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11/15/2002, - BACKGROUND WORKSHOP: SETTING THE TABLE FOR THE 2003-05 GOAL-SETTING AND FINANCIAL PLAN PROCESS
Council 11-15-02 [A] acEnba Repout CITY O F SAN L U I S O B I S P O FROM: Ken Hampian, City Administrative O ficer Bill Statler, Director of Finance SUBJECT: BACKGROUND WORKSHOP: "SETTING THE TABLE" FOR THE 2003-05 GOAL-SETTING AND FINANCIAL PLAN PROCESS CAO RECOMMENDATION Review and discuss the accompanying status reports in preparation for the 2003-05 goal-setting and Financial Plan process: 1. Status of General Plan Implementation Programs 2. Long-Term Capital Improvement Plan, "End Game CII':" Summary of Facility and Infrastructure Improvements Through General Plan Build-Out 3. Status of 2001-03 Goals and Objectives 4. Status of Current CIP Projects 5. General Fiscal Outlook DISCUSSION As discussed in the September 3, 2002 agenda report to the Council outlining the proposed process and schedule for the 2003-05 Financial Plan, this "setting the table" workshop is now a new step and the first "formal" one in this process. While we have always provided background information as part of the Council goal-setting process, we recommended a workshop devoted solely to this purpose in responding to the Council's interest in more fully covering "where we are and where we've been"before launching into"where do we want to go next." This reinforces how we have always defined the purpose of the City's budget process, which is asking ourselves: of the many goals, objectives and work programs set forth in our long-term planning and policy documents, which are we going to focus on in the next two years? With this approach, the City's two-year budget process becomes our key tool in programming the implementation of these plans and policies by allocating the resources necessary to do so. In short, we do not start the goal-setting process from scratch with an empty plate: it needs to be informed by our adopted long-term plans, current two-year goals and fiscal outlook. Adopted Long-Term Plans and Goals These include the General Plan (and its many elements), Urban Water Management Plan, Pavement Management Plan, Short Range Transit Plan, Parking Management Plan, Neighborhood Traffic Management Program, Bicycle Plan, Public Art Policy, Conceptual Background Workshop: 2003-05 Goal-Setting and Financial Plan Process Page 2 Physical Plan for the City's Center and Facilities Master Plan. These plans were subjects of significant staff analysis, community involvement, and advisory body and Council deliberation before they were adopted. As such, these should be an important starting point in setting goals for the next two years. To facilitate taking a close look at these long-term plans as the first step in the goal-setting process, we have prepared two resource documents,which accompany this report: 1. Comprehensive overview of the current status of General Plan implementation programs. 2. An "end game"capital improvement plan (CIP) summarizing the costs of the new facilities and infrastructure that will be needed to implement our General Plan, or achieve the goals of other important plans and policies previously adopted by the Council. In preparing these reports, our goal was to make them comprehensive on one hand, but concise and meaningful on the other. With this goal in mind, each of the reports is introduced by a short summary of key findings. Status of Current Two-Year Major City Goals,Other Objectives and CIP Projects Some of our major city goals may not be complete by June 2003; as such, the"carryover"work on them may be candidate major City goals for 2003-05. And even for those goals where the specific work programs for 2001-03 may be completed by June 2003, there may be "spin-off' tasks as a result. This is especially true for work programs in 2001-03 where the objective was to complete plans or studies: with those now in place, a likely"spin-off' into 2003-05 may be implementation of these studies. To assist with this review,we have prepared the accompanying reports: 1. Status of 2001-03 Goals and Objectives 2. Status of Current CII'Projects Each of these reports is introduced by a short summary of key findings. Fiscal Outlook: Toughest in Many Years Along with long-standing plans and current goals, it is also important to place goal-setting in the context of our fiscal condition and outlook. As discussed with the Council as part of the 2002-03 Financial Plan Supplement, we are facing major threats to our fiscal health on a number of fronts. These include adverse trends in several key General Fund revenues, increasing insurance and retirement costs, and the continuing potential for major State budget cuts to cities. Combined, these forces translate into what is likely to be the toughest fiscal situation we have faced in over ten years. Background Workshop: 2003-05 Goal-Setting and Financial Plan Process Page 3 This doesn't mean that we can't fund any new initiatives in 2003-05—but it does mean that doing so will be very difficult. The "yin and yang" nature of the relationship between our goal- setting process and fiscal reality is discussed further at the end of this report. General Fiscal Outlook. We had initially planned to present the results of our five-year General Fund fiscal forecast at this workshop. We now plan to present this at the December 10, 2002 budget workshop, which will still provide an earlier empirical look at the fiscal context for goal- setting than in past years. Instead, we have prepared the attached report outlining our General Fiscal Outlook, which highlights the key issues that will be facing us in the next two years. While conceptual, it presents a sobering look at the fiscal times ahead of us. There are two reasons for preparing a general outlook at this time rather than a more empirical forecast: 1. UCSB Forecast. One of the most credible, independent sources available to us in assessing the economic climate–and how this is likely to affect our key General Fund revenues–is the UCSB Forecast.. Before finalizing our revenue projections, we want to take advantage of the results of the forecast. While the forecast will be held on November 8, 2002, which is before this workshop, this does not allow adequate time to incorporate any new information. 2. PERS Retirement Costs. On the expenditure side, we are facing unprecedented increases in our retirement costs. The magnitude and reasons for these increases are detailed in the attached General Fiscal Outlook report. However, the short story is this: largely due to portfolio investment losses, we are looking at retirement cost increases in the General Fund of $1.4 million in 2003-04; and $3.2 million in 2004-05. Placed in context, for 2004-05 this represents about 10% of our General Fund revenues. And because of the "smoothing" methodology used by PERS in setting rates, and the likelihood that PERS investment yields will continue to be less than their actuarial assumptions for the foreseeable future, these rates are likely to continue to increase beyond 2004-05. We are currently working with an independent actuary to help us better assess these long- term costs. Because our assumptions for PERS costs will be a critical component of our forecast, we want to use the best information available to us before finalizing and presenting the results. Value of this Workshop. While the goal-setting process can certainly be used to initiate goals that have never been on our radar before, it should start from where we are today, based on the long- term plans and objectives we have already adopted, and the high-priority programs and projects already underway. And we should place this in the context of our fiscal outlook. Hopefully, adding this"third step"to the goal-setting process will provide a more meaningful look at these issues than we have taken in the past. Background Workshop: 2003-05 Goal-Setting and Financial Plan Process Page 4 Next Steps in the Financial Plan Process: Key Dates Key dates for the proposed goal-setting process before issuing the Preliminary Financial Plan are: When W-hat Tuesday,December 10 Goal-Setting Process and Financial Overview. Finalize plans for the Council Chambers goal-setting process;review purpose and organization of the Financial 7:00 to 10:00 PM Plan document;consider existing Financial Plan policies and approve any revisions as appropriate;review audited financial statements; consider results of five-year fiscal forecast. Tuesday,January 14 Community Forum. Consider comments and suggestions from Laguna Middle School community groups, interested individuals and Council advisory bodies. 6:30 to 9:30 PM Saturday, February I Council Goal-Setting Workshop. Review the status of existing major Library Community Room City goals and candidate goals presented at the January 14 workshop; 8:30 AM to 4:00 PM consider Council member goals; prioritize and set major City goals. Tuesday, February 4 Follow-Up to Council Goal-Setting if Needed. Continued Regular Meeting consideration of goal-setting at the next regularly scheduled Council meeting following the February 1 workshop if needed. Tuesday, February 18 Mid-Year Budget Review. Consider the City's fiscal status at the mid- Regular Meeting point of the fiscal year and make appropriation adjustments as needed. Thursday,Apri110 Major City Goal Work Programs. Review and approve detail work Council Chambers programs to accomplish major City goals; provide other budget direction 7:00 to 10:00 PM as needed. As outlined in the calendar approved by the Council in September,we plan to finalize and issue the Preliminary Financial Plan by May 15, and hold the first three preliminary budget workshops on the evenings of May 22 (Financial Plan overview and General Fund operating programs), May 27 (General Fund capital improvement plan projects) and May 29 (Enterprise Fund programs, projects and rates). The Financial Plan is also scheduled to be a topic of discussion at the following two regular Council meetings (June 3 and 17), with Financial Plan adoption planned for the June 17 meeting. SUMMARY Importance of Goal-Setting in Tough Fiscal Times As noted above, we go into the 2003-05 Financial Plan process facing what is likely to be our toughest fiscal situation in many years. This doesn't mean we can't fund new initiatives in 2003- 05—but it does mean that doing so will be very difficult. Given current revenue trends, the very real threat of large State budget cuts to cities and unprecedented increases in retirement costs, it Background Workshop: 2003-05 Goal-Setting and Financial Plan Process Page 5 will be a major challenge to just continue current service levels and adequately maintain our existing facilities and infrastructure. For this reason, as outlined in our September report, we're on a course of two parallel but complimentary paths to the same destination as part of the 2003-05 Financial Plan process: 1. Hoping for the Best Planning for the future, responding to our highest hopes and aspirations, identifying the most important,highest priority things for us to do in the next two years. 