revenue source.
B. Long -Range Focus. To emphasize and
facilitate long -range financial planning, the City
will maintain current projections of revenues for
the succeeding five years.
C. Current Revenues for Current Uses. The City
will make all current expenditures with current
revenues, avoiding procedures that balance
current budgets by postponing needed
expenditures, accruing firture revenues, or
rolling over short-term debt
2. The City will use generally accepted D
accounting principles in preparing its anmral
financial statements, and will strive to meet
the requirements of the GFOA's Award for
Excellence in Financial Reporting program.
3. The City will issue audited financial
statements within 180 days after year -end.
B. Interim Reporting. The City will prepare and
issue timely interim reports on the City's fiscal
status to the Council and staff. This includes:
on -line access to the City's financial
management system by City stn$ monthly
reports to program managers; more formal
quarterly reports to the Council and Department
Beads; mid -year budget reviews; and interim
annual reports.
C. Budget Administration. As set forth in the
City Charter, the Council may amend or
supplement the budget at any time after its
adoption by majority vote of the Council
members. The CAO has the authority to make
administrative adjustments to the budget as long
as those changes will not have a significant
policy impact nor affect budgeted year -end find
balances.
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Inter•fund Transfers and Loans. In order to
achieve important public policy goals, the City
has established various special revenue, capital
project, debt service and enterprise finds to
account for revenues whose use should be
restricted to certain activities. Accordingly,
each find exists as a separate financing entity
from other finds, with its own revenue sources,
expenditures and find equity.
Any transfers between finds for operating
purposes are clearly set forth in the Financial
Plan, and can only be made by the Director of
Finance in accordance with the adopted budget
These operating transfers, under which financial
resources are transferred from one fund to
another, are distinctly different from mterfund
borrowings, which are usually made for
temporary cash flow reasons, and are not
intended to result in a transfer of financial
resources by the end of the fiscal year. In
summary, interhnd transfers result in a change
in fiord equity, interfimd borrowings do not, as
the intent is to repay in the loan in the near term.
From time - to-time, interfimd borrowings may
be appropriate; however, these are subject to the
following criteria in ensuring that the fiduciary
purpose of the find is met:
9 --�K
POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
1. The Director of Finance is authorized to
approve temporary interfimd borrowings for
cash flow. purposes whenever the cash
shortfall is expected to be resolved within
45 days. The most common use of
interfimd borrowing under this circumstance
is for grant programs like the Community
Development Block Grant, where costs are
incurred before drawdowns are initiated and
received. However, receipt of fiords are
typically received shortly after the request
for fimds has been made.
2. Any other mterfinid borrowings for cash
flow or other purposes require case -by -case
approval by the Council.
3. Any transfers between fiords where
reimbursement is not expected by within
one fiscal year shall not be recorded as
mterfimd borrowings; they shall be recorded
as mterfimd operating transfers that affect
equity by moving financial resources from
one fimd to another.
USER FEE COST RECOVERY GOALS
A. Ongoing Review
Fees will be reviewed and updated on an
ongoing basis to ensure that they keep pace with
changes in the cost -of - living as well as changes
in methods or levels of service delivery.
B. User Fee Cost Recovery Levels
In setting user fees and cost recovery levels, the
following factors will be considered:
Community -Wide Versus Special Benefit
The level of user fee cost recovery should
consider the community-wide versus special
service nature of the program or activity.
The use of general purpose revenues is
appropriate for community -wide services,
while user fees are appropriate for services
that are of special benefit to easily identified
individuals or groups.
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2. Service Recipient Versus Service Driver.
After considering community -wide versus
special benefit of the service, the concept of
service recipient versus service driver
should also be considered. For example, it
could be argued that the applicant is not the
beneficiary of the City's development
review efforts: the community is the
primary beneficiary. However, the
applicant is the driver of development
review costs, and as such, cost recovery
from the applicant is appropriate.
3. Effect of Pricing on the Demand for
Services. The level of cost recovery and
related pricing of services can significantly
affect the demand and subsequent level of
services provided. At fall cost recovery,
this has the specific advantage of ensuring
that the City is providing services for which
there is genuinely a market that is not
overly- stimulated by artificially low prices.
Conversely, high levels of cost recovery
will negatively impact on the delivery of
services to lower income groups. This
negative feature is especially pronounced,
and works against public policy, if the
services are specifically targeted to low
income groups.
4. Feasibility of Collection and Recovery.
Although it may be determined that a high
level of cost recovery may be appropriate
for specific services, it may be impractical
or too costly to establish a system to
identify and charge the user. Accordingly,
the feasibility of assessing and collecting
charges should also be considered in
developing user fees, especially if
significant program costs are intended to be
financed from that source.
C. Factors Which Favor
Low Cost Recovery Levels
Very low cost recovery levels are appropriate
under the following circumstances:
91—.57' S
POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
1. There is no intended relationship between
the amount paid and the benefit received
Almost all "social service" programs fall
into this category as it is expected that one
group will subsidize another.
2. Collecting fees is not cost - effective or will
significantly impact the efficient delivery of
the service.
3. There is no intent to limit the use of (or
entitlement to) the service. Again, most
"social service" programs fit into this
category as well as many public safety
(police and fire) emergency response
services. Historically, access to
neighborhood and community parks would
also fit into this category.
4. The service is non - recurring, generally
delivered on a "peak demand" or emergency
basis, cannot reasonably be planned for on
an individual basis, and is not readily
available from a private sector source.
Many public safety services also fall into
this category.
5. Collecting fees would discourage
compliance with regulatory requirements
and adherence is primarily self- identified,
and as such, failure to comply would not be
readily detected by the City. Many small -
scale licenses and permits might fall into
this category.
D. Factors Which Favor
High Cost Recovery Levels
The use of service charges as a major source of
funding service levels is especially appropriate
under the following circumstances:
1. The service is similar to services provided
through the private sector.
2. Other private or public sector alternatives
could or do exist for the delivery of the
service.
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3. For equity or demand management
purposes, it is intended that there be a direct
relationship between the amount paid and
the level and cost of the service received.
4. The use of the service is specifically
discouraged. Police responses to
disturbances or false alarms might fall into
this category.
5. The service is regulatory in nature and
voluntary compliance is not expected to be
the primary method of detecting failure to
meet regulatory requirements. Building
permit, plan checks, and subdivision review
fees for large projects would fall into this
category.
E. General Concepts Regarding
the Use of Service Charges
The following general concepts will be used in
developing and implementing service charges:
1. Revenues should not exceed the reasonable
cost of providing the service.
2. Cost recovery goals should be based on the
total cost of delivering the service,
including direct costs, departmental
administration costs, and organization wide
support costs such as accounting, personnel,
data processing, vehicle maintenance, and
insurance.
3. The method of assessing and collecting fees
should be as simple as possible in order to
reduce the administrative cost of collection.
4. Rate structures should be sensitive to the
"market" for similar services as well as to
smaller, infrequent users of the service.
5. A unified approach should be used in
determining cost recovery levels for various
programs based on the factors discussed
above.
3P4
POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
F. Low Cost-Recovery Services
3. Cost recovery goals for specific recreation
activities are set as follows:
Based on the criteria discussed above, the
following types of services should have very
ugh Range Cost Recovery Activities
low cost recovery goals. In selected
(67% to 80%)
circumstances, there may be specific activities
a. Classes (Adult & Youth)
80%
within the broad scope of services provided that
b. Day care services
75%
should have user charges associated with them.
c. Adult athletics (volleyball,
However, the primary source of finding for the
basketball, softball,
operation as a whole should be general purpose
lap swim)
67%
revenues, not user fees.
d. Facility rentals (Jack House,
1. Delivering public safety emergency
other in -door facilities except
the City/County Library)
67%
response services such as police patrol
services and fire won'
Mid -Range Cost Recovery Activities
2. Maintaining and developing public facilities
(30% to 50 %)
that are provided on a uniform, community-
e. City/County Library
wide basis such as streets, parks, and
room rentals
50%
general purpose buildings.
f. Special events (triathlon,
other City- sponsored
3. Providing social service programs and
special events)
50%
economic development activities.
g. Youth track
40%
h. Minor league baseball
30%
G. Recreation Programs
i. Youth basketball
30%
j. Swim lessons
30%
The following cost recovery policies apply to
k Outdoor facility and
the City's recreation programs:
equipment rentals
30%
1. Cost recovery for activities directed to
Low -Range Cast Recovery Activities
adults should be relatively high.
(0 to 25016)
2. Cost recovery for activities directed to
1. Public swim
in swim classes
25%
15%
youth and seniors should be relatively low.
n Community garden
10%
In those circumstances where services are
o. Youth STAR
0%
similar to those provided in the private
p' Teen services
0% -
sector, cost recovery levels should be
q. Senior services
0%
higher.
Although ability to pay may not be a 4. For cost recovery activities of less than
concern for all youth and senior 100%, there should be a differential in rates
participants, these are desired program between residents and non - residents.
activities, and the cost of determining need 5. Charges will be assessed for use of rooms,
may be greater than the cost of providing a pools, gymnasiums, ball fields, special -use
uniform service fee structure to all areas, and recreation equipment for
participants. Further, there is a community- activities not sponsored or co- sponsored by
wide benefit in encouraging high - levels of the City. Such charges will generally
participation in youth and senior recreation
activities regardless of financial status.
P-7
POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
7
conform to the fee guidelines described
above.
A vendor charge of at least 10 percent of
gross income will be assessed from
individuals or organizations using City
facilities for money - making activities.
The Parks & Recreation Department will
consider waiving fees only when the City
Administrative Officer determines in
writing that an undue hardship exists.
H. Development Review Programs
1. Services provided under this category
include:
a. Planning (planned development permits,
tentative tract and parcel maps,
rezonings, general plan amendments,
variances, use permits).
b. Building and safety (building permits,
structural plan checks, inspections).
c. Engineering (public improvement plan
checks, inspections, subdivision
requirements, encroachments).
d. Fire plan check.
2. Cost recovery for these services should
generally be very high. In most instances,
the City's cost recovery goal should be
100 0/a. Exceptions to this standard include
planning services, as this review process is
clearly. intended to serve the broader
community as well as the applicant. In this
case, the general level of cost recovery is set
at 25 %, except for appeals, where no fee is
charged.
3. However, in charging high cost recovery
levels, the City needs to clearly establish
and articulate standards for its performance
in reviewing developer applications to
ensue that there is "value for cost ".
I. Comparability With Other Communities
1. Surveying the comparability of the City's
fees to other communities provides useful
background information in setting fees for
several reasons:
a. They reflect the "market" for these fees
and can assist in assessing the
reasonableness of San Luis Obispo's
fees.
b. If prudently analyzed, they can serve as
a benchmark for how cost - effectively
San Luis Obispo provides its services.
2. However, fee surveys should never be the
sole or primary criteria in setting City fees
as there are many factors that affect how
and why other communities have set their
fees at their levels. For example:
a. What level of cost recovery is their fee
intended to achieve compared with our
cost recovery objectives?
b. What costs have been considered in
computing the fees?
c. When was the last time that their fees
were comprehensively evaluated?
d. What level of service do they provide
compared with our service or
performance standards?
e. Is their rate structure significantly
different than ours and what is it
intended to achieve?
These can be very difficult questions to
address in fairly evaluating fees among
different communities. As such, the
comparability of our fees to other
communities should be one factor among
many that is considered in setting City fees.
9 -8
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POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
ENTERPRISE FUND FEES AND RATES
2. Property tax in -lieu fees are established
under the same methodology used in
assessing property tax m -lieu fees to the
A Water, Sewer and Parking. The City will set
Housing Authority under our 1976
fees and rates at levels which fully cover the
agreement with them. Under this approach,
total direct and indirect costs — including
water fiord property tax in lieu charges are
operations, capital outlay, and debt service — of
about $29,000 annually, and grow by 2%
the following enterprise programs: water, sewer
per year as allowed under Proposition 13.
and parking.
REVENUE DISTRIBUTION
B. Golf Golf program fees and rates should fully
cover direct operating costs. Because of the
nine -hole nature of the golf course with its focus
The Council recognizes that generally accepted
on youth and seniors, subsidies from the
accounting principles for state and local
General Fund to cover indirect costs and capital
governments discourage the "earmarking" of
improvements may be considered by the
General Fund revenues, and accordingly, the
Council as part of the Financial Plan process.
practice of designating General Fund revenues for
specific programs should be minimizers in the City's
C. Transit As set forth in the Short-Range Transit
management of its fiscal affairs. Approval of the
Plan, the City will strive to cover at least thirty
following revenue distribution policies does not
percent of transit operating costs with fare
prevent the Council from directing General Fund
revenues.
resources to other functions and programs as
necessary.
D. Ongoing Rate Review. The City will review
and adjust enterprise fees and rate structures as
A. Property Taxes. With the passage of
required to ensure that they remain appropriate
Proposition 13 on June 6, 1978, California cities
and equitable.
no longer can set their own property tax rates.
In addition to limiting annual increases in
E. Franchise and In -Lien Fees. In accordance
market value, placing a ceiling on voter
with long- standing practices, City will truest the
approved indebtedness, and redefining assessed
water fimd m the same manner as if it was
valuations, Proposition 13 established a
privately owned and operated In addition to
maximum county -wide levy for general revenue
setting rates at levels necessary to fully cover
purposes of 1% of market value. Under
the cost of providing water service, this means
subsequent state legislation which adopted
assessing reasonable franchise and property tax
formulas for the distrrution of this county wide
in-lieu fees.
levy, the City now receives a percentage of total
property tax revenues collected countywide as -
1. Franchise fees are based on the state -wide
determined by the County Auditor - Controller.
standard for public utilities like electricity
and gas: 2% of gross revenues from
Until November of 1996, the City had
operations. The appropriateness of charging
provisions in its Charter that were in conflict
the water fund a reasonable franchise fee for
with Proposition 13 relating to the setting of
the use of City streets is further supported
property tax revenues between various fiords.
by the results of recent studies in Arizona,
For several years following the passage of
California, Ohio and Vermont which
Proposition 13, the City made property tax
concluded that the leading cause for street
allocations between fiords on a policy basis that
resurfacing and reconstruction is street cuts
were generally in proportion to those in place
and trenching for utilities.
before Proposition 13. Because these were
general purpose revenues, this practice was
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POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
discontinued in 1992 -93. With the adoption of
a series of technical revisions to the City's
charter in November of 1996, this conflict no
longer exists.
B. Gasoline Tax Subventions. All gasoline tax
revenues (which are restricted by the State for
street - related purposes) will be used for
maintenance activities. Since the City's total
expenditures for gas tax eligible programs and
projects are much greater than this revenue
source, operating transfers will be made from
the gas . tax fiord to the General Fund for this
purpose. This approach significantly reduces
the accounting efforts required in meeting State
reporting requirements.
C. Transportation Development Act (TDA)
Revenues. All TDA revenues will be allocated
to alternative transportation programs, including
regional and municipal transit systems, bikeway
improvements, and other programs or projects
designed to reduce automobile usage. Because
TDA revenues will not be allocated for street
purposes, it is expected that alternative
transportation programs - in conjunction with
other state or federal grants for this purpose -
will be self - supporting from TDA revenues.
D. Transient Occupancy Taxes (TOT). Twenty
percent - (20 %) of TOT revenues should be
allocated for cultural activities, community
promotion, and economic development
activities; remaining TOT revenues (80 %)
should be unrestricted within the General Fund
and used in finding programs or projects that
benefit our residents as well as visitors.
E. Parking Fines. All parking fine revenues will
be allocated to the parking fiord.
F. Mission Plaza Improvements. A minimums of
$50,000 annually shall be designated in the
capital outlay fimd for Mission Plaza
improvements and expansions.
A. Responsthility. Investments and cash
management will be the responsibility of the
City Treasurer or designee.
B. Investment Objective. The City's primary
investment objective is to achieve a reasonable
rate of return while minimizing the potential for
capital losses arising from market changes or
issuer default. Accordingly, the following
factors will be considered in priority order in
determining individual investment placements:
1. Safety
2. Liquidity
3. Yield
C. Tax and Revenue Anticipation Notes —lot
for Investment Purposes. There is an
appropriate role for tax and revenue anticipation
rates (TRANS) in meeting legitimate short-term
cash needs within the fiscal year. However,
many agencies issue TRANS as a routine
business practice, not solely for cash flow
purposes, but to capitalize on the favorable
difference between the interest cost of issuing
TRANS as a tax - preferred security and the
interest yields on them if re- invested at full
market rates.
As part of its cash flow management and
investment strategy, the City will only issue
TRANS or other forms of short-term debt if
necessary to meet demonstrated cash flow
needs; TRANS or any other form of short-term
debt financing will not be issued for investment
purposes. As long as the City maintains its
current policy of maintaining fimd/working
capital balances that are 20% of operating
expenditures, it is unlikely that the City would
need to issue TRANS for cash flow purposes
except in very unusual circumstances.
