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HomeMy WebLinkAbout06/01/1999, 2 - PRELIMINARY 1999-01 FINANCIAL PLAN Council Agenda Report—r.dliminary 1999-01 Financial Plan Page 2 • Re-assessing the need to perform a feasibility study of the costs and benefits of implementing a photo traffic enforcement system. • Possibly providing for some level of funding for making potential improvements to Santa Barbara Street based on the results of the upcoming corridor study. • Purchasing property for the future space needs of the Police Department. • Re-assessing the proposed level of City funding for capital improvements at the Performing Arts Center. • Considering the need to move to three person engine companies at all stations before the airport area annexation. We plan to review the cost implications of these issues, identify funding alternatives, and present recommendations to the Council by Friday,May 28, 1999. Direction and Requests for Additional Information The following summarizes Council direction or requests for additional information: • Fleet Replacements. The Council directed that staff. bring back a review of the City's fleet management program in the Fall of 1999; defer vehicle purchases until after this review, with the exception of public safety and specialized vehicles; and seek Council approval for replacement of specific vehicles if staff determines there is a need prior to Council adoption of the budget. The Council specifically asked for additional information regarding the need to replace the bucket truck. This supplemental information, along with any identified non- public safety, non-specialized vehicle replacements that should go forward before the Fall review, will be included in the supplemental May 28 report. • Broad Street Off-Ramp Closure. The Council directed that the current policy supporting the closure of the Broad Street off-ramp be reconsidered as part of the Circulation Element update. • Jack House Painting. The Council requested information regarding the status of the Jack House painting project. This status update and current schedule for painting the Jack House will be included in the May 28 supplemental report. • Madonna Road Sidewalks. The Council directed that the staff pursue Caltrans funding for sidewalks on the north side of the Madonna Road freeway overpass, and on the south side of Madonna Road as it crosses San Luis Obispo Creek. • Bob Jones City-to-the-Sea Bike Trail. Concern was expressed that this trail is not part of a formally adopted City plan. While this is probably true in the. context of it being named the "Bob Jones"trail, the concept of building a bicycle trail along San Luis Obispo Creek on the City's Corporation Yard/Water Reclamation Facility (WRF) property and connecting it with Los Osos Valley Road has been part of the City's plans for a long time, and is part of the City's required mitigation for the WRF expansion initiated in 1989-90. Additionally, a Class Council Agenda Report—Preuminary 1999-01 Financial Plan Page 3 1 bicycle lane along the general routes proposed for inclusion in the route studies was adopted by the Council in the 1993 Bicycle Transportation Plan. Additional approval for this concept comes from the Council's approval of the work program for this trail in April of 1999, and from Council approval of$50,000 to prepare route studies, assuming this is part of the adopted 1999-01 Financial Plan. Ultimately, Council approval for this plan will not occur until the route studies are completed and approved by the Council. In the interim, however, the Council will be signaling its continued interest in pursuing this concept and in implementing the Bicycle Transportation Plan by appropriating the needed funds for the route studies. • City Street Signs. A Council Sub-Committee composed Vice Mayor Romero and Council Member Schwartz is currently reviewing the City's street sign standards. Concern was expressed as to whether there are adequate funds budgeted to implement a revised standard if one is subsequently adopted by the Council. This is a difficult question to answer, since the revised standards—and an implementation strategy—have not yet been presented to the Council for its consideration. However, the Preliminary Financial Plan includes $12,600 annually for replacement street signs, so there is clearly some funding available to begin implementing a revised street sign standard should the Council adopt one. On the other hand, this is clearly an inadequate amount if the goal is to replace every street sign within the next two years. In short, assessing the adequacy of current resources for street sign replacements can only be determined once the Council has the opportunity to consider proposed changes (if any)to our current standard, and the proposed implementation plan. ATTACHMENT Summary of Council Budget Workshops and Hearings To-Date G:Budget Folders/1999-01 Financial Plan/Agenda Reports/Continued Review—lune 1,1999 Summary of Council Budget Workshops and Hearings •,. - J -7-7777:7 7C-:. ..Yr -77-7 A',-u..«';t.t_:- _ . i•' .R:.?..n..�i ':.:_ 71%777`7 Preliminary Financial Plan Workshops • HearingsTo-Date October 20, 1998 • Conceptually approved Financial Plan process and calendar. December 8, 1998 • Approved Financial Plan policies. Special Budget Workshop • Reviewed status of 1997-99 goals. • Considered general economic outlook for 1999-01. • Approved goal-setting process. January 12, 1999 • Considered candidate goals presented by community groups, Special Budget Workshop: interested individuals and Council advisory bodies. Community Forum January 30, 1999 • Considered information presented at the January 12 workshop. Special Budget Workshop: • Reviewed five year fiscal forecast for the General Fund. Council Goal-Setting • Set goals for 1999-01. February 2, 1999 • Finalized goals and priority categories for 1999-01. February 23, 1999 • Approved 1997-98 mid-year budget review. Special Budget Workshop April 19, 1999 • Reviewed and conceptually approved Council goal work Special Budget Workshop programs. May 17, 1999 • Received briefing on the Preliminary Financial Plan. Special Budget Workshop • Reviewed and discussed General Fund operating programs. May 19, 1999 • Reviewed and discussed General Fund capital improvement plan Special Budget Workshop (CIP)projects. May 25, 1999 • Reviewed and approved enterprise fund revenues,operating Special Budget Workshop programs, CIP projects(water, sewer,parking,transit and golf) and rates. IN From: Laurie Wolf <lwolf®fix.net> DATE:L I EM 0{A . To: CITYSLO.SLOIPO(sstendahl) if • Date: 6/1/99 4:48pm Subject: June 1st meeting Dear Sherry Stendahl, A call to City Hall informed me that an e-mail to you is a good way to contact all council members and the mayor at the same time. Dear Mayor and Council members: I live in the Foothill area and am aware there is a very large need for a city park in this part of town. The two school grounds are off limits much of the time as well as parts of the summer when refurbishing of the grounds is done. In the past there have been several poorly planned attempts at parks, none have come to pass. This neighborhood is densely populated with families, college and university students, all without a park. What is the status of the large, creekside lot next to Lucky's? What a wonderful location for a neighborhood park! I have noticed it is being used for the dumping of fill material, and seemingly, equipment parking. Is there a possibility of the city buying this great site? Many families in this area would thank you. Laurie Wolf [16 OUNCIL ❑COD DIR AO ;Q'FIN DIR CAO Q FIRE CHIEF TTORNEY Ja PW DIR LERKIORIG ❑POLICE CHFBMT TEAM ❑REC DIR ❑UTIL DIR v❑PERS DIR RECEIVED JUN = 1 1999 SLO C`I f",, (CLERK MEE 3 AGENDA DATE - - ITEM # June 1, 1999 • To: Mayor and City Council From: Jan Howell Marx Re: Allocation of$70.000 from the General Fund for Parking Demand Reduction Purposes When deciding whether to allocate $70,000 of General Fund money for Parking Demand Reduction purposes, we should the following facts into account: 1. The Parking Fund is a ci -wide parking fund. 2. The Parting&Downtown Access Plan(PDAP) is a plan designed to support the Downtown commercially and preserve its historic character. 3. The Plan has three mutually supportive strategies all aimed at relieving traffic congestion in the downtown: 1) Parking Management(including meter rate increases and reduction of curb time); 2) Expansion of the Parking Supply, and 3) Parking Demand Reduction(PDR). 4. PDR is a proposed new program. It makes more existing spaces available by reducing demand for parking spaces in the Downtown area. Pricing is one way to reduce • demand. PDR and Parking Management overlap in this regard and in several other ways. See page A-3 of the PDAP, attached. 5. Parking Management and Expansion of Parking are long term, on-going city-wide programs which are funded by the Parking Fund. 6. The DPAP consultant recommends devoting ALL additional Parking Fund revenues generated by the Parking Management strategy(i.e. higher parking rates and tickets)on the Downtown exclusively, i.e. spending approximately $70,000 of new parking money on PDR to relieve congestion in the Downtown. 7. If the PDR component is not financed out of the Parking Fund,that new parking money will not be devoted just to the Downtown,but will be spent city de. 8. Funding PDR out of the Parking Fund will not only funnel more money to the Downtown, but it will also free up $70,000 from the General Fund for a desperately needed Firefighter position at the Laurel Lane station. ECAAMO O CDD DIR RECEIVED OFIN DIR 0 FIRE CHIEF11 PW DIR J U N - 1 19gg ❑POLICE CHF� p UTIL DI0 REG DIR RSLO Ci J'Y CLERK 0PERS DI16 (cordoned) area. The cordon counts recommended as part of this Implementation Plan will be manual counts of the number of persons and vehicles entering or leaving the downtown at the cordon count locations shown in Figure 4 of this Plan. Cordon count volumes to be used in • implementation monitoring are the difference between the number of vehicles(persons)entering the cordoned area less the number leaving. In other words,it is the net number of vehicles entering the downtown in the AM peak hour and exiting in the PM peak hour. Vehicles (persons) traveling through the downtown should not be considered in the required comparisons. Parking Structure Occupancy- The number of cars parked in each structure divided by the number of spaces in the structure. The 80 percent occupancy trigger should be met in each existing structure including those constructed as part of this Plan. Occupancy should be monitored over at least three separate weekdays to establish if the 80 percent occupancy trigger has been met. To satisfy the trigger requirements,parking utilization should reach the 80 percent level for four hours during each of the days when monitoring is performed. The Marsh Street Structure and its expansion will be considered a single structure since they will share common entry and exit points. On-street Parking Utilization- Parking utilization will be monitored using a physical inventory of spaces occupied versus total spaces available. The data will be collected once each hour between 10:00 AM and 2:00 PM and between 4:00 PM and 8:00 PM on at least two yveekdays and two weekend days selected by staff to represent normal parking demand in the downtown area. • Parking Management and PDR Targets The success of the Parking Management Component of this Plan will be evidenced by increased utilization of parking in the periphery of the downtown by long-term parkers. The pricing strategies could also result in an increase in parking revenues. Two implementation targets are used to evaluate the effectiveness of the adopted parking management strategies: 1. Utilization of peripheral 10 hour on-street and off-street metered parking should be at least 70 percent over a four hour period during weekdays. 