2. Preparing for the Worst While at the same time recognizing the very real fiscal challenges confronting us. On the surface, goal-setting and tough fiscal times may appear to be conflicting concepts—but they aren't. In fact, the need to set goals for the most important, highest priority things for us to do is even more important when resources are tight. And this is the essence of the budget process: of all the things we want to do in making our community an even better place to live, work and play, which are the most important? And what are the difficult resource trade-offs we have to make to do them? ATTACHMENTS 1. Status of General Plan Implementation Programs 2. Long-Term Capital Improvement Plan, "End Game CIP:" Summary of Facility and Infrastructure Improvements Through General Plan Build-Out 3. Status of 2001-03 Goals and Objectives 4. Status of Current CII'Projects 5. General Fiscal Outlook Q Budget Folders/Financial Plans/2003-05 Financial Plan/Council Goal-Setting/Council Agenda Reports/Background Workshop Attachment 1 STATUS REPORT General Plan Implementation Programs November 2002 ��iiiiillllllllll � Iiii *,, ,, city of sAn WIS OBISPO 1 Status of General Plan Implementation Programs INTRODUCTION OVERVIEW The following schedules provide a concise yet comprehensive summary of the status of all General Plan implementation programs. As discussed in greater detail below, of the 389 individual implementation programs in the General Plan, 73% (285) of them are completed or have been integrated into the City's ongoing operations. Given the ambitious nature of our General Plan All Elements:Program Implementation Status and its thirty-year "end-game" time DIFFICULTY TO COMPLETE:33% horizon, we believe that this represents ❑ Hgh significant progress in achieving Difficulty 7% General Plan goals. ❑Meauim Diffculty 15% Of the remaining 27% (104) programs O COMPLETE! OING that are not yet complete, we have ® Low ON7G3% ty classified 5% (20) of them as being D 5% relatively easy to achieve from a resource perspective; 7% (26) as being difficult to achieve; and 15% (58) as being somewhere in between. Report Focus: Why Report on the Status of Programs? The City's General Plan is composed of a"building block"hierarchy of goals, objectives, policies and programs. Goals and objectives are direction-setters. They describe desirable conditions and preferred outcomes as they are applied to specific situations. Goals are generally not quantifiable, time-dependent or suggestive of specific actions for their achievement. Objectives generally state an intermediate step toward attaining a goal. Policies are typically more specific statements that guide decision-making. Programs implement goals, objectives and policies. As such, monitoring the our progress in implementing General Plan programs is an excellent way of monitoring our progress in achieving General Plan goals and objectives. And for this reason, it is the focus of this report. REPORT ORGANIZATION General Plan Element. The report first organizes each of the implementation programs into one of our ten General Plan elements (presented in the order shown in the General Plan Digest): ■ Land Use(LU) ■ Safety(S) • Housing (H) ■ Conservation (CO) ■ Open Space (OS) E Energy Conservation(EC) ■ Circulation (CI) ! Parks and Recreation(PR) ■ Noise(l) ■ Water and Wastewater(WW) Implementation Program Summary. A narrative summary is provided for each implementation program, referencing the specific General Plan Program number. (Each program is assigned a"line number" solely for easy internal reference within the report itself.) - I - Status of General Plan Implementation Programs INTRODUCTION Lead Department. The lead responsible for implementing the program is presented. (In many cases, several departments work closely together in implementing the program; this simply indicates which department has the lead role in coordinating program implementation.) ■ Administration (ADM) ■ Parks and Recreation(P&R) ■ Community Development(CDD) ■ Police (PD) ■ Finance(FII) ■ Public Works (PW) ■ Fire(FD) E Utilities (UT) Implementation Status. All programs are organized into one of two major"status"categories: 0 If it's complete (or will be complete by June 2003) or has been integrated into City operations as an ongoing program, this noted with a "C" (complete) or an "O" (ongoing) in the first status column of the summary. For easy reference, within each element, completed programs are listed first in the summary, followed by those that are ongoing. © If it won't be completed by June 2003 (or it's an ongoing program), then we have rated how difficult it will be to complete on an "order of magnitude" (qualitative) basis using the following coding: Low (L): Minimal staff effort and no consultant assistance will be needed to complete the analytical work and coordinate stakeholder-public outreach. While this is a qualitative assessment by the lead department, this generally means that less than 80 hours of staff work or no consultant assistance will be needed to implement the program. Medium (M): Significant staff effort and/or some consultant assistance will be needed to complete the analytical work and coordinate stakeholder-public outreach. Again, while this is a qualitative assessment by the lead department, this generally means between 80 to 500 hours of lead staff work and/or up to $25,000 for consultant assistance will be needed to implement the program. High (H): Major staff effort and/or consultant assistance will be needed to complete the analytical work and coordinate stakeholder-public outreach. Generally this means that more than 500 hours of staff work and/or more than $25,000 for consultant assistance will be needed to implement the program. For easy reference, within each element, the incomplete programs follow those that are complete/ongoing, with the "low" difficulty programs listed first, followed by those that are "medium and high." Downtown Plan. The Conceptual Physical Plan for the City's Center(Downtown Plan) is not a General Plan Element. However, several of its programs are closely linked to the General Plan, and as such, the status of its programs are provided for supplemental information at the end of this report. It is organized in the same manner as the status report on General Plan program implementation. -2- Status of General Plan Implementation Programs- INTRODUCTION ro rams- • D • FINDINGS General Plan Programs Status Summary. As noted above, 67% of the City's General Plan implementation programs have been completed or integrated into the City's day-to-day operations. The following is a more detailed summary of the status of General Plan implementation programs by element: Summary: Status of • • Programs Compiete Difficulty to Complete Or Ongoing Low Medium High No. Pct No. Pct No. Pct No. Pct Total Land Use 56 60% 7 8°/ 22 249 7 8°/ 92 Housing 39 73% 10 10/0 4 _ _ 8% 53 Oen Space 43 74% 3 5°/ 7 _12% 5 9% 58 Circulation 44 666/6 7 110 13 266/ 2 3% 66 Noise 4 100% 4 Safety 33 94"/• _. 2 6% _ .0°/ 35 Conservation 18 67°/ 1 4% 2 7"% 6 22% 27 EnergyConservation 9 70°/ 2 15% 2 15% 13 Parks and Recreation 36 95% 2 5°/ 38 Water and Wastewater 3 100% 3 Total I 285 73°� 201 5°/ 581 Isq/ 1 26 1 70/ 389 Resource requirements. Based on our qualitative assessment of the resources need to complete the implementation of the remaining programs, the following is a "high-level assessment of the staff resources and consultant assistance that will ultimately be needed to complete these programs at some point: High-Level Resource Assessment Remaining Staff Effort Consultant Programs FTEs* Cost** Assistance Total Low Dfficulty 20 0.9 129,900 129,900 Medium 58 9.9 1,365,400 1,450,000 2,815,400 Hi h 26 15.3 2,110,600 1,950,000 4,060,600 Total 104 1 26.1 $ 3,605,900 $ 3,400,000 1 $ 7,005,900 *Annual full-time equivalent(FTE) **Includes salary, benefits and indirect costs But What's Their "Value?" These summaries show which programs remain undone, and the resources that would be needed to complete them. However, they don't address their relative value to the community compared with the effort that would be required to complete them. For example, it might be tempting to direct our resources to finishing-up the "low difficulty" programs to get them off our plate. However, this should be weighed against the value likely to be derived. In this case, we might have a greater impact in improving the community's quality of life if we focused the same level of resources towards accomplishing a fewer number of"high value" (but relatively higher effort) programs. On the other hand, we would want to avoid undertaking high-effort but lower-value programs. -3 - Status of General Plan Implementation Programs INTRODUCTION In his book The Seven Habits of Highly Effective People, Stephen Covey presents a paradigm for assessing these `value versus effort" trade-offs, which can be summarized as follows in the context of allocating resources towards completing General Plan programs: 3 0 J Quadrant A Quadrant B Low Effort, High Value Low Effort, Low Value H O L W Quadrant C Quadrant D High Effort, High Value High Effort, Low Value s _rn High Low VALUE In this model, we would want to first go to those programs falling in "Quadrant A:" low effort but high value. (These are the proverbial "low hanging fruit.') After this, Quadrants B and C are a"toss-up." However, in all cases, we would want to avoid any programs that might fall into Quadrant D. Ultimately, assessing the value of individual programs and directing resources towards completing them is the Council's decision (and in the final analysis, this what the City's goal- setting and budget process is all about.) However, the staff can prepare an "order of magnitude" assessment of those programs we believe would have the most near-term benefits relatively quickly if the Council believes that this would be helpful background information in the goal- setting process. Downtown Plan Programs As reflected in this summary (page 21), six of the fifteen Downtown Plan implementation programs have been completed or integrated into the City's ongoing programs. Of the remaining nine programs that are not yet complete, we have classified 3 of them as "medium"difficulty and six of them high." -4- r CIVO L O m = M wE Z U E O m Q ' f Q � J N 0 W ! m O OE '02UUU00000000000000 OU0 M M m CO In � O J � r M J O (n r CD m U M D J m > to J M '2 C6 Ln C` ` aD M C r m m O N aci � Q Cp U J m C m O Cb m J ad 'm Y m y 12 0 m m C 'm0 N L J C V .0. m I.- m m O O N N C V . O O .L.. .c .m 3 ? J C � m O r o C o J v E O °' y 'v_ E ¢ m U r .m ami C C O Cm d J y O O J r W 7 U m r r J m m m m E = d ri m 7 O M c O J .y„ " r m L d 70 m IT 0 M m MM m C L 0 Ot to n f/1 J f� CO C 7 m !O C > r (� W U m X co U CO M m m O C!) 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IM aa = UJUJ ■ -3 2 U. §a % CA _ { w k $ C) LU E� o00 � 00 q _ < r § £ Q @ � ƒ R R D . rE ® ) 2 _ e ! | 2 $ 0 § § ° � e l j ) 0 k1§ cc cc C) � Cl luJ M- = - ■ o � 4 LU � _ -i ■ - mLU at m ' a © opo - � � o « a , E ■ . § ) dCL f � k § G = c c _ ■ -i CL < o ■ ` z ) § § kk Attachment 2 Long-Term End-Game CIP: Summary of Facility and Infrastructure Improvements Through General Plan Build-Out November 2002 ►��������', ��� cityo san Luis om s o � p Lon -Term Capital Improvement Plan '!INTRODUCTION OVERVIEW 'This report presents the City's "end-game" capital improvement plan (CIP), summarizing facility, infrastructure, equipment and land costs needed to serve the City at build-out under the General Plan. As presented in the "sidebar" chart, these improvements total about $615 million, with transportation improvements accounting for about two-thirds of Long-Te rm C IP By Function: these costs. $614,419,800 O Public UhTdies Key Assumptions o public%tory 7% o General Govemrtent The following are key assumptions n Coffrunity 3% underlying the costs presented in Development this report: z% o Transportation 64% ■ Leisure. 1. New Facilities Only. These alNral and Social Services . . - costs only reflect new 23% improvements needed to support General Plan build-out, based on current policies, plans and goals in place today. Recurring, maintenance oriented-improvements, such as pavement maintenance, are not reflected in these costs. While they are significant, totaling about $4.5 million annually in the General Fund alone, these are incurred to adequately maintain what we already have in place today. This report focuses on the new facilities and infrastructure needed to support the City at build-out. 2. Not Just for "New Development." The improvements presented in this report are not needed just to support new development: in many cases, they address current deficiencies as well. For example, under Parks and Recreation, we estimate that it will cost $80 million to achieve our General Plan standard of 10 acres of park per 1,000 residents for our existing population: including joint-use facilities, we currently have about 5 acres of park per 1,000 residents, which is only about half of our adopted goal. This means that in order to achieve this General Plan goal for our existing residents, we need to acquire and develop about 200 acres of parks. At $400,000 per acre for land and improvements, this results in a cost of $80 million. Another example is undergrounding existing utilities, which is estimated to cost $20 million. This is driven by the development in place today. 