D. Selecting Maturity Dates. The City will strive
to keep all idle cash balances fully invested
through daily projections of cash flow
requirements. To avoid forced liquidations and
/D
POLICIES AND OBJECTIVES
ZUDGET AND FISCAL POLICIES
losses of investment earnings, cash flow and
firtu a requirements will be the primary
consideration when selecting maturities.
E. Diversification. As the market and the City's
investment portfolio change, care will be taken
to maintain a healthy balance of investment
types and maturities.
F. Authorized Investments. The City will invest
only in those instruments authorized by the
California Government Code Section 53601.
The City will not invest in stock, will not
speculate, and will not deal in fuUaes or
options. The investment market is highly
volatile and continually offers new and creative
opportunities for enhancing interest earnings.
Accordingly, the . City will thoroughly
investigate any new investment vehicles prior to
committing City fiords to them.
i. Authorized Institutions. Current financial
statements will be maintained for each
institution in which cash is invested
Investments will be limited to 20 percent of the
total net worth of any institution and may be
reduced finrther or refused altogether if an
instihition's financial situation becomes
unhealthy.
H. Consolidated Portfolio. In order to ma :imi�P
yields from its overall portfolio, the City will
consolidate cash balances from all fiords for
investment purposes, and will allocate
investment earnings to each fund in accordance
with generally accepted accounting principles.
I. Safekeeping. Ownership of the City's
investment securities will be protected through
third -party custodial safekeeping.
J. Reporting. The City Treasuer will develop
and maintain a comprehensive, well
documented investment reporting system which
will comply with Government Code Section
53607. This system will provide the Council
and Department Heads with appropriate
investment performance information.
K. Investment Management Plan. The City
Treasurer will develop and maintain an
Investment Management Plan which addresses
the City's administration of its portfolio,
including investment strategies, practices, and
procedures.
APPROPRIATIONS LUUFATION
A- The Council will annually adopt a resolution
establishing the City's appropriations limit
calculated in accordance with Article JM of
the Constitution of the State of California,
Section 7900 of the State of California
Government Code, and any other voter
approved amendments or state legislation that
affect the City's appropriations limit
B. The supporting documentation used in
calculating the City's appropriations limit and
projected appropriations subject to the limit will
be available for public and Council review at
least 10 days before Council consideration of a
resolution to adopt an appropriations limit The
Council will generally consider this resolution
in connection with final approval of the budget
C. The City will strive to develop revenue sources,
both new and existing, which are considered
non -tax proceeds in calculating . its
appropriations subject to limitation.
D. The City will. annually review user fees and
charges and report to the Council the amount of
program subsidy, if arty, that is being provided
by the General or Enterprise Funds.
E. The City will actively support legislation or
initiatives sponsored or approved by League of
California Cities which would modify Article
J[llB of the Constitution in a manner which
would allow the City to retain projected tax
revenues resulting from growth in the local
economy for use as determined by the Council.
F. The City shall seek a vote of the public to
amend its appropriation limit at such time that
tax proceeds are in excess of allowable limits.
-9- 9"//
POLICIES AND OBJECTIVES
BUDGET AND FMCAL POLICIES
FUND BALANCE
DESIGNATIONS AND RESERVES
A Minimum Fund and Working Capital
Balances. The City will maintain find or
worldng capital balances of at least 20% of
operating expenditures in the General Fund and
water, sewer and parking enterprise fiords. This
is considered the minimum level necessary to
maintain the City's credit worthiness and to
adequately provide for:
years which are carried forward into the new
year, debt service reserve requirements; reserves
for encumbrances; and other reserves or
designations required by contractual obligations,
state law, or generally accepted accounting
principles.
CAPITAL IMMOVEMENT MANAGEMENT
I�
1. Economic uncertainties, local disasters, and
other financial hardships or downturns in
the local or national economy.
2. Contingencies for unseen operating or
capital needs. B.
3. Cash flow requirements.
B. Equipment Replacement. For General Fund
assets, the City will establish and maintain an
Equipment Replacement Fund to provide for the
timely replacement of vehicles and capital
equipment with an individual replacement cost
of $15,000 or more. The City will maintain a
minimum fimd balance in the Equipment
Replacement Fund of at least 20% of the
original purchase cost of the items accounted for
in this find. The annual contribution to this
fimd will generally be based on the annual use
allowance which is determined based on the
estimated life of the vehicle or equipment and
its original purchase cost Interest earnings and
sales of surplus equipment as well as any related
damage and insurance recoveries will be
credited to the Equipment Replacement Fund.
CIP Project"15,000 or More. Construction
projects and equipment purchases which cost
$15,000 or more will be included in the Capital
Improvement Plan (CIP); minor capital outlays
of less than $15,000 will be included with the
operating program budgets.
CIP Purpose. The purpose of the CIP is to
systematically plan, schedule, and finance
capital projects to ensure cost - effectiveness as
well as conformance with established policies.
The CIP is a four year plan organized into the
same fimctional groupings used for the
operating programs. The CIP will reflect a
balance between capital replacement projects
which repair, replace, or enhance existing
facilities, equipment or infrastructure; and
capital facility projects which significantly
expand or add to the City's existing fixed assets.
C. Project Manager. Every CIP project will have
a project manager who will prepare the project
proposal, ensure that required phases are
completed on schedule, authorize all project
expenditures, ensure that all regulations and
laws are observed, and periodically report
project status.
C. Future Capital Project Designations. The D.
Council may designate specific fiord balance
levels for f it re development of capital projects
which it has determined to be in the best long-
term interests of the City.
D. Other Designations and Reserves. In addition
to the designations noted above, fimd balance
levels will be sufficient to meet funding
requirements for projects approved in prior
CIP Review Committee. Headed by the City
Administrative Officer or designee, this
Committee will review project proposals,
determine project phasing, recommend project
managers, review and evaluate the draft CIP
budget document, and report CIP project
progress on an ongoing basis.
E. CIP Phases. The CIP will emphasize project
planning, with projects progressing through at
least two and. up to ten of the following phases:
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POLICIES AND OBJECTNES
BUDGET AND FISCAL POLICIES
1. Designate. Appropriates fiords based on
designed, and more projects will be designed
projects designated for fimdmg by the
than will be constructed or purchased during the
Council through adoption of the Financial
term of the CIP.
Plan.
F. C1P Appropriation. The City's annual CIP
2. Study. Concept design, site selection,
appropriation for study, design, acquisition,
feasibility analysis, schematic design,
and/or construction is based on the projects
environmental deternimation, property
designated by the Council through adoption of
appraisals, scheduling, grant application,
the Financial Plan- Adoption of the Financial
grant approval, specification preparation for
Plan CIP appropriation does not automatically
equipment purchases.
authorize funding for specific project phases.
Tins authorization generally occurs only after
3. Environmental review. EIR preparation,
the preceding project phase has been completed
other environmental studies.
and approved by the Council and costs for the
succeeding phases have been fully developed.
4. Real property acquisitions. Property
acquisition for projects, if necessary.
5. Site preparation. Demolition, hazardous
materials abatements, other pre- construction
work
6. Design. Final design, plan and specification
preparation, and construction cost
estimation.
7. Construction. Construction contracts.
8. Construction management Contract
project management & inspection, soils &
material tests, other support services during
construction.
9. Equipment acgrdsWns. Vehicles, heavy
machinery, computers, office furnishings,
other equipment items acquired and
installed independently from construction
contracts.
10. Debt service. installment payments of
principal and interest for completed projects
fimded through debt financings.
Expenditures for this project phase are
included in the Debt Service section of the
Financial Plan.
Generally, it will become more difficult for a
project to move from one phase to the next As
such, more projects will be studied than will be
Accordingly, project appropriations are
generally made when contracts are awarded. If
project costs at the time of bid award are less
than the budgeted amount, the balance will be
unappropriated and returned to fiord balance or
allocated to another project. If project costs at
the time of bid award are greater than budget
amounts, five basic options are available to the
Council:
1. Eliminate the project
2. Defer the project for consideration to the
next Financial Plan period.
3. Rescope or change the phasing of the
project to meet the existing budget
4. Transfer finding from another specified,
lower priority project
5. Appropriate additional resources as
necessary from find balance.
G. CIP Budget Carryover. Appropriations for
CIP projects lapse three years after budget
adoption. Projects which lapse from lack of
project account appropriations may • be
resubmitted for inclusion in a subsequent CIP.
Project accounts which have been appropriated
will not lapse until completion of the project
phase.
H. Program Objectives. Project phases will be
listed as objectives in the program narratives of
the programs which manage the projects.
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POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
L Public Art CEP projects will be evaluated
3. Capital improvements will be financed
during the budget process and prior to each
primarily through user fees, service charges,
phase for conformance with the City's public art
assessments, special taxes, or developer
policy, which generally requires that 1% of
agreements when benefits can be
eligible project construction costs be set aside
specifically attributed to users of the
for public art. Excluded from this requirement
facility. Accordingly, development impact
are underground projects, utility infrastructure
fees should be created and implemented at
projects, fimdmg from outside agencies, and
levels sufficient to ensure that new
costs other than construction such as study,
development pays its fair share of the cost
environmental review, design, site preparation,
of constructing necessary community
land acquisition and equipment purchases.
facilities.
It is generally preferred that public art be
4. Transportation impact fees are a major
incorporated directly into the project, but this is
finding source in financing transportation
not practical or desirable for all projects; in this
system improvements. However, revenues
case, an in -lieu contribution to public art will be
from these fees are subject to significant
made. To ensure that fiords are adequately
fluctuation based on the rate of new
budgeted for this purpose regardless of whether
development Accordingly, the following
public art will directly incorporated into the
guidelines will be followed in designing and
project, fiords for public art will be identified
building projects faded with transportation
separately in the CEP.
impact fees:
CAMAL FINANCING
a. The availability of transportation impact
AND DEBT MANAGEMENT
fees in funding a specific project will be
analyzed on a case- by-case basis as
plans and specification or contract
A. Capital Financing
awards are submitted for CAO or
Council approval.
1. The City will consider the use of debt
financing only for one -time capital
b. if adequate finds are not available at
improvement projects and only under the
that time, the Council will make one of
following circumstances:
two determinations:
a When the project's useful life will
• Defer the project until fiords are
exceed the term of the financing.
available.
b. When project revenues or specific
• Based on the high- priority of the
resources will be sufficient to service
project, advance fimds from the
the long -term debt
General Fund, which will be
reimbursed as soon as fimds
2. Debt financing will not be considered
become available. Repayment of
appropriate for any recurring purpose such
General Fund advances will be the
as current operating and maintenance
first use of transportation impact fee
expenditures. The issuance of short -term
fiords when they become available.
instruments such as revenue, tax, or bond
anticipation notes is excluded from this
5. The City will use the following criteria to
limitation. (See Investment Policy)
evaluate pay -as- you -go versus long -term
financing in finding capital improvements:
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POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
Factors which favor pay -as -you -go
fulancing
a. Current revenues and adequate fiord
balances are available or project
phasing can be accomplished.
b. Existing debt levels adversely affect the
City's credit rating.
the reliability of revenues to support debt
service.
3. The City will generally conduct financings
on a competitive basis. However,
negotiated financings may be used due to
market volatility or the use of an unusual or
complex financing or security structure.
c.
Market conditions are unstable or
4.
The City will seek an investment grade
present difficulties in marketing.
rating (BaaA3BB or greater) on any direct
debt and will seek credit enhancements such
Factors which favor long -term financing
as letters of credit or insurance when
necessary for marketing purposes,
d.
Revenues available for debt service are
availability, and cost- effectiveness.
deemed to be sufficient and reliable so
that long -team financings can be
5.
The City will monitor all forms of debt
marketed with investment grade credit
annually coincident with the City's
ratings.
Financial Plan preparation and review
e.
The project securing the financing is of
process and report concerns and remedies, if
the type which will support an
needed, to the Council.
investment grade credit rating.
6.
The City will diligently monitor its
f.
Market conditions present favorable
compliance with bond covenants and ensure
interest rates and demand for City
its adherence to federal arbitrage
financings.
regulations.
g.
A project is mandated by state or
federal requirements, and resources are
7.
The City will maintain good
insufficient or unavailable.
communications with bond rating agencies
h.
The project is immediately required to
about its financial condition. The City will
meet or relieve capacity needs and
follow a policy of fiill disclosure on every
current resources are insufficient or
financial report and bond prospectus
unavailable.
(Official Statement).
i.
The life of the project or asset to be
C. Debt Capacity
financed is 10 years or longer.
B. Debt Management
1. The City will not obligate the General Fund
to secure long -term financings except when
marketability can be significantly enhanced.
2. An internal feasibility analysis will be
prepared for each long -tern financing
which analyzes the impact on current and
future budgets for debt service and
operations. This analysis will also address
General purpose debt capaedy. The City
will carefully monitor its levels of general
purpose debt Because our general propose
debt capacity is limited, it is important that
we only use general purpose debt financing
for high - priority projects where we can not
reasonably use other financing methods:
fiords borrowed for a project today are not
available to fiord other projects tomorrow,
and finds committed for debt repayment
today are not available to fiord operations in
the future. In evaluating debt capacity,
general purpose annual debt service
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POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
payments should generally not exceed 101/6
of General Fund revenues; and in no case
should they exceed 15 %. Further, direct
debt will not exceed 2% of assessed
valuation; and no more than 60% of capital
improvement outlays will be fimded from
long term financings.
2. Enterprise fund debt capacity. The City
will set enterprise find rates at levels
needed to fully cover debt service
requirements as well as operations,
maintenance, administration and capital
improvement costs. The ability to afford
new debt for enterprise operations will be
evaluated as an integral part of the City's
rate review and setting process.
D. Independent Disclosure Counsel
The following criteria will be used on a case -by-
case basis in determining whether the City
should retain the services of an independent
disclosure counsel in conjunction with specific
project financings:
1. The City will generally not retain the
services of an independent disclosure
counsel when all of the following
circumstances are present:
a. The revenue source for repayment is
under the management or control of the
City, such as general obligation bonds,
revenue bonds, lease- revenue bonds or
certificates of participation.
b. The bonds will be rated or insured.
2. The City will consider retaning the services
of an independent disclosure counsel when
one or more of following circumstances are
present
a. The financing will be negotiated, and
the underwriter has not separately
engaged an underwriter's counsel for
disclosure purposes.
b. The revenue source for repayment is not
under the management or control of the
City, such as land -based assessment
districts, tax allocation bonds or conduit
financings.
c. The bonds will not be rated or insured.
d. The City's financial advisor, bond
counsel or underwriter recommends that
the City retain an independent
disclosure counsel based on the
circumstances of the financing.
E. Land -Based FInancmgs
1. Public purpose. There will be a clearly
articulated public purpose in forming an
assessment or special tax district in
financing public infrastructure
improvements. This should include a
finding by the Council as to why this form
of financing is preferred over other finding
options such as impact fees, reimbursement
agreements or direct developer
responsibility for the improvements.
2. Active role. Even though land -based
financings may be a limited obligation of
the City, we will play an active role in
managing the district. This means that the
City will select and retain the financing
team, including the financial advisor, bond
counsel, trustee, appraiser, disclosure
counsel, assessment engineer and
underwriter. Any costs incurred by the City
in retaining these services will generally be
the responsibility of the property owners or
developer, and will be advanced via a
deposit when an application is fled; or will
be paid on a contingency fee basis from the
proceeds from the bonds.
3. Credit quality. When a district is requested
by a developer, the City will carefully
evaluate the applicant's financial plan and
ability to carry the project, including the
payment of assessments and special taxes
during build -out. This may include detailed
background, credit and lender checks, and
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POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
the preparation of independent appraisal
reports and market absorption studies. For
districts where one property owner accounts
for more than 25% of the annual debt
service obligation, a letter of credit further
securing the financing may be required.
4. Reserve fund A reserve fiord should be
established in the lesser amount of: the
maximum annual debt service; 125% of the
annual average debt service; or 101/6 of the
bond proceeds.
5. Valueto -debt ratios. The minimum value -
to -date ratio should generally be 4:1. This
means the value of the property in the
district, with the public improvements,
should be at least four times the amount of
the assessment or special tax debt In
special circumstances, after conferring and
receiving the concurrence of the City's
financial advisor and bond counsel that a
lower value- to-debt ratio is financially
prudent render the circumstances, the City
may consider allowing a value -to -debt ratio
of 3:1. Special findings should be made by
the Council in this case.