2. Combined downtown meter,permit and structure parking revenues should increase when normalized to exclude the impact of meter rate increases. The PDR actions ate intended to change the mode of travel for some downtown employees and shoppers. As with the Parking Management Component of this.Plan,the PDR actions include some pricing strategies. They oXE&p with some of the parking management strategies in that they also encourage the use of parking spaces in the downtown Commercial Core by short term parkers. The effectiveness of the PDR actions will be evaluated using the following implementation targets: Parking&Downtown Access Plan Revised Public Hearing Draft • Appendix A Page A-3 MEEI.AG AGENDA DATE ���—�� ITEM # ...... AdOWN _ DATION��F�Ol1T�R*'TTfHHEE 1N1111%11WM/ORM \� �..E ENTER May 26, 1999 lt�COUNCR. O CDD DIA ®CAO FIN DIR Mayor Allen Settle ®ACAO ❑FIRE CHIE Members of the City Council la ATTORNEY ❑PIN DIR Ci of San Luis Obispo ba CLERKlORIG ❑POLICE C City P ❑MGMT TEAS! ❑REC DIR 990 Palm Street )a O PUERSDDIR] San Luis Obispo, CA 93401 Dear Mayor Settle and Members of the City Council: I write to thank you for your cooperation in working with the Foundation for the Performing Arts Center (FPAC)to help us reach the goals the of three partners in completing the equipment needs of the Center and supporting its operations. During the 1998-99 fiscal year, FPAC has contributed the following for the Center: Funds to install Blazonceil, the 15"Century Spanish ceiling $73,031.96 Funds for plaques to recognize donor contributions $ 21.461.35 Funds contributed as of May 26 $94,493.31 FPAC anticipates contributions between now and June 30 of: Funds to support Operations $655000.00 Funds to purchase Pavilion equipment(subject to board approval) $70.000.00 Funds to be contributed before June 30, 1999 $1359000.00 TOTAL FPAC CONTRIBUTION 1998-99 $2299493.31 During the Fiscal Year 1999-2000 FPAC anticipates, subject to board approval, the following contributions for the Center: Funds to support Operations $652000.00 Funds for Maintenance, Repair&Replacement of Equipment $50;000.00 FPAC is undertaking intense discussions of how it might raise funds for acoustical clouds to equal the amount of the City contribution or to donate 1/6 of the cost of the clouds. $150,000.00 TOTAL POSSIBLE FPAC CONTRIBUTION 1999-2000 $2659000.00 We look forward to another year of fruitful achievement for the Performing Arts Center. It is an honor to be a part of such an important community undertaking. Thank you! Very truly yours, Michael J. Mo President RECEIVED .J. Box 1137 San Luis Obispo MAY 2 A 1999 Caldomia,93406 805/541-5401 SLO CITY COUNCIL Fax 805/781-3484 MEETING AGENDA MEMORANDUM DATE ITEM # • TO: Mayor Allen Settle VIA: John Dunn, City Administrates E3� 0 coo DIR I,FIN DIR FROM: Bob Neumann, Fire Chief 0 PWFIRIR F /v ❑PW DIR ORM 0 POLICE C::F SUBJECT: Heat-Imaging Camera 0 REC DIR g g 0 UTIL DIR 0 PERS DIR DATE: May 27, 1999 I have researched the option of a lease/lease-option purchase of a heat-imaging camera as we have discussed. In my research I have discovered that another vendor is moving forward with a soon-to-be-released version of another camera. The basic outline of the lease is as follows: at an acquisition price of$20,000, a five-year lease agreement would cost $392.78/month (or $4,716/yr). At the conclusion of the five years, the camera would be paid in full. I spoke with the Finance Director who referred me to page B-17 of our Financial Plan. • According to our policy, we could use this option if the life expectancy was more than 10 years. I am unclear, and none of the manufacturers will speculate, as to what the life expectancy of a unit might be. An educated guess on my part would be that technical equipment of this type will be changing significantly within the next 10 years, making the current technology outdated. Please remember that this type is just now coming to the market place and is considered the cutting edge in technology. Plainly put, I have yet to build up enough trust in this type of equipment to place it in service on first-due engine companies. While I like to think that I'm a strong proponent of technology, I know I'm a stronger proponent of Firefighter safety. I'm not yet convinced that this equipment can be trusted in real fire situations where crews could easily over-extend themselves based on the "safety" of what a camera is "telling them." It is my recommendation that we leave it in 3rd-year position, and let the industry and technology mature a bit. At the same time I'd like to explore service-club funding. _ In closing, thank you for your efforts and past support. I know I can always count on you when it comes to public-safety support. C: Battalion Chief Warren Stephenson RECEIVED JUAI A 1 1999 SLO CITY COUNCIL METING AGENDA � From: <pwilt@calpoly.edu> DATE STEM # To: CITYSLO.SLOIPO(sstendahl) • Date: 6/1/99 8:42am Subject: PCC Budget Please forward to city council members. Thank you. IV COUNCIL ❑CDD DIR ®CAO J1 FIN DIR To: City Council Members 9ACAO ❑FIP=C!:= City of San Luis Obispo ®ATTORNEY pp; l ❑r-!-::_V F From: Peter Wilt ❑IdGiAT% ❑FEC DIR � � ❑UTIL DIR Program Manager ❑ ❑PERS DIR iy Cal Poly Arts I am writing to you today to ask for your support for the increased budget recommended by members of the Promotional Coordinating Committee (PCC) . The committee is requesting that an additional $12,600 be added to the 1999-2000 allocations, bringing the total funding available for grants to $100,000. Although a program I administer, the Cal Poly Arts Stone Soup World Music Festival, has been recommended for funding that is not my purpose for asking for your support. My concern is the continued improvement of the quality of life in San Luis Obispo. All of the PCC Grant applicants address this issue. I am particularly concerned about performing arts organizations that are users of the Performing Arts Center (PAC) . It can be a risky and uncertain undertaking for local arts organizations to use the PAC. The PCC allocations go a long way to decrease the risk and uncertainty of many PAC user organizations. • With the help of the PCC allocations PAC user organizations can take more risks and expand their artistic horizons. It is important for them to do that and beneficial for audiences to experience new artistic works. We are lucky in San Luis Obispo to have our hotel & motel tax so well spent. I hope you will continue the practice and increase this year's budgeted amount by the $12,600 requested by the PCC committee. Thank you for your consideration of this matter. RECEIVED J U N 0 1 1999 SLO CITY COUNCIL MEETING AGEND6. RECEIVED DATE..la-1 -21 ITEM # MAY 2 & 1999 • council M6MORAnbu LO CITY CLERK May 28, 1999 OCouNCIL 12tDD DIA DUO OTIN DIA TO: city council CAO a FIRE CHIEF RNEY O'PW DIA LERKIORIG ©'POLICE CHF FROM: John Dunn, City Administrative O �DIR Bill Statler, Director of Finance —�---� E DI I SUBJECT: BUDGET FOLLOW-UP As outlined in the June 1, 1999 Council agenda report, the following information is provided in responding to unresolved fiscal issues and Council requests for additional information. UNRESOLVED FISCAL ISSUES As noted in the Budget Message, the Preliminary Financial Plan as initially presented is balanced. However, since it was prepared, several new funding issues have emerged. The following is a summary of these issues, along with our funding recommendations: ■ Using the General Fund to pay for parking demand reduction activities. Based on the draft Parking and Downtown Access Plan, no General Fund resources were proposed in the Preliminary Financial Plan for parking demand reduction (PDR) activities. However, at its May 4, 1999 meeting the Council directed that these activities be funded from the General Fund. As shown in the cost summary of proposed PDR activities for 1999-01 provided in Attachment A,recommended General Fund operating program costs are $75,000 in 1999-01 and $60,000 in 2000-01. This cost proposal is based on a close look at the proposed PDR activities in the Parking and Downtown Access Plan as to what the realistic costs for such a program would entail. The attached cost summary outlines all aspects of the plan that can reasonably be expected to be implemented in the next two year period. We have carefully weighed the various components of the program as to their applicability for grant funding, General or Parking Funds. While the totals for the two years are slightly less than originally estimated by the consultant in 1997, the differences are not significant. The following summarizes key components of the proposed PDR program: • Bicycle tasks. All bicycle programs are eligible for grant funding and have been either identified and funded already, or can be incorporated into the generalized bicycle improvement projects already reviewed by the Council. • Parking management tasks. As shown in the summary, two components are directly related to parking management activities and therefore should be funded by the Parking Fund. One component—baseline monitoring—relates to measuring the effectiveness of both parking management and PDR reduction activities. As such, we Budget Follow-Up Page 2 recommend that these costs be shared equally between the General Fund and the Parking Fund. • Other tasks. All other remaining tasks are directly related to parking demand reduction activities and are therefore shown as funded by the General Fund. ■ Contributing to a regional "census complete count" project. Provided in Attachment B is a SLOCOG staff report on implementing a regional project to help ensure an accurate census in 2000. Under the "mid-range" cost option, the City's share would be about$31,000. Because of the long-term fiscal implications in receiving state and federal funding based on population, it is important for us to take reasonable steps in assuring that our residents are not under-counted. Accordingly, we recommend including $31,000 for this project in the 1999-00 operating budget. ■ Requesting that Cal Poly financially share in the analysis of the costs and revenues of annexing them to the City. At its May 18, 1999 meeting the Council deferred action on going forward with an analysis of the costs and benefits of annexing Cal Poly (estimated to cost $30,000), and directed that the staff ask Cal Poly to financially participate in the study. As reflected in Cal Poly's response (Attachment C), they are not interested in doing so. While not explicitly stated, we believe it was the Council intent to make going forward with this study contingent upon Cal Poly sharing in the costs. Accordingly, we recommend deleting this as a Council goal for 1999-01, and eliminating funding for it. ■ Re-assessing the need to perform a feasibility study of the costs and benefits of implementing a photo traffic enforcement system. At the May 19 capital improvement plan (CIP) review, the Council discussed the need for a photo traffic enforcement system within the City, and generally agreed it might be desirable to implement one. However, the Council was concerned that an analysis of various options might not be warranted, and perhaps we should use the $10,000 proposed for the study to proceed with installing our own system. As discussed in the significant operating program request for this study (page 26 of Appendix A), this issue is not that simple. We are aware of two options in implementing this system: • Renting the system from a commercial vendor. Under this approach, the contractor would own, install and operate the cameras; process the film; prepare violation notices for review by the City; issue citations; provide training for City employees; and design and implement a public outreach and education plan. First year costs for such a system would be relatively high, but there would be no direct cost for system operation in subsequent years because the proposing company would receive a percentage of citation revenue. However, under the one system we are familiar with, there is a minimum revenue guarantee to cover fixed costs, so this may not be a"free" system under this option, depending upon the level of citation revenue. Budget Follow-Up Page 3 • Owning and operating our own system. Installing our own system would be much more expensive than $10,000. Based on a very preliminary investigation, it would cost between $100,000 to $200,000 to install this system at a single three way intersection (issuing tickets to vehicles running in three directions occurs in most downtown intersections). We have no estimates for the cost of operating this system (maintaining the cameras;processing the film; issuing citations). Because of the complexity of this issue, we continue to recommend an analysis of the costs and benefits of alternative approaches by an independent advisor before committing to what could be a very expensive system without having fully thought through key issues beforehand. ■ Possibly providing for some level of funding for malting potential improvements to Santa Barbara Street based on the results of the upcoming corridor. study. The . results of the corridor study should be completed and available for Council review within the next few months. We recommend including $5,000 in the operating budget to cover possible implementation costs. ■ Purchasing property for the future space needs of the Police Department. The