3. Funding Sources. The costs presented in this report do not address funding sources. In many cases, this will be the responsibility of new development. For example, under Parks and Recreation, we estimate that the cost of meeting the need for parks for new development (again, based on achieving the General Plan goal of 10 acres of park per 1,000 residents) is about $48 million. However, it is the City's policy that new development is responsible for this cost. Additionally, it is likely that grant sources will cover some of these costs, especially in the transportation area. And many of these projects will be financed through - 1 - i Long-Term Capital Improvement Plan INTRODUCTION our enterprise funds, such as water, sewer and parking. In short, this report focuses on presenting the "inventory" of improvements needed at some time in the future, as a starting point in the goal-setting process. Crafting funding solutions for implementation based on Council priorities is the next step in the process, and an integral part of the Financial Plan process. REPORT ORGANIZATION Function Groupings. The report organizes CIP project into the six major functional areas used in the City's Financial Plan: Public Safety Police Protection, Fire and Environmental Safety Public Utilities Water, Wastewater Transportation Streets, Pedestrian and Bicycle Paths, Creek and Flood Protection, Parking, Transit Leisure, Cultural and Social Services Parks and Recreation, Public Art Community Development Open Space Protection, Trails General Government Buildings, Information Technology Goal and Policy Links. For each project, the report shows the "goal or policy link" that is the basis for the project. In most cases, these links come directly from the General Plan, and the section number is provided. In others, the link may be to an adopted master plan. For virtually all projects, there is a link to a major policy document approved by the Council. Costs: High Level Estimates. In most cases, costs are "order of magnitude, reconnaissance level" estimates. Only in very few cases have we formally studied the project; and we have gone to the design phase in even fewer. As such, these represent the staff's best assessment of costs based on what we know today. SUMMARY In placing these projects in the context of the 2003-05 goal-setting and Financial Plan process, these costs — even at a "high level — provide an important starting place in assessing which of these projects should be a high priority over the next two years, given its likely cost and our tough fiscal outlook. -2- LONG-TERM CAPITAL IMPROVEMENT PLAN Proiect Description I Plan or Policy Link Cost PUBLIC SAFETY Police Headquarters Expansion T-Pending Police Master Plan 3,000,000 Total Police Protection 3,000,000 Fire and'Environm`ental'Safe Equipment Water Tender Safety Element 104,000 Thermal Imaging Cameras 4 Safety Element 40,000 Prevention Inspector Vehicle Safety Element 25,000 Fork Lift Safety Element 29,000 Fire Simulator Safety Element 350,000 Audio-Visual Equipment Public Outreach Safety Element 20,000 Pen Based/Tablet Computers Field Inspectors) Safety Element 18,000 Rescue Squad Safety Element 75,000 Facilities Pump Testing Pit Sta. 1 Safety Element 170,000 Warehouse Building Sta. 1 Safety Element 215,000 EOC/Instructional Facility Expansion Sta. 1 Safety Element 135,000 Car Port Sta. 1 Safety Element 150,000 Safe Access/ADA Ram Sta. 2 Safety Element 25,000 Rear Driveway Access Sta.4 Safety Element 50,000 Storage/Garage Sta. 4 Safety Element 215,000 Total Fire and Environmental Safety 1,621,000 TOTAL PUBLIC SAFETY $ 4,621,000 -3- LONG-TERM CAPITAL IMPROVEMENT PLAN Pro•ect Descri tion I Plan or Policy Link Cost PUBLIC UTILITIES Qwater,Sennces ' _, Water Supply Water Reuse- Reclaimed Water Distrib Water Element, General Plan 16,000,000 Groundwater Development Water Element, General Plan 2,200,000 Water Treatment Master Plan Implementation Water Master Plan, October 2000, 3,400,000 prepared by Boyie Engineering. Water Distribution Master Plan Implementation Water Master Plan, October 2000, 2,135,000 prepared by Boyle Engineering Total Water Service 23,735,000 rWastewater_Seivicesi.wv•_ Collection Tank Farm Lift Station/Sewer Improvements Wastewater Master Plan, Oct 2000 4,500,000 prepared by Brown and Caldwell. Calle Joaquin Lift Station Wastewater Master Plan, Oct 2000 900,000 prepared by Brown and Caldwell. Silver City Lift Station Wastewater Master Plan, Oct 2000 180,000 prepared by Brown and Caldwell. Treatment and Reclamation Master Plan Implementation lant Wastewater Master Plan, Oct 2000 11,000,000 improvements to meet General Plan o prepared by Brown and Caldwell. Total Wastewater Service 16,580,000 TOTAL PUBLIC UTILITIES $ 40,315,000 -4- LONG-TERM CAPITAL IMPROVEMENT PLAN Pro'ect Descri tion Plan or Polic Link Cost TRANSPORTATION ♦�' tom. .... .. - ,.i '-` _.v .. Y.P. New Roads Prado Road- Broad to Higuera Circulation Element A.1 9,650,000 Prado Road- Higuera to US 101 Circulation Element A.1, B.4 750,000 Buckley Road: Extend from Vachell to Higuera Circulation Element A.3 2,000,000 Bullock Lane-extend to Tank Farm Road Circulation Element A.4 1,500,000 Sacramento Drive-extend to Orcutt Road Circulation Element A.5 750,000 Bishop Street: Extend across UPRR to Broad Circulation Element A.6 12,000,000 Santa Fe Rd: Connect with future Prado Rd Circulation Element A.7 5,400,000 Road WIdeniin - Pto"ects Higuera Street- High to Marsh Circulation Element B.1 3,500,000 Orcutt Road-Broad to Johnson Circulation Element B.2 1,500,000 Tank Farm Road -S Higuera to Broad Circulation Element B.3 4,000,000 South Higuera- Madonna to Prado Road Circulation Element B.5 500,000 LOVR-Madonna to US 101 Circulation Element B.6 2,500,000 Santa Rosa Street- Olive to Foothill Road Circulation Element B.7 3,000,000 Santa Barbara Street- Upham to Broad _ . 600,000 Santa Barbara Street: Leff to Upham 250,000 Freeway Interchanges Prado Road Interchange Circulation Element C.1 13,000,000 LOVR Interchange Circulation Element C.2 15,000,000 Route 101/HWY 1 Santa Rosa Circulation Element C.3 32,000,000 Broad Street/US 101 (Ramp Modifications Circulation Element CA 1,500,000 Madonna/Hwy 101 Reimbursement Transportation Impact Fee Stud , 1994 703,800 Higuera Reimbursement: Madonna to Hi h Transportation Impact Fee Stud , 1994 240,000 Other Street Projects Monterey Street-Santa Rosa to Grand Circulation Element D.1 2,500,000 Orcutt Road Grade Separation at UPRR Circulation Element D.2 14,000,000 Prefumo Canyon Road - Landscaped median Circulation Element D.3 400,000 Broad Street Dogleg Circulation Element D.5 350,000. Misc. Congestion relief projects Circulation Element 2,000,000 Brizzolara Soundwall Circulation Element 750,000 Neighborhood Traffic Management Circulation Element, LU 2.1.3. 800,000 Traffic Safety Mitigation Circulation Element 700,000 LOVR Landscaped Medians Circulation Element 550,000 Broad Street Corridor Enhancement Circulation Element 1,000,000 Santa Rosa Street Corridor Enhancement Circulation Element 1,500,000 Foothill Road Corridor Enhancement Circulation Element 1,500,000 Undergrounding of overhead Utility Lines Circulation Element 20,000,000 Traffic Model Update (every 5 ears Circulation Element 7.8 200,000 Citywide Trip Reduction Program Circulation Element 700,000 Circulation Element Update (every 5 ears Circulation Element 200,000 City assistance: neighborhood improvements Housing Element 7.3.3 5,000,000 On§oing Traffic Monitoring: $20,000 annually Circulation Element 7.6 400,000 -5- LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description Plan or Policy Link Cost Traffic Signals, Street Lights 8 Signals New Traffic Signals 1 every 2 ears Circulation Element 1,500,000 Traffic Signal Modifications $40,000/ ear Circulation Element 800,000 Traffic Signal System upgrade Circulation Element 750,000 Video Detect/Surveillance Circulation Element 1,000,000 Traffic Signal Communications Circulation Element 1,500,000 Downtown Street Lights/Signal Pole Painting Circulation Element 500,000 New Street Lights $15,000/ ear Circulation Element 300,000 Street Light Modifications Circulation Element 300,000 Downtown Pedestrian Signals Improvements Circulation Element, CC action 300,000 Model air pollution behavior/educate public Circulation Element, LU 1.18.1 60,000 Billboard Removal Program Circulation Element 14.11 2,000,000 Develop Transportation Work Program Circulation Element 15.12 60,000 Acquire 975 Broad Street, Extend SLO Creek Path west of Ni omo Circulation Element 2,000,000 Crosswalk Lighting Systems Circulation Element 250,000 Brid-a Replacements Marsh St. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 1,300,000 Broad St. -Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 400,000 Broad St. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 750,000 Niporno St. -Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 500,000 Chorro St.-SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 300,000 Morro St. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 550,000 Bianchi Ln. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 750,000 California Ave. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 1,700,000 Marsh St.-SLO Creek 101 IC Land Use Element 6.4.6E, OS 3.2.1 E 3,500,000 MurraySt. -Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 550,000 Chorro St.-Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 700,000 Prado Rd.-SLO Creek Land Use Element 6.4.6E, OS 3.2.1E 1,300,000 Johnson Ave. -SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 800,000 Total Streets 187,313,800 _Creek arSd_Flood Protection,� _ _ �� a _ 7`_.� Cuesta Park Detention Facility Safety Element 1.1 F, LU 6.4.3F, OS 3.2., 8,000,000 Mid-Hi uera Bypass Channels Safety Element 1.1 F, LU 6.4.3F, OS 3.2., 3,900,000 Elks Lane Bypass Channels Safety Element 1.1 F, LU 6.4.3F, OS 3.2., 9,500,000 Stenner Creek Bridge Replacements Safety Element 1.1 F, LU 6.4.3F, OS 3.2. 2,000,000 Channel Modifications near LOVR Safety Element 1.1 F, LU 6.4.3F, OS 3.2. 5,000,000 Total Creek and Flood Protection 28,400,000 Pedestrian Adopt a pedestrian transportation plan Circulation Element, Cl 4.7 55,000 Complete community sidewalk system $100,000/ ear Circulation Element, Cl 4.8 2,000,000 Continue program of replacing existing curbs with handicapped rams $25k/ ear Circulation Element, Cl 4.9 500,000 Repave Pedestrian Crossings and install pedestrian Bulb outs Circulation Element 500,000 Monterey Street Civic Center Plaza Installation Circulation Element 250,000 Garden Street Makeover Circulation Element DA 300,000 Mondalban St. Bike-Ped Bride Approved SHA Grant 187,000 South Hi uera Street Sidewalks Approved STIP Grant 325,000 Complete Downtown Mission-Style Sidewalks Downtown Plan; Resolution No. 9114 4,000,000 -6- LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description Plan or PolicyLink Cost Bicycle Paths Bob Jones Trail Prado to LOVR 2002 Bike Plan 2,200,000 Prado Road Bike Bridges 2002 Bike Plan 500,000 Bob Jones Trail Elks to Prado 2002 Bike Plan 1,500,000 Bob Jones Trail Madonna to Elks 2002 Bike Plan 1,200,000 Elks Lane Parallel Bike_Bridge 2002 Bike Plan 350,000 Bob Jones Trail Marsh to Madonna 2002 Bike Plan 1,400,000 Madonna Road Underpass 2002 Bike Plan 150,000 Bob Jones Trail LOVR to Bam 2002 Bike Plan 500,000 Prefumo Arm Calle Joaquin to Madonna 2002.Bike Plan 930,000 Madonna Road Bridge to Laguna Park 2002 Bike Plan 1,600,000 Railroad Bike Path (Depot to Marsh 2002 Bike Plan 2,600,000 Railroad Bike Path Marsh to Hathaway) 2002 Bike Plan 6,400,000 Railroad Bike Path (Hathaway to Foothill 2002 Bike Plan 350,000 Railroad Bike Path Foothill to Cam us 2002 Bike Plan 155,000 Railroad Bike Path Foothill Bride 2002 Bike Plan 1,700,000 Path Along n/Orcutt to Laurel 2002 Bike Plan 130,000 Path Along Creek to Southwood 2002,Bike Plan 350,000 Railroad Bike Path Laurel to Tank Farm 2002 Bike Plan 1,100,000 Bridge Over Tank Farm Road 2002 Bike Plan 1,500,000 Brid a Over RTF@ Fairview 2002 Bike Plan 200,000 Underpass at Industrial Way 2002 Bike Plan 550,000 Bridge From S. Park to Lawrence Drive 2002 Bike Plan;2001-03 Financial Plan 3,100,000 Railroad Bike Path (High to Roundhouse 2002 Bike Plan 230,000 RR Bike Path Roundhouse to McMillian 2002 Bike Plan 720,000 Acatia Creek BP Rockview to SFC 2002 Bike Plan 600,000 Acatia Creek BP SFC to Tank Farm 2002 Bike Plan;AASP 250,000 Acatia Creek Underpass fl SR 227 2002 Bike Plan 350,000 Union Oil Prop BP (Tank Farm to Buckle 2002 Bike Plan;AASP 1,500,000 Buckley Road Path Broad to Vachell 2002 Bike Plan; AASP 3,300,000 Tank Farm Crk. BP Tank Farm to Vachell 2002 Bike Plan;AASP 1,400,000 Morro Street B6 Santa Barbara to Pismo 2002 Bike Plan 50,000 South Street Widening for BP 2002 Bike Plan 50,000 Bikeslot at California-Foothill 2002 Bike Plan 155,000 Bikeslot at South-Broad 2002 Bike Plan 136,000 Bikeslot at S.Hi uera-LOVR 2002 Bike Plan 200,000 Bike Path Flora to Fbdini 2002 Bike Plan 300,000 Laguna Lake Park to Foothill 2002 Bike Plan 1,600,000 Marsh Street Interchange Mods 2002 Bike Plan 300,000 South Hills Path Mar arita Area to Exposition) 2002 Bike Plan; MASP 1,500,000 Total Pedestrian and Bicycle Paths 49,223,000 -7- LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description Plan or Policy Link Cost _y..,�--•F-T;"' -SwCn�' T'„i.:,n.1 '� 'P” «e'' ".'i F:'Y.2"ty v.{••+.��6'� aar� w-. ,.... t�a1 Rin ' X zY Y_'..kl+r At 3 i a i,.. y, +VA L�• q d :.t � _ .w r.p r- RF ... ,'L..L`."_'1.�'b�...n"w:i.»•_9 t✓a..TflQ.> AW..iv_.«..b...J» ... .» ••�u'Am.uR ':L ....:..,.. .1 ..t....,._. . _....L 1.•.i... .._ ,...5.....^:Ra:.