6. Capitalized interest during construction.
Decisions to capitalize interest will be made
on case -by -case basis, with the intent that if
allowed, it should improve the credit quality
of the bonds and reduce borrowing costs,
benefiting both current and firhrre property
owners.
7. Maximum burden. Annual assessments (or
special taxes in the case of Mello-Roos or
similar districts) should generally not
exceed 1% of the sales price of the property;
and total property taxes, special assessments
and special taxes payments collected on the
tax roll should generally not exceed 2 %.
8. Benefit appordonmeRL Assessments and
special taxes will be apportioned according
to a formula that is clear, understandable,
equitable and reasonably related to the
benefit received by--or burden attributed
to—each parcel with respect to its financed
improvement. Any annual escalation factor
should generally not exceed 2 %.
9. Special tax district administration. In the
case of Mello-Roos or similar special tax
districts, the total maximum annual tax
should not exceed 110% of annual debt
service. The rate and method of
apportionment should include a back -up tax
in the event of significant changes from the
initial development plan, and should include
procedures for prepayments.
10. Foreclosure covenants. In managing
administrative costs, the City will establish
minimurm delinquency amounts per owner,
and for the district as a whole, on a case -by-
case basis before initiating foreclosure
proceedings.
11. Disclosure to bondholders. In general, each
property owner who accounts for more than
10% of the annual debt service or bonded
indebtedness must provide ongoing
disclosure information annually as
described under SEC Rule 15(c )-12.
12. Disclosure to prospective purchasers. Full
disclosure about outstanding balances and
annual payments should be made by the
seller to prospective buyers at the time that
the buyer bids on the property. It should not
be deferred to after the buyer has made the
decision to purchase. When appropriate,
applicants or property owners may be
required to provide the City with a
disclosure plan.
F. Conduit Financings
1. The City will consider requests for conduit
financing on a case- by-case basis using the
following criteria:
a. The City's bond counsel will review the
terms of the financing, and render an
opinion that there will be no liability to
-ls-
9 -/7
POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
the City in issuing the bonds on behalf
of the applicant
b. There is a clearly articulated public
purpose in providing the conduit
financing.
c. The applicant is capable of achieving
this public purpose.
2. This means that the review of requests for
conduit financing will generally be a two -
step process: fast asking the Council if they
are interested in considering the request, and
establishing the groundrules for evaluating
it; and then returning with the results of this
evaluation, and recommending approval of
appropriate financing documents if
warranted. This two-step approach ensures
that the issues are clear for both the City and
applicant, and that key policy questions are
answered.
3. The workscope necessary to address these
issues will vary from request to request, and
will have to be determined on a case -by-
case basis. Additionally, the City should
generally be fully reimbursed for our costs
in evaluating the request; however, this
should also be determined on a case- by-case
basis.
HUMAN RESOURCE MANAGEMENT
A. Regular Staffing
1. The budget will fully appropriate the
resources needed for authorized regular
staffing and will limit programs to the
regular staffing authorized.
2. Regular employees will be the core work
force and the preferred means of staffing
ongoing, year -round program activities that
should be performed by full-time City
employees rather than independent
contractors. The City will strive to provide
competitive compensation and benefit
schedules for its authorized regular work
force. Each regular employee will:
a. Fill an authorized regular position.
b. Be assigned to an appropriate
bargaining unit
c. Receive salary and benefits consistent
with labor agreements or other
compensation plans.
3. To manage the growth of the regular work
force and overall staffing costs, the City will
follow these procedures:
a. The Council will authorize all regular
positions.
b. The Personnel Department will
coordinate and approve the hiring of all
regular and temporary employees.
c. All requests for additional regular
positions will include evaluations of
• The necessity, term, and expected
results of the proposed activity.
• Staffing and materials costs
including salary, benefits,
equipment, uniforms, clerical
support, and facilities.
• The ability of private industry to
provide the proposed service.
• Additional revenues or cost savings
which may be realized.
4. Periodically, and prior to any request for
additional regular positions, programs will
be evaluated to determine if they can be
accomplished with fewer regular
employees. (See Productivity Review
Policy)
5. Staffing and contract service cost ceilings
will limit total expenditures for regular
employees, temporary employees, and
-16- 9 —/B
POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
independent contractors hired to provide
operating and maintenance services.
B. Temporary Staffing
1. The hiring of temporary employees will not
be used as an incremental method for
expanding the City's regular work force.
2. Temporary
employees include all
employees
other than regular employees,
elected
officials, and volunteers.
Temporary
employees will generally
augment regular City staffing as extra -help
employees,
seasonal employees, contract
employees,
interns, and work -study
assistants.
3. The City Administrative Officer (CAO) and
Department Heads will encourage the use of
temporary rather than regular employees to
meet peak workload requirements, fill
interim vacancies, and accomplish tasks
where less than full -time, year -round
staffing is required.
Under this guideline, temporary employee
hours will generally not exceed 50% of a
regular, full -time position (1,000 hours
annually). There may be limited
circumstances where the use of temporary
employees on an ongoing basis in excess of
this target may be appropriate due to unique
programming or staffin g requirements.
However, any such exceptions must be
approved by the CAO based on the review
and recommendation of the Personnel
Director.
4. Contract employees are defined as
temporary employees with written contracts
approved by the CAO who may receive
approved benefits depending on hourly
requirements ements and the length of their
contract Contract employees will generally
be used for medium -term (generally
between six months and two years) projects,
programs or activities requiring specialized
or augmented levels of staffing for a
specific period of time. The services of
contract employees will be discontinued
upon completion of the assigned project,
program or activity. Accordingly, contract
employees will not be used for services that
are anticipated 'to be delivered on an
ongoing basis.
C. Independent Contractors
Independent contractors are not City employees.
They may be used in two situations:
1. Short-term, peak work load assignments to
be accomplished through the use of
personnel contracted through an outside
temporary employment agency (OEA). In
this situation, it is anticipated that the work
of OEA employees will be closely
monitored by City staff and minimal
training will be required. However, they
will always be considered the employees of
the OEA and not the City. All placements
through an OEA will be coordinated
through the Personnel Department and
subject to the approval of the Personnel
Director.
2. Construction of public works projects and
delivery of operating, maintenance or
specialized professional services not
routinely performed by City employees.
Such services will be provided without
close supervision by City staff, and the
required methods, skills and equipment will
generally be determined and provided by
the contractor. Contract awards will be
guided by the City's purchasing policies and
procedures. (See Contracting for Services
Policy)
PRODUCTIVITY
Ensuring the "delivery of service with value for
cost" is one of the key concepts embodied in the
City's Mission Statement (San Luis Obispo Style -
Quality With Vision). To this end, the City will
constantly monitor and review our methods of
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POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
operation to ensure that services continue to be
delivered in the most cost - effective manner
possible. This review process encompasses a wide
range of productivity issues, including:
A. Analyzing systems and procedures to identify
and remove unnecessary review requirements.
B. Evaluating the ability of new technologies and
related capital investments to improve
productivity-
C. Investing in the organization's most valuable
asset - our human capital - by developing the
shills and abilities of all City employees, with
special emphasis on first -line supervisors.
D. Developing and implementing appropriate
methods of recognizing and rewarding
exceptional employee performance.
E. Evaluating the ability of the private sector to
perform the same level of service at a lower
cost
F. Periodic formal reviews of operations on a
systematic, ongoing basis.
G. Maintaining a decentralized approach in
managing the City's support service fimctions.
Although some level of centralization is
necessary for review and control purposes,
decentralization supports productivity by-
1. Encouraging accountability by delegating
responsibility to the lowest possible level.
2. Stimulating creativity, innovation and
individual initiative.
3. Reducing the administrative costs of
operation by eliminating unnecessary
review procedures.
4. Improving the organization's ability to
respond to changing needs, and identify and
implement cost - saving programs. .
5. Assigning responsibility for effective
operations and citizen responsiveness to the
department
CONTRACTING FOR SERVICES
A. General Policy Guidelines
Contracting with the private sector for the
delivery of services provides the City with a
significant opportunity for cost containment
and productivity enhancements. As such,
the City is committed to using private sector
resources in delivering municipal services
as a key element in our continuing efforts to
provide cost - effective programs.
2. Private sector contracting approaches under
this policy include construction projects,
professional services, outside employment
agencies, and ongoing operating and
maintenance services.
3. In evaluating the costs of private sector
contracts compared with in -house
performance of the service, indirect, direct,
and contract administration costs of the City
will be identified and considered.
4. Whenever private sector providers are
available and can meet established service
levels, they will be seriously considered as
viable service delivery alternatives using the
evaluation criteria outlined below.
5. For programs and activities currently
provided by City employees, conversions to
contract services will generally be made
through attrition, reassignment, or
absorption by the contractor.
B. Evaluation Criteria
1. Within the general policy guidelines stated
above, the cost- effectiveness of contract
services in meeting established service
levels will be determined on a case -by -case
basis using the following criteria:
-18- 9 -20
POLICIES AND OBJECTIVES
BUDGET AND FISCAL POLICIES
2. Is a sufficient private sector market
available to competitively deliver this
service and assure a reasonable range of
alternative service providers?
3. Can the contract be , effectively and
efficiently administered?
4. What are the consequences if the contractor
fails to perform, and can the contract
reasonably be written to compensate the
City for any such damages?
5. Can a private sector contractor better
respond to expansions, contractions, or
special requirements of the service?
6. Can the work scope be sufficiently defined
to ensure that competing proposals can be
fairly and fully evaluated, as well as the
contractor's performance after bid award?
7. Does the use of contract services provide us
with an opportunity to redefine service
levels?
8. Will the contract limit our ability to deliver
emergency or other high priority services?
9. Overall, can the City successfully delegate
the performance of the service but still
retain accountability and responsibility for
its delivery?
-19- �.2�
1
�=22
41* council Mft*D��a -� f
agenda RepoRt '°
�
CITY OF SAN LUIS OBISPO
FROM Bill Statlea, Director of Finance VY 2
SUBJECT: GOAL- SETTING PROCESS FOR 1999 -01
CAO RECON MUMATION
Approve the goal- setting process for 1999 -01.
DISCUSSION
Background
On October 20, 1998, the Council approved the preliminary schedule for preparing the 1999 -01
Financial Plan and conceptual approach to Council goal - setting as part of this process. Under the
approved approach, we will continue using a multi year budget that begins with the Council
setting goals for the most important things for the City to accomplish over the next two years.
Based on our experience over flie past eight years, this has been a suw msfd process in asstning
that the 5mdamental purpose of the City's budgetary process is achieved: linking what we want to
=ompush for our community over the next two years with the resources necessary to do so.
Two-Step Approach
We will again use a " two - step" approach to the Council goal- setting process, and as previously
approved by the Council, use Don M=fr as our & dlitator at both workshops:
■ Community workshop Held on the evening of Tuesday.. January 12, the purpose of this
`unity forum" is to solicit samested goals and work programs from Council advisory
bodies, amity groups and interested mdwidnals. In notices sent to these groups, we
have requested That wzittea suggestions be provided to us by January 4, 1999. To ensure
that adequate space is available for fins wofthop, it will be held at The For®.
■ Counci[ goal -semft workshop Following the receipt of written and oral comments on
.Jmary 12, the Wal-setting workshop will be held on Saturday, January 30 in the library
Community Room.
Goa"etting Process
Provided in Exhibits .A and B are detailed descriptions of the proposed objectives, approach,
schedule and roles for both the community forum. and goal- setting workshops, summarized as
follows:
■ The January 12 community forum is intended to solicit suggestions from Council
advisory bodies, community groups and 'interested individuals on proposed City goaLs-
q.3
CouncU Agenda Report—Goal-Setting Process for 1999.01
Page 2 .
what is being requested, why the presenter believes it is important to the community so
the Council learns the underlying hope or objective, and how the underlying hope can be
natively achieved. Council members will be provided with worksheets to assist them in
taking notes, and brief summaries of the wha4 why and how will be recorded on flip
charts organized into broad goal categories based on the six major City functions used in
the Financial Plan: public safety, public utilities, transportation, leisure, cultural & social
services, community development and general government. City staff will summarize the
results of the workshop and distribute them to the Council by January 15, 1999.
■ At the all-day January 30 workshop, the Council will review.the status of current major
City goals and consider the City's fiscal outlook. This will be followed by the fast step
in "goal - setting:" reviewing the consolidated summary of goals presented by Council
members to ensure clarity, completeness and understanding, and then narrowing the list
to candidate goals that are supported by at least three Council members. After this step,
the staff will prepare a final listing that the Council can use in prioritizing goals. In the
past, the Council has used a ranking system of 5 through 0 for each candidate goal,
summarized as follows:
5 --Most important, highest priority goal for the City to achieve over the nest two years.
4—Very important goal for the City to achieve. Apto = 7li 4 4,n ct.:e
3- important goal for the City to achieve. k Ae a 'f•- S a
2—Tot as important to achieve as other candidate goals. AQ-ft^S she=,
1— Address only if existing resources are available to fimd the goal.
0— Should be deferred for consideration to the 2001 -03 Financial Plan.
Depending on the number of candidate goals, total points available to individual Council
members has ranged in the past from 50 to 75—about 3 points per candidate goal.
Staff will summarize the results of the Council's ranking dining a break at the workshop. Based
on our past experience, it-is luilmiy that three priority" tiers" will emerge from this process:
■ Major City goals. These represent the most important, highest priority goals for the City
to accomplish over the Head two years, and as such, resources to accomplish them should
be included in the 1999 -01 Financial Plan. If the work program approved by the Council
for a major City goal is not included in the Preliminary Financial Plan prepared by the
CAO; compelling reasons and justification must be provided as to why resources could
not be made available to achieve this goal
■ Other important goals. Goals in this category are important for the City to accomplish,
and resources should be made available in the 1999 -01 Financial Plan if at all possible.
■ Address as resources permit While it is desirable to achieve these goals over the next
two years, doing so is subject to current resource availability.
If needed, continued consideration of the goal- setting is scheduled for the nest regular Council
meeting following the January 30 workshop — February 2, 1999. .
9 -2g
Counetl Agenda Report--- Goa4SaWn9 Process for 1999-01
''age 3
Coma? Homework Assfgnmrreat Provided in Exhibit C is the Council's ` Homework
assignment" for the January 30 workshop. It requests that Council members prepare gad submit
their suggested goals by January 21. These will then be consolidated with other Council member
goals based on common themes and distributed on January 25 for review and consideration
before the workshop.
Major CSty Goal C7r*erfa. Provided in Exhibit D is the suggested "criteria for major City goals"
which have been used by the Council for the past eight years.
Fxtm we Noafkatiomx . We have made extensive efforts to invite community and advisory body
participation in this process, including:
■ Briefing with advisory body chairs on October 8 on their role in the process at the
quarterly Mayor/Advisory Body Chair meeting; and follow-up reminder to advisory body
chairs.
■ Notices to over 175 community groups and interested individuals inviting them to submit
written suggestions, participate in the community forum and attend the goal - setting
workshop.
■ "Community Budget Bulletin" inserts in our utility bills requesting goal suggestions from
our citizens and 'inviting them to participate in the community forum. This will reach
about 13,000 households.
■ Notice in our Winter parks and recreation program brochure about the goal - setting
process; over 18,000 copies of this brochure are distributed.
■ Cards that Council Members can hand -out in mkm3al contacts inviting participation.
■ Display ads will be run in January in San Luis Magazine, Telegram Tnbmme and New
Times.
Goal -Set&g WorAshop Notebooks To help organize all the background information that
Council members will receive as part of this goal- setting process, notebooks will be distributed at
the January 5,1999 Council meeting with the following ten sections:
■ Agendas for the January 12 and January 30 workshops.
■ Status of goals and objectives.
■ Suggested goals received by January 4 from community groups and interested individuals
(additional submissions received after this date will be distributed to the Council in a
three -hole punch format for inclusion in the notebook).
■ Suggested goals received from Council advisory bodies.
■ Suggested goals presented by the staff"
■ Summary of results from the January 12 workshop (to be distributed on January 15).
■ Five year fiscal forecast (to be distributed on January 15).
E Consolidated Council member goals (to be distributed on January 25).
/4!lE
Council Agenda Report—Goal-Setting Process for 1999.01 _
Page 4
■ Other background information such as the 1999 -01 Financial Plan calendar, outlines for
the community and goal -sag workshops, Council homework assignments, criteria for
major City goals and Financial Plan policies.
■ Notes and space for other supplemental materials that the Council may receive.
Council Goal Work Programs
After the Council finalizes goals and objectives for 1999 -01, the staff will prepare detailed work
programs for each of them. Based on past experience, it is important for the Council to reach
consensus not only on the objective, but on the program, action plan and resources that will be
needed to accomplish it as well. Unless the staff fully understands the propose scope and
timefiame that the Council intended, we can not identify needed resources; and without this
understanding, the Preliminary Financial Plan may significantly over (or under) fund the desired
work effort
In short, before the staff begins to build the Preliminary Financial Plan around Council goals, it
is essential that we have a clear understanding of what the Council hopes to achieve with each
goal over the next two years. Accordingly, the purpose of each work programs is 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.