estimated cost for this purchase is $259,000. Consistent with our capital financing and debt management policy, we recommend including this purchase with the debt financing recommended for the other real property acquisitions in the Preliminary Financial Plan. This will increase debt service costs by about $20,000 annually beginning in 2000-01. ■ Re-assessing the proposed level of City funding for capital improvements at the Performing Arts Center. We continue to recommend contributing a one-third share of the cost of evaluating acoustical cloud options ($30,000) and a one-sixth share of the cost of installing them ($150,000 based on best estimates at this time). We also continue to recommend contributing towards starting an equipment replacement program at $50,000 annually for the next two years. ■ Considering the need to move to three person engine companies at all stations before the airport area annexation. Given the adequacy of current service levels and other priorities, we continue to recommend retaining existing staffing levels in the Fire Department for 1999-01. The rationale for this recommendation is further discussed in Attachment D. As noted in this attachment (and in the Public Safety Services major city goal provided on page B-26 of the Preliminary Financial Plan), we continue to support the goal of three person engine companies. However, we recommend deferring making this significant resource commitment pending the results of the self-accreditation process, and annexation and further development of the airport and Margarita areas. Cost Summary Based on the recommended expenditures above, the following summarizes new General Fund revenue requirements: Budget Follow4JIp Page 4 Cost Summary—New Funding Issues 1998-99 • i2000-01 Total Operating Programs Parking demand reduction activities 75,000 60,000 135,000 Census project 31,000 31,000 Cal Poly annexation study (30,000) (30,000) Santa Barbara study implementation 5,000 5,000 Debt Service Police Station expansion property 20,000 20,000 Total $ (309000) $ 1119000 1 $ 807000 1 $ 1613000 Funding Options We considered the following funding options in closing the remaining $161,000 budget gap for 1999-01: ■ Increasing planning fee cost recovery from 40% to 50%. The Preliminary Financial Plan already recommends increasing planning fee cost recovery from 25% to 40%. Increasing this further to 50%in 2000-01 would generate about$97,000. ■ Using fund balance. The Preliminary Financial Plan projects that the General Fund balance at the end of 1999-01 will be $4,860,900. This is 20.2% of operating expenditures—slightly more than our 20% policy minimum. Taking this to exactly 20% would make an additional $50,600 available for appropriation. ■ Reducing pavement resurfacing. The Preliminary Financial Plan fully funds the Pavement Management Plan adopted by the Council in April of 1998. This results in appropriations for this purpose that are $2.3 million higher over the next two years than the prior 1997-99 Financial Plan funding levels. Because it is such a large commitment of resources—especially in contrast to the 1997-99 Financial Plan, which fully-funded its predecessor plan adopted in 1988—it is a candidate area for expenditure reductions if needed. On the other hand, maintaining our streets was the number one concern expressed in the Community Budget Bulletin survey, and continuing our commitment to implementing the Pavement Management Plan is a key component of the Streets and Sidewalks major City goal. ■ Reviewing current CIP projects for possible balances. We have reviewed the status of our current CIP projects for possible budget balances based on projects nearing completion, or previously approved projects that are not likely to go forward in the next two years. Two strong candidates emerged from this review: • Montalban pedestrian bicycle bridge- Originally approved in the 1995-97 Financial Plan, this project would install a prefabricated steel bridge for pedestrians and bicyclists at Montalban Street across Stenner Creek to Santa Rosa Street. Its original funding sources included grants ($40,000) and transportation impact fees ($60,000). Budget Follow-Up Page 5 This project is now projected to be fully funded by grants in 2002-03 (page 241 of Appendix B). With this phasing and funding approach, $60,000 in transportation impact fees are now available for transfer to the General Fund for prior project reimbursements. • Street lighting system acquisition. In 1996, the Council authorized purchasing the street lighting system from PG&E as this would result in significant ongoing cost savings. Completing this purchase .ultimately required us to initiate condemnation proceedings against PG&E. We just recently received notice from the court system that the final cost for this acquisition ($487,000) will be about $55,000 less than the current budget. Recommended Funding Sources We recommend using available transportation impact fees ($60,000), the budget balance from the street lighting system purchase ($55,000) and available beginning fund balance ($46,000) in closing the remaining gap in achieving a balanced budget for 1999-01. REQUESTS FOR ADDITIONAL INFORMATION The following responds to Council requests for additional information: Fleet Replacements. Regarding proposed fleet replacements, the Council directed that staff: ■ Bring back a review of the City's fleet management program in the Fall of 1999. ■ Defer vehicle purchases until after this review, with the exception of public safety and specialized vehicles. ■ Request Council approval to replace specific vehicles if staff determined that there was a compelling need to do so prior to Council adoption of the budget. ■ Provide additional information regarding the need to replace the bucket truck scheduled for replacement in 2000-01. ' We have completed a review of the proposed replacements for 1999-00, and recommend the following based on Council direction: ■ Public safety and specialized vehicle replacements. We will go forward with replacing the police patrol sedans,police motorcycles, fire engine, fire command vehicle, landscape turf mower and golf course fairway mower scheduled for replacement in 1999-00. Additionally, two Police mid-size sedan replacements are scheduled for 1999-00. Based on a review of current conditions,we believe that one of these can be safely deferred until the Fall 1999 review. However, the Nissan pick-up truck (which we plan to replace with a mid-sized sedanpage 44 of Appendix B) should be replaced at this time. Extensive repairs are needed to make this vehicle road-worthy, including a new carburetor, clutch and transmission bearings. These will cost over $2,500 in materials and labor to fix. Budget Follow-Up Page 6 Given these impending costs and the Police Department's need for this vehicle for service delivery on a daily basis,we recommend replacing this vehicle now. ■ New vehicles. We will go forward with purchasing the patrol vehicle for the additional Downtown Police Officers and the Park Ranger program. ■ All other vehicle replacements. With the exception of one public safety mid-size sedan as discussed above, we recommend deferring all sedan and pick-up truck replacements until the Fall review. However, in the event that a safety, reliability or cost-effectiveness issue should arise in our fleet before the Fall review, we will return to the Council for replacement approval on a case-by-case basis as needed. ■ Bucket truck replacement (2000-01). As set forth on page 193 of Appendix B, this bucket truck is used for traffic signal maintenance, and was purchased in 1989. Our replacement guidelines indicate 12 years of operation for this type of vehicle, for scheduled replacement in 2001. It is important to note, however, that in all cases our guidelines are just that: we never recommend replacement solely based on life or miles; we always evaluate the specific condition of each vehicle before recommending replacement. In the case of the bucket truck, we recommend replacement in 2000-01 based on our evaluation of safety and maintenance issues. To operate the bucket truck, the engine must be on and idling; this results in wear and tear on the engine that is not reflected in miles driven. Given our actual use of this vehicle and its estimated service life, its maintenance history, and likely major maintenance costs and downtime if we retain this vehicle beyond 2001,we continue to recommend replacement in 2000-01. Jack House Painting. The Council requested information regarding the status of the Jack House painting project. As discussed in the attached memorandum previously provided to the Council (Attachment E), this was delayed due to very high lead levels at the Jack House. Painting is currently scheduled for the Summer/Fall of 1999. SUMMARY We believe this responds to the unresolved funding issues and Council requests for information outlined in the June 1, 1999 Council agenda report. If you have any questions on this, please do not hesitate to contact us. ATTACHMENTS A. Parking demand reduction cost summary B. SLOCOG report on"complete census count"program C. Response from Cal Poly regarding annexation study cost sharing D. Memorandum from the CAO regarding three person fire engine companies E. Memorandum from the Public Works Director on the status of Jack House painting G:Budget Folders/1999-01 Financial Plan/Agenda Reports/Budget Follow-Up—May 28,1999 Attachment A • oposed PDR Work Program • • • - 909 Work Item Responsibility Cost Source 2nd yr Source Cost Ficst Quarter-Year 1(FY999=2000) 5 Develop work plan for PDR program including services to be Sanville NA provided by Ride-On TMA Develop operating plan for implementing parking Opalewski NA management actions including communicating with persons parking in City facilities and using on-street parking about upcoming changes Contract with Ride-On TMA to market PDR and downtown Sanville (see below) (see below) access program including communication with persons parking in City facilities and using on-street parking about alternative means of access Provide a copy of the City's TRIP guidelines to the County Slate $5,000 GF $5,000 GF and request that it considers similar programs for its downtown work force. Enlist the help of Ride-On Transportation,as needed,to facilitate PDR activities with the County. Sewnd Quarter: Year1 (FY1999-2000 ,;v. Launch downtown PDR/Access marketing campaign Ride-On Trans $20,000 GF $10,000 GF Implement enhanced preferential parking program for Opalewski $2,500 GF $5,000 GF car/vanpools at public parking facilities ease fees for long term parkers Opalewski $2,500 PF x,,-structure parking rates to increase use of underutilized Opalewski $2,500 PF facilities(+immediate PM activities as per plan) Reduce the cost of monthly parking passes for car/vanpools Opalewski $2,500 GF Lower vanpool fares Ride-On Trans $35,000 GF $40,000 GF Designate pick up/drop off zones Opalewski $2,500 GF Evaluate pilot Compressed Work Week and telecommute Slate NA programs and extend to additional employees as appropriate Third'Quarter-rear 1(!FY199-q 2000] " Amend land use code to remove barriers to working at CDD NA home. (Sanville) Amend land use code to require PDR measures for new CDD NA developments (Sanville) Conduct Year 2000 baseline monitoring (PDR + Parking Sanville/ $15,000 PF/GF Utilization) Opalewski Evaluate options with the bicycle committee, identify high Sanville $10,000 SHA priority projects and secure City Council approval for additional bikeways(includes funding for concept design) 1�'ourtliQt[alter-Year1-(fYI999-290( _:_'� �F , s �.r Initiate design work for additional bikeways(PS&E) Sanville- $25,000 SHA $10,000 SHA (Funding. GF: $75,000,SHA $35,000;PF=$12,500) FY Totals $1229500 .,.este additional bikeways Sanville 9'73,6'01 SI3A $25,000 SI3A (Funding: GF: $60,000; SHA$35,000) FY Totals I 1 $95,000 Attachment.E SAN LUIS OBISPO COUNCIL OF GOVERNMENTS STAFF REPORT G51; i e4 .� i�.. .,L+4y"yt .• , r� x.� h-,. ,. , ,�.�� n', y} v�d�l "T,F�. C� .1 �';c �.� `� :XaYr.;i".t'_:_... t ..R f •' .