�..' NARF Parking Access and Parking Management Plan 30,000,000 Parking Meter Replacement Access and Parking Management Plan 250,000 New Parking Structure 1 every 5 ears Access and Parkin- Management Plan 40,000,000 New Parking Lot acquisition Access and Parking Management Plan 6,000,000 Structure Equipment Update $150k/eve 5 ears Access and Parking Management Plan 600,000 Structure Repainting $150k/eve 5 ears Access and Parking Management Plan 600,000 New Meter Installations- E/o Santa Rosa Access and Parking Manage—hent Plan 50,000 Meter&Citation Software Upgrade (every 5 ears 400,000 PDR Activities ($50k/year) Access and Parking Management Plan 1,000,000 Palm/Morro Debt Repayment Access and Parking Management Plan 16,852,000 Marsh Street Expansion Debt Repayment Access and Parking Management Plan 7,650,000 Marsh#1, Palm St Debt Repayment Access and Parking Management Plan 7,500,000 Enforcement Vehicle replacement Access and Parking Management Plan 100,000 Access and Parking Management Update $50,000 Circulation Element 12.4, Access and every 5 years Parking Management Plan 200,000 Circulation Element 12.6, Access and Develop Downtown Park and Ride Lots Parking Management Plan 2,000,000 Elastomeric roof of Marsh Expansion roof Access and Parking Management Plan 80,000 Additional Enforcement Vehicle Access and Parking Management Plan 25,000 Sedan-Pick up replacement Fleet Replacement Policy 40,000 Garage Maintenance $50k every 5 years Access and Parking Management Plan 200,000 Total Parkin 113,547,000 Tran_srta — - Capital Bus Stop Improvements $20,000/ ear Short Range Transit Plan 400,000 Bus Replacements 3 every 3 ears Short Range Transit Plan 6,500,000 NARF-Transit Short Range Transit Plan 2,500,000 RTC Transfer Point Upgrade Short Range Transit Plan 500,000 Major Bus Engine/Transmission Replacement Short Range Transit Plan 1,000,000 Freight Warehouse Rehabilitation Short Range Transit Plan 1,300,000 Automatic Vehicle Location System Short Range Transit Plan 200,000 Capital Costs of Contracting $50k/ ear Short Range Transit Plan 1,000,000 Vehicle Electronic Headsi ns Upgrade Short Range Transit Plan 250,000 Voice Enunciation System Short Range Transit Plan 250,000 FTA Security Improvement Requirements 250,000 Transit Scheduling Software Short Range Transit Plan 60,000 Bus Yard Concrete ResLiftciffg Short Range Transit Plan 200,000 Automatic Bus Washer Short Range Transit Plan 250,000 Expand Bus Yard 3,000,000 Planning Short Range Transit Plan Update (every 3 s Short Range Transit Plan 195,000 Long Range Transit Plan Update eve 5 s Short Range Transit Plan 160,000 Total Transit 18,015,000 TOTAL TRANSPORTATION $396,498,800 LONG-TERM CAPITAL IMPROVEMENT PLAN Project Description I Plan or Policy Link Cost LEISURE, CULTURAL AND SOCIAL SERVICES Parks and Recreation Laguna Lake Park Master Plan Parks and Recreation Element 2.55.2 2,000,000 Margarita Are N/H Park MASP/Parks & Recreation Element 2.53 2,500,000 Orcutt Area N/H Park OASP/Parks & Recreation Element 2.53 2,500,000 Other Parks to Meet 10 acres/1,000 residents goal Current population(44,000):Short 200 acres Parks and Recreation Element 2.1.1 80,000,000 Future population(56,000): 120 acres(less costs above) Parks and Recreation Element 2.1.1 43,000,000 Mini Parks Parks and Recreation Element 2.40 500,000 Bocci Ball Parks and Recreation Element 2.40 150,000 Sinsheimer Park Master Plan Parks and Recreation Element 2.56.2 1,500,000 Community Facility in City Hall Annex Parks and Recreation Element 2.54 500,000 Senior Center/Conversion to Arts Center Parks and Recreation Element 2.54 500,000 Meadow Park Upgrades Parks and Recreation Element 2.54 150,000 Sand Volleyball Facility Emerson Park Parks and Recreation Element 2.57.5 100,000 Parks and Recreation Element; 2001-03 Swim Center Sand Filters Financial Plan 350,000 Golf Course Parks& Recreation Element 1.33.2 200,000 Total Parks and Recreation 133,950,000 Cultural Services Adobe Restoration Parks and Recreation Element 2.57.5 3,000,000 Public Art @ I% of CIP Costs I Art in Public Places Policy 6,200,000 Total Cultural Services 9,200,000 TOTAL LEISURE, CULTURAL AND SOCIAL SERVICES 143,150,000 -9- LONG-TERM CAPITAL IMPROVEMENT PLAN I Project Description Plan or Policy Link cost I COMMUNITY DEVELOPMENT 7 77-7 7�-,�7 Nifu—ral-IRFs7QurrAv� ......... 006h Sace Acquisition,Trail Deveiopment-----Fopen space Element 9,850,000 Total Natural Resources 9,850,000 TOTAL COMMUNITY DEVELOPMENT 9,850,000 LONG-TERM CAPITAL IMPROVEMENT PLAN PrWect Descri tion I Plan or Poli2X Link Cost GENERAL GOVERNMENT Information Systems Document Management IT Strategic Plan, March 2001 650,000 E-Government IT Strategic Plan, March 2001 250,000 Technology Mgt Tools/Security Improvements IT Strategic Plan, March 2001 225,000 Technology Infrastructure Improvements IT Strategic Plan, March 2001 813,000 Storage Area Network IT Strategic Plan, March 2001 300,000 Parks and Recreation Software IT Strategic Plan, March 2001 150,000 Radio System Improvements IT Strategic Plan, March 2001 3,364,000 Telemetry System Improvements IT Strategic Plan, March 2001 1,558,000 Total Information Systems 7,310,000 GeoData Services Aerial Photos(every four ears GIS Implementation Plan 200,000 Plotters and Scanners (every four ears GIS Implementation Plan 100,000 Servers-Web and GIS (every four ears GIS Implementation Plan 75,000 Total GeoData Services 375,000 Buildings Conceptual Physical Plan for City Ctr; City Hall Expansion Facilities Master Plan: 1988-2010 12,000,000 Corp Yard Admin Building Reconfiguration Facilities Master Plan, 1998-2010 300,000 Total Buildings 12,300,000 TOTAL GENERAL GOVERNMENT $19,985,000 SUMMARY BY FUNCTION Public Safety 4,621,000 Public Utilities 40,315,000 Transportation 396,498,800 Leisure, Cultural and Social Services 143,150,000 Community Development 9,850,000 General Government 19,985,000 Total $614,419,800 - 11 - Attachment 3 2001 =03 Financial Plan STATUS OF GOALS AND OBJECTIVES As of November 2002 ail City of san luis oi3,s o 2001-03 Financial Plan STATUS OF GOALS AND OBJECTIVES As of November 2002 TABLE OF CONTENTS INTRODUCTION General Government Civic Offices 18 Overview 1 Maintenance of Basic Services 19 Report Card: Major City Goals 1 Report Card`: Other Council Objectives 2 OTHER COUNCIL OBJECTIVES Action Plan Changes 2 Next Report 3 MAJOR CITY GOALS Transportation Evaluation of Broad Street Offramps 20 Public Utilities Leisure,Cultural& Social Services Water Supply 4 Laguna Lake Master Plan 20 Transportation Community Development Streets and Sidewalks 6 Central Commercial Zone Expansion 20 Los Osos Valley Road Improvements 7 Large Building Development Standards 20 Flood Protection 8 Court Street Portion of the Copeland's Project 20 Railroad Recreational Trail 9 Historic Preservation 21 Downtown Transportation Center: Downtown Pedestrian Lighting Plan 21 North Area Regional Facility 10 Convention Center Strategy 21 Parking and Access Advisory Body 11 Leisure,Cultural& Social Services Athletic Fields 12 Recreation Center Remodel: Community-Senior Center 13 Cultural Services 14 Community Development Housing 15 Open Space Preservation 17 city of san luis omspo 2001-03 Financial Plan STATUS OF GOALS AND OBJECTIVES November 2002 OVERVIIEW Financial Plan. As a benchmark, through November 2002, we are 70% (nearly three quarters) through the two-year Financial Plan This report details the status of major City goals and period Many of the goals are at or near this level other objectives set by the Council as part of the and most have seen consistent progress since the 2001-03 Financial Plan. last update. In general, we are on- track in accomplishing Many of these are Organization. The "report card" is followed by a these objectives based on multi-year goals that "high level" summary of any notable changes from have activities the work programs associated with them the original action plan. Following this is a more adopted by the Council. that go beyond the detailed report on each goal and objective. two-year 2001-03 Report Card. The time frame. For major City goals,the report shows the objective, following is a quick action plan as adopted by the Council,revised action "report card" on the status of major City goals and plan (if applicable) and brief status summary as of other Council objectives based on the "action plans" November 2002. Shorter reports are provided for approved by the Council as part of the 2001-03 "other Council objectives." Report Card: Major City Goals Water Supply Street and Sidewalk Maintenance Los Osos Valley Road Improvements Flood Protection Railroad Recreational Trail DTC: North Area Regional Facility Parking and Access Advisory Body Athletic Fields Community-Senior Center Remodel Cultural Services Housing Open Space Preservation Civic Offices Maintenance of Basic Services 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Note. The projected status is based on the Action Plan as originally approved in the 2001-03 along with amendments to specific tasks as approved by the Council since then. - 1 - l Introduction Report Card. Other Council Objectives Evaluation of Broad Street Offramps Recommend Laguna Lake Master Plan Discontinuing Central Commercial Zone Expansion Large Building Development Standards Chinatown Historic District-Court Street Historic Preservation Downtown Pedestrian Lighting Plan Convention Center Strategy 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ACTION PLAN CHANGES d. Phase II work has been deleted. Several Phase II elements have been incorporated As noted above, in general we are on-track in into Phase I (already designed); and the accomplishing these objectives based on the work remaining will be completed as agreements programs adopted by the Council. However,notable with agricultural operators are finalized. changes from the original action plans include the 2. Streets and Sidewalks. Installation of new following. sidewalks on Higuera Street south of Elks Lane Major City Goals has been delayed from June 2002 to May 2003 due to other workload priorities established by 1. Water Supply. The following action plan steps the Pavement Management Plan. have been delayed: 3. Los Osos Valley Road Improvements. The a. Presentation of the revised Nacimiento PSR-PDS has been pushed back to January 2004 pipeline EIR from January 2002 to due to consultant delays which are out of the December 2002. control of staff. b. The initiation and completion of the 4. Flood Protection. Completing the Waterways environmental analysis for increased Management Plan has been delayed until April groundwater production from July 2002 to 2003 to allow for completion of the EIR and July 2003 due to the need to complete subsequent public hearings. Design and the additional technical analysis of the processing of the EIR have pushed back groundwater basin, thus pushing the contract beginning construction of the new Foothill award for groundwater production and bridge to April 2003. treatment system design from December 2002 to September 2003. Completion of the Storm Drainage Master Plan c. Award of contract for Phase I construction has been delayed until April 2003, due to in- of the water reuse project has been delayed house engineering workloads. In June 2002, from July 2002 to March 2003. Council rescinded the Creek and Flood -2- i Introduction Protection Fund Program fee schedule. In the 11. Open Space Preservation. Some delay and coming year, staff will be researching new ways rearrangement of the schedule for completing to fund the program. the individual open space management programs has occurred due to the delay in approval of the 5. Railroad Recreational Trail. Staff anticipates Conservation Guidelines, which occurred in further delays in achieving UPRR support for September, 2002. Phase III and Phase 1V due to continued lack of UPRR cooperation. Lack of and delay of state 12. Civic Offices. Completion of Civic offices in grants for acquisition has delayed property the Palm-Morro Parking/office project has been acquisition until December 2004. Completion of set back from October 2003 to January 2004. the Morro Street Bike Boulevard is now anticipated in June 2003. Other Council Objectives 6. Downtown Transportation Center. North Area 13. Evaluation of Broad Street Freeway Ramps. Regional Facility. With combining Transit and No significant progress has been made on this Parking studies and hiring of the consultants objective, since the schedule is driven by finalized, the draft conceptual design and Caltrans, not the City. Staff recommends environmental review have been pushed back deleting the objective at this time, but having until March 2003. Council approval of the staff continue to monitor the progress made by implementation plan is now expected in June Caltrans. 2003. These schedule changes are due to added work on the Copeland project. 