This is especially important in the case of objectives 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.
We plan to present the goal work programs to the Council on April 6, 1999.
Next Steps
The Financial Plan calendar approved by the Council on October 20, 1998 is provided in Exhibit
E. After the community forum and goal- setting workshop in January, key dates in the budget
process include:
Tuesday, February 2 Follow -up to Council .goal- setting if needed. Continued
Regular Meeting consideration of goal- setting at the next regularly scheduled
Council meeting following the January 30 workshop if needed
Tuesday; February 23 Mid -year budget review. Consider the City's fiscal status at
Special Meeting the mid -point of the fiscal year and make appropriation
adjustments as necessary.
M'�
Council Agenda Report-4oal4etting Process for 1999 -01
Page 5
Tuesday, April 6 Council goal work programs. Review and approve detail
Regular Meeting work programs to accomplish Council goals; provide other.
budget direction as needed.
Monday, May 10
Monday, May 17
Special Budget Workshop
Wednesday, May 19
Special Budget Workshop
Tuesday, May 25
Special Budget Workshop
Tuesday, June 1
Regular Meeting
Tuesday, June 15
Regular Meeting
SUMMARY
CAO issues Preliminary Financial Plan.
Budget workshop. Review the Financial Plan and consider
General Fund operating programs.
Budget workshop. Consider General Fund capital
improvement plan (CIP) projects.
Budget workshop. Consider Enterprise Fund operating
programs, CIP Projects, revenue requirements and rates.
Public hearing. Continue to discuss and receive public
comment on the Preliminary Financial Plan.
Public hearing. Continue to discuss and receive public
comment on the Preliminary Financial Plan; adopt the budget.
Council goal - setting is an important "first step" in the City's Financial Plan process. In fact, it is
important to stress just this fact-4t is the beginning of the budget process, not the end Setting
goals. -and subsequently approving work prods not adoption of the budget. As reflected
in the budget calendar above, this will not occur until June of 1999, following issuance of the
Preliminary Financial Plan and extensive budget workshops and hearings.
A. Outline for community workshop (January 12)
B. Outline for Council goal - setting workshop (January 30)
C. Council member submissions for the goal- setting workshop
D. Criteria for major City goals
E. Budget calendar
G: Fmmod1M41 Fnm=W MmlCaLma7 CxW SeW r/Agalda RVMUCOa SC=91' D= AM& Report —Dena & 1998
F-2 %
Exhibit A
Outline for Community Workshop
7:00 -11:00 p.m., Tuesday, January 12, 1999
Objectives
Gain valuable input from advisory boards, community groups, and citizens on
proposed City goals — "What" the community wants.
• Encourage discussion about "why" the goals or projects are of interest to
the presenters so that the Council learns what are the underlying hopes or
objectives.
• Explore "How" the underlying hopes or objectives can be met — alternative
approaches, opportunities for collaboration or shared resources with other
parties, and requests for additional alternatives to be developed with City staff
assistance where appropriate.
• Assist Council members in the preparation of their thoughts, priorities, and
candidate goals.
Approach
1. Request presenters to briefly summarize: requested goals (which most will
have submitted in writing), why the goals would contribute to a better San
Luis Obispo, alternative approaches, and opportunities for collaboration.
2. Record brief summaries of the "what", "why", and "how" for the requests
on separate flip charts organized by goal categories: public safety; public
util'dies; transportation; leisure, cultural & social services; community
development; and general government.
3. Encourage Council members to ask questions and use worksheets to
. formulate their fist of possible candidate goals.
4. Review the array of goals by category at the end of the evening workshop
and develop key themes about the community's hopes and potential ways to
realize them.
5. Distribute results from the meeting: central themes on San Luis Obispo's
hopes and aspirations, suggested goals, and alternatives (including any
follow up results from staff and community groups). [provide these materials
and five -year fiscal forecast to Council members by January 151
? "q
Schedule
7:00 - 7:05 p.m. Welcome
Mayor
7:05 - 7:20 p.m. Introduction (process, past goals, criteria for
major City goals, summary of fiscal outlook,
and Key Values for the City) CAO
7:20 - 9:50 p.m.
9:50 -10:00 P.M.
Community input
break
Public
10:00 -11:00 p.m. Summary: key hopes expressed, potential goals,
and further work needed. All
Roles
Mayor call and recognize the presenters, participate actively with other Council
members.
Council members: listen, ask questions, note areas of interest for candidate
goals, and participate in developing summary themes at the end of evening.
Staff: gather and organize public input prior to workshop, develop and submit
staff suggestions for Council consideration (provide written copies for public at
the workshop), present staff suggestions at end of public input, record `whaf,
"why", and "how" on flip charts.
Coach: elicit the *whaf, Nvhy", and "how" from presenters, keep the flow and
content of the workshop moving constructively, guide Council and participants in
developing the summary themes at the end of the evening.
Note: Written comments received by January 4, 1999, will be included in the
goal- setting workbook, which will be distributed to Council members on January
5, 1999. Any comments received after January 4 will be distributed to Council
- members as they are received.
W
Exhibit 67
Outline for Council Goal- Setting Workshop
8:30 am. - 4:00 p.m., Saturday, January 30, 1999
Obeectives
• Ground the session in the hopes and aspirations for San Luis Obispo as set
forth on January 12. Place proposed goals in context of City's fiscal realities.
• Review potential City goals compiled from the Council members'
submissions.
• Clarify the nature and scope of each potential goal so that everyone is dear
about what each one means and its implications.
• Select candidate City goals from those submitted (i.e. goals that 3 or more
members favor).
• Formulate an agreed upon set of Major City Goals.
• Identify any additional issues for resolution before or at the February 2
Council meeting.
Approach
1. Review the status of existing major City goals.
2. Consider the results of the five -year forecast and other trends.
3. Review potential goals in each category to ensure clarity and completeness.
4. Narrow the list of goals in each category to candidate goals (i.e. those
favored by 3 or more Council members).
5. Discuss the balance and weighting Council members want to achieve.
Confirm rating scale and maximum number of points to allocate among goals.
6. Assign the desired weighting to each goal and calculate the ranking of goals.
7. Review the preliminary results and identify any areas needing further
consideration.
Schedule
8:30 - 9:00 a.m.
9:00 - 9:05 a.m.
9:05 - 9:10 a.m.
9:10 - 9:30 a.m.
Refreshments
Welcome and Introductions
Purpose, Process & Guidelines
Status of Existing City Goals
Mayor
Coach
GAO
9:30 -10:00 a.m. 5 Year Forecast and Other Trends Fin. Director
10:00 - noon Review Goals by Category and
Select Candidate Goals Council
[Council may accept further comments
from the public that have not been previously
presented]
noon -1:00 p.m. lunch [staff compiles candidate goals]
1:00 - 2:00 p.m. Discuss and Weight the Goals Council
2:00 - 2:30 p.m. Tabulate Results Staff
2:30 - 3:15 p.m. Review and Identify Major City Goals Council
3:15 - 4:00 p.m. Note Areas Needing Further Consideration Council/Staff
Roles
Mayor preside over the workshop and participate actively with other Council
members.
Council members: clarify and discuss the potential goals, express views on
desired balance, vote their preferred weightings, and specify further work (if
needed).
Staff: report on status of current goals, review economic trends, ensure goals
have needed content and clarity, and tabulate results.
Coach: keep the flow and content of the workshop moving constructively, guide
Council members in the process of goal weighting and selection, and draw staff
and public into deliberations as desirable.
-32
Exhibit-di
Council Member's Submission for Goal- Setting Workshop
due: Thursday, January 21, 1999
Please submit a list of the goals you would like the Council to consider at the
Goal- Setting Workshop on Saturday, January 30, 1999. Your submissions will
be combined with those from all other Council members and compiled into a
single list without designating which Council member submitted which items.
You will receive this combined list on Monday, January 25, so that you can
review and consider it prior to the workshop.
As you develop your list, please consider the suggested `criteria for major City
goals."
Although there is no limit on the number of goals you may wish to suggest, 5 to 7
from each Council member have worked well in the past
93v
Exhibit D
Criteria for Major City Goals
■ Be legitimate to our beliefs (real, supported).
■ Agreed upon by a Council majority.
■ Reduced in number for comprehension, communication and focus.
■ Set forth in one document —the Financial Plan.
■ Be clear and understandable.
■ Established as a high priority and a real commitment.
■ Translated into the objectives of employees at all levels of the organization.
■ Created within a supportive atmosphere where participants are not afraid to state their
suggestions for improving goals or objectives.
■ Accepted to the point where resistance to them is reduced or eliminated.
G: 1999-01 FummcW PLwfiCou=d GoWSeUmgUajor GcW C n=m
KM
Exhibit li
1999 -01 Financial Plan Calendar
October 8,1998
Brief advisory body chairs on their role in the process at quarterly
Mayor/advisory body chair meeting -
October 20, 1998
Council approves conceptual Financial Plan process and calendar.
November 1998
Send letters requesting participation in goal - setting process from
advisory bodies, community groups and interested individuals.
November 1998
Begin preparing five year General Fund fiscal forecast
December 8, 1998
° Council reviews status of major City goals and revises action plans as
needed; finalizes plans for goal - setting process; considers Financial
Plan organization and policies; and considers annual financial report
and fiscal results for 1997 -98.
January 4,1999
• Receive written comments from advisory bodies, community groups
and interested individuals.
January 12, 1999
Council holds community workshop.
January 15,1999
Distribute five year fiscal forecast and community workshop results to
Council.
January 25, 1999
Distribute consolidated Council member goals.
January 30, 1999
• Council holds goal- setting workshop: reviews status of major City
goals; discusses candidate goals presented at January 12 workshop;
considers results of fiscal forecast; discusses Council member goals;
prioritizes and sets major City goals.
February A 1999
• Council finalizes goals and priorities.
February 10,1999
• Issue budget instructions; departments begin preparing budgets.
February 23,1999
• Council considers midyear budget review.
March to May, 1999
• Departments submit budget requests.
• Budget review team analyzes requests and meets with departments;
CAO finalizes budget recommendations.
ApT7 4 1999
• Council approves detailed goal work programs.
May 10, 1999
• Issue preliminary budget
May 17, 19p 25v 1999
• Council holds special evening budget workshops:
— May 17: Financial Plan overview and General Fund operating
programs-
- May 19: General Fund CIP projects.
— May 25: Enterprise Fund programs, projects and rates.
May 26, 1999
• Plamring Commission reviews CIP for General Plan consistency.
June 1,15,1999
• Council holds continued hearings; adopts budget
Bold Italics — Council Meeting Dates
� -3�
� - r
?i &9
0
FROM
council
agenba RepoRt
CITY OF SAN LUIS OBISPO
Bill Stader, Director of Finance lrj�—
SUBJECT: GENERAL FISCAL OUTLOOK FOR 1999 -01
CAO RECOMN ENDATION
Consider the City's general fiscal outlook for 1999 -01.
DISCUSSION
►moo.
Preparation of the five year fiscal forecast for the General Fund is currently underway, and will
be ready for distribution by the later part of January. While we will have a much better handle
on the City's fiscal outlook once we complete this comprehensive review of where we've been
and where we seem to be headed, a few general conclusions can be reached based on our initial
work so far:
Favorable Indicators
■ Strong current financial condition. The City continues to be in strong fiscal position
by state and national standards. As discussed more fully m the annual financial report for
1997 -98, the City's General Fund's fiscal performance for the past year compared
favorably with budget projections.
■ Positive economic outlook for the region. The UCSB economic forecast recently
presented a favorable outlook for the coming year while not as `robust" as 1998, the next
two years should still see continuing growth in the region. However, while improvement
in the regional economy is a positive indicator, it is by no means certain that the City will
share m this. This is especially true given the increased (and successful) competition by
the north and south county area on our traditional position as the retail center for the
County.
■ No farther state cuts--or returns. While no mitiatives are on the.horizon to restore any
of the State cats to cities over the past several years (totaling over $1.5 million annually
for the City), there are also no current discussions underway to make further cuts to cities.
Unfavorable Indicators
■ Increasing operating costs: Even if we do not expand or enhance service levels, there
will be still be inflationary cost pressures on operating expenditures, which account for
about 75% of General Fund outlays. The critical question in this regard —which will be
addressed in the five year fiscal forecast—is whether revenues overall will rise faster than
operating costs. However, past experience tells us that even if we control our current cost
9 -37
Council Agenda Report General Fiscal Outlook for 1999.01 _
Page 2
base to just increases in inflation, there will still be significant pressures to expand or
enhance operating programs m responding to legitimate, unmet service needs.
■ lnhwtraclnre and facility needs. Continuing our commitment to a strong capital
improvement plan (CIP), especially in the area of adequately maintaining our existing
infrastructure and facilities, will continue to be a major fiscal challenge.
■ Limited revenue options. With the passage of Proposition 218, our revenue options are
more limited than they have been in the past. While a few options remain that can be
implemented by the Council, any increased or new tax source will require voter approval.
■ Retirement costs. As reported to the Council during the 1998 -99 budget process, the
State has made significant changes in the methodology used to calculate the City's
retirement rates. In addition to a change in actuarial assumptions, they also converted to
a new computer system which they believe provides a more accurate calculation of those
rates. The initial impact appears to be a significant unfimded liability for public safety
employees, which is likely to result in substantially higher retirement costs.
Compared with an employer contribution rate of 41/o in 1998 -99, this rate could be as
high as 23.6% in 1999 -00, resulting in an increase in General Fund costs of $1.4 million
annually. At the same time, the retirement assets for miscellaneous employees are over-
funded and can temporarily offset some of the increased public safety costs. Once PERS
calculates the 1999 -00 fiscal year rates, a strategy for funding the revised costs will be
evaluated as part of the 1999 -01 Financial Plan process. Unfortunately, we do not expect
to receive these updated actuarial costs until late December at the soonest
�Iilu lu ":i`I
In general, it is likely that we will have adequate resources to fiord current service levels and a
limited capital improvement plan.
However, improving service levels or more My achieving our capital improvement goals will
be very difficult. This challenge is highlighted by the proposed CIP in the third and fourth years
of our cum 1997-99 Financial Plan compared with the first and second years: the average
General Fund commitment to the ClP for 1997 -99 is $2.4 million; for 1999 -01, this ins to
$3.7 million, an increase of $13 million. And this does not include the $1.1 million increase in
sanual finding for street maintenance and reconstruction recommended m the recently adopted
Pavement Management Plan.
In summary, we do not foresee grave difficulties ahead of us at this time in maintaining current
service levels and supporting a minimal capital improvement plan. However, there are operating
programs where improvements should be made, and mfiastructure needs where more than
minimal capital improvement plan projects will be warranted. Funding these improvements in
our current fiscal environment will be very difficult. Nonetheless, this does not mean that we can _
not fund new initiatives, although this will not be easy. Several options are available to us in
doing this:
I �
Council Agenda Report General Fiscal Outlook for 1999-01
Page 3
Existing resources. Re- prioritize current service levels, programs and projects.
■ New resources. Grow the economy at levels better than forecasted; or implement some
Of The remaining revenue options available to the Council under Proposition 218.
■ Voter - approved revenues in November of 2000. Under Proposition 218, any increased
or new tax requires majority voter for general purposes, and two- thirds voter approval for
special purposes. Unless there is an emergency, this election must be held in conjunction
with Council member elections. This means that the soonest such an election could be
held is November of 2000. While this might help with our longer -term prospects as
discussed in the Long -Term Fiscal Health `white paper" presented to the Council in
January of 1998, it is not a potential source of funding for the 1999 -01 Financial Plan
due to this timing requirement.
■ Expenditure reductions. Limit operating programs to current service levels; and cut
back on current CIP levels.
■ Legislative efforts. Work to restore revenues taken away from us by the State, and hope
that the Governor and Legislature will be receptive to these efforts. Of all these options,
this is the one least in our ability to control, and given the history of State and local
government fiscal relationships, the one least likely to be successful.
G: 1999 -01 Fay xW PIsoK'4=Cl Goal -ScWn5 Cm=-I AVm& RqwrftCkna9 Fssd Outlook P pr& Report— Deamba& 1998
n �
/D
J�iab� ?
city of
san luis omspo
What Are the Most Important Things for the City
to Accomplish Over the Next Two Years?
The City is starting to prepare our Preliminary Financial Plan and
next two year budget —the 1999 -01 Budget.