�g. k1�Y.' <'ne.'k:,y,. SUMMARY The purpose of the Complete Count Effort is to encourage'and promote the need, benefits, and safety of completing the Census Questionnaire. As directed, SLOCOG has developed a targeted approach, plan, and budget for review. Several alternative levels of effort are provided with funding levels ranging from $75,000 to $300,000. The budget and work program will be reviewed by the Administrators Committee to develop the end recommendation. RECOMMENDATION Staff: A) Approve Plan and Budget; B) Incorporate into OWP; C) Request each jurisdiction appoint a staff representative. Administrators Committee: (To be presented at the SLOCOG meeting.) DISCUSSION ' Work Task 9200 of the Regional Data Center Element (WE 9000) of the OWP, directs staff to provide census support to staff, member jurisdictions, and the general public, and to provide input into Census 2000 efforts. SLOCOG staff went before the Administrators Committee for their input and recommendation. This committee unanimously recommended to have SLOCOG act as the lead and to pursue a targeted approach with funding allocated by each member agency on a population allocation basis. Staff was directed to lead the targeted approach at the April SLOCOG meeting, and directed to develop a plan and budget at the May meeting. The purpose of the Complete Count Effort is to maximize the census counts in our region by encouraging and promoting the need, benefits, and confidentiality of completing the Census Questionnaire. Such efforts may be completed as a local or regional effort- Also, a regional effort may be supplemented by additional local efforts as determined by the needs and funding Iof individual local jurisdictions. The more accurate the count in each jurisdiction,the higher the funding each will receive for the subsequent decade. The Census Bureau will be conducting a national media campaign. Unlike the 1990 Census, there is no mechanism for a post-census review of the counts. The Census Bureau conducted a dress rehearsal in 1998 in three areas, Sacramento served as one of the test areas. In Sacramento, the overall net undercount was 6.3 percent(the Hispanics undercount was 8.2 percent). Table C (page B-2-4) identifies a potential loss of$3 Million per year for a 5% undercount. Seven populations have been identified as the groups to target for Complete Count outreach. These include: Hispanic, Low Income, Renters, Homeless, Migrant Workers, Seniors, and Students. Some individuals may be represented in multiple populations. In order to target seven very different populations, the approach must be flexible enough to adjust to the needs of each population. Where one method of outreach may easily work for one particular group, the same method may not be an effective technique for another. The message to spread, however, remains the same. Responses to the Census are kept completely confidential, as required by B-2-1 h federal law. Local and State authorities will not be granted access to the responses. The benefits to each community are high. Getting this message across poses the greatest challenge. For those populations that fear or distrust the government, a mass media campaign will not assuage their fears. However, information coming from trusted people within their communities would be better received. Outreach to the groups,organizations, and individuals that best know and represent these populations becomes a key component of such a targeted approach. The broad categories that can reach these populations include: Schools/Education, Health, Religious, Neighborhood Associations, Property Managers, Social Services, Political Organizations, and Social Clubs. Organizations within these categories would be approached and encouraged to promote the need and the security of completing the census forms to their respective members. Additionally, TransittRidesharing and Media may be utilized in the promotions efforts. Setting up a Complete Count Committee with one representative from each jurisdiction will allow Ilocal guidance of the process. Staff recommends that these representatives should be Identified and directed to assist the effort by the county and city managers. A five step process has been developed (Identification, Outreach, Development, Implementation, and Follow Up)as described below in Table A. Identification will begin immediately through the Complete Count Committee as each member identifies those organizations within their communities for involvement in the process. This step will continue as additional groups are (expected to be) identified during the initial phases of Outreach. The next step, Outreach,will commence as key organizations are identified. The first meeting will be to inform members of the need, benefit,and our efforts in the process. Additional meetings may be beneficial to enlist outreach assistance from them, and to coordinate their efforts with other groups. Subcommittees may be useful to coordinate these Iefforts for the various populations. Development will occur as those contacted organizations identify the best approaches and materials to reach the population they know best Promotional materials may include: Brochures, pamphlets, and articles for publication in newsletters and newspapers. Approaches will vary from one population to the next Renters may best be reached through direct mailings from property management listings, College Students through school newspapers,eta Implementation will begin in December and continue through April as canvassing efforts, articles, media spots, other promotional activities, and delivery of promotional materials to key locations,organizations, and individuals are made available for distribution. If necessary, Follow up activities will allow for the review of nonresponse information, and to retarget promotion efforts into areas of low response, after the initial April campaign. Table A, below, illustrates the timeline for the above steps. June July Aug. Sept. Oct Nov Dec Jan Feb. Mar. ,Apr. May-Nov Identification 3o= )o= xxxx )o= )o= Outreach xxxx xxxx xxxx )o= )o= xxxx )o= )o= Development )0= xxxx 30= MOM MOM Implementation xxxx xxxx xrooc MOM xxxx Census 2000 begins xxxx Followup xxxxxOa A work-in-progress example of the Initial phases began in April, 1999. The organizations and Individuals representing the homeless population were contacted. Staff proceeded through the Identification and Outreach pmoesses and,with these groups, began to develop an approach for B-2-2 this population. Three approaches, used in tandem,were generally agreed to provide the best return: 1. Provide Census forms and information to the individuals/employees who regularly visit or come into contact with homeless populations. 2. Provide Census forms and information at facilities with an incentive for completing the form. 3. Identify and provide incentives for homeless individuals to do the canvassing and the counting of those areas and persons familiar to them. SLOCOG can coordinate this effort with funding, using a population-based allocation formula, from member jurisdictions. Table B, below, breaks out alternative levels of funding. -Fair Good Excellent- 75k 125k 225k 300k Brochures $ 10,000 $ 10,000 $ 20,000 $ 20,000 Articles for newsletters,etc. $ 2,000 $ 2,000 $ 5,000 $ 5,000 School Supplies $ - $ - $ 5,000 $ 5,000 Other incentives $ 8,000 $ 81000 $ 15,000 $ 15,000 Paid Advertising/Marketing $ - $ 30,000 $ 50,000 $ 88,000 Community Based Projects $ 20,000 $ 40,000 $ 70,000 $ 95,000 Sub Total $ 40,000 $ 90,000 $ 165,000 $ 228,000 Staff/Consultant.$$ $ 35,000 $ 35,000 $ 60,000 $ 72,000 Person Year(PY) 0.5 0.5 1.5 2 TOTAL $ 75,000 $ 125,000 $ 225,000 $ 300,000 Payback' 30 50 90 120 •Represents number of counted persons required to break even over a 10 year period using $250/person/year of aggregate State and Federal funds. PROGRAM AND BUDGET ASSUMPTIONS 1. Brochures will be developed (English and Spanish), printed, and distributed. Development, depending on funding level,will be tailored (using input from key organizations and individuals) to individual targeted groups. $10,000 purchases 150,000 copies of a tri-fold brochure on cheap stock paper, $15,000 purchases 200,000 copies on mid grade stock; $20,000 would purchase 250,000 copies on mid grade stock. 2. Articles for newsletters, bulletins,or other free print media can be developed reasonably cheap. For increased impact,the article would be prepared by someone well known to and respected by the readers. There may be nominal charges for this medium. 3. School Supplies that are available through the Census Bureau may be augmented to reach additional classrooms. Outreach to Junior High Students may persuade them to fill out questionnaires with or for their parents. 4. Other Incentives include direct incentives to homeless persons who are willing to fill out questionnaires at designated facilities, and to selected homeless persons willing to assist in counting those not willing to fill out questionnaires at designated facilities. 5. Paid Advertising and Marketing for Census promotion would best occur as an augmentation of the Rideshare advertising campaign. 50% of this budget would Increase the Rideshare B-2-3 budget to promote Census awareness through logos and tag lines iiiadvertisements on TV, radio, and print These promotions would serve to reach those populations not directly targeted by other efforts. The remainder would be used to focus on areas not targeted by Rideshare promotions, which may include, but is not limited to: Spanish radio advertisements,direct mailings, Census specific print media advertisements, and placards for placement on buses and other locations. 6. Community Based Projects may serve as the best way to promote the Census. People who fear or distrust the government, for whatever reason, will not likely be persuaded of the safety of completing questionnaires through normal promotions. Funding in this area would allow organizations to develop outreach proposals and perform outreach to their targeted populations. Additionally, these funds would be used for promotional materials (i.e., banners, booths, etc.) for various festivals and events. Additional staff will be required in nearly all phases of the plan beginning with outreach. Throughout the phases of outreach, development, and implementation the demands for staff hours will be high. The higher the funding for promotional activities, the more persons required to staff the effort,and the mon:complete the effort of outreach. The followin table,Table C, illustrates the potential costs of an undercount in each area. eWu UU1- 5% Lost Funcing Lost Funaing 000MIM Population Undercount 1 Year 10 Years Arroyo Grande 16,000 800 $200,000 $2,000,000 Atascadero 25,450 1273 $318,125 $3,181,250 Paso Robles 22,500 1,125 $281,250 $2,812,500 Grover Beach 12,650 633 $158,125 $1,581,250 Morro Bay 9,875 494 $123,438 $1,234,375 Pismo Beach 8,475 424 $105,938 $1,059,375 San Luis Obispo 42,850 2,143 $535,625 $5,356,250 Unincorporated 103,800 5,190 $1,297,500 $12,975,000 TOTAL 241 r6001 12,0801 $3,020,000 1 $30,2009000 Calculations are based on 1999 Department of Finance Population figures,a 5%undercount,and the lost funding resulting from such an undercount based on the National Academy of Sciences estimated$250 per person per year from aggregate State and Federal funding. The funding contribution for each jurisdiction for each alternative is listed below in Table D. The contributions use apopulation-based formula. 0 0 Population I Contribution 75K 125K 175K 225K 300K Arroyo Grande 16,000 6.6% $ 4,967 $ 8,278 $ 11,589 $ 14,901 $ 19,868 Atascadero 25,450 10.5% $ 7,900 $ 13,167 $ 18,434 $ 23,701 $ 31,602 Paso Robles 22,500 9.3% $ 6,985 $ 11,641 $ 16,298 $ 20,954 $ 27,939 Grover Beach 12,650 52% $ 3,927 $ 6,545 $ 9,163 $ 11,781 $ 15,708 Morro Bay 9,875 4.1% $ 3,066 $ 5,109 $ 7,153 $ 9,197 $ 12262 Pismo Beach 8,475 3.5% $ 2,631 $ 4,385 $ 6 139 $ 7,893 $ 10,524 San Luis Obispo 42,$W 17.7% $ 13,302 $ 22,170 31,038 $ 39,906 $ 53,208 Unincorporated 103,800 43.0% $ 32,223 $ 53,704 $ 75,186 $ 96,668 $128,891 TOTAL 241,600 100.0% $ 75,000 $ 125,000 $ 175,000 $225,000 $300,000 Staff Report Prepared by James Worthley June/CCC plan and budgetdoc plan-budget.xls B-2-4 1 1 tac CAL POLY Receaj, ' CALIIURNIA POLYIEC'HNIC SI ATE UNIVERSITY e 0e SAN Luis Owsru, CA U3407 May 20, 1999 AmUNISTRAI ION & FINANCE DIVISION MAY 2 4 1999 (805) 756-2171 FAX: (805) 756-7560 City ,s ra ion . John Dunn City Administrative Officer City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401-3249 Dear John: This is in response to your letter of May 19 regarding Cal Poly's participation in sharing the cost of the Cal Poly annexation Fiscal Impact Study. After internal consultation, we have concluded that such a commitment of resources would not be of interest to us at this time. I would be happy to discuss the university's position with you further if you so desire. Sincerely, Frank Lebens Vice President for Administration &Finance Cc: W. Baker THE CALIFORNIA STATE UNIVERSITY Attachment 1� sim council mcmoizanbum May 26, 1999 TO: City Council FROM: John Dunn, City Administrative Office SUBJECT: Request for Two Additional Fire ghters The Firefighters' Union has made a request for two additional firefighters to be added to the two- year budget. Despite the fact that the attainment of three-person engine companies is a mutual objective, I have no choice but to recommend against this change to the budget, not because I believe the request is not legitimate,but because I believe this is not the proper time to move forward on this objective. There is no question or argument that the City and the personnel of the Fire Department have a common interest in the establishment of three-person engine companies and that the addition of personnel to achieve this is a longer-term City objective. However, there were several reasons why these positions were not placed in the recommended City budget in the first instance, and why I believe they should not be placed there at the present time. 1. It is important to recognize that this is not an"either-or" situation, that is, that we either have three-person engine companies or two-person engine companies. Presently, we have three- person engine companies at three of four stations all the time, and have one for a substantial amount of time at the fourth station. 