14. Laguna Lake Master Plan. This project was delayed initially by shortages in the engineering 7. Parking and Access Advisory Body. Council staff. The project should be moving forward in decided that duties of the proposed committee Spring 2003 with an RFP for design services. could be handled by a combination of the Council, the Planning Commission and City 15. Downtown Pedestrian Plan. Two fixtures are staff. on order to allow for a full evaluation by Advisory Groups and City Council, anticipated 8. Athletic Fields. Delays in this project occurred in November 2002. early on due to engineering staff shortages and other unexpected priorities such as the Foothill Convention Center Strategy. Based on bridge. Renovation of Santa Rosa Park remains preliminary analysis, staff will be taking a revised scheduled for June 2003. strategy to the Promotional Coordinating Committee for consideration. If approved, the revised strategy 9. Recreation Center Remodel. Delays in this will be included in the next goals update. project occurred early on due to engineering staff shortages and unanticipated new priorities, NEXT REPORT with completion of the remodel now scheduled for May 2003. 10. Cultural Services. Rehabilitation of the We will present the next "formal report" to the Southern Pacific Freight Warehouse for a Council as part of the mid-year budget review on railroad museum is expected to begin in the February 18, 2003. In the interim, we will keep the Spring of 2003. Council up-to-date on the status of major projects through agenda reports, Council Notes and other briefing opportunities. -3 - MAJOR CITY GOALS WATER SUPPLY Objective. Continue efforts to develop long-term water supplies, including: preserving present water rights and pursuing all options with the exception of State Water; using and protecting groundwater; pursuing acquisition of property for water supply; completing the water reuse project; seeking water supply opportunities as part of any annexations; and confirming Council water subcommittee to build relationship with north county. Action Plan Task Original Revised Preserve Present Water Rights 1. Revise agreements with URS Consultants for completion of Salinas 9/01 Complete Downstream Fisheries Studies and present to Council for approval. 2. Prepare Request for Proposals and solicit proposals for Seismic Study Peer 1/02 Complete Review. 3. Complete Seismic Study Peer Review and present results to the Council and 7/02 Complete State Water Resources Control Board. 4. Complete Downstream fisheries Studies and present results to the State 12/02 Complete Water Resources Control Board. Pursue All Options; and Use and Protect Groundwater 1. Approve budget for Water Conservation program including program 7/01 Complete enhancements. 2. Complete Groundwater Basin analysis and present to Council. 9/01 Complete 3. Present Revised Nacimiento Pipeline EIR as prepared by the County to 1/02 12/02 Council for consideration. 4. Complete required environmental work for increased groundwater 7/02 7/03 production. 5. Solicit proposals and award contract for groundwater production and 12/02 9/03 treatment system design. 6. Complete initial analysis of opportunities for seawater desalination and 6/02 Complete present to Council with 2002 Water Resources Status Report. Complete the Water Reuse Protect 1. Finalize concurrence on specific mitigation projects with the National Marine 9/01 Compete Fisheries Service. 2. Obtain commitment of State Revolving Fund Grant and Loan Financing from 9/01 Complete the State Water Resources Control Board. 3. Complete Phase I design. 12/01 Complete 4. Award Phase I Construction contract. 7/02 03/03 5. Complete Phase n prehmAftafy design. 7,02 *1$/$2 6. Gemplete Phase H * design. &G3 Status Summary: 70% Complete. The majority of action plan activities listed are in progress or have been completed. -4- MAJOR CITY GOALS Salinas Reservoir. The work has been completed relative to protection of the Salinas Reservoir water rights permit and compliance with State Water Resources Control Board (SWRCB) identified as objectives for this period. Nacimiento Pipeline. The County is proceeding with the preparation of the Revised Draft Environmental Impact Report for the Nacimiento pipeline project. Staff is working with the Nacimiento Advisory Committee in the development of draft participation agreements. The County now estimates the release of the Draft EIR in November/December 2002. Groundwater and Other Options. Pursuit of other water supply options is proceeding and has seen the addition of an analysis of opportunities to develop seawater desalination. Work on groundwater development continues to be frustrated by environmental issues. Current activities include locating and drilling of test wells, evaluating options to avoid impacts to riparian systems, and evaluating exchange opportunities and amounts. The current work is required to be completed by June 2003 for Council reconsideration of the project potential as a component of the 2003 Water Resource Status Report. Water Reuse. Loan and Grant funding for the project has been secured from the State Water Resources Control Board. Plans and Specifications have been completed and submitted to the SWRCB for approval and authorization to advertise. Mitigation work for the project is proceeding on schedule. An additional activity not identified as an objective of this goal is the initiation of work to develop a long-range water reuse master plan that will look at the logical incremental extension of the water reuse system over time. * Phase II work has been deleted from this work program. Several Phase II elements have been incorporated into Phase I (already designed) and the remaining will be completed as agreements with agricultural operators are finalized. -5- MAJOR CITY GOALS STREETS AND SIDEWALKS Objective. Continue implementing street paving and repair programs; and augment funding for sidewalk installations and repair,new street sign installations on arterials and tree planting in all available tree wells. Action Plan Task Original 1. Continue the program of monitoring the condition of existing sidewalks. 2001-03 2. Install street name signs at downtown arterial street intersections. 11/01 Complete 3. Install new sidewalks. 2001-03 4. Continue implementation of the 1998 Pavement Management Plan for 2001-03 Areas 5 and 6. 5. Continue to repair damaged sidewalks, curbs and gutters. 2001-03 6. Inventory tree wells in the community that do not have trees installed. 11/01 Complete 7. Consider CDBG funding for Oceanaire-Huasna area. 4/02 Complete 8. Complete installation of all trees in empty tree wells. 6/02 Complete 9. Install new sidewalk on Higuera Street south of Elks Lane. 6/02 5/03 10. Complete installation of 130, 18"new street name signs at all arterial 7/02 2/03 intersections. 11. Complete installation of 510, 10"new street name signs at all arterial 6/03 intersections. Status Summary: 35% Complete. Area 5 street project is under construction. New sidewalks and repair of sidewalks for 2001 are complete. Due to other workload priorities established by the Pavement Management Plan, installation of new sidewalks on Higuera Street south of Elks Lane has been delayed. Contract for 130 new signs has been awarded and should be completed by February 2003. -6- MAJOR CITY GOALS LOS OSOS VALLEY ROAD IMPROVEMENTS Objective. Widen Los Osos Valley Road from Madonna Road to Highway 101; and begin preparing plans to widen the freeway overpass and fix difficulties between freeway exits/entrances and Calle Joaquin, improve flood structures and provide bicycle and pedestrian lanes over the freeway. Action Plan Task Original . Widening—From Madonna Rd to Hwy 101 1. Review,approve and issue permits for DeVaul Ranch North project. 7/01 Complete 2. Begin LOVR widening, signal installation/modification and minor drainage 7/01 Complete improvements. 3. Complete improvements. 7/02 1103 Interchange Improvements 1. Obtain funding for the EIR, Project Report and PS&E. 11/01 6103 2. Complete PSR-PDS. 5/02 2/03 3. Prepare RFP for the EIR and Project Report. 6/02 10103 4. Obtain Caltrans approval of PSR-PDS. 8/02 2/03 5. Begin EIR and Project Report. 10/02 1/04 Flood Improvements 1. Complete Waterways Management Plan. 12/01 4103 2. Complete Storm Drainage Master Plan. 6/02 4103 3. Incorporate drainage improvement requirements into the scope of work for 6/02 1104 the Project Report. Status Summary: 20% Complete. LOVR consultant has submitted preliminary traffic analysis for the interchange. Project has been delayed due to enhanced/detailed modeling effort by the traffic subconsultant. All other technical reports are complete. DeVaul permits have been approved and the LOVR widening is under construction. Army Corps of Engineer permit issues have been resolved and the Froom Ranch street improvements are now commencing. At this time, there is insufficient funding for the initial engineering work for the LOVR interchange to provide full drainage evaluation; as such, it will have to be incorporated into the Project Report Phase. The Waterways Management Plan is 100% complete and is now in the process of having the EIR completed(See Flood Protection). -7- MAJOR CITY GOALS FLOOD PROTECTION Objective. Improve flood protection for residents and businesses, including alleviating impediments to carrying off floodwater and preserving flood plains. Action Plan Task Original Revised 1. Continue drop inlet maintenance program. 2001-03 2. Complete construction of Higuera Street Bridge. 10/01 Complete 3. Prepare plans to replace the Foothill/Sterner culverts. 12/01 4/03 4. Complete Waterways Management Plan. 12/01 4/03 5. Construct new bridge on Foothill Blvd at Stenner Creek. 1/02 4/03 6. Review flood plain preservation options. 6/02 Complete 7. Complete Citywide Storm Drainage Master Plan. 6/02 4/03 S. Begin implementing st. ..tor fundi �2 g-ani. 9. -1,,,,n eulve ft tinder TaiAE F..fm Read. 7�02 Deferred to 2003-04 W02 Deferred to 20003-04 11. Submit a Notice of Intention to comply with the NPDES permit. 3/03 Status Summary: 50% Complete. Design work on the Foothill Bridge is finished but awaiting permitting. The Waterways Management Plan is 100% complete, but requires completion of the EIR in November 2002, subsequent public hearings, followed by Council review in April 2003, to be deemed fully complete. Data collection for the Storm Drainage Master Plan has been completed and is now being analyzed. Due to pending litigation in other jurisdictions, Council rescinded the Creek and Flood Protection Program fee schedule in June 2002, which resulted in significant delays to begin implementation of the program. Johnson Underpass Lift Station bids came in over budget; along with culvert cleaning at Tank Farm, these projects will be submitted during the next Financial Plan process for funding. The drop inlet project for 2003 has been awarded. -g- MAJOR CITY GOALS RAILROAD RECREATIONAL TRAIL Objective. Continue planning and purchasing property for the Railroad Recreational Trail to Cal Poly; extend planning to the south connecting the Edna-Islay Area into the master plan; establish the Morro Street "SLO Street'from the Railroad District to Downtown; and pursue grant funding to complete these projects. Action Plan Task Original Revised Phase III: RRT from AMTRAK Passenger Terminal to Marsh Street 1. Pursue grant funding for design and construction. 2001-03 2. Achieve UPRR support for the project and initiate property acquisition. 1/02 3/03 3. Complete conceptual plans and environmental review. 9/02 Complete 4. Complete property acquisition. 12/02 12/04 Phase IV: RRT from Marsh Street to Foothill Boulevard 1. Pursue grant funding for design and construction. 2001-03 2. Council approves route plan for trail. 7/01 Complete 3. Achieve UPRR support for project and initiate property actions. 1/02 3/03 4. Complete property acquisition. 4/03 12/04 RRT: Morro Street"SLO Street" 1. Complete conceptual design of bicycle boulevard. 12/01 Complete 2. Finalize project plans and specifications for traffic signal at Morro and Santa 7/02 4/03 Barbara and other minor improvement; complete environmental review; advertise for bids. 3. Complete project. 11/02 6/03 Status Summary: 15% Complete. The Consultant is preparing plans for UPRR representatives on RRT Phase III to prove feasibility. Lack of grants for acquisition, design and construction for RRT Phase IV means limited progress for a long time to come. The ARC approved the Morro Street bike boulevard plans and environmental review and the design is now in progress. -9- MAJOR CITY GOALS DOWNTOWN TRANSPORTATION CENTER: NORTH AREA REGIONAL FACILITY Objective. Work with other agencies to acquire land for a multi-modal transportation center and parking structure,northeast of Santa Rosa Street between Monterey and Higuera Streets. Action Plan Task Original Transit 1. Pursue discretionary grant funding for property acquisition and 2001-03 construction. 2. Begin negotiations for"right of entry"to the Shell Station property to 8/01 11102 conduct Phase II hazardous material testing. 3. Begin conceptual design phase for the Transit Plaza. 11/01 10102 4. Receive right of entry approval for Shell Station property; begin Phase 11 11/01 1103 hazardous material study. 5. Complete appraisal of the Shell Station property. 