Financial Plan. The very first step in
this process is Council goal- setting. These upcoming workshops will play
a major role in shaping the City's
In setting goals for the next two future spending priorities. We
years, the Council is genuinely encourage you to attend these
interested in knowing
what our citizens
believe are the most
important things for
the City to do.
The City's goal - setting
process is organized
into two steps:
■ A community
forum will provide
community groups,
interested 'individuals
and Council advisory
bodies with an
opportunity to share
with the Council what
Community Forum.
We hear from you.
Tuesday, January 12, 1999
7:00 PM to 11:00 PM
The Forum
751 Marsh Street
Goal -Setting Workshop
The Council sets goals.
Saturday, January 30, 1999
8:30 AM to 4:00 PM
City /County Library Community Room
995 Palm Street
they believe are the
most important priorities that the City
should pursue over the next two
years-
■ A Council goal- setting
workshop will then be held where
the Council will set major City goals
for the next two years. These will
guide preparation of the 1999-01
special sessions, and to share your
thoughts with us. Please help us
shape our future.
Want more information? For more
information about these upcoming
workshops or the City's budget
process, please call us at 781 -7125.
V/
1111 city of san tui s oBi spo
990 Palm Street ■ San Luis Obispo, CA 93401
News Release
(805) 781 -7125
DATE: January 5, 1999
RELEASE: Immediate
CONTACT: City of San Luis Obispo – Bill Statler, Director of Finance
CITY BEGINS BUDGET PROCESS WTTR GOAL- SETTING
First Step is Community Forum
The City is starting to prepare its next two year budget —the 1999 -01 Financial Plan. The
very first step in this process is Council goal - setting.
In setting goals for the next two years, the Council is genuinely interested in knowing
what the members of our community believe are the most important things for the City to do.
For this reason, the first step in the City's goal- setting process is a community forum
providing community groups, interested individuals and Council advisory bodies with an
opportunity to share with the Council what they believe are the most important priorities for the
City to.. pursue over the next two years. This foram will be held on Tuesday, January 12,
1999, beginning at 7:00 PM at The Foram, 751 Marsh Street
The comments and suggestions received at this workshop will play a major role in
shaping the City's future spending priorities, and all community members are encouraged to
attend and share their thoughts with the Council.
This forum will be followed by a Council goal - setting workshop on Saturday, January 30,
1999, where the Council will set major City goals for the next two years. These will guide
preparation of the 1999 -01 Preliminary Financial Plan and Budget. This goal - setting workshop
will-begin at 8:30 AM, and will be held in the City/County Library Community Room, 995 Palm
Street More information about the community forum and the City's budget process is available
by calling Bill Statler, Director of Finance, at 781 -7125.
9 �v
'?ARK
RANGER
SERVICE
Why mw?
�ir✓i'l��ec��
/� •s �y:6k�h
New Trails Update
Volunteer Vail Lookouts
Ranger Mcnderfer will take over as supervising ranger on
December IS&. She will oversee open space and regular patroL
This will include more trail maintenance and overseeing new
trail construction. Ranger Green will be in charge of all envi-
ronmental education activities.
NorTra& Up&*
The Bishop Peak Trail is still under contruction. Work has
progressed fairly well since the project began. Crews have been
slowed by the term they are working in now With mother
names cooperatM the trail should be open before the end of
,e year
The Fdsman loop Karl from the water tower (off of the Pat =
catrance) is Clete. The Felstnan loop trail provides adiffer.eat
view than previous trails in the Bishop Peak Natural Reserve. It
meanders the north side of the mom, with views of Poly
Canyon, Caesta ddge, 5 of the 7 sisters and Moro Bay. Over
balf of this trail is in shaded, woddy areas. which makes it nice
eves on hot days For mauve information or-to wIIunteer for trail
work please can Ranger DiBendeder at 781 -7072.
MdWrAwwNeatfeid
Mae ` abnteer MAIn about pros mmisnnderway. Thelocb;erts
will hike the to i s of the open space on a regular basis. TheY
will nit conditions and any problems to the Ranger Service.
Far more mfiamation or to volunteer, call Ranger Diffendert'er
at 7817072
16
What Are the
Most Important Things for
the City of San Luis Obispo
to Accomplish
Over the Next Two Years?
The Cry is starting to prepae>r nor nem two year budget—
the 1999 -01 Financial Plan. The very first step in this
process is Conical goal- seuhi&
Goa - Selling 71 met and Plan
CannumdtyForma
We hear frost you
Tuesday, January 12,1999
7:00 to 11:00 PM
The Forum
751 Marsh Street
Goal-Setimg Workshop.
The Coursed sera goals.
Saturday, January 30, 1999
9:00 AM to 4:00 PM
City /County Library Community Room
995 Palm Std
In setting goals for the next. two years, the Council is
gendnely interested In Imowhtg otrhat env drums
believe are the mad hoPW sot things for &a Cityio do.
The goal - seating process has been otga®ed into two steps
A eommunily foram will provide Council advisory
bodies, comity g W and interested iodvidosls.with.
an on"a me ytosharewithftCoumalwhatthaybelieve
ae the most impratauit priorities diet the.0 by sboald pur-
sue over the near two yeas.
A Coaaell goal-sedag tvorlahoP will then be held
where the Corral will set major City goals for the neat
two yeas.
These upcoming workshops. will _play a
major tole in shaping the City's false spending puosifles.
We encourage you to attend these speeial .seaim' aid to
share your thoughts with ns. Please. help us shape oar fa-
tam
Watt more kforn dion? If you would like more
information about these upcoming wgdeshops orthe '(Sty's
budget process, please call ut at 7817195:. ,
9- t3
crty or
• san Luis olmspo
990 Palm Street ■ San Luis Obispo, CA 93401 ■ (805) 781 -7125
December 23,1998
to
,74 hico,4,,.0 ink G: d�talS
Council Goal -Setting for 199"1
REMINDER NOTICE
Last Fall, we invited you to become involved in the City's goal - setting process for the 1999 -01 budget by
providing us with written suggestions on the "most important things for the City to accomplish over the next
two years," and by participating in the community forum and budget workshops that will follow.
The purpose of this notice is to remind you that your written comments are due to the Department of Finance
by Monday, January 4, 1999. This will allow Council members adequate time to review them before the
Community Forum on Tuesday, January 12,1999.
or A Recap of the Process —and Your Important Role in It. In setting goals for 1999 -01, the Council is
genuinely interested in knowing what the community believes are the most important things for the City to
achieve over the next two years. You are an essential part of this process. We need to hear from you if the City
is to develop goals for the next two years that best reflect where
we should be headed in our facilities, programs and operations.
To help with this, we invite your participation as follows:
• WrWn comments. It will be especially helpful if your
comments could succinctly address what you are requesting
for the community, why it is important to San Luis Obispo,
and any creative ideas you have about how to achieve it such
as alternative approaches, opportunities for partnering with
others, or shared resources.
• Community forum. This will provide you with an
opporamity to further share with the Council what you
believe are the most important things for the City to do over
the next two years.
• Comwa goal-setting workshop. After considering and
digesting community input, the Council will review the
City's fiscal outlook and other background information that
will shape the City's budget. The Council will then discuss,
Written Comments Due
Monday, January 4, 1999
City of San Luis Obispo
Attention: Department of Finance
990 Palm Street
San Luis Obispo, CA 93401
Community Forum
Tuesday, January 12, 1999
7:00 to 11:00 PM
The Forum
751 Marsh Street
set and prioritize goals for 1999-01. These will guide the
preparation of the Preliminary Financial Plan, which the CAO will issue in May of 1999. This will be
followed by extensive budget workshops and public hearings, leading to Council adoption of the budget by
hme 30, 1999.
We are looking forward to receiving your written comments, and we welcome your attendance at both. the
community forum and the goal- setting workshop. If you have any questions about the City's budget process
and your important role in it, please call us at 781 -7125.
Sincerely,
John Dui, City Administrative Officer
Bill Statler, Director of Finance
9- Cf
®The City of San Luis Obispo Is committed to Including disabled persons In all of our services, programs and activities.
Telecommunications Device for the Deaf (805) 781 -7410.
city of
� san Luis osispo
990 Palm Street ■ San L ds Obispo, CA 93401 ■ (805) 781 -7125
November 16,1998
ZA
What Are the Most Important Things for the City
to Accomplish Over the Next Two Years?
The City is starting to prepare our next two year budget —the 1999 -01 Financial Plan. The purpose of our
budget process is to link the most important, highest priority things for the City to do over the next two years
with the resources necessary to do so. This requires a process that identifies goals as the very first step in
preparing the budget. For this reason, the City begins the budget process with Council goal- setting. The goals
set by the Council drive the remainder of the budget process, and provide important direction to staff in
PrePg the prey budget .
In setting goals for the next two years, the Council is genuinely interested in knowing what the community
believes are the most important things for the City to do. To help with this, the goal- setting process has been
organized into two steps:
• A community forum providing Council advisory bodies, community groups and interested individuals with
an opportunity to share with the Council what they believe are the most important things for the City to do
over the next two years.
• After considering and digesting this community input, this will be followed by a Council goal- setting
workshop where the Council will also consider the City's fiscal outlook, status of current major City goals,
and other background information that will shape the City's budget The Council will then discuss, set and
prioritize goals for 1999 -01. These will guide the preparation of the Preliminary Financial Plan, which the
CAO will issue in May of 1999. This will be followed by
extensive budget workshops and public hearings, leading to
Council adoption of the budget by June 30, 1999.
Yonr important role. You (and your group if applicable) are
an essential part of this process, and we invite your
participation. We need to hear from you if the City is to develop
goals for the next two years that best reflect where we should be
headed in our facilities, programs and operations.
Where to from here? Please share this letter with the members
of your organization, and start putting together your suggested
Community Forum
Tuesday, January 12, 1999
7:00 to 11:00 PM
The Forum
751 Marsh Street
Council Goal -Setting Workshop
Saturday, January 30, 1999
8 :30 AM to 4:00 PM
City /County Library Community Room
995 Palm Street
goals. These should be submitted to the Department of Finance
by Monday, January 4 1999. It will be especially helpful if your written comments could succinctly address
what you are requesting for the community, why it is important to San Luis Obispo, and any creative ideas you
have about how to achieve it--given limited resources and competing priorities —such as alternative
approaches, opportunities for partnering with others, or shared resources. We welcome your attendance at both
the community foruan and the goal- setting workshop. If you have any questions about the City's budget
process and your important role in it, please call us at 781 -7114.
Sincerely,
Allen Settle, Mayor
John Dunn, City Administrative Officer
®The City of San Luis pbispo is aorrmritted to including disabled persons in all of our services, programs and activities.
Teleom mwileavons Device for the Deaf (805) 781 -7410.
;Zmemoizanlbum
November 13, 1998
TO: Advisory Body Chaos
FROM: Allen Settle, Mayor
John Dunn, City Administrative Officer
SUBJECT: 1999 -01 FINANCIAL PLAN —AND YOUR IMPORTANT ROLE IN IT
As we discussed at our recent Mayor /Council Advisory Body Chair quarterly meeting, it is time for
Council advisory bodies to begin preparing their recommended goals for Council consideration as part
of the 1999 -01 Financial Plan process. Advisory body recommendations are a very important part of
this process. For example, as the Finance Director pointed -out at the meeting, virtually every advisory
body recommendation we received as part of this process two years ago was included in some way in
the 1997 -99 Financial Plan.
Council goals, by their nature, tend to be broader in scope than the work programs developed by
advisory bodies. In your recommendations to the Council, please consider what your believe would be
appropriate City goals, both from the perspective of your advisory body's purpose, as well as any
perceived community -wide concerns and needs. -
Enclosed for your information is a copy of the hand -out from
our October 8 meeting summarizing City's goal - setting and
budget process, as well as the City's `Budget -in -Brief'
which includes the current major City goals for 1997 -99.
Goal-Setting Process for 1999 -01. On Tuesday, December
8, the Council will be reviewing the process we will use in
setting goals for the next two years. We will provide you
with a copy of the agenda report, and we encourage you to
attend the meeting, and offer any thoughts or suggestions
you may have about the process.
Where to from here? Please share this memorandum and
the enclosed materials with your fellow advisory body
members, and start putting together your suggested goals.
Budget Workshop -
Goal -Setting and Budget Process
Tuesday, December 8, 1998
7:00 to 10:00 PM
Council Chambers
990 Palm Street
Community Forum
Tuesday, January 12, 1999
7b0 to 11:00 PM
The Forum
751 Marsh Street
Council Goal -Setting Workshop
Saturday, January 30,1999
8:30 AM to 4:00 PM
City /County Library Community Room
995 Palm Street
These should be submitted to the Department of Finance by
Monday, January 4, 1999. It will be especially helpful if your written comments could succinctly
address what you are requesting for the community, why it is important to San Luis Obispo, and any
creative ideas you have about how to achieve it—given limited resources and competing priorities —
such as alternative approaches, opportunities for partnering with others, or shared resources.
We welcome your attendance at the budget workshop on the process itself, the community forum and
the goal- setting workshop. If you have any questions about the City budget process and your
important role in it, please call John Dunn at 781 -7114 or Bill Statler at 781 -7125. 0 �
Cc City Cmmcil. DMam=t Heads and Advisory Body Sniff Liaisons
Id4 4-1y-1A
i city of
san lulls ompo
Community Budget Bulletin
What are the most important things
for the City to accomplish over the
next two. years?
The Council Needs Your Help in Answering This Question!
Next June, the Council will approve a two -year budget for 1999 -2001 that will truly bring
the City into the 21 St Century.
Almost uniquely among cities, the San Luis Obispo municipal budget is based on goals
established by the Council before the staff begins preparing the preliminary budget. The
Council develops these goals only after hearing from our citizens, representatives of
community organizations and Council advisory bodies.
The Council wants to establish goals which lead to the kind of community we want to
become, and which give the greatest opportunity for our citizens and visitors to lead good
lives. Because our resources are limited, we need to hear from our citizens to know what
is truly needed in the community.
We need your help in three ways:
• Please fill out and return to us the brief questionnaire on the reverse side of this
bulletin. You can mail it, fax it, email it or drop it by any City office.
• Please attend our Community Forum on January 12, 1999, beginning at 7:00 PM at
The Form on 751 Marsh Street. The sole purpose of the meeting is for the Council
to listen to your suggested City goals and those of other citizens, community groups
and Council advisory bodies.
• Please know that you are invited to attend the City Council's goal- setting workshop
on January 30, 1999, 8:30 AM to 4:00 PM, where the Council's purpose will be to
create the City's major goals for the next two years.
If you have any questions about the City's goal - setting process and budget process,
please call us at (805) 781 -7125.
What are the most important things for the City
to accomplish over the next two years?
Please share with as the three to five things that you believe should be the City of
San Luis Obispo's most important, highest priority goals to achieve during 1999 -01:
Q
0
0
You can share your goals with us in several ways:
• Mail it. Postage is prepaid. Just fold and staple this bulletin.
• Fax it. Our fax number is 781 -7401.
• Email it. bstatler @ci.san- luis-obispo.ca.us
• Drop it by. Any City office.
NO POSTAGE
NECESSARY
IF MAILED
IN THE
UNITED STATES
BUSINESS REPLY MAIL
FIRST1'AASS MAIL PERMIT NO. 369 SAN LUIS OBISPO, CA
POSTAGE VALL BE PAID BY ADDRESSEE
CITY OF SAN W IS OBISPO
CITY ADMINISTRATIVE OFRCER
990 PALM ST
SAN WIS OBISPO CA 93401-9938
18'
Ild�udlnlodlluuullldulJuullJnlulnll
Fiscal Year 1998 -99
Budget -In -Brief
1997 -99 Financial Plan Supplement
July 1, 1998
l� the purpose of this "budget -in -brief" is to
summarize the second year of the City's 1997 -99
Financial Plan by highlighting the City's budget
process, key budget features, major City goals and
basic 'budget facts." If you have any questions
regarding the City's budget, or would like to obtain a
complete copy of the 1997 -99 Financial Plan or the
1998 -99 Supplement, please contact the Department
of Finance at 781 -7130.
Purpose of the City's Two Year Financial Plan
the fundamental purpose of the City's
Financial Plan is to link what we want to
accomplish for the community with the
resources necessary to do so. The City's
Financial Plan process does this by:
dearly setting major City goals and other
important objectives. establishing
reasonable timeframes and organizational
responsibility for achieving them; and allocating
resources for programs and projects.
goals at the very beginning of budget preparation.
Setting goals and priorities should drive the budget
process, not follow it.
For this reason, the City began the 1997 -99
Financial Plan process with a series of in -depth goal
setting workshops where Council members
considered candidate goals presented by community
groups, Council advisory bodies and interested
individuals; reviewed the City's fiscal outlook for the
next five years and the status of 1995 -97 goals;
presented their individual goals to fellow Council
members; and then set and prioritized
major goats and work programs for the
next two years.