2. The City simply does not have the fiscal resources to support all of our long-term objectives at once. Therefore we have to prioritize. The Council will recall that I recommended 6'/2 new positions, out of 11%2 requested. It was my original intent to recommend a lesser number of positions. I recommended only those positions with extremely high justification and those that could fit within the City's financial framework. There were several other well- justified positions which would bring would bring positive benefit to the service program of the City,which I could not recommend. 3. One justification given for these proposed new firefighter positions is the future growth of the City, particularly in the Airport and Margarita areas. In time, our studies indicate, this is a proper justification. However, annexation of major portions of either of these two areas during this two-year budget period is uncertain at this time, and even if part of the annexation program takes place, the ensuing growth and development would still happen at a later time. I see the primary need for these two additional firefighters when these two areas are annexed and further growth and development have taken place; to justify it now on the basis of these future intentions and assumptions is premature. 4. If I were asked by the City Council to recommend another position or positions, the two firefighters would not be my recommendation because I believe that there is at least one more requested position which, overall, would bring a higher-level service benefit to the City, and that is the Public Works "superintendent" position — a position that would supervise the six Public Works Supervisors now reporting directly to the Public Works Director, along with several others at 955 Morro. 5. The City has committed to working with the Firefighters Union to explore improvements to the Fire Department operations. The agreed-to-process is called the Fire Accreditation Program, under the auspices of the International City Managers Association and the International Association of Fire Chiefs. While I am certain that the City's interest in three- person engine companies will be sustained through this process, I believe that the hiring of new personnel should be minimized until this study process is completed, in the hope that we will find new and innovative ways to maximize use of our existing resources. 6. It has only been a few months since the City has added another firefighter position as a result of the relatively recent and long, drawn out negotiations with the Firefighters' Union. This was the City's action resulting from what was earlier called the "Firefighter I" program and is now more properly called the "four lower steps for entry-level firefighters" program. I would emphasize that this was a mutually-agreed-to program, and it has just been initiated. In conclusion, there is agreement between the City and the Firefighters' Union that we make progress towards the three-person engine company concept, and we have recently done so. Based on our projections for future growth and, specifically, our City plans for the annexation of the Margarita and airport areas and any significant ensuing development, and based on the ICMA joint study effort, I believe that adding two additional firefighters at this point is premature, and that it should be more properly considered in the context of the 2001-2003 budget process. . Attachment raw o San tins OBISp0 Memof TO: City Council From: Mike McCluskey, Public Works Director Via: John Dunn,CAO CC: L Tolson, D.Smith Data: May 25, 1999 Re: Jack House Painting Update At the recent Council meeting, Council member Schwartz asked for an update on the status of the Jack House Painting project The specifications will be completed in the month of June and the project is expected to be completed prior to the rainy season next fall. The Jack House existing paint was analyzed and found to have extensive lead paint problems necessitating very special specifications for the upcoming project. Lead paint levels were found to be 40 times those discovered at the corporation yard for that painting project and 20 times those found at city hall for that painting project The corp. yard project provided the "teaming curve" for lead issues in painting projects. With that project done, both the city hall and jack house projects are moving forward. tadmWbound requestsrjadc house painting 0 Page 1 MEETING _ AGENDA DATE ( ITEM # Wflitl@S MEMORANDUM °�'�"t 1 i May 20, 1999 E a WDIFIN D i❑FJRE CHIEF To: John Dunn, City Administrative Officer Oft DIR O POLICE CHF From: John E. Moss, Utilities Director MGMO 4ECRLDIRMike McCluskey,Public Wo irecto�/ ❑PERS DIR Subject: Surplus Backhoe,Vehicle# 777 On Tuesday May 18, 1999 Council considered consent item report C4, Surplus City Property, requesting Council declare certain equipment and vehicles surplus for the purpose of disposal/auction. At that time, Council requested additional analysis and reasoning be provided to the CAO relative to the decision to surplus vehicle#777,a Case backhoe tractor. This memorandum provides that information. Vehicle#777 was actually proposed for surplus around 1993. The vehicle had been heavily used on nearly a daily basis by the City's Water Distribution Maintenance crew and could no longer operate effectively under the severe service requirements of that crew. A new backhoe had been budgeted for the Water Distribution Maintenance crew to replace vehicle#777. At that time, it was decided that an even older backhoe belonging to the Streets Division of Public Works would be declared surplus and that vehicle#777 could be rehabilitated to serve lighter duty with the Streets Division for a number of years. The Streets Division took possession of vehicle#777 at that time and expended approximately $4,700 to make the vehicle serviceable. The current estimated value of Vehicle#777 is $5,000. The Vehicle Maintenance Supervisor has advised that the vehicle is again in need of extensive repairs to maintain serviceability,and that the required repairs would far exceed the estimated value of the vehicle. The repairs noted include complete replacement of the hydraulic systems and replacement of bearings and bushings on the hoe and loader assemblies. The cost effective useful life of the vehicle has already been extended at least 5 years beyond the point when the equipment was originally proposed for surplus. We therefore recommend that the vehicle be declared surplus as recommended. c: Bill Statler, Finance Director RECEIVED MAY [ 6 1999 ILL O C,-,-, —PK MEETIn AGENDA JUDSON TERRACE HOMES DATE (0 -� 4S ITEM #= Roger C. lump Retirement Community Manager. 3000 Augusta Street • San Luis Obispo, California 93401 Telephone (805) 544-1600 May 14, 1999 0 90U qW DIR NOL Allen Settles FJDI DIR IRE CHIEF City Hall O PW DIR 990 Palm Street O PCLICE CHF O REC DIR San Luis Obispo, CA. 93401 a UTIL DIR O PERS DIR Re: Fire Station #3 Dear Mayor Allen Settles: As you know from your recent visit to Judson Terrace Homes we serve the elderly. We have one of the most wonderful jobs in the world serving our many talented, caring and loving seniors. An unfortunate part of our job is dealing with medical emergencies and at times death. We have a wonderful working relationship with the firefighters and paramedics at Station House #3. They have had their volume of calls increase by 100% in the last five years. In order for them to efficiently handle all emergencies they require three people on each Engine Company, currently they only have people per Engine Company. All other Stations in San Luis Obispo have three people on each Engine Company. We would like to see the city allocate funding in order to bring Station #3 up to par with the rest of the city. The area of the city that Station #3 serves is densely populated with seniors. With Judson Terrace Homes planning to build a Frail Elderly Center along with the new Alzheimers Facility being built, Cabrillo Care Center and Las Brisas Retirement Homes it is clear why we need additional personnel to handle emergencies. We fully support allocating money to expand the needed personnel for Station #3. you fo your time and consideration. Amy dargo Administrat Social Service Coordinator Judson Terrace Homes Judson Terrace Homes cc: Eric Baskin, SLO Fire Department RECEIVED Non-Sectarian Services in Retirement Living MAY 4 1999 �a es Managed by American Baptist Homes of the West SLO CITY COUNCIL I �/� AGENDA � DATE CAL POLY /9 ITEM # CA LII ORN IA POLV'l'RCHNIC S-I:ATL UNI V1 161'I''i SAN I_ I.i C>ulsru, CA "'HO( A[IMINISIRArION & FINA NCF. E)I%'Is[UN (805) T�.2M a F^K. (501) 1;(,.7W May 25, 1999 Mayor Allen Settle City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 Dear Mayor Settle: With the current Council deliberations on budget, I want to take this opportunity to acknowledge past City contributions to the operation and equipping of the Performing Arts Center. Continuation of this partnership effort is essential if we are to continue to enjoy the benefits that the Performing Arts Center has brought to the community. As you evaluate City commitments to the Performing Arts Center, be assured that the University will continue to meet its obligations under the operating agreement. These specifically include maintenance and utilities. As you know, significant additional resources beyond maintenance and utilities have been provided by the University to cover other operating needs this past year. Resources for PAC operations provided by the University for the 1997/98 fiscal year totaled in excess of$908,000, a clear demonstration of the University's commitment. We look forward to preserving the successful partnership of the Central Coast Performing Arts Center Commission and encourage priority consideration of the City's participation in your budget deliberations. Sincerely„ Frank Lebens Vice President for Administration &Finance Cc: J. Dunn ('C:D ❑f^ City Council Members ,. ct� k . Cr.�r �. Gi.',;.:i'f ';'.i ❑ ❑REc DIR • ❑ ❑UTIL DIR PERS DIR THL CALIFORNIA STATE UNIVERSITY MEET I G AGENDA _L JUDSON TERRACE HOMES DATE - �` _ITEM #tee.jump Retirement community Manager. 3000 Augusta Street • San Luis Obispo, California 93401 Telephone (805) 544-1600 UNCIL O PDD DIR AO 117PPI DIR May 20,1999 ACO FIRE CHIEF EMMRNEY ❑PW DIR Mayor Allen Settles G)tLERWORIG E POLICE CHF y ❑IUGMT TEAM r REC DIR City Hall p. C PERS DIR 990 Palm Street San Luis Obispo, CA. 93401 Re: Fire Station #3 Dear Mayor Allen Settles, We, the residents of Judson Terrace Retirement Homes would like to see the city allocate funding so Fire Station #3 can add additional personnel. Due to the number of seniors that live in our neighborhood it is crucial that this station be brought up to the same standards as all other stations in San Luis Obispo. In order for the station to efficiently handle emergencies they require three people per Engine Company. Station #3 has had their calls increase by 100% in the last five years. We believe the city would be making the best decision for its residents by allocating additional funds to expand their staff. Thank you for your time and consideration. Judson Terrace Homes Residents J� Cc: Eric Baskin, SLO Fire Depart ent ERECEIVIED 994 �� Non-Sectarian Services in Retirement Living f+meesManaged by American Baptist Homes of the West UNCIL JUDSON TERRACE HOMES Roger C. lump Retirement Community Manager. 