1/02 12/02 6. Complete draft conceptual design and environmental review;begin to hold 04/02 3103 public workshops and advisory body meetings on proposed plan. 7. Council approves implementation plan. 10/02 6103 8. Secure funding for property; begin negotiations. 1/03 6103 9. Acquire property. 6/03 12103 Parkin 1. Pursue County financial participation in the project. 2001-03 2. Hire parking design consultant team to develop preliminary project 1/02 Complete conceptual plans; begin property appraisals for all remaining properties on block; begin environmental review of conceptual design. 3. Complete draft preliminary project conceptual plans,appraisals, 10/02 3103 environmental review and financing plan. 4. Begin holding public workshops and advisory body meetings on proposed 10/02 3103 plan. 5. Council adopts implementation plan. 6/03 6103 Status Summary: 9% Complete. Work efforts on this goal have been delayed due to workload issues of other goals and new workloads imposed by lawsuits against the City in other areas. RFP's for the parking and transit studies were approved and consultants have been selected. Final contract has been signed.The transit and parking studies have been combined under one consultant to improve project coordination and integration. The County Board of Supervisors has approved sharing in the cost of the Parking Study ($75,000). With the consultants now working,progress on this objective will continue. - 10- MAJOR CITY GOALS PARKING AND ACCESS ADVISORY BODY Objective. Explore establishing a Citywide parldng and access advisory body. Action Plan Task Original . 1. Complete research into other jurisdiction's methods of similar advisory 7/01 to 10/01 Complete bodies; receive input from current advisory bodies on governance issues with and between advisory bodies. 2. Hold Council study session to discuss advisory body issues, such as 12/01 Complete purpose, scope of duties,membership and staff support and receive direction. . (W02 . 03{02 5.. New.,,,7 ise fy bedy holds f ffst faeeti«.. 6/42 Status Summary: 100% Complete. Council decided that duties of the proposed committee could be better handled by a combination of the Council,the Planning Commission and Staff. - 11 - MAJOR CITY GOALS ATHLETIC FIELDS Objective. Explore the possibilities for additional athletic fields, including plans for two lighted softball fields. Action Plan Task Original Revised 1. Begin assisting athletic organizations in renting fields. 7/01 Complete 2. Joint Use Committee begins bi-annual field improvement grant program. 8/01 Complete 3. Study potential locations for new lighted softball fields. 1 /02 Complete 4. Pursue a joint-field lighting project. 1 /02 Complete 5. Present options to Council. 3/02 Complete 6. Complete joint use agreements with appropriate agencies. 6/02 Complete 7. Complete renovation of Santa Rosa Park. 12/02 6/03 8. Light existing softball fields. 6/03 9. Complete renovation of Stockton Field. 6/03 Status Summary: 60% Complete. City and County staffs have discussed how to implement lighted softball fields at El Chorro County Park. Due to staffing shortages and unanticipated changes in priorities in Engineering, further progress on this goal is likely to be delayed. Cingular Communications Co. will be responsible for completion of the Santa Rosa Park renovation project per the Council approved Memorandum of Understanding dated April 2002. - 12- MAJOR CITY GOALS RECREATION CENTER REMODEL: COMMUNITY-SENIOR CENTER Objective. Complete the remodel of the Recreation Center for community and senior uses. Action Plan Task Original Revised 1. Complete design and invite bids for construction. 12/01 Complete 2. Award contract and begin construction. 02/02 12/02 3. Complete remodel. 06/02 5/03 Status Summary: 50% Complete. The Council approved the plans and specifications documents in September 2002. A building permit is pending. Bidding is scheduled to start November 1, 2002. The public art process has been completed and the contract with the artist signed. - 13 - MAJOR CITY GOALS CULTURAL SERVICES Objective. Continue funding for arts and culture; and identify long-range funding sources to.secure the future of the Performing Arts Center. Action Plan Task Original Revised Continue Funding for Arts and Culture 1. Continue the current PCC grant program. 2001-03 2. Continue to support the City's formal cultural partnerships. 2001-03 3. Continue to support the City's Art in Public Places program, with 2001-03 particular emphasis on facilitating the new developer contribution aspect of the program. 4. Seek out outside grant funding for additional City cultural activities. 2001-03 5. Continue funding to County for Wednesday evening hours at City-County 2001-03 library. 6. Continue to provide administrative assistance funding to FOCA. 2001-03 7. Provide special assistance to FOCA in using Community Development 2001-02 2003 Block Grant funds for rehabilitation of the Rodriguez Adobe. 8. Begin rehabilitation of the Southern Pacific Freight Warehouse for use as a 5/02 4/03 railroad museum. Lon -Term Funding for Performing Arts.Center 1. Adopt revised PAC operations agreement and possible long-term funding 10/01 Compete agreement. 2. Begin implementing the PAC long-term funding plan. 2001-02 Complete Status Summary: 80% Complete. PCC grants for 2002-03 were awarded in August, 2002. Staff continues to meet monthly with the City's community partners, in particular the Friends of Prado Day Center, FOCA and the Downtown Association and is working closely with Little Theatre and the Children's Museum on contract extensions. In-lieu fees of $67,700 have been collected for public art in private development projects, with several projects being processed. Staff processed Garnet, Ironroad Pioneers and Art on Buses in conjunction with partners from the private sector and is working with the Downtown Association to purchase Hey, Diddle, Diddle. Staff is researching opportunities for historical preservation grants for adobe restoration and railroad museums, and works with FOCA to manage CDBG funding for Rodriguez Adobe. In May 2002, staff reported to the City Council on the proposed Railroad Museum rehabilitation and received direction regarding how to proceed. Pursuant to Council direction, staff is working with the consultant to prepare Phase I construction drawings that will be reviewed by the ARC prior to construction. Construction is anticipated to begin in Spring 2003. Staff completed work with the PAC partners on revisions to an operating agreement that includes a long-term funding plan. It received Council approval in May 2002. The budget for Fiscal Year 2002-03 has been built based on the new funding agreement. - 14- \I MAJOR CITY GOALS HOUSING Objective. Continue implementing programs to achieve the City's housing goals. Action Plan Task Original Revised 1. Work cooperatively with Cal Poly and Cuesta College in creating on- 2001-03 campus student housing. 2. Work cooperatively with the Cal Poly Foundation to facilitate construction 2001-03 of affordable faculty and staff housing. 3. Continue implementing the inclusionary housing program. 2001-03 4. Approve new housing proposed by the private sector that uses 2001-03 appropriately zoned land, does not exceed the City's 1% growth limit and meets the City's inclusionary housing requirements for low and moderate income families, especially in the Margarita area. 5. Continue to support processing and review of the Orcutt Area Specific 2001-03 Plan. 6. Explore the"Community Affordable Housing Fund"concept. 2001-03 7. Continue funding affordable housing programs through the Community 2001-03 Development Block Grant program; and retain this as the highest priority use of these funds. 8. Evaluate the potential for added staff resources to seek affordable housing 12/02 grant funding,new incentive and regulatory programs, and increased inter- agency coordination. 9. Begin updating Housing Element and affordable housing production 1/02 Complete targets. Status Summary: 75% complete. While many of this goal's activities are on going, work is generally on track with the action plan schedule: 1. On-Campus Housing. Cal Poly is proceeding with new construction of on-campus student housing. The City and Cuesta College staffs have held feasibility discussions and an economic feasibility study for on- campus housing has been completed. The Cuesta College Board is now analyzing the feasibility study as well as potential sites for on-campus housing. Staff continues to encourage both institutions to provide more on- campus housing. 2. Affordable Faculty and Staff Housing. City staff continues to work with Cal Poly staff and Foundation to explore both on- and off-campus student and faculty options. Two potential faculty/staff housing sites have been identified, with detailed design and environmental studies for one of the sites completed and approved by the University Regents. A neighborhood group has filed a lawsuit over that approval so the project is delayed. Next key steps involve continued discussions with neighbors, design refinement and possibly, evaluation of additional sites. 3. Inclusionary Housing. This program has been in effect since March 1999 and staff continues to implement the program. Key Council guidance on what constitutes "non-commercial development projects" providing community benefits, and on the use of the Affordable Housing Fund was provided in 2001 and is being applied to the program. The Affordable Housing Fund is assisting in the construction of 32 new affordable - 15 - MAJOR CITY GOALS senior housing units at Judson Terrace. The balance of the fund as of October 2002 was approximately $750,000. Additional refinements to the program may be brought forward as part of the City's Housing Element Update in 2003. 4. New Housing. Approval of residential projects is ongoing. Several residential subdivisions are under construction, following the residential growth management phasing schedule approved by the Council. The Margarita Area Specific Plan has been delayed due to changes in the EIR. The current draft plan provides for up to 880 housing units, and is expected to come before the Council in 2003. 5. Orcutt Area Specific Plan. The draft plan includes significant provisions for expanding affordable housing. The plan has been redrafted to better meet the desires of the owners. The revised plan came before the Council in October 2002 for approval of the project description and to initiate the EIR process. 6. Community Affordable Housing Trust Fund Concept. The San Luis Obispo Supportive Housing Consortium has presented a proposal to establish an affordable housing trust fund to the City Council. Community Development and Administration staffs are working with the Trust Fund directors on this project. The next steps will involve trust fund proponents identifying how such a program can be effectively funded. 7. CDBG Affordable Housing Programs. Use of CDBG funds for housing is expected to continue in the 2003 Program, and Council will confirm funding priorities at its November 12, 2002 hearing. The Human Relations Commission review the CDBG applications in November, and Council is expected to act on those applications in February or March 2003. Staff has contacted owners of large properties in the City to solicit interest in another Section 108 housing project. 8. Evaluation of Added Staff Resources. Per the Action Plan, work on this has begun and will be presented to the Council as a mid-year adjustment for Housing Element support and as a 2003-05 budget item for a full position housing planner. 9. Housing Element Update A formula for allocating the County's regional housing needs has been adopted by SLOCOG, with participation by staff from San Luis Obispo city, county and the other cities in the County, and regional housing numbers have not been accepted at the level proposed by State HCD. Staff continues to work with SLOCOG on resolution to this issue. Key next steps will involve completing the background studies and establishing the Housing Element Task Force to help guide the Housing Element update process. - 16- MAJOR CITY GOALS OPEN SPACE PRESERVATION Objective. Continue funding for open space and agriculture preservation, including management programs for open space lands and staffing for implementation of those plans. Action Plan Task Original Revised 1. Continue negotiating with willing property owners. 2001-03 2. Continue planning and stewardship support(Land Conservancy& 2001-03 ECOSLO). 3. Contract with CCC and others for trail improvement and associated 2001-03 resource protection at Bishop Peak Natural Reserve and possibly other sites. 4. Provide for additional half-time Park Ranger,and evaluate ranger staffing 2001-03 needs for newly acquired open space when Johnson Ranch is ready to be opened to the public. 