This process results in a two -year budget document
that emphasizes long range planning, budgeting for
results, effective program management and fiscal
accountability. While appropriations continue to be
made annually under this process, the Financial Plan
is the foundation for preparing the budget in the
second year. The supplement for 1998 -99 was
adopted by the Council on June 16, 1998.
Major City Goals
inking important objectives with necessary
Lzesources requires a process that identifies key
City departments and the City
Administrative Officer then prepared the
Preliminary Financial Plan based on this
policy guidance from the Council. A
number of budget workshops and hearings followed
resulting in final Council adoption of the 1997 -99
Financial Plan on June 17,1997.
Financial Plan Policies
formally articulated. budget and fiscal policies
11--provide the fundamental framework and foundation
for preparing and implementing the Financial Plan.
Included in the Financial Plan itself, these policies
cover a broad range of areas such as user fee cost
recovery goals, enterprise .fund rates, investments,
capital improvement management, capital financing
and debt management, fund balance and reserves,
human resource management, productivity and
contracting for services.
city of san tuiS.OBISPO
9- fo?
Et featunEs
Budget Overview
The 1997 -99 Financial Plan presents a balanced
budget for all of the City's funds. Based on
projected revenues and beginning fund
balances, adequate resources are available to
fund the recommended appropriations while
assuring that operating revenues fully cover
operating expenditures, and that fund and
working capital balances are maintained at
minimum policy levels (20% of operating
expenditures).
The . budget for 1997 -99 fully responds to the
results of Council goal- setting. Each of the
twenty-two goals set by the Council early in the
budget process is reflected in the Financial Plan.
• General Fund revenue projections are based on
continued improvements in our local economy
and assume no further State budget cuts to
cities (nor restoration of past acts) over the next
two years.
The General Fund budget meets basic service
infrastructure maintenance needs and preserves
essential service levels. It also provides for a
limited number of new initiatives in both the
operating and capital budgets (see Budget
Highlights below).
Balancing the budget for 1997 -99, while assuring
that adequate resources are allocated to achieve
Council goals, was less difficult than it has been
in the past. This is largely due to an improving
local economy. However, it would not have
been possible without the actions the City has
taken in the past to improve our long -tens fiscal
health; the careful policy decisions made by the
Council as the budget was being developed; and
the hard work by the staff in performing
extensive and detailed reviews of operating and
capital expenditures.
The Financial Plan is founded on the basic
budget preparation framework set by the Council
as part of the goal- setting process: limiting
operating cost increases and reviewing service
levels for expenditure reduction opportunities;
developing a capital improvement plan (CIP) that
adequately maintains our existing infrastructure
and facilities; considering new revenue
opportunities as allowed under Proposition 218;
and if needed, making strategic use of fund
balance and temporarily taking it below policy
levels. The Financial Plan reflects all of these
principles except for taking fund balances below
policy levels — as noted above, the 1997 -99
Financial Plan retains fund balance and wonting
capital levels at policy levels
Regular Staffing Changes
The 1998 -99 budget reflects focused increases in
regular staffing (5.5 positions) in order to address
major City goals of securing a long -term water
supply (1 position) and adequately meeting our
infrastructure needs (3.5 positions), as well as to
take advantage of law enforcement grant funds to
meet public safety needs (1 position).
Budget Highlights for 1997 -99
Major operating program changes and CIP projects
• Enhanced street seal-coating (an increase of
$100,000 in 1997 -98 and $300,000 in 1998 -99).
• Preparation of Mid - Higuera street area master
plan ($65,000).
• Conservation and energy element update
($74,000).
• Improved engineering support for managing CIP
projects ($260,000 annually starting in 1998 -99;
includes 3.5 new regular positions).
• Water re -use project study & design ($580,000).
• Street reconstruction and resurfacing ($835,000
in 1997 -98 and $1,525,000 in 1998 -99).
• Flood protection master plan and improvements
($2.5 million).
• Marsh street parking garage expansion ($3.9
million) and parking site acquisition ($1.5
million).
• Youth athletic fields ($3.0 million).
• Rodriguez adobe restoration ($100,000 in
General Fund resources to match developer
contribution).
• Open space protection ($200,000 annually in
General Fund resources).
• Information technology improvements: records
management ($128,000); financial management
($460,000); and wide area network
improvements ($150,000).
9 -so
OR city c oats
T, d97 -99 Financial Plan sets forth major City
goals and other key objectives for the next two years
and finks them with the programs, projects and
resources necessary to achieve them. Shown below
are the major City goals adopted by the Council as
3
an integral part of the Financial Plan process.
Detailed work programs setting forth objectives,
issues we will face in achieving the goals, action
plans and resource requirements have been
prepared for each of these goals.
Public Utilities • Long -tern water supply development. Meet the City's long -tens water supply
needs by. reaching agreement with North County cities on the Nadmiento pipeline
and Salinas reservoir projects; and completing phase 1 of the water reuse project
Transportation • Street and sidewalk maintenance. 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.
• Flood protection. Adopt and begin implementing flood management plans for
creeks, open channels and storm drainage systems.
Transit service. Maintain existing level of service provided by the City's transit
system.
• Parking system improvements. Begin building the Marsh street parking garage
expansion.
re, . Youth athletic fields. Develop a sports facilities complex, subject to resolving
Cultural g neighborhood and environmental concerns.
Social Services
Parks and recreation element implementation. Continue implementing the
parks and recreation element of the General Plan, emphasizing neighborhood
parks, at-risk youth, youth and seniors.
Community • Airport area annexation. Prepare the prerequisite specific plan and related
Development infrastructure master plans in order to implement the General Plan goal of
annexing the airport area to the City.
• Madonna plaza and central coast mail revitalization. Proactively work to
revitalize Madonna Plaza and the Central Coast Mall.
• Economic development. Continue implementing the economic development
program, including focused business recruitment efforts consistent with the results
of the targeted industry duster study.
• Neighborhood preservation. 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.
General • Long -term fiscal health. Protect the City's long -term fiscal health by maintaining
Government a balanced budget, an adequate capital improvement plan and an adequate fund
balance.
Community partnerships. Encourage creating non -profit corporations for
projects such as open space acquisition and adobe preservation.
9 .s/
nancial plan supplement fact$ 4
Total
operating programs a *q-3
Capital improvement plan 13.9
Debt service 62
Function-
11
Public safety
$10.6
31%
Public utilities
6.7
20%
Transportation
3.9
11%
Leisure, cultural & social services
3.9
11%
Community development
3.3
10%
General government
5.9
17%
- All Funds
Staffing
$22.0
64%
Contract services
6.2
18%
Supplies
5.8
17%
Uinnr nnnitnl
0.3
1 %
- All Funds
Water reuse shidy & design
1998-99 % of
.
Water treatment improvements
0.5
0.5
Water distribution system
2.5
12
Sewer system improvements
1.3
1.0
Utilities offices
-
0.9
Pavement resurfacing
0.8
1.5
Creek bank stabilization
0.5
-
Flood mgt plan & improvements
0.4
1.1
Disabled access improvements
0.3
02
Marsh Street garage expansion
3.9
-
Parking site acquisition
1.5
-
Youth athletic fields
3.0
-
Adobe restoration
02
02
Park & swim center improvements
0.2
0.7
Open space acquisition
0.3
02
Finance management system
0.2
02
Other technology improvements
0.3
02
Positions By Function - All Funds
Funding Sources .(in millions)
General fund $27.5 J51% Other governmental funds " 2.8 Enterprise funds 24.1
Operating Programs By Function - General Fund
Contract services
Supplies & minor capital
Reimbursed expenditure
- General Fund .
$18.1 72%
2.9 12%
4.1 16%
Tnn Dnien Gevemmental Fund Revenues **
1998-99 % of
.
Public safety
$10.6
48%
Public utilities
-
-
Transportation
2.1
9%
Leisure, cultural & social services
3.4
15%
Community development
3.0
13%
General aovemment
3.4
15%
Contract services
Supplies & minor capital
Reimbursed expenditure
- General Fund .
$18.1 72%
2.9 12%
4.1 16%
Tnn Dnien Gevemmental Fund Revenues **
-6e hmOS KYda Oe +L WWWM. .CVM PlWaonomw Wa moms
Reaular Position Chanaes - All Funds
Public safety 135.0 40
1998-99 % of
.
Public utilities 56.5 17%
Public utilities - 1.0
Sales tax
$7.3
24%
Property tax
4.1
14%
Transient occupancy tax
3.1
10%
Utility users tax
2.9
10%
Motor vehicle in -lieu (VLF)
1.8
6%
Business tax
1.1
4%
Franchise fees
1.0
3%
Community dev block grant
0.9
3%
Gasoline tax subventions
0.8
3%
These top nine revenues account for about 80% of
Governmental Fund revenues A wide vadeW of fees
account for another 90A summarized as follows.
Development review fees
$1.1
4%
Recreation fees
0.9
3%
Other service charges
0.7
2%
odw govemmentat fund revenues indude interest
earnings, grants, tines and sale of surplus property.
-6e hmOS KYda Oe +L WWWM. .CVM PlWaonomw Wa moms
Reaular Position Chanaes - All Funds
Public safety 135.0 40
Puouc sarety -� -
Public utilities 56.5 17%
Public utilities - 1.0
Transportation 23.5 7%
Transportation - -
Leisure, cultural & social services 29.0 9%
Leisure, cultural & social services - -
Community development 36.6 11%
Community development 3.5 -
General aovemment 53A 16%
General government
9- s 2
4
Community Forum Notes —Who, What, Why and How
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Community Forum Notes —Who, What, Why and How
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why?
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C
Community Forum Notes= VYho,._What, Why and flow
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4
Community Forum Notes —Who, What, Why and How
Community Forum Notes —Who, What, Why and How
• .. .
What do they propose?
Why?
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Organizationlindividual
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Why?
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Community Forum Notes —Who, What, Why and How
Community Forum Notes —Who, What- Why and
'How
• ..
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W/ryP
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RECEIVED MEETind Z -� AGENDA
AN 1 2.1999 DATE ITEM # 3
D CITY COUNCIL Ti
LUI BISPO COUNTY Y NY
POST OFFICE BOX 430
Dear Mr. Stater,
SAN LUIS OBISPO, CALIFORNI
RRUNCN. 805 -
5a4=15
low
ZflN DIR
J2MRE CHIEF
MEY
42" DIR
(�
� D CHF
/) Sd�CG ►U
.E3'QTIL lim
Thank you for the opportunity to respond to your request for input to
the goal setting process for the city budget. We hope our comments will
assist you as you set priorities for city expenditures. The two areas that our
organization would like to see the city place as high priority areas are youth
activities and the cultural life of the community. The San Luis Obispo
County Youth Symphony serves both.
The Youth Symphony has been providing a unique orchestral
experience for young musicians between the ages of eight and eighteen for
nearly thirty-five years. The three concerts they present each season
enable these young people to contribute to and enhance the cultural life of
the city.
In the past five years, the City of San Luis Obispo has assisted us with
grant monies. We would like the City of San Luis Obispo to consider
becoming a permanent sponsor of our annual concert at the Cal Poly
Theater with an annual grant of $2500.00. Such a grant would underwrite
all of the major expenses that Youth Symphony must assume to perform in
this facility. Our target populations are families wishing to expose their
children to the local performing arts as well as community members who
appreciate classical and contemporary music especially our senior citizens.
The City of San Luis Obispo could be recognized for this grant in the
concert program as well as in all promotional material, collateral
advertisements and mentioned in TV and radio ads.
There is no other program like the Youth Symphony in San Luis
Obispo County. We are dedicated to bringing to the people of this region
the joy and beauty of experiencing live performances of some of the world's
greatest music. Youth Symphony musicians bring the experience they gain
into their college orchestras and as adults they will bring this their musical
gifts to the communities where they live and work. Thank you for including
us in your budget planning process.
Sincerely,
ti-
yt
SAN LUIS OBISPO COUNTY YOUTH SYMPHC Y
POST OFFICE BOX 430 • SAN LUIS OBISPO, CALIFORNIA 93406 • 805 - 54 MUSIC
SAN LUIS OBISPO COUNTY YOUTH SYMPHONY FACT SHEET
ORGANIZATION ADDRESS: POST OFFICE BOX 430
SAN LUIS OBISPO, CA. 93406
PHONE: 54 -MUSIC (546 -8742)
NUMBER OF PARTICIPANTS
NEARLY 100 STUDENTS AGES 8 TO 18 PARTICIPATE IN THREE ENSEMBLES:
PREPARATORY STRINGS
JUNIOR STRINGS
YOUTH SYMPHONY
HISTORY
FOUNDED BY DR. WACHTANG KORISHELI IN 1965
ORIGINAL REHEARSALS LOCATED IN OLD CUESTA COLLEGE ARMY BARRACKS
1967 MOVED TO SAN LUIS JUNIOR HIGH
LATER TO LAGUNA JUNIOR HIGH SCHOOL
PRESENT LOCATION SAN LUIS HIGH SCHOOL MUSIC BUILDING
1979 DR. KORISHELI PASSED THE BATON TO LOAL DAVIS
1979 CAROL KERSTEN FOUNDED JUNIOR STRINGS
1983 CAROL KERSTEN FOUNDED PREPARATORY STRINGS
1995 MARKS 30TH ANNIVERSARY SEASON
PAST CONDUCTORS OF YOUTH SYMPHONY INCLUDE
ELIZABETH SMITH
CRAIG RUSSEL
GINETTE REITZ
MICHAEL NOWAK
GARY LAMPRECHT
MARY ELLIOTT -JAMES
JANE SULLIVAN
JAMES GARD
PRESENT CONDUCTORS: DR. FRED LAU -YOUTH SYMPHONY
CAROL KERSTEN-JR. STRINGS AND PREP STRINGS
COACHES: AL STREDER:BRASS
AMANDA WHITING:SYMPHONY STRINGS AND JR STRINGS VIOLAS
KEN HUSTAD: JR STRINGS CELLOS AND SYMPHONY STRINGS
JUDY BEAVER AND EDIE ANELLWR. STRINGS VIOLINS
.•
J
AUDITIONS IN SEPTEMBER
REHEARSALS WEEKLY- MONDAY EVENINGS 5:OOPM TO 7:OOPM FOR JUNIOR
STRINGS AND YOUTH SYMPHONY.
PREPARATORY STRINGS: MONDAY EVENINGS 4:OOPM TO 4:45PM
REHEARSAL LOCATION: SAN LUIS HIGH SCHOOL
THREE PUBLIC CONCERTS ARE PERFORMED EACH SEASON. VENUES
INCLUDE SUCH SITES AS THE PERFORMING ARTS CENTER, THE CAL POLY
THEATER AND NEW LIFE CHURCH OF THE NAZARENE EACH. TICKETS ARE
AFFORDABLE, GENERALLY IN THE $5.00 TO $10.00 RANGE. EACH CONCERT IS
FOLLOWED BY A RECEPTION TO WHICH ALL CONCERT GOERS ARE INVITED TO
ENJOY REFRESHMENTS AND MEET THE MUSICIANS AND CONDUCTORS.
ACTIVITIES
YOUTH SYMPHONY CONCERTS
OPPORTUNITIES TO PLAY IN ENSEMBLES
PLAY IN LARGE AND SMALL GROUPS/ SECTIONALS
LEARN DIFFERENT STYLES OF MUSIC
EXPERIENCE DIFFERENT COMPOSERS
PROGRESS THROUGH VARIOUS LEVELS OF ABILITY
PARTICIPATE IN BERKELEY YOUTH SYMPHONY FESTIVAL
ANNUAL CONCERTO COMPETITION
BRASS PLAYERS AND LOW STRING (VIOLA, BASS) ARE NEEDED.
ADDITIONAL FUNDS ARE ALWAYS NEEDED
ANNUAL FUND RAISERS
MOVE -A- LONG- A- THON- OCTOBER
SEE'S HOLIDAY CANDY SALE- DECEMBER
AMERICAN GIRL PAST TIMES PARTY -MAY
TUITION
JUNIOR STRINGS AND YOUTH SYMPHONY - $360.00 PER YEAR
PREPARATORY STRINGS - $250.00 PER YEAR
SCHOLARSHIPS AVAILABLE
TUITION ACCOUNTS FOR ABOUT HALF OF THE PROGRAM COSTS AND
COMMUNITY SUPPORT MAKES UP THE DIFFERENCE. NO CHILD IS DENIED
ACCESS TO THE PROGRAM DUE TO FINANCIAL NEED.
/ r .