3000 Augusta Street • San Luis Obispo, California 93401 • Telephone (805) 544-1600 G aA/c 4 `D 4.7 /�7 � > I y- r_, Non-Sectarian Services in Retirement Living MP ES Managed by American Baptist Homes of the West AGENDA DATE i q ITEM # rn U r • MEMORANDUM ep�l .. V OA DD DIR ❑FIN DIR Date: May 28, 1999 AO ❑5�RpE Cl:!--TORNEY VTW DIR To: Council Collea es ERKIORIO ❑POLICE CHF TEAM ❑FF]]EC DIR BOTIL DIR From: Jan Howell Marx ❑PERS DIR RE: Recent County Subdivision Review Board Meeting regarding Eagle Hardware As you may know,the County Subdivision Review Board met May 24, 1999 to review the Eagle Hardware issue. Mayor Settle, John Moss, Mike McCluskey and I attended this meeting to testify on behalf of the City. While the Board rendered a decision not to support the applicant's request,they did not make any specific findings. However,there was much discussion during the lengthy hearing regarding the concerns of the Review Board Members. I believe it is important for the City to have a good record of these concerns to ensure that when the Board of Supervisors hears this matter,they understand the basis on which decisions were made. I have made a request of staff to obtain tapes of the Review Board's May 24"meeting and I am recommending that the Council give further direction to staff to prepare a transcription of the tapes for the reasons discussed above. z D 99 ERK / \ CounCiL June 1, 1999 j agenba Repom 3 C I T Y OF SAN L U I S O B I S P O FROM: John Moss,Utilities Director /^ Prepared By: Gary W. Hend son, Water Division Manager SUBJECT: 1999 Water Resources Status Report CAO RECOMMENDATION Receive and file report. DISCUSSION The purpose of the annual "Water Resources Status Report" is to provide an overview of various aspects of with the City's water supplies. The attached report discusses four major topics: 1.) Existing Water Supply Status, 2.) Multi-Source Water Supply Projects, 3.) Water Conservation Program,and 4.)Projected Water Supply Situation. REPORT SUMMARY Existing Water Supply Status With the "El Nino" year of 1997/98 and this past year's lower than average rainfall, the City's combined total water storage, above minimum pool, in Salinas and Whale Rock Reservoirs,is 41,052 acre feet (as of April 28, 1999) which is 95% of the maximum City available storage. Groundwaterproduction for 1998 was 289 acre feet. The City's per capita water demand has increased from the low drought period (199 1) use of 86 gallons per capita per day (gpcd)to 123 gpcd for 1998. This past year's use was below the 1997 use rate of 132 gpcd. Multi-Source Water Supply Projects One of the major goals of the Council is the pursuit of additional long term water supplies to meet the current and future water demands of the community. The City is therefore pursuing the Water Reuse Project,Nacimiento Pipeline Project, and the Salinas Reservoir Expansion Project to meet these needs. The Water Reuse Project has the potential to be accomplished in the shortest time frame,with a projected water delivery as early as summer of 2002. The draft EIR for the Nacimiento Pipeline Project is currently being revised to address comments received on the initial draft EIR. An optimistic schedule for the project anticipates certification of the EIR by the end of 2000 and water deliveries around the year 2004. Council Agenda Report X999 Water Resources Status Report Page 2 The EIR for the Salinas Reservoir Expansion Project was certified on June 2, 1998. Additional studies and analysis are necessary for development of the detailed mitigation plans and to allow the transfer of ownership of the facilities from the federal government to a local agency. The additional studies will be initiated this summer and will require several years to complete. It is anticipated that the Nacimiento Project EIR will be completed and a determination made as to whether there is adequate participation in the project to move forward with design and construction, prior to the final decision point for the Salinas Reservoir Expansion Project. An optimistic schedule for the completion of the construction work for the Salinas Reservoir Expansion Project would be the summer of 2003. Water Conservation The Utilities Conservation Office continues to implement the Best Management Practices(BMP's) established by the California Urban Water Conservation Council. The key component of the City's continuing efficient use of water is water savings available through the retrofit of existing toilets and showerheads with low flow fixtures. The retrofit of the community is being accomplished using three different programs: 1.) Retrofit Upon Sale; 2.) Retrofit Rebate; and 3.) Retrofit Offset (for new development). It is estimated that approximately 62% of the community has been retrofitted as a result of these programs. A full presentation of the City's current and future conservation program and strategies will be presented to Council this fall. Projected Water Supply Situation The City utilizes a computer program to project how long the City's available water supplies would last based on a number of assumptions. The model uses historical worst case weather patterns, projected water demands,etc.,to forecast the City's water supply position and to make certain water policy recommendations. With the favorable water supply situation, the model predicts current water supplies would last until September of 2004(if the City was to enter into a drought). FISCAL IMPACT There is no fiscal impact associated with the recommended action. Attachment: 1999 Water Resources Status Report City of San Luis Obispo • Re=port May 1999 Prepared by: Gary Henderson,Water Division Manager Ron Munds, Utilities Conservation Coordinator Sue Baasch,Administrative Analyst 3-3 Contents I. Existing Water Supply Status I Water Consumption 2 Water Available for Development 3 II. Multi-Source Water Supply Projects 3 Water Reuse 4 Nacimiento Water Supply Project 4 Salinas Reservoir Expansion Project 5 Groundwater 6 III. Water Conservation Program 6 Retrofit Rebate Program 7 Retrofit Upon Sale Program 8 Water Offset Program 8 Bathroom Retrofit Summary 9 Water Audit Program 9 Public Information& Education 9 IV. Projected Water Supply Situation 10 Reservoir Storage Curve 10 V. Summary 10 1 3 �� City of San Luis Obispo 1999 Water Resources Status Report The annual Water Resources Status Report is prepared to provide a current overview of various aspects of the City's water supplies. The report addresses four major topics: 1.) Existing Water Supply Status, 2.) Multi-Source Water Supply Projects, 3.) Water Conservation Program, and 4.) Projected Water Supply Situation. The report provides an opportunity to evaluate the current water supply position of the City and identify potential issues relative to existing polices and projected development. I. EXISTING WATER SUPPLY STATUS The"El Nino" year of 1997/98 saw above average rainfall in the area which provided significant runoff into the Salinas and Whale Rock Reservoirs. This year's rainfall has been below average with Whale Rock Reservoir receiving 14.95 inches and Salinas Reservoir recording 14.53 inches. Normally Salinas Reservoir receives more rainfall than Whale Rock, but this years rainfall patterns resulted in approximately the same amount at each reservoir. Salinas and Whale Rock Reservoirs are operated in a coordinated manner with the majority of the water needed to meet city water demand provided from Salinas Reservoir. This coordinated operation results in an increase in the safe annual yield of these two sources since Salinas Reservoir has a much larger watershed and fills and spills more often. Only a small amount of water was supplied from Whale Rock this year which allowed this year's rainfall to fill and spill the dam beginning April 11, 1999. Salinas Reservoir did not spill this year but reached a maximum elevation of 1297.8' which was 2.9 feet below the spillway elevation (91.3% of maximum storage capacity). The City received 577 acre feet from Whale Rock and 6,018 acre feet from Salinas Reservoir in 1998. As of April 28, 1999, the City's available water storage in Salinas Reservoir (above minimum pool) was 19,769 acre feet. The City's share of the Whale Rock storage (above minimum pool) was 21,283 acre feet. The combined water storage available to meet future city water needs is 41,052 acre feet. In addition to surface water supplies from the two lakes, the City utilizes a limited amount of groundwater to meet water demands. Groundwater production reached a high of approximately 2,000 acre feet during the early 1990's but has experienced a significant reduction as a result of groundwater contamination in the area. Two wells have been shut down or abandoned due to elevated nitrate levels as well as PCE contamination. The Water Management Element (W.M.E.) identifies 500 acre feet per year of groundwater production, which is added to the safe annual yield from the lakes, as the basis for water allocation to new development and planning additional water supply needs. This past year's well production (January through December) was only 289 acre feet. As discussed in Section III of this report, staff will be evaluating options available to increase groundwater production. 1 � - 3 -.S 1999 Water Resources S• s Report Page 2 Based on the available water storage in both reservoirs, estimated groundwater production and assuming the return of drought conditions as experienced during the late 1980's, the City has approximately 5'/2 years of water supply, according to the computer storage model and assumptions listed in Figure 4. Water Consumption Based on policies contained in the Water Management Element, the City has adopted a figure of 145 gallons per capita per day (gpcd) as the planning figure for projecting future water supply needs and determining the availability of water for new development. It should be noted that the 145 figure is not the amount that an average resident in the city would use. The basis of the number is the total water pumped into the water system divided by the city population. This figure includes water used by hotels, restaurants, parks, etc. With the adoption of the 145 gpcd, the staff continues to monitor city-wide water use to insure that actual water use does not exceed this planning figure. Prior to the drought of 1986-91, per capita water use reached a high of 182 gpcd (see Figure 3). With the implementation of mandatory conservation measures during the drought, water use reached a low of 86 gpcd in 1991. The impacts to the community relative to this Table 1: Population Estimates & Water Use very low water use were year Population Acre Feet Per Capita visually evident with the 1990 41,958 4,183 89 gpcd loss of landscaping 1991 42,178 4,063 86 gpcd throughout town. Since the 1992 42,922 4,712 98 gpcd end of mandatory rationing (i.e. penalties) following the 1993 43,397 5,008 102 gpcd end of the drought, water 1994 43.919 5,200 106 gpcd use has increased each year 1995 41,295 5,574 120 gpcd until 1997. Water use for 1996 41,404 5,791 124 gpcd 1998 saw a reduction from 1997 41,807 6,220 132 gpcd the 1997 figure of 132 gpcd 1998 42,201 1 5,853 1 123 gpcd to a water use of 123 gpcd. The reduction is likely due to the fact that in 1997 the rainfall for the year ended in mid-January while in 1998 the rainfall continued into May. This demonstrates that outside irrigation throughout the community has a notable impact on the overall water use for the city and should be one of the key focuses of the ongoing water conservation efforts. As identified in the Water Management Element, the City uses 145 gpcd as the planning figure for projecting long-term water supply needs. Staff monitor water use on a monthly basis to insure that annual per capita use does not exceed the 145 figure. 