5. Council adopts management standards(Conservation Guidelines)for City 2001-03 Complete open space lands. 6. Prepare and submit private, state and federal grant applications. 2001-03 7. Complete individual management programs for four City open space areas, tentatively identified as follows: a. Irish Hills(Prefumo, Foster, DeVaul open spaces) 1/02 12/02 b. Bishop Peak 6/02 4/03 c. Johnson Ranch 1/03 8/03 d. Cerro San Luis 6/03 12/03 Status Summary: 60% Complete. All projects are on track. Acquisition of the Foster and Johnson properties is complete. City accepted donation of a conservation easement for 180 acres on the Bowden property and staff anticipates dedication of fee title to the 180 acres plus an additional 27 acres as part of development approval of the Bowden Ranch Estates. Negotiations continue with at least four major landowners around the City for conservation sales. New contracts were signed with ECOSLO and Land Conservancy and work on those contracts is underway. The contract with CCC for trail improvements at Bishop Peak has been completed and a contract for land rehabilitation using County mitigation funds will be underway in November. Ranger Service staff has been increased by ''/2 FTE. The Conservation Guidelines were approved by the City Council on September 17,2002. Grant submittals are ongoing. Staff anticipates the first open space management plan (for Irish Hills Natural Reserve)will be completed in December 2002,with others to follow on a four-month schedule. - 17- MAJOR CITY GOALS CMC OFFICES Objective. Complete development and environmental review, conduct construction oversight and management and when completed, purchase the Palm-Morro Parking/Civic Offices Building pursuant to the terms of a Guaranteed Maximum Price contract with Court Street Partners(the Copelands). Action Plan- Task Original Revised 1. Approve CIP to purchase the Palm-Morro Parking/Office Building and to improve 6/02 Complete the interior office space. 2. Open escrow for property transfers. 8/02 11/02 3. Execute construction and development agreements with the Copelands. 9/02 11102 4. Complete development and environmental review of the Palm-Morro 9/02 Complete Parking/Office Building. 5. Issue building permits for the Palm-Morro Parking/Office Building. 9/02 10102 6. Execute guaranteed maximum purchase price contract with the Copelands for the 9/02 11/02 Palm-Morro Parking/Office Building. 7. Close escrow and transfer title to Court Street and the Palm-Morro area. 9/02 8. Begin construction by Copelands on Palm-Morro Parking/Office Building. 10/02 11102 9. Begin construction oversight and management for the Palm-Morro Parking/Office 10/02 11/02 Building. 10. Complete design of tenant improvements for the offices in the Palm-Mono 6/03 11/02 Parking/Office Building. 11. Complete construction of the Palm-Morro Parking/Office Building. 10/03 1/04 12. Purchase Palm-Morro Parking/Office Building from Copelands pursuant to the 10/03 terms of the Guaranteed Maximum Price Contract. 13. Begin office tenant improvements. 10/03 14. Occupy offices. 2/04 Status Summary: 50% Complete. On December 11, 2001, the City and Court Street Partners, LLC (the Copelands) entered into an Amended Memorandum of Understanding (the Amended MOU) outlining the terms and conditions for the development of the Court Street Project and the Palm-Morro Parking/Office Building. Development and environmental review of the Court Street Project and the Palm-Morro Parking/Office Building began on December 12, 2001 with the submission of project plans to the City's Community Development Department. A contract for construction management services for the City was entered into with Hams and Associates in April 2002. The Draft Environmental Impact Report for the project was published for public review and comment on May 20,2002. The Final Environmental Impact Report was certified by Council on September 17, 2002. The ARC granted final approval of the project designs on September 24, 2002. Final documents necessary to complete the real property exchange and contracts associated with the project are being prepared for anticipated Council consideration in November 2002. *Subject to finalization due to pending negotiations. - 18- MAJOR CITY GOALS MAINTENANCE OF BASIC SERVICES Objective. Preserve current service levels and adequately maintain existing facilities and infrastructure. Action Plan Task • . 1. Financial Plan. Prepare and approve 2001-03 Financial Plan that 7/01 Complete preserves current service levels, adequately maintains existing facilities and infrastructure,is consistent with our adopted fiscal policies,funds new initiatives that we can sustain into the foreseeable future and ensures our long-term fiscal heath. 2. Interim Reporting. Closely monitor the City's fiscal condition through 2001-03 continued on-line access to fiscal information,monthly financial reports, quarterly financial newsletter and comprehensive reports,mid-year budget reviews,Financial Plan Supplement and special reports such as the quarterly sales tax newsletter. 3. Annual Financial Reports. Continue to issue annual financial reports in 2001-03 accordance with generally accepted accounting principles. 4. Revenue Management. Ensure we are maximizing our current revenues 2001-03 by continuing revenue management programs like the business tax and transient occupancy tax(TOT)review programs, sales tax monitoring and user fee updates. Status Summary: 85% Complete. We are on-track in completing all Action Plan tasks: 1. Financial Plan. Finalized the 2001-03 Financial Plan and prepared the Budget-in-Brief. 2. Interim Reporting • Issued quarterly financial reports and sales tax newsletters. • Initiated Monthly TOT Newsletter. • Prepared a Fiscal Health Contingency Plan and initiated"Stage 1: Short-Term Problem Assessment" action steps: hiring chill; training chill; in-depth CIP review; and in-depth operating program review. • Prepared 2001-02 Mid-Year Budget Review(approved by the Council on February 26,2002). • Prepared the 2002-03 Financial Plan Supplement and Budget-in-Brief(approved by the Council on June 18, 2002). 3. Annual Financial Reports • Prepared and distributed the Comprehensive Annual Financial Report(CAFR) for 2000-01 (approved by the Council on December 11, 2001). • Completed year-end close procedures for 2001-02 and started preparing CAFR for 2001-02 (scheduled for Council Review on December 10, 2002). • Developed strategy for implementing major change in financial reporting requirements("GASB 34"), which will be effective for 2002-03 (approved by the Council on June 18, 2002). 4. Revenue Management Updated user fees for 2001-02 and 2002-03; completed a formal assessment of TOT review program and decided to continue it;business tax and TOT reviews are underway and ongoing; worked closely with Utilities in comprehensively updating water and sewer development impact fees; and initiated an update of transportation impact fees,which will be presented to the Council for approval in Spring 2003. - 19- OTHER COUNCIL OBJECTIVES EVALUATION OF BROAD STREET Council as early as January 7, 2003. In addition to FREEWAY RAMPS the progress on the expanded C-C zone district, the City Council adopted an ordinance on September 17, 2002 that created a downtown parking in lieu fee Objective. Evaluate closing Broad Street freeway area,which also accomplishes this objective. ramps. LARGE BUILDING Status Summary: 0% Complete. Caltrans is DEVELOPMENT STANDARDS reviewing the on-ramp/off-ramp needs for the Hwyl/101 interchange and that report, when concluded, may or may not affect Broad Street. Objective. Adopt design and review standards for Staff participates in the meetings when called by large buildings that address siting, landscaping, Caltrans but the schedule is driven by Caltrans, not parking access and building design, along with staff. Staff recommends deleting the objective at natural space conditioning and lighting standards. this time, but having staff continue to monitor the progress made by Caltrans. Status Summary: 100% Complete. The City Council adopted the guidelines at their November 6, LAGUNA LAKE MASTER PLAN 2001 Council meeting. The design guidelines will be incorporated into the City's ARC guidelines, which have been approved by the ARC and are set Objective. Continue implementation of Laguna for final adoption by the City Council in November Lake Park Master Plan. 2002. Status Summary: 5% Complete. The first phase COURT STREET PORTION of the Master Plan is complete. During the 2002-03 OF THE COPELAND'S PROJECT budget process, the budget for this project was reduced by $75,000. A Request for Proposals for design services is anticipated to be issued in the Objective. Complete the mixed-use portion of the spring of 2003 for the next phases. Design would Copeland's Project on Court Street. take the remainder of the year to complete with construction occurring some time during the spring Status Summary: 50% Complete. On December of 2004. 11, 2001, the City Council amended the existing Memorandum of Understanding between the City CENTRAL COMMERCIAL and the Copeland's regarding the Court Street ZONE EXPANSION project. On December 12, 2001, the Copeland's submitted plans for review. The project has received its regulatory approvals including Council's Objective. In accordance with the Conceptual certification of the Final Environmental Impact Physical Plan for the City's Center, expand the Report on September 17, 2002 and the ARC final Central Commercial (CC) zone and in-lieu parking approval of project design on September 24, 2002. district northeast to the railroad tracks and southwest The project is on schedule and construction at Court to Marsh and Higuera Street intersection. Street is expected to begin in early 2003 after final contractual agreements have been executed by the Status Summary: 80% complete. The Planning City and Copelands. Commission has reviewed the draft set of ordinance changes, including the proposed expansion of the HISTORIC PRESERVATION City's Central Commercial (C-C) Zoning District and has provided direction to staff and our planning consultant. The Planning Commission held a public Objective. Consider restoration of funding for low hearing on the revised hearing draft on November interest loans and seek grants for preserving historic 20, 2002. The next step will be review by City properties, including funding restoration of adobes. -20- OTHER COUNCIL OBJECTIVES Status Summary: 65% complete. The Historic CONVENTION CENTER STRATEGY Rehabilitation Loan Program was designed and presented for budget consideration last year, based on the City's experience of offering a similar Objective. Develop a strategy in cooperation with program in the 1980's and as recommended by the other agencies for a convention center in the City, Cultural Heritage Committee. Coast National Bank convenient to other cultural/visitor resources. agreed to participate with the City in re-establishing the loan program. Implementation details, including Status Summary: 10% Complete. Preliminary city staffing,remain to be worked out. analysis indicates that accomplishing this objective would require a significant investment of both staff Although this program was not specifically funded time and financial resources. Most successful in the 2001-03 Financial Plan, staff continues to convention centers require subsidies from the city in review potential grant funds that could support which they are located, which San Luis Obispo is preservation and restoration of historic resources. unable to provide. On an ongoing basis, staff and the Cultural Heritage Committee review public and private development However, we recognize that conferences and small project proposals for possible grant eligibility as conventions are important to the City for several well as for compliance with city, state and federal reasons, and we will continue to work with the VCB historic preservation policies. to attract appropriate-sized organizations to our existing hotels and motels. It is also possible that DOWNTOWN PEDESTRIAN should a hotel eventually be built on the Dalidio LIGHTING PLAN property, the City could assist in building a relationship between it and existing hotels in the Madonna Road area, especially with the Embassy Objective. Establish a historic downtown Suites,to create a small de facto convention area. pedestrian lighting plan for the Downtown in cooperation with the Downtown Association. Staff will present these and other strategies to the Promotional Coordinating Committee for their Status Summary: 10% Complete. The Council consideration. If approved, the revised strategy will has taken action to set the color of the lighting be included in the next goals update. fixture. The CHC has reviewed the proposed fixture twice and will review lighting patterns in the future. Two different fixtures have been ordered to allow a full evaluation by the DA, CHC, the ARC and the City Council. -21 - t f Attachment 4 2001 -03 Financial Plan STATUS OF CIP PROJECTS As of November 2002 �IIIIIIIII II':�� 'f 1111111 I MI I Cl of san luis om S O p Status Report 001-03 CAPITAL IMPROVEMENT PLAN This report presents the status of our current Capital Improvement Plan (CIP). It is organized into three sections: 1. Status of Major CIP Projects. This one-page chart concisely presents our progress to-date on 18 major CIP projects by presenting the "percent complete" based on the phase that it is in: construction, design or study. As reflected in this summary, we are making excellent progress on our highest priority CIP projects. 