RECEIVED
JAN 1 2...1999
s�o CITY CouNCIL -
f,
' o
The Graphic Corder .Beebee Street, Son Luis Obispo 343 -b844
emKCIL
MUD DIR
L9" DIR
MAD
GkXCAO
GIARE CHIEF
Er4TMRNEY
ISM DIR
UtLERKIORIO
G"OUCE CHF
O E
DI R
i1L DIR
O
a DIR
O .i"
MEETING AGENDA 3
DATE I'la-iq ITEM# ...- -
0
h
1�1 ;
LU �1 CDD DIR FIN DIRAFWDICRHIEF MEETING AGENDA 3
LI9 POLICE CHF ITEM # U11 MR
WX DM Q
Day
Housing Authors y e Pet Post Office Box 1289 San Luis Obispo CA 93406 -1289
of the City of (805) 543 -4478 fax (805) 543 -4992
San Luis Obispo
Executive Director - Secretary
January 12, 1998 George J. Moylan
Mr. John Dunn
City Administrative officer ERECEIVED
Mr. Bill Statler
Director of Finance City of San Luis Obispo
Department of Finance
990 Palm Street
San Luis Obispo, CA 93401
Dear John and Bill:
The enclosed article appeared in the business section of the Los
Angles Times on Saturday, January 9. It's appearance could not have
been a more appropriate response to my letter of December 30th to
the two of you relative to the City Council's goal setting
meetings.
While I will be the first to concede it's difficult to compare the
needs of a major metropolitan area to our situation there are
several similarities and the solutions being looked to in Silicon
Valley are ones that we need to consider.
It is true that the median home price in the City of San Luis
Obispo is not $304,000. However, we are not far behind. According
to the San Luis Obispo Board of Realtors the average, they don't do
median, price of a single family home (including condominiums). for
year ending December 31, 1997 was $225,886. The average for 1998
has not as yet been calculated but given the inflation in the
housing market a 10% increase would not be difficult to predict.
Moreover, the median family income according to the Federal
government is $46,200 within our county, $27,800 per year lower
than the $74,000 median income reported for Silicon Valley. That
additional $27,800 when converted to housing dollars will provide
for an extra $105,000 in mortgage amounts at a 7% 30 -year fixed
interest rate. A rate well within today's market range.
Thus a very strong argument can be made that the affordability
index is even lower here than in Santa Clara county.
However, the difference appears to be that business and government
are working together to do something about the problem in San Jose.
No such effort appears to be happening here.
While not those of government the efforts of the Silicon valley
Manufacturing Group in building thousands of units of affordable
housing and establishing a $20 million housing trust fund are
refreshing.
I don't expect similar action from our local business sector, but
I would hope that the City Council will recognize the affordable
housing problem we as a community are facing and take a more active
role in orchestrating a solution to the problem.
Sincerely,
George t. Moylan
Executive Director
cc: Dave Booker
Steve Nelson
{loci {399g:wm Puntdnated by down : :; svlth divtsse.coeLGane to tackle' the
slalttS a2.' mar{y largo oaWPamea: ' g Y.. t�
: strength in :having . a diverse: and
:: Internetlonal work force
miyc R=cessor maker b
Ajanitarmakings7to
Me�rywhUe eonie a induet&lika aodr
of of envi y,that floors 9uaUty a
XfyaLty "education apd'.
the John 1 SantaNeece c41ef aoecutive of
in Silicon Valley is :egt
minimum wage justabout
" a satyr
f
�standatda' Ratsened, erpotd : soft, . whet a[e sometimes called
iQ8"� be`�epprt by the San J9ae ate key to economic
Counties BW g
, Tredea Coumcll the' .lone labor mP
Wle." Garde said
Despite agreemenron
C v, ,
r 1 success..::" said state Sen. John Vas-
8�& PQ1icy gi9up concallm (D -Santa Clara).
_ resentaUve on 'JolnL� 1�eptt¢� a j t
.,improve Ute setiocla . a
r TT
■ ■ . q
•Partkvlar(Y hard lilt by the
dearth of affordable housing and
a group, working within
broad
. the schools or 'with. sw
ray y Y
x.. -
high living Coate have been Latinos,
a w®tuni cmli
won: � � has
Planning agencies' Ptaure:.for, ..
`They invest millions cl
bringpeople in from 'othe
i�ondaaed hom C! .' -
that L aiea Which includes Santa
whose thigh school graduation rate
°� X56*- -only slightly
"the
- building thou ends: of units usf; of
fordsgle hou@Ing And ft recently
: to 811 their. jobs, 'whP,n
' invent in mmmutil
1" CJara Coimtvsend POMM- -,three--
WOF than rate for,Latime kt
"the
otarted•`building:a S� miIDon trust.
the
.. The Service EmP1eY
ad�ylnidgrAOUa)tieslsmkeybareme
Cta9 bL �c eucceas kise in the
rest-of the. st"...
• In SaotwC*R C&mtY. 31% of
fund: to assist fhpt4mehQme'buy-,
era, .a devekrP effwdable rental
tiorW union ,Lorall$77
abouit 2 300 jardtors who
ktetryeer:.�heayasg8.wagerosetc
' y 60`%`ebove Lhettatlopai ay.'
u '�ASa
�d the worst
P�1ereUngforirat8dmogesUmr
"Ail the 1pdus,-
units andhomeleoa
The';gnaup s ficd8llog =ucetlon
computer minpaniea:lfa
:Mike Garcia takes e'dipr
a Vie" Puslneae0 invmstmeat!
Cat boo�g "� loyment remained
dl� eve
t�pifal f
ti
inftfat�ve w�J!' bonc¢n&Ate �;an
teaeberteavitroenEandtetgnUoa
''.igdu9hy'a.community SP
lowgndvlclerttCHnedeclined
$Id job•gtroivth`.`of shout
��
9�itY Of life deterlorate4:
that' home° _tsapite[' walks out Ur@
Qur;gverallgoalleelw�ys.kupaf
kids• Jq} laa��ohe ;while Also:rec
it took Be years, tc
mmt:high.tecti employe
t: Arai dPs7pysgarply from 1997.'x:
gZ00d .regjonalt ::
door ' Renton ®id .
Lewmalrassaytheyare,worklag.
o that.wit>; intePnatioiuU
tompa es ttiere la. inherent'
uninn1w :mntracfags. fh
health' bene9te to W
notable holdouts in'
{loci {399g:wm Puntdnated by down : :; svlth divtsse.coeLGane to tackle' the
slalttS a2.' mar{y largo oaWPamea: ' g Y.. t�
: strength in :having . a diverse: and
:: Internetlonal work force
miyc R=cessor maker b
Ajanitarmakings7to
Me�rywhUe eonie a induet&lika aodr
of of envi y,that floors 9uaUty a
XfyaLty "education apd'.
the John 1 SantaNeece c41ef aoecutive of
in Silicon Valley is :egt
minimum wage justabout
" a satyr
f
�standatda' Ratsened, erpotd : soft, . whet a[e sometimes called
iQ8"� be`�epprt by the San J9ae ate key to economic
Counties BW g
, Tredea Coumcll the' .lone labor mP
Wle." Garde said
Despite agreemenron
C v, ,
r 1 success..::" said state Sen. John Vas-
8�& PQ1icy gi9up concallm (D -Santa Clara).
_ resentaUve on 'JolnL� 1�eptt¢� a j t
.,improve Ute setiocla . a
a ioy The SUioon Valley Manufacnrmg
ae wo jdng ccopaed�mato solve
services and to provide
fordable housing,
-ktflatign.atjusted:. ni Sao.Jose -based Uade or-
o
°Il 'Po@� :.
common n. .. :. .
Pew•
ovfaerd�.�
eonsens
to ,move lower =manor
wcrkM a K
h on of loeal�prlvate.se�tcWr
ti a: Qecltned S %Isom 1991' {01997 the 'c jobs, was Instrumental in enacting §
omle�&Qupea aZ %ilsestetewide.:, half..cent
hues seem kutg
Most compaNms.au)d,lgoat People
.Uvlgg
tl e
1309 50D seems elnv m
sales fm hike ki Santa
ja s , cif OWs7de*jh� tech in
b industry- Clara County that *111 raise $1.5
In. the private sector are almost :
exclusively focused on their bottom
°[ht Silicon Valley). a I
were 25 %•above rye;.
♦♦lt"N !+�; naUeonae('AV brrt:tlie kcal nod:: • � over�NRe Ym'ra .tor transit
rr l °OVeegent&.:.
line," sold Leo E. Chavez, chancellor
of Foothill-De Coumnrniity`
wage ie Probably E18; an
��ng1e person, and for a
wasgff%higher; nt r .Anra
z. Vi'e.rrecognize that our. eucxess; "' College Dlsn'lct:and a boaid rtiember .
F3 r 1 " lol'amllleea the Ined(yn{ also lead@ t9 tliallengea the of Joint Venhre
.fouratleast$25anheir ;
Tedesco.. San Jose S71ia
.said
+ b .area inoome of ,about Sf4,000 caWd•.- greuip'a cbie[AM.W=ve. Cad Cuar-.
aH 3fl8 %af Siliewq Valley boos -we're going to addrer those:
Victor, Garza, chehman of.' Ls
Haza Round 'Fe6W a
Chamber of Commerce ch
tive who criticized some
u ;�N&4�aldasthe'to iaPinc�me' , . ' community,
challenges taUerthanwith gou�iRSanJua U
>efgglagthatb>sinesaotfen
CS forlettingta
terb8mhaU. lo. �vel)W e®s
;
! Uann8of aUm yo-in
. r :
pv
help emkcefherr
_rent in.at�st nglnd
j_R
S
#T &ADH7 T.9 n.e.ARy
Santa Clara County's housing market, though booming, is out of reach for most households, a regional 7M E
r
Silicon Valley: Growing Apart ;940- 999
Economic Inequality and environmental growing pains are endangering Silicon Valley's reputation for Innovation
and expansion. A new report on'regonal development may convince competing high-tech areas —from Boston to
Los Angeles —to reevaluate their emulation of the Silicon Malley model..
but the Income Gap :ls Widening H .:. :..end emeoemershlp
Ati@rage employee wage, In Incomes of'Sariia Clara 'County households, Remop Elude
1998 dollars,'In thousands: adjusted to represent a household of four, Percentage . of residences
In 1997 constant dollars, in thousands: affordable Mr households, based
$140 eatb
on median Income'
54s �t Imam, tle,adpe raw
WA
High -Tech Model of Inconsistency
between haves companies can leave."
■ Quality of life: Community is plagued by a gap While such problems are not unique to
and have-nots involving housing, jobs and other issues. Silicon Valley. the area's vast wealth and
luster of innovation mean that the re-
By CHARLES MILLER
TIMES STAFF WRITER
SAN JOSE —One of California's key
engines of economic growth — Silicon Val -
ley —is in danger of stanmg bemuse of a
severe shortage of affordable housing and
a widening income and education gap
between rich and poor, whiles and mmor-
itim according to a report to be released
Sunday.
•These issues are on the minds of
virtually everyone. They really see a
threat." said Doug Henton, research di-
rector of the report. produced for the
nonprofit Joint . Venture: Silicon Valley
Network.. "Companies are mobile too.
sponse of regional government and high -
tech industries could profoundly influence
other areas — including I.os Angeles, New
York, Boston and Austin, Texas —that
look to expand their economies using the
Silicon Valley model, said Ruben Barrales,
Joint Venture's chief executive-
The " 1999 Index of Silicon Valley" notes
Please see SIWC:ON, C3
I
MEETING AGENDA
DATE___ 101-99 ITEM # 3
From: Sam Blakeslee <samslo @thegrid.net>
To: "' asettle®ci.san- luis- obispo.ca.us'" <asettle ®ci.s...
Date: 1/11/99 4:37pm
Subject: Downtown Vitalization
Thank you for the opportunity to provide input to your two -year plan.
As a long -time resident of SLO I am very concerned about SLO's diminishing
cultural, economic, and social role in our county. SLO faces the real risk
of "Ventura - ization" - i.e. the loss of its downtown due to aggressive
economic development of nearby malls. I believe that it is imperative that
SLO solve its parking and circulation problems if it is to foster a
pedestrian- friendly and dynamic downtown core which will serve as a magnet
to tourists and residents throughout the county. The best way to solve
these problems is to move forward with the Palm II structure. The next
two -year budget should include funds for the Palm II structure.
If the city fails to make progress on this matter in the near future we may
find that we live in a declining city surrounded by Eagle Hardware stores
and outlet malls.
Sincerely,
Sam Blakeslee
Blakeslee & Blakeslee
(544 -4409)
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Date: January 11, 1999 ERs DIR
To: Mayor Allen Sep e p j -Council Members John Ewan, Jan Howell Marx and
Dave Romero )��
From Ken Schwartz, '
Copies: John Dunn, ian, Wendy George, Bill Slater, Arnold Jonas,
Mike McCluskey and Jeff Jorgensen
Re: City Goals
You can tell by the length of the attachment that I have been giving some thought to the
Goals Program we are about to undertake. I want to get my oar in early.
First, what you will read are my thoughts on goals that are expanded sufficiently to fully
define what an action program will need to be in order to carry out a particular goal- I
have done this because I am fearful that the "two year budget cycle" may be causing
people to think in short term projects. I think we have several major long term projects
we must get underway, particularly in the downtown, or we are going to loose the ball
gam-
Secondly, I have not listed goals which are by their face, goals that appear to be pretty
well, entrenched in a continuing effort to meet a need; e.g. supplemental water supply;
sports playing fields; open space acquisitions, and utilities upgrading.
Thirdly, the goals I have listed do not appear in a priority order. If you were to nail me
for the highest priority in my thinking, it would be the those I list under Strengthen
Downtown as the City's Center. The fact that the process to accomplish this goal begins
with expanding our City Hall will fiighten some, but that's the fast domino that must be
pushed over to begin a series of sequential steps necessary to clear out inefficient surface
parking lots to gain new land on which to build new retail- commercial projects to enhance
the economic viability of downtown and maintain a compact urban core.
Thank you for taking the time to read this.
,IAN 1 1 1999
SLO CITY COUNCIL
Draft 2: Goals for 1999 - 2001 Ken Schwartz
December 31, 1998
"We can never become what we need to be by remaining what we are."
Max DePree, former Herman Miller chairman, from his book Leadership is an Art
Goal Legislative Preparedness
Objective Adopt an aggressive legislative program which strengthens local
government, promotes city goals and defends City against legislative actions
by State and Federal governments that would weaken local government
and/or take away traditional revenue sources.
Action Plan
• Establish a study session schedule during which the Council with staff
assistance shall develop a legislative program
• Meet at least once each year with local representatives in the State
Senate and the State Assembly to discuss and promote the City's
legislative program
• Promote San Luis Obispo legislative programs as well as City positions
vis -a -vis legislation pending before the State Legislature through
participation in League of California Cities legislative programs.
• Designate the City Attorney to monitor pending legislation and to place
on the Council agenda from time to time recommended actions which
are in keeping with the Council's adopted legislative program
• Meet at least once a year with the member of Congress representing San
Luis Obispo to discuss and promote the City's legislative program
Goal Urban Design Excellence
Objective Improve the urban design quality of San Luis Obispo and the visual
image of the city.
Action Plan
Expand the responsibilities ofthe Architectural Design Commission to
encompass the responsibilities of the former Design Review Board.
(Historical note: It was assumed that when the ARC was formed and
the DRB dissolved that the ARC would automatically take on the DRB's
work This has not happened and it appears that the responsibility for
urban design decisions has fallen between the cracks.)
Require that the ARC establish quarterly meetings for which the agenda
shall be solely devoted to urban design issues. Additional meetings to be
scheduled as necessary to carry out the objectives of the urban design
goal-
Require all city departments the work of which manifests itself in some
physical form, e.g. Parks & Recreation, Public Works, to commit to
ARC review as would private developers.
Urban design issues shall include, as a minimum, the following:
(a) Municipal signing, e.g. design of street signs, parking signs, sign
standards, use of international signing, banners, etc.
(b) Location and spacing of street trees; species selection.
(c) Street fiuniture such as benches and bus stop enclosures.
(d) Sequencing ofthe utility undergroundmg program.
(e) Selection and/or approval of lightolier design.
(f) Color change proposals for all public structures.
(g) Design approval of all new or expanded collector and arterial
streets specifically with respect to right ofway width, divider
strips, Parkways, landscaping, signmg, lighting, bus stop
treatment, etc. Such proposals to be presented in 3 -D model
form during design approval process.
(h) Design approval of plans for all new parks including remodeling
of existing parks.
(i) Location of as well as character of public art including fountains.
6) Analysis of major "city entrances" followed by development of a
program to improve the character of those entrances with
recommendations for actions by both the public and private
sectors of the community.
(k) Recommendations for revisions to city ordinances or policies
which impact on good urban design standards; e.g. the sign
ordinance.