3- � 1999 Water Resources S ;Report Page 3 Water Available for Development The policies in the Water Management Element to the General Plan determine the water available for new development. Section 8.2.A. states "The City will make available to new development only that amount of safe annual yield which exceeds present water use(policy 3.4)." Policy 3.4 and related policies define present water use as the current population times the adopted per capita water use rate (145 gallons per capita per day). Since the 145 gpcd figure was based on the assumption that the entire City had been retrofitted with low flow toilets and fixtures,the polices continue to require retrofitting of existing facilities served by the City to obtain a water allocation for new development. Based on these policies, the table below indicates the water available to allocate to new development in 1999. Figure 5 (attachment to this report) illustrates the City's available water supplies and future supply project timing versus the projected water demands in the future. The future water demand projections are based on a 1%population growth rate and the 145 gpcd planning figure. Table 2: Water Available for Development Year Population Present Water Safe Annual Water Available Demand Yield for Allocation @ 145 gpcd 1999 42,863 6,962 7,735 a.f. 773 a.f. Per previous Council direction, staff will be presenting recommended modifications to several policies in the W.M.E.to the Planning Commission prior to returning to Council for approval. The recommended changes are intended to clarify the intent of the existing policies. One of the main areas to be addressed is relative to the amount of the available water identified in Table 2 which is to be reserved to serve infill and intensification within the 1994 city limits. These modifications are anticipated to be presented and discussed before the Planning Commission this summer. H. MULTI-SOURCE WATER SUPPLY PROJECTS In November, 1990, the City Council adopted a multi-source water supply policy. The adopted W.M.E.Policy 7.1 reaffirmed the City's strategy of utilizing multiple water supply sources to meet our current and future water needs. The policy states that "The City shall continue to develop and use water resource projects to maintain multi-source water supplies, and in this manner, reduce reliance on any one source of water supply and increase its supply options in future droughts or other water supply emergencies." Policies which were adopted in the Water Management Element, the Urban Water Management Plan, and the Land Use Element have revised previous water demand projections. The projected total amount of water to serve General Plan build-out, under the revised plans and policies, is 11,596 acre feet. This figure includes a 2,000 acre-foot reliability reserve and 500 acre feet for loss of safe annual yield due to siltation at the reservoirs. The City's current adopted safe annual yield 3- i 1999 Water Resources St ; Report Page 4 from the reservoirs and groundwater is 7,735 acre feet. This results in an additional supplemental water supply requirement of 3,861 acre feet per year. To provide the required water resources to achieve our General Plan build-out goals, the City is pursuing the Water Reuse Project, Nacimiento Pipeline Project, and the Salinas Reservoir Expansion Project to provide additional water resources for the community. The following is a brief status report on each of these projects being considered to meet the City's future water needs. Water Reuse Recycled water or water reuse will provide a reliable long-term water supply source for the City. Since the completion of a $30 million upgrade in 1994, the City's Water Reclamation Facility (WRF)produces a tertiary treated effluent. At this advanced level of treatment,the reclaimed water can be used for irrigation of parks, playgrounds, and all types of commercial and residential landscaping. It may also be used in industrial processes,for construction purposes,and other non- potable uses. By using treated wastewater effluent to meet non-potable water demands such as landscape irrigation,a portion of the City's potable water will be made available for other potable uses. Staff has estimated that reclaimed water could offset 400 to 700 acre feet per year of exists potable water demand for existing non-potable uses and even more with future developments. The final EIR for the Water Reuse Project was certified by the City Council on March 25, 1997. The City's has applied to the State Water Resources Control Board (SWRCB) for a pen-nit to change the place and purpose of use of the treated wastewater. Staff anticipates that all public trust issues relative to the project will be resolved during the summer of 1999 without a SWRCB hearing after the National Marine Fisheries Service completes its`Biological Opinion"of the impacts to the steelhead. In December 1997,Brown and Caldwell was selected as the design consultant for the Water Reuse Project. They have been authorized to proceed with the preparation of the engineering report which includes an evaluation of the potential user sites. Following resolution of the protests for the permit from the SWRCB, Phase 11 of the consultant contract with Brown and Caldwell will be initiated which includes pipeline route selection and preliminary design. Following Council approval of the preferred pipeline route,Phase III will begin for the preparation of the final plans and specifications for the project. Staff estimates that recycled water maybe delivered to the first customers in the summer of 2002. Nacimfento Water Supply Proiect The County of San Luis Obispo is continuing to pursue the Nacimiento Water Supply Project to make beneficial use of its entitlement of 17,500 acre-feet per year (afy) of water from Lake Nacimiento. The current phase of the project involves the preparation of an Environmental Impact Report(EIR)and preliminary engineering analysis. The City of San Luis Obispo is participating in 2-S' 1999 Water Resources S Report Page 5 the project with a requested allocation of 3,380 afy (as approved by Council on September 20, 1994). The draft environmental impact report for the Nacimiento Project was released for public comment in August of 1997. The comment period was scheduled to close on October 15, 1997, but due to requests by north county agencies and individuals,the comment period was extended to February 1, 1998. Based on the comments received, a revised draft EIR was deemed necessary to assess alternative pipeline alignments and project alternatives. An alternative pipeline alignment has recently been identified which will address a number of the concerns raised by individuals and agencies. The new alignment will follow Nacimiento River (along the banks) through Camp Roberts property. The pipeline would cross Highway 101 and Salinas River to River Road. The route would remain on the east side of the Salinas River until it passes Atascadero. The pipeline would then cross to the west side of Salinas River and return to the original alignment. This new alignment will be studied in the revised draft EIR for the project and will eliminate the construction impacts relative to Nacimiento Lake Road and Vine Street(Paso Robles). The current schedule anticipates that the revised draft EIR will be released in April of 2000 for public review. The schedule anticipates that the certification of the final environmental impact report for the Nacimiento Project will be considered by the Board of Supervisors by the end of 2000. Following certification and project approval, the County will initiate procurement of final participation agreements with the project participants. The County will then proceed with final design, engineering and construction. If the project proceeds on the current schedule, water deliveries from Nacimiento could occur around the year 2004. Salinas Reservoir Expansion Project The Salinas Reservoir Expansion Project envisions the installation of operable spillway gates which would raise the maximum water level by 19 feet. This would increase the storage capacity in the reservoir from 21,843 acre feet to 41,792 acre feet. Based on this increase in storage capacity,the safe annual yield from Salinas Reservoir is estimated to increase by 1,650 acre feet per year. The Final Environmental Impact Report for the project was certified on June 2, 1998. Following certification of the EIR, staff requested a hearing before the State Water Resources Control Board to resolve the protest to the request for a time extension relative to the City's water rights permit. State Board staff are working with the California Sportsfishing Protection Alliance, who filed the protest,to determine if the protest can be resolved without a hearing. If the resolution requires a hearing,it is likely that the hearing will not be scheduled until early 2000. Based on the delays relative to the EIR for the Nacimiento Project and uncertainties of participation in the project by some of the agencies,Council has supported moving forward with additional work associated with the Salinas Reservoir Expansion Project. One area which must be addressed is associated with the U.S. Army Corps of Engineers desire to transfer ownership of the dam and surrounding property to a local agency. There are additional studies required by the Corps before y 1999 Water Resources S' s Report Page 6 the property can be transferred which include hazardous material evaluation, a cultural resources study and other related issues. In addition to the issues discussed above, additional work is necessary to prepare the detailed mitigation and mitigation monitoring plans for Council consideration and approval. Following approval of the detailed mitigation plans,the Council will be at a decision point relative to moving forward with the project. Approval to proceed with final design and construction will require the Council to make findings relative to the project related impacts, file the Notice of Determination, and possibly require findings of overriding considerations relative to project related impacts. The Nacimiento Project EIR should be certified and commitments by other project participants requested by the County, prior to the final decision point for the Salinas Reservoir Expansion Project. An optimistic schedule for completion of the construction work for the expansion project would be the summer of 2003. Groundwater The current groundwater program utilizes three wells for domestic use, two wells for irrigation at the City golf course and one well at the Corporation Yard for construction water uses. The City's two largest producing wells, the Auto Parkway and Denny's wells, have been shut down due to elevated nitrate levels. The Pacific Beach #1 & #2 wells are not operated simultaneously due to well interference problems between the two sites. At this time, the three domestic wells are producing an average of 24 acre feet per month which represents about 5% of the total City water demand. The relatively small groundwater basin which supplies the majority of the City's groundwater production is recharged very quickly following normal rainfall years. The water levels in the basin also fall relatively quickly following the end of the rain season. The W.M.E.has adopted a goal of 500 acre feet per year of groundwater production. This past year's production from the available wells was only 289.2 acre feet which was a decrease from the previous year's amount of 300.2 acre feet. To increase production from the groundwater basin, a treatment facility would be necessary to remove nitrates and PCE. A new well and water treatment plant site would need to be located to minimize visual impacts while providing the necessary access for plant staff and deliveries. There may be an opportunity to operate the groundwater program in a coordinated manner with water delivered from Whale Rock and Salinas Reservoirs to increase the total safe annual yield available to the City. Staff will be preparing a preliminary analysis of the potential increase that could be anticipated under various scenarios for Council consideration later this year. III. WATER CONSERVATION PROGRAM Water conservation. has played an ever increasing role in the City's over-all water supply development and management strategies since 1985. With the adoption of the Urban Water Management Plan (UWMP) in November 1994, the policies regarding water conservation will provide the essential foundation in sustaining long-term water supply dependability by using our existing supplies more efficiently. 1999 Water Resources SReport Page 7 In September 1991, the Council approved and authorized the Mayor to sign the "Memorandum of Understanding" (MOU) with the California Urban Water Conservation Council regarding urban water conservation and the implementation of the sixteen "Best Management Practices" (BMPs). The BMPs were presented as part of the UWMP. The MOU acts.as a road map for the City's long-term water conservation program and signifies a commitment to the BMP process. At the request of the City Council, staff will be preparing an evaluation of the overall water conservation program and potential areas for enhancements or alternatives available to increase community conservation efforts. Staff is anticipating that the evaluation will be presented to the Council this summer or early fall. The following information is a summary of the water conservation program's key components: Retrofit Rebate Program The retrofit Rebate Program has been in effect since 1990 and is the longest, continually running toilet rebate program in the State. It is important to note that funding levels and rebate reimbursements have Table 3: Summary of Retrofit Rebate Program varied from 1990 through the fiscal year Fiscal Year #of Funds Funds Rebate 1998/99 as noted in Toilets Allocated Expended Amount Table 3. The downward trend in participation can 1990/91 1,250 $100,000 $100,000 $80 be attributed to building 1991/92 942 $100,000 $65,990 $70 activity within the City in which developers 1992/93 1,313 $137,500 $133,550 $100 provide toilets, 1993/94 898 $137,500 $85,230 to $100 showerheads and faucet aerators at no cost to 1994/95 896 $137,500 $83,777 to$100 customer in order to 1995/96 607 $100,000 $57,323 to$100 obtain a building permit (these toilets are 1996/97 448 $100,000 $43,213 to$100 included in the section titled "Water Offset 1997/98 429 $80,000 $41,529 to $100 Program"). Rebate 7/98 to 5/99 146 $80,000 $14,039 to$100 activity significantly increases during periods when building activity decreases. 3-ll 1999 Water Resources S' s Report Page 8 Retrollt Unon Sale ProPram The Retrofit Upon Sale Ordinance was adopted in October of 1992 with an effective enforcement date of January 1993. After approximately 6 years of Table 4: Summary of Retrofit Upon Sale Program enforcement, the ordinance has been very successful and Year #of Issued WCC #of Bathrooms with extensive staff effort 1993 730 1,518 has been well received by the real estate and escrow 1994 649 2,205 business community. This 1995 855 3,012 is a staff-intensive program requiring monitoring of 1996 909 2,099 compliance, tracking escrow closures, issuing follow-up 1997 926 2,190 correspondence, issuance of 1998 809 1,789 the "Water Conservation Certificates" (WCC) and entering information into the master retrofit database computer system. Table 4 summarizes the retrofit upon sale activity since the ordinance went into effect. It is important to note that people required to retrofit their property upon sale are eligible to receive a rebate. Also, developers that need to retrofit as a condition of project approval often retrofit homes that are being sold. Therefore, the numbers listed in Table 4 may also be included in Tables 3 and 5. Water Offset Program The Water Offset Program was established as part of the Water Allocation Regulations to allow development when there is no water Table 5: Summary of Water Offset Program available to allocate. With the adoption of the new planning figure of 145 gpcd, Year #of Bathrooms #of Locations there was water available to allocate, but since the 145 figure assumed full retrofit 1993 1,261 538 of all facilities in the city, the retrofit 1994 1,727 124 requirement was still deemed necessary. Developers must make changes, in 1995 2,208 525 facilities served by the City, which will 1996 1,155 511 reduce long-term water usage by twice the allocation required for the new project. 1997 1,458 528 Table 5 summarizes the retrofit activity through the Water Offset Program for the 1998 1,407 592 last five years. 1999 Water Resources St Report Page 9 Bathroom Retrofit Summar With the adoption of the UWMP in 1994, bathroom retrofitting has been identified as a significant water demand management strategy and integral part of the City's overall management plan. To date, 19,953 bathrooms (toilets) have been retrofitted either through the Retrofit Rebate, Retrofit Upon Sale and/or the Water Offset Programs. This represents approximately 62% of the total toilets in the City which represents an annual estimated water savings of approximately 700 acre feet. Water Audit Program The water conservation office offers free indoor and outdoor water audits upon request. The requests are typically received from people experiencing high water bills, residents participating in the low income assistance program or customers requesting a utility bill adjustment through the Utility Billing Adjustment Committee. During the 1997/98 fiscal year the office performed over 200 water audits for both residential and commercial customers. These water audits often reveal problems which are then corrected by the property owner, which results in lower water use and associated billing charges. Public Information & Education In its ongoing effort to educate the public on efficient resource utilization, the Utilities Conservation Office provides informational brochures on a variety of water conservation and recycling topics upon request. Additionally, staff has produced a quarterly newsletter which focuses on current information regarding water and wastewater issues. Additional information has been distributed through paid media advertising and public service announcements. The current emphasis in the water conservation program's information and education campaign is efficient irrigation practices. In addition to the above programs, the Utilities Department has been working with the San Luis Obispo Coastal School District to implement a water education program which has recently been approved by the District. Water education information with a local emphasis will be presented to local students beginning in the fall of 1999. Two age levels are targeted with this program. Third and fourth graders will learn the story of their water, beginning with the water cycle and moving through the whole SLO City water treatment,distribution,use,wastewater collection and the water reclamation process. Seventh and eighth graders will leans more about water quality and how water is reclaimed at the City's water reclamation facility, water which will eventually be reused for landscape irrigation. To complement the schoolroom programs, the Department plans to offer tours at the Water Reclamation Facility and to develop complementary displays and information at the San Luis Obispo Children's Museum. Complementary graphics and information will be built into a special student section on the department's web site. 1999 Water Resources S' 's Report Page 10 - The department's hope is that programs are lively,fun and interesting,so that teachers will want to use the presentations,water education toolkits and tours as a way of enhancing their current water education curriculum. The benefits are immediate and long-term. Instilling water awareness in children leads to increased parental water awareness. It also positively affects future generations: these students are tomorrow's adults and they will have the information to make informed and appropriate decisions about water. IV. PROJECTED WATER SUPPLY SITUATION Reservoir StoraPe Curve The Reservoir Storage Curve is integral to the City's annual water plan analysis. It is a computer model used to estimate the City's future reservoir storage based on historical weather patterns (worst case),water use projections, reservoir data and available groundwater supplies. The model is used to forecast the City's water supply position and to make certain water policy recommendations. The curve has been updated to reflect the City's current storage and the policies contained in the Urban Water Management Plan. The model predicts current water supplies would last until September of 2004 (Figure 4), under a set of assumptions that represent the weather patterns during the worst case drought of 1986-91. V. SUMMARY With both reservoirs nearly full, the City is currently in a favorable water supply situation. Even with this favorable short-term outlook,the City still needs to develop additional supplemental water supplies to meet the goals of the General Plan. Based on the cost projections for developing new water supplies, it is evident that water conservation will continue to be a crucial element of the City's water resources planning in the future. With the multi-source water policy, a number of supply projects under development,strong water conservation program and other related policies which were adopted as part of the W.M.E., the City is pursuing a direction which will create a reliable supply of water to meet our customers current and future needs. Attachments: 1. Definitions 2. Figures 1-5 Definitions Safe Annual Yield: The maximum quantity of water which can be delivered from the water source each year during a critical dry period(i.e.historical drought period). Acre Foot: * 1 acre foot = 325,851 gallons * Enough water to cover a football field with 1 foot of water * Enough water to serve approximately 3.5 average single family homes (in San Luis Obispo)per year Gallons per Capita per Day(gpcd): Calculation= Total Acre Feet x325,851 City Populationx 365 Present Water Demand: Calculation= 145 gpcd x Current City Population x 365 325,851 Salinas Reservoir. Maximum Storage Capacity = 23,842.9 acre feet Minimum Pool= storage amount when water extractions must cease= 2,000 acre feet Surface Area= 730 acres Drainage Area= 112 square miles= 71,700 acres Whale Rock Reservoir: Maximum Storage Capacity=40662 acre feet Minimum Pool= storage amount when water extractions must cease=2,000 acre feet Surface Area= 594 acres Drainage Area=20.3 square miles= 13,000 acres � F• 3-/5. figure oa y P4 m 0 r--( ,...� 0'~ *66/86 L6/96IWO a 96/96 IMINEMEMEMMEN 56/16 y X6/£6Cq p 1 EI N �� � � ►� Z6/16 16/06 Well JO S;)gaul ■ �.�.:.. - cc ISSO s •' u _ 1 _ a\\\u\u \\\\\\\\\\\\\\\\\\\\\\a\\ - � \ AAAAAAAAA`. -' _ �u\\\ _ 96 \:. c � 0 'y U � a' a L uoiRuIndod OO O O O O O O O O Cl O O O O O O O O O O Cl O O O O O O O O O O O .9 C c�i � o of ao r� cm ori sf v v v v c mm m m m m m m N 01 r � 01 N �O t Q� O U) co co �.V b1j N m .. -co - - N ® ,O O �I .F=( 03 a` v7 _ co 44 co co N m m r co co r LO co OO O O O O O O O O O CO CO R N O OO co N N S8(j/UosJad/suollI3� Figure25 k- 4 p fF7 ) ry T� sbwt 4 �7 .w n T �' '� '1 l� �i�d•. n � A / � a.�. bS�fw YnFtT . ♦ ,,� TJ. .wt 5 YY „1+-1''+T' 'Iry' B -t� 2 a ..aj' ,r � 'Y Y j�kyY`t+' 'F •., yr'y a w 'L2 1*7 v. 1 e-S� :✓•T' ,�. 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N °°3 �'fl 6002 6002 a� .1 �IA INA LOW G� Lei Sooz � a CON ON m ^. cc it 6661 Y 3 L661 5661 0 0 0 00 0 0 0 0 0 in Cl tn o %n voi o o o� v� 00 06 r- rz �d N tf tr ��3 aid 3—z0 4 { !i t f E Ey { S i tk 7 VESTING TENTATIVE TRACT MAP 2289 San L uls Obispo., California LOT 106 OF 1 RS 92 AND PARCEL C OF 37 PM 44 IN THE COUNTY OF SAN LUIS OBIPSO f t STATE OF CALIFORNIA 4 i ^ E 1 " t i r M t r r• _W n r r- s-. t " S 5,5m l 7RA VEL { .. „ » t y 1 t,. s *" FULLER ROAD TYPICAL SECTION '13. lim RIW i e N o - r r' q 0 �s w 4 �i s } � »..,a.,.... .�,..._..._._ :...._., ... ...pax-• �`�^.� fr P t t r " t e {r. i , r � '� 9 � i i Y a : ea; j t _E „ „ o- " s r^. r HKA,TER TYPICAL SECTION 17M RIW c CA f 4 r ..%Afh 4,':ff�, CA 9_40I 8'1,5 54„„'—, s,7j 4 PROJECT S TA TIS "` ICS DEVELOPER r E,�IS77NC t.7Nrr r:. - PLANIiED PROPOSED ZONING PT,,'r„a P t�$sf!°E) v9 ��7�� .`:t 1�` INC, , ASSESSORS ���a*C I.,AJ" �'. 076-410-0,38 r; t/ Air CA S'(),'t j NUMBER OF L07754-9 sAREA PREPA RED B Y: F7R '. OVD RESIDER 77 L: 0.,310 ^acs (7,67 AC) Eta SPA CE: O? 181 h (4,48 A S) ROAD OEDICA RON 0,009 ho (0,2J AC) ROADS:° 0,092 8 A TOTAL h' `A- 0,593 ho (14,66 AC) U , R CITY OF SAN LUIS 061SPO A7chftecturfE Manning, - E11g1j3EtTII}�'' - MtIC�'E'y7 - lYtltllf)2S - 13J2t�5cf�d7E' A1fv �'C'ft7T�' _ I kA TSR: CITY OF SAN LUIS r ISPO ELECTRIC: PACIFIC GAS ,AND UL C IL:` ;3'701 Soot 1 Higu ra Street, Sar. Luis Obi po, Califo is '3:3401 t305 ' 4,3--1794 GAS: S UTHEL N CALIFORNIA GAS COMPANY 1'31 'South '("md Avenue, Oakdale, California5361 209/ --!794 r i`L `F?HO`'1`E., PACIFIC 6M Vie Montg pmery, Architect C0110140.Jerry ifichael, PCE °M95, Ls 6'i6 -Jeff Ferbr-r, Landscape ArchiEr,;f 2844 E98813 ,April Jrd, 199 i tCURVE TABLECENTERLINE DA TA CURVE LENGTH RADIUS DEL TA LINE BEARING LENGTH L r N_�4��� 55— , 20,35m L2 N86 42 52' .31.766 C`1 6..3 22. 7m 1 *5 '02" ' 27 4 m 16.7r-'m9X40'21'* L4 N 1r 47'51ar , om o d 6 66 , f.1 err �4 C4 u38.12m 0. 0m X78'4441 i L. 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FY f"�" & Y°•� d 'Yt ° ,"'�.. �t,...». :i' µ, .. .f ��t' JE—" 3 d# °' «( (/ , �+'� ra 101,3, ' 66, 6m r bra ;� BACK I PHSCALE (. tea METERS } 20 1 G 20 Ar, Ali 80 1001 ! 1 . 1000 0 � 1 VESTING TEN TA T1 VEOUANTITIES i r4r'=�r�rtee� ial°e - Planning - Engineering - 5ar�"r�✓1l1#1 � I�.f �`l�elr,s � 1.��. ��sc•� �� :tr����7itcttrre � r- T 00 YARDS 3.3101 gout i ue a Street, Stirs Luis Obispo, Calif Ariz a 93401, 0�a/W-1"x'94 TRACT MAP 2289 �v FILL 21,000 YARD 1'11 South 2nd Avenue, Oakdale, California 93 3 1 209/1847-17 4 Vic Montgomery,. in_i .o�_,..r»_,_3.A3.33c t #_ec .CJS.wP_G_._J. J._t.z.r.._ ca 4..._._RCE ._.___..,_ _..`.' E..1._'.._6 +6_=Jeff li_a_s_d_s_e_.,a._p._._Ar_:h t_ _t. 2844 April f