Goal General Plan Implementation
Objective Implement the goals of the City's General Plan and each of its elements
in a systematic manner.
Action Plan
• Require those Council Advisory Bodies who have a responsibility for
one or more of the General Plan Elements to schedule study sessions
well in advance of the Council's Biaffival Goal Setting Sessions for the
purpose of reviewing the status ofthat(those) Element(s); e.g. The
Housing Element; The Parks and Open Space Element; The Land Use
Element; The Circulation Element, The Seismic Element; etc.
• Delegate to Department Heads the responsibility for preparing status
reports for each General Plan Element illustrating those goals which
have been achieved, those in progress of achievement and those for
which little or no progress has been made. Example: Goals established
in the Housing Element.
• Establish a priority listing of steps in two year increments necessary to
carry out goals of each General Plan Element.
• Establish a priority listing of Capital Improvement Projects to implement
these two-year goals.
• Require that these materials be ready for presentation to the City
Council and the community at the biannual goals setting session
Goal Strengthen Downtown as the City's Center
Objective Develop a step by step program to carry out the objectives of the
Conceptual Physical Plan for the City's Center to maintain and
enhance downtown as the business, shopping, entertainment and cultural
center of San Luis Obispo.
Action Plan
• Adopt a policy establishing that the Parking Enterprise Fund is to be
used solely in support of providing public parking in the downtown core
until such time that downtown parking supply reaches equity with the
parking supply requirements imposed by the municipal code on other
commercial, retail, office and public facility land uses.
• Complete the addition to the Marsh Street parking garage.
• Divide the program to implement the major physical components of the
Downtown Concept Plan into three (3) segments two ofwhich embody
sizable projects which must be sequentially ordered, and a third segment
which contains smaller projects capable of being accomplished ad hoc.
Action Plans to accomplish these A, B, C segments follow with the
understanding that portions of each of these three segments can, and
should be implemented concurrently:
• Segment A: Expansion within the Downtown Commercial- Retail
Core
The major purpose of Segment A is to remove inefficient surface
parking lots in order to provide "new" land area on which new
public serving commercial - retail and governmental buildings can
L
be constructed in a manner that allows downtown to maintain a
compact urban form. The boundaries of this initial work would
include the Court Street Block, major portions of the two blocks
bounded by Palm, Osos, Monterey and Chorro Streets, and the old
City library. Some second story or higher in -town housing/hostelry
would also be provided.
1. Commence a "domino' series of steps necessary to vacate existing land
uses to accommodate new uses.
a) Authorize proceeding with mothballed plans to renovate and enlarge
City Hall. Require parking in -lieu fees of city for any new parking
spaces required.
b) Commence planning of Palm II, a multipurpose, multilevel structure
including parking, office and retail spaces facing Palm, a public plaza
next to the City-County hbrary with pedestrian access to Monterey
Street, and roof top housing or hostelry. Prepare EIR.
c) Raze the old City Iabrary and construct in its place a new wing to
City Hall.
d) Raze the 955 Morro building after moving Public Works offices to
the expanded City Hall.
e) Acquire needed private properties facing Palm Street.
f) Relocate utilities in Morro Street and abandon Morro between Palm
and Monterey.
g) Sell or lease segments of public parking lots 43 and # 11 facing
Monterey Street for in -fill commercial - retail uses. Require parking
in -lieu fees for required parking.
h) Develop a program establishing the parameters for an intense
commercial -retail use of the Court Street Block (presently public
parking lot #6). Land development shall consider on -grade open
spaces using the Downtown Center as a model. No on -site parking
to be allowed Require parking in -lieu fees for required parking.
Stipulate that construction of project shall commence simultaneously
with the opening of the parking segment of Palm H.
i) Issue an RFP with options for land lease or fee purchase.
j) Construct Palm H providing a pedestrian way between Palm and
Monterey Streets adjacent to the Palm Theater.
k) Moneys generated by actions (g) and (i) above to revert back to
Parking Fund
Seament B: Expansion of Downtown Cultural Core
The major purpose of segment B is to stimulate the development of
the embryo cultural center presently located in the Mission Plaza
extended quadrant of downtown. As in segment A, development
here will be dependent on removing existing surface parking lots in
order to generate the land necessm y for new buildings and/or
expansions of existing buildings.
1. Prepare necessary plans; respond to public review; perfect plans and
construct low level parking structure at Palm and Nipomo
(encompassing parking lot # 14 as well as properties at 664 and 658
.Monterey) to serve cultural center and lower end of downtown core.
a) Sell or lease parking lot #10 (corner ofHigaera and Nipomo) for
commercial - retail use with proceeds reverting back to parking
fiord. No on -she parking to be permitted. Require parking in -lieu
for parking needs.
2. Work cooperatively with the County Historical Society and the
County Board of Supervisors to expand the Historical Museum..
a) Prepare a needs program for a new building surrounding the
existing museum. The museum expansion could be accomplished in
two distinct construction phases (Reference Downtown Concept
per).
b) Prepare preliminary architectural plans and construction cost
estimates.
c) Prepare a shared cost agreement between the Historical Society, the
City and the County. Seek grants in support of museum work.
d) Commission preparation of contract documents; award bid; and
initiate construction after. one, abandoning parking lot #9 and, two,
acquiring the residential property facing Broad Street.
e) Complete the conversion of the Palm to Broad and Monterey
Streets dog leg into a permanent landscaped pedestrian way open
only to service and emergency vehicles.
3. Work cooperatively with the Art Association to expand the Art Center.
a.) Prepare a needs program for expanding the Art Center by adding to
the existing building and/or constructing a new building segment
located across Broad Street as shown in the Downtown Concept
Plan.
b.) Prepare preliminary architectural plans and construction cost
estimates.
c.) Prepare a shared cost agreement between the Art Association and
the City. Seek grants in support of Center expansion.
d.) Commission preparation of contract documents; award bid; and
initiate construction after abandoning parking lot 915 at the comer
of Monterey and Broad Streets.
e.) Convert Broad Street from Monterey to Higuera to a landscaped
pedestrian way open only to service and emergency vehicles.
4. Work cooperatively with the Little Theater to build a permanent theater
within the area encompassed by San Luis Obispo Creek, Nrpomo Street,
Palm Street, and Broad Street projected to Palm
a) Acquire an appropriate sized site.
4
b) Prepare preliminary architectural plans and construction cost
estimates.
c) Prepare shared cost agreements between the Little Theater and the
City based on shared use of the theater for meetings/presentations by
community groups such as the Ifistorical Society, the Art Center, the
Children's Museum, the Downtown Association, the Chamber of
Commerce as well as the City itself
d) Commission preparation of contract documents, award bid; and
initiate construction
5. Work cooperatively with the Children's Museum to complete
renovation and additions to the Museum at Nrpomo and Monterey.
Seement C: Proceed with Specific Downtown Proiects Capable of
Ad hoc Implementation
The major purpose of segment C is to identify projects that can be
implemented independently of the segments A & B and for which
significant public interest and service would be achieved
1. Complete Creek Walk project between Broad and Nzpomo Streets.
a). Approve contract documents prepared by FIRMA, call for bids,
award construction contract and complete project along with two
Art in Public Places works.
2. Convert Broad and Monterey Streets from Pahn Street to Broad Street
into a one -way dogleg.
a) Divert north moving traffic on Broad to use Nipomo Street.
b) Change parallel parking within dogleg to two hour metered diagonal
parking on the Mission side of the street.
c) Erect a well designed sign mounted in a landscaped element at Palm
and Broad announcing: "Entry to Mission Plaza and Mission San
Luis Obispo de Tolosa, San Luis Obispo Art Center, County
ITistorical Museum, and San Luis Obispo Downtown." (Note: this
landscaped element could be a candidate for an art in public places
she.
d) Conduct a one -year study of traffic movements to insure that the
dogleg functions satisfactorily.
Follow up work program:
e) Acquire property at 975 Broad Street.
f) Remove parking from dogleg upon completion of Palm- Nipomo
parking structure.
g) Redesign dogleg pavement integrating sidewalks and street surfaces
into one plane by removing curbs and gutters and carrying drainage
in centerline swale. Pavement surface to conform with Mission
Plaza pavement pattern.
Create Monterey Plaza; convert Monterey Street from Santa Rosa to
Osos Streets into a convertible street / public purpose plaza.
a) Devise a plan which allows for Monterey Street to be closed to
vehicular traffic on special occasions to provide for a large
multipurpose public gathering place. (Street closure examples:
Thursday night Farmers' Market; Mission Plaza Special Events.)
b) Seek County cooperation in allowing portions of the County
Goverment Center site facing Monterey Street to be integrated into
Monterey Plaza.
c) Remove curbs and gutters between Santa Rosa and Osos Streets
and create one surface plane draining into a centerline swale.
Design pavement patterns and/or surface textures for visual interest,
but also to designate travel lanes and parking bays for normal
vehicular use.
d) Consider how parking meter stanchions could be reduced or
eliminated in favor of another parking control method.
4. Create a Downtown Multimodal Transit Center
a) Resurrect the program originally proposed for one transit center
located within the block bounded by Monterey, Morro, Ifiguera and
Santa Rosa Streets which would serve as a terminus and transfer
point for all bus systems serving San Luis Obispo.
b) Reinstate negotiations for the purchase of a site with some cost
sharing for removal of contamination.
c) Develop preliminary plans and cost estimates for the transit center,;
make EIR determination.
d) Work to obtain financing from appropriate State and Federal
agencies for (a) the removal of contaminates, and (b) the
construction of the transit center itself
e) Complete contract documents, bid, execute building contract and
construct facility.
f) Move other downtown transit terminals to new central facility.
Goal: Strengthen Relationshins with Cal Poly
Objective: Obtain increased Cal Poly understanding and cooperation in solving
problems as well as exploring opportunities generated by the adjacency
of the university campus with the City.
Action Plan
• Explore potential benefits -costs of Cal Poly annexation to the City.
• Continue existing roles in promoting the Performing Arts Center.
• Continue to offer the City as a learning laboratory to students and
faculty.
• Determine some fair share on- campus housing responsibility for Cal
Poly in order to cope with community housing shortage generated by
student population growth since the construction of the last campus
residence halls.
• Continue mutual aid agreements.
• Encourage Cal Poly to purchase farm and ranch properties within the
City's designated greenbelt as a means of replacing campus agricultural
lands lost to expansion of the academic core, sports facilities and/or
housing as well as expansions in the agricultural programs themselves.
• Periodically update City - campus agreements with respect to water
supply and wastewater agreements.
• Reduce to the degree possible, student dependency on the automobile
for city- campus travel.
• Improve understanding of citizenship and neighborly responsibilities
amongst students who choose to live within the city.
• Promote faculty and student research projects which offer potential for
expanding local commercial and industrial activities within the city.
• Encourage periodic visitations by city business and government groups
to the campus patterned after the successful Chamber of Commerce
sponsored programs within the city. I Aewise, campus administrative
and faculty groups could be introduced to local businesses and
government facilities.
Goal: Y2k Compliance
Objective: hum that all city operations dependent on computer hardware and
software programs are functional by the end of the millennium
Action Plan:
Management team shall institute test programs of all systems; e.g.
police, fire, financial, utilities, etc. and report status to the City Council
no later than June 30.
Should certain systems prove defective, management team shall provide
Council with proposals to bring the defective systems(s) into compliance
by December 1, 1999.
Should it be impossible to comply by December 31, 1999, management
team shall devise and present it to the Council at the earliest date, a plan
for keeping city operations functioning in the most efficient manner
possible.
Land Conservancy of San Luis Obispo County
January 4, 1999
Director of Finance
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
RE: COMMUNITY GOALS
Dear Sirs,
The Land Conservancy of San Luis Obispo County has been wo
community for over 12 years to enhance the quality of life we all enjoy. A great deal of this
quality stems from our cultural institutions as well as the quality of the environment that
MEETING AGENDA 3
DATE % _
-ITEM #
surrounds our community.
We encourage the City to pursue three goals.
1. Creek Day. The City added a new cultural tradition this last year with First Night. We would
=J like to see increased support for another cultural event that occurs each year; Creek Day. We
v have worked with the City for over six years sponsoring a creek clean-up and education fair
Z in the fall of the year.
O
V Creek Day celebrates the principal natural resource that lies at the heart of our community;
San Luis Obispo Creek. Creek Day provides an event that features hands on educational
a V activities for the entire family. We also take several tons of trash out of the creek just before
wthe winter nuns arrive. The City has helped provide staff support as well as financial help to
rent the tents each year. What we need is additional funding for advertising. The event is
attended by over 500 each year but we could reach a wider segment of the community with
greater advertising. The power of advertising has never been more apparent than with First
Night. The attendance and City support of this event has raised our sights as to what could be
accomplished.
We request a budget of $5,000.00 to assist with television and print advertising. KSBY has
been a generous sponsor of the event the past two years. We could reach a broader segment
of the community with additional paid advertising.
2. Octagon Barn Restoration. The Land Conservancy has pioneered, with its own funds and
those of our 500 contributors, the restoration of what is one of the City's most visible and
historical landmarks, the Octagon Barn on South Higuera. The restoration of this barn into a
useable structure will provide the City with an important tourist attraction and strengthen the
diversity of our economic base The Land Conservancy proposes to use the building as a
Farmer's Market (to showcase our agricultural resources) as well as a showcase for natural
P.O. Box 12206 * San Luis Obispo. CA 93406 • (805) 544 -9096 • FAX (805) 544 -5122
J
and agricultural history. As a stopping point on the City to Sea Greenway, it will also
provide a continuing link for all of our citizens with the natural history and rich scenic
quality of San Luis Obispo Creek
Our work over the past two years has strengthened the foundation and braced the internal
wood support structure This has been made possible largely due to the contributions of many
of our local business. Most notably, this includes Burke Construction, Sansone Construction,
Hayward Lumber, and Bob Vessely. We are now raising money for the biggest project of all,
the roof. The roof will require unique shingles which will have to be custom made. We need
$50,000 to re- shingle the roof. This is the last but most expensive remaining part of the
structure that needs to be repaired before the building can. be used. We would urge your
support of this important project.
3. Water quality monitoring. The Land Conservancy has been undertaking a volunteer based
water quality monitoring program for the San Luis Obispo Creek Watershed. This program
collects real data that can be used to assess the health of the creek. All the monitoring of the
creek is done by citizen volunteers, but funding is needed for equipment maintenance and
publishing of the water quality information. Published information will serve as a reminder
to citizens of the importance of high water quality and the role each citizen can play in
improving our nearest natural resource. Funding in the amount of $4,000 would be sufficient
to restock equipment and fund the publishing of the program newsletter and data report.
4. Greenbelt protection. Last but certainly not least we urge continuing support for
acquisition of easements over land within the Greenbelt from willing landowners. This
program has proven to be successful and we are pleased to be of help to the City in this
process. We urge your continued support at the existing level.
Sin
Y s,
Ray Belknap
Executive Director
I believe it will pay dividends for the city to increase
the available fields for sports. I have 2 kids (age 6
and 8), plus manage to play organized sports myself.
Living in SLO a mere 7 years, my only substantial
criticism for the city is a lack of fields, particularly
L I G H T E D F I E L D S!!! Lack of lights means many
Dads cannot coach their kids teams (can't get off work
before dark), and adult teams have nowhere to practice
in the evenings after work.
E X A M P L E: An adult soccer team I played on practiced
in the evening on quarters tennis courts at SLO high.
A longterm goal would be have to establish one main
recreational area away from residences, where lights
and traffic would not disturb people.
Thanks for hearing my input.
Tim Waag
San Luis Obispo AYSO Division 599 Board of Directors
Iam111999
SLO CITY COUNCIL
r
*LcTING
AGENDA 3
DATE IYA -q q-
ITEM #
From:
<WaagDiver ®aol.com>
To:
CITYSLO. SLOIPO( JMARX, JEWAN ,ASETTLE,sstendahl),CITY...
Date:
1/11/99 12:14pm
Subject: Re: SLO City Council
G O A L S E T T I N G
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I believe it will pay dividends for the city to increase
the available fields for sports. I have 2 kids (age 6
and 8), plus manage to play organized sports myself.
Living in SLO a mere 7 years, my only substantial
criticism for the city is a lack of fields, particularly
L I G H T E D F I E L D S!!! Lack of lights means many
Dads cannot coach their kids teams (can't get off work
before dark), and adult teams have nowhere to practice
in the evenings after work.
E X A M P L E: An adult soccer team I played on practiced
in the evening on quarters tennis courts at SLO high.
A longterm goal would be have to establish one main
recreational area away from residences, where lights
and traffic would not disturb people.
Thanks for hearing my input.
Tim Waag
San Luis Obispo AYSO Division 599 Board of Directors
Iam111999
SLO CITY COUNCIL