2. Status of Construction Projects. Similar to the status report on Major CIP Projects, this report presents the status of all construction projects currently in progress. As such, it does not include most equipment purchases (such as fleet replacements), land acquisitions or payments to other organizations. It also does not include any projects completed during the year: only those currently in progress. 3. CIP Financial Report. This excerpt from the First Quarter Financial Report presents the financial status of all CIP projects with activity during the fiscal year. As such, it includes equipment and land purchases as well as some completed projects. This report is fiscal-year based. This means it shows the current fiscal year budget, expenditures, encumbrances and remaining balance for all project phases approved to-date. For example, if a project had a project budget of $800,000 last fiscal year, and spent $200,000 last year, the current fiscal year budget shown in the report would be $600,000: the budget available for the current fiscal. And if we've spent $150,000 this fiscal year, and there is $350,000 remaining to be paid on the contract ("encumbered"), then the current fiscal year uncommitted balance remaining would show as $100,000. In short, whether presented on a project-to-date or year-to-date, the uncommitted available balance is the same. However, in reviewing the report, it is important to note that there may have been significant activity in prior years. Lastly, this report presents projects based on the Fund it is financed through, such as the Community Development Block Grant, Capital Outlay Fund (our largest CIP fund, largely financed through the General Fund) and the Water Fund. - 1 - status of MAJOR- CIP PROJects 2002-03: 2nd Quarter Percent complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% l•JAlJ_-US®° a . Laguna Lift Station 1999-01 Paving Program 2001-03 Paving Program Railroad Safety Trail: Phase II Osos Street Transit Center Marsh Street Garage Expansion L� Water Reuse Orcutt Road Widening Palm-Morro Parking Structure/Offices Damon-Garcia Athletic Fields I.- I _ _ I J _ 1 I. Ludwick Center Remodel Radio System Upgrade Water Supply Projects Higuera Street Widening Flood Protection & NPDES Bob Jones City-to-Sea Bikeway North Area Regional Facility EI Chorro Park Athletic Fields 2 i Status of Construction rrojects MiNinammmPercent Complete 0% 106% 20% 30% 40% 50% 60% 70% 80% 90% 100% Tree Removal & Replacemnt Traffic Signal Master Pln Rr Trans Cntr(multimodal) ---_-- _ Prefumo Cr Silt Removal Opticom And Battery Neighborhood Traffic Mgmt Lateral Rehab Program Water Transmission Main Replacement - Higuera Mid-block Cross Downtown Sprinkler Reimb Downtown Access Improv Digester#1 Repair Curb & Gutter-oceanaire Creek Bank Mitigation Controller Replacements Adobe Restoration 3 r Status of Construction Projects (� • BMW _1 Percent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Wrf Tf3 Pump &Valves Valve & Meter Replace Wr Water Reuse Storm Sewer Improv Sprr Freight Warehouse South Higuera Sidewalk Santa Rosa St Bridge Repl - Recreation Center Remodel Damon-Garica Athletic Fields Santa Rosa Pk Renovations Reservoir 1/Miossi Rd Main Old Creek Habitat Plan Neighborhood Traffic Mgmt Morro Bicycle Blvd Montalban Street Bridge Mission Walkway Stabilize LOVR Medians Laguna Lk Nature Park li Laguna Hills Playground Grand/mill/palm Coll Sys Foothill Blvd Bridge Clarifier 2 Palm-Morro Parking Structure/Offices Bus Maint Facility Expan Bullock Ln Realign/signal Orcutt Road Widening Bridge Maintenance 4 Status of Construction rrojects Percent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Short Range Transit Plan NARF`: Transit Site NARF: Parking Bob Jones City-to-the - Sea Bikeway Higuera Street Widening Radio System Upgrade Flood Protection/NPDES Tank Farm Silt Removal Nacimiento Water Project = _. Master Plan Implement: Water Rec Facility - EI Chorro Park Athletic Fields Laguna Lake Dredging Mission Plaza Dog Leg 5 10/25/02 CITY OF SAN LUIS OBISPO PAGE ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and 199999' FUND - 240 - CDBG FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90167 EOC PROGRAM OFFICES 100,000.00 .00 .00 .00 100,000.00 .00 90279 FOOD BANK WAREHOUSE 28,000.00 .00 .00 .00 28,000.00 .00 90280 JUDSON TERRACE SR HOUSING 94,000.00 .00 .00 .00 94,000.00 .00 90281 AIDS NETWORK PROPERTY REN 35,000.00 .00 .00 .00 35,000.00 .00 90326 HUASNA/OCEANAIRE SDWLK/TR 23,371.00 .00 .00 .00 23,371.00 .00 90355 SO HIGUERA APARTMENTS 340,667.00 .00 .00 .00 340,667.00 .00 90356 JUDSON TERRACE ACCESS 13,500.00 .00 .00 .00 13,500.00 .00 99246 ADOBE RESTORATION 228,269.32 .00 205,232.00 .00 23,037.32 .90 99510 HOUSING PROGRAMS 1,690.00 .00 788.00 .00 902.00 .47 99625 HISTORICAL MUSEUM 34,943.49 .00 .00 .00 34,943.49 ..00 99834 SENIOR HOME REPAIR PROG 1,043.00 .00 .00 .00 1,043.00 .00 99839 ECONOMIC VITALITY LOAN 116,201.55 .00 112,929.55 720.00 2,552.00 .98 99868 CDBG SIDEWALK RAMPS 82,986.53 .00 .00 .00 82,986.53 ..00 TOTAL CAPITAL PROJECTS 1,099,671.89 .00 318,949.55 720.00 780,002.34 .29 TOTAL CAPITAL PROJECTS 1,099,671.89 .00 318,949.55 720.00 780,002..34 .29 TOTAL CDBG FUND 1,099,671.89 .00 318,949.55 720..00 780,002.34 .29 RUN DATE 10/24/02 TIME 16:19:17 PEI - FUND ACCOUNTING 6 10/25/02 CITY OF SAN LUIS OBISPO PAGE 2 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and 199999' FUND - 250 - LAW ENFORCE GRANT FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90050 MOBILE COMPUTERS 399,576.94 16,522.00 178,745.55 16,522.00 204,309.39 .49 TOTAL CAPITAL PROJECTS 399,576.94 16,522.00 178,745.55 16,522.00 204,309.39 .49 TOTAL CAPITAL PROJECTS 399,576.94 16,522.00 178,745.55 16,522.00 204,309.39 .49 TOTAL LAW ENFORCE GRANT FUND 399,576.94 16,522.00 178,745.55 16,522.00 204,309.39 .49 RUN DATE 10/24/02 TIME 16:19:17 PEI - FUND ACCOUNTING 7 10/25/02 CITY OF.SAN LUIS OBISPO PAGE 3 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000, and 199999, FUND - 400 - CAPITAL OUTLAY FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90013 FLOOD PLAN PHASE II 88,030.03 25,987.25 57,494.30 26,406.89 4,128.84 .95 90050 MOBILE COMPUTERS .00 26,708.37 .00 26,708.37 -26,708.37 .00 90052 WOMENS LOCKER ROOM-POLICE 210,231.39 791.28 34,224.68 1,178.87 174,827.84 .17 90073 HIGUERA WIDENING MARSH/HI 626,065.00 .00 .00 .00 626,065.00 .00 90078 SO HIGUERA RECONSTRUCTION .00 .00 .00 3,655.98 -3,655.98 .00 90079 CONTROLLER REPLACEMENTS 82,850.43 .00 .00 .00 82,850.43 .00 90080 INTERCONNECTION CONDUIT 81,219.46 .00 .00 .00 81,219.46 .00 90081 OPTICOM AND BATTERY 34,000.00 .00 .00 .00 34,000.00 .00 90083 MARSH ST BRIDGE SILT 19,846.00 213.87 .00 213.87 19,632.13 .01 90084 BOB JONES BIKE TRAIL 23,117.33 5,569.20 6,176.59 14,940.74 .00 1.00 90086 DOWNTOWN ACCESS IMPROVE 57,500.00 .00 .00 .00 57,500.00 .00 90088 GARDEN STREET MAKEOVER 19,.912.50 .00 19,912.50 .00 .00 1.00 90094 NEIGHBORHOOD GYMNASIUMS 75,000.00 75,000.00 .00 75,000.00 .00 1.00 90106 SPRR FREIGHT WAREHOUSE 413,525.57 .00 .00 400.00 413,125.57 .00 90107 DOWNTOWN PLAN PROPERTY 14,229.60 .00 .00 .00 14,229.60 .00 90108 RESTROOMS DOWNTOWN 5,985.74 .00 .00 .00 5,985.74 .00 90109 PERFORMING ARTS CEN EQUIP 157,847.97 .00 .00 .00 157,847..97 .00 90114 OFFICE APPLICATION SOFTWA 72,100.00 18,953.71 .00 18,953.71 53,146.29 .26 90115 BUILDING PAINTING 64,198.26 .00 .00 .00 64,198.26 .00 90116 HVAC IMPROVEMENTS 63,854.30 1,313.43 .00 1,313.43 62,540.87 .02 90117 CIVIC CENTER IMPROVEMENTS 4,605.52 .00 .00 .00 4,605.52 .00 90135 TR 1750-6 MIT-OPTICOM 10,000.00 .00 .00 .00 10,000.00 .00 90136 JOHNSON AVE REHAB .00 .00 .00 4,600.00 -4,600.00 .00 90138 PAVEMENT RESEAL 2000-01 63,418.71 .00 .00 .00 63,418.71 .00 90142 CABLECAST 544.47 .00 .00 .00 544.47 .00 90144 ORCUTT ROAD OVERPASS 7,979.46 .00 .00 .00 7,979.46 .00 90148 TRAFFIC SIGNAL MASTER PLN 37,500.00 .00 .00 .00 37,500.00 .00 90151 SR/MONTEREY/CALIF 99-00 72,429.22 .00 .00 .00 72,429.22 .00 90162 STREET SIGN REPLACEMENT 176,286.39 .00 .00 .00 176,286.39 .00 90163 RECREATION CENTER REMODEL 747,791.99 3,926.56 57,707.79 8,647.39 681,436.81 .09 90176 BOND CONTINGENCY FUNDS 65,300..00 .00 .00 .00 65,300.00 .00 90195 MORRO BICYCLE BLVD 10,190.66 120.00 10,070.66 120.00 .00 1.00 90196 MISSION PLAZA DOG LEG 103,412.84 .00 6,279.00 .00 97,133.84 .06 90197 FOOTHILL BLVD BRIDGE 1,005,647.97 8,176.01 113,272.44 19,913.55 872,461.98 .13 90205 JENNIFER ST BRIDGE SIGN 1,906.81 .00 .00 .00 1,906.81 .00 90206 MUSEUM EXPANSION 350,000.00 .00 .00 .00 350,000.00 .00 90207 NARF-TRANSIT SITE 66,835.90 .00 .00 .00 66,835.90 .00 90210 RECONSTR & RESURF 2001-03 194,360.99 6,463.06 2,486.94 7,063.06 184,810.99 .05 90214 HIGUERA MID-BLACK CROSS 36,000.00 502.34 27,360.76 502.34 8,136.90 .77 90215 CIP RESERVE 106,500.00 .00 .00 .00 106,500.00 .00 90216 POLICE FACILITIES PLAN 50,000.00 11,640.90 24,440.10 15,320.90 10,239.00 .80 90221 EXTRICATION TOOL 9,473.49 .00 .00 .00 9,473.49 .00 90222 RADIO SYSTEM UPGRADE 200,000.00 .00 .00 .00 200,000.00 .00 RUN DATE 10/24/02 TIME 16:19:17 PEI - FUND ACCOUNTING 8 10/25/02 CITY OF SAN LUIS OBISPO PAGE 4 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and '99999' FUND - 4D0 - CAPITAL OUTLAY FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMERANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90223 RADIO CONSOLE & DISPATCH 25,000.00 .00 .00 .00 25,000.00 .00 90224 PAGING.SYSTEM TERMINAL 75,000.00 .00 .00 .00 75,000.00 .00 90253 LOVR MEDIANS 341,000.00 .00 .00 .00 341,000.00 .00 90254 BRIDGE MAINTENANCE 20,000.00 .00 .00 .00 20,000.00 .00 90259 JOHNSON LIFT STATION .31 - .00 .00 .00 .31 .00 90262 NEW SIDEWALK CONSTRUCTION 102,596.11 .00 .00 1,694.52 100,901.59 .02 90263 SOUTH HIGUERA SIDEWALK 316,000.00 .00 .00 .00 316,000.00 .00 90269 LIGHTED SOFTBALL FIELDS 500,000.00 .00 .00 .00 500,000.00 .00 90272 LAGUNA HILLS PLAYGROUND 166,400.00 3,599.45 6,300.00 5,799.45 154,300.55 .07 90273 RODRIGUEZ ADOBE PARK 95,238.19 .00 400.00 800.00 94,038.19 .01 90274 MISSION WALKWAY STABILIZE 46,077.25 1,350.00 .00 1,350.00 44,727.25 .03 90276 CHEMICAL STORAGE SWIM CEN 45,000.00 .00 .00 .00 45,000.00 .00 90278 JACK HOUSE ROOFING 24,868..10 .00 .00 .00 24,868.10 .00 90282 FILE SERVER/TAPE BACKUP 27,803.09 .00 .00 .00 27,803.09 .00 90283 NETWORK SECURITY 40,000.00 .00 .00 .00 40,000.00 ..00 90265 CITY HALL WINDOW REPLACE 536.26 .00 .00 .00 536.26 .00 90286 LIBRARY PAINTING (509') 60,000.00 .00 .00 .00 60,000.00 .00 90290 FILE SERVER - POLICE 5,246.97 .00 .00 .00 5,246.97 .00 90295 SANTA BARBARA/OSOS FUNDNG .18,256.71 .00 .00 .00 18,256.71 .00 90313 BOY SCOUT BLDG ABATEMENT 22,455.61 .00 15,610.00 .00 6,845.61 .70 90316 PORTABLE RESTROOM REPLACE 36,547.71 .00 33,164.74 .00 3,382.97 .91 90320 LAGUNA LK NATURE PARK II 67,058.00 .00 .00 .00 67,058.00 .00 90321 SUMMER 2002 PAVING 11810,000.00 117.17 1,598,106.50 317.11 211,576.39 .88 90322 CURB & GUTTER-OCEANAIRE .00 244.35 .00 244.35 -244.35 .00 90323 COPELAND PARKING GARAGE 4,750,800.00 .00 90,607.50 .00 4,660,192.50 .02 90324 STREET SLURRY SEAL-2002 234,833.98 .00 203,999.91 .00 30,834.07 .87 90326 HUASNA/OCEANAIRE SDWLK/TR 52,000.00 .00 48,660.00 .00 3,340.00 .94 90346 RECONST & RESURFACE 02-03 1,807,000.00 .00 .00 .00 1,807,000.00 .00 90351 SAND FILTRATION-POOL 15,000.00 .00 .00 .00 15,000.00 .00 90353 JACK HOUSE FOUNDATION REP 7,000.00 .00 .00 .00 7,000.00 .00 90360 STATION 3 DRIVEWAY IMP 15,400.00 .00 .00 .00 15,400.00 .00 90361 TRAFFIC SIGNAL BBS EQUIP 41,200.00 .00 .00 .00 41,200.00 .00 90363 RR MUSEUM PUBLIC ART 19,000.00 .00 .00 .00 19,000.00 .00 99028 MISSION PLAZA IMPROVEMENT 32,782.85 .00 3,140.00 .00 29,642.85 .10 99059 RR TRANS CNTR(MULTIMODAL) 108,999.10 3,045.03 31,387.42 3,.678.36 73,933.32 .32 99082 SANTA ROSA ST BRIDGE REPL 26,107.04 .00 9,138.17 .00 16,968.87 .35 99096 PARK RENOVATIONS 20,000.00 .00 .00 .00 20,000.00 .00 99103 CITY-WIDE NETWORK IMPROV .226.27 .00 .00 .00 226.27 .00 99104 CLERK RECORDS MGMT SYS 89,923.29 .00 14,400.00 5,255.25 70,268.04 .22 99110 LAGUNA LAKE DREDGING 61,533.10 1,495.83 43,668.99 1,495.83 16,368.28 .73 99213 610 MONTEREY ACQUISITION 13,939.70 .00 .00 .00 13,939.70 .00 99232 JOHNSON AVE BRIDGE 28,935.95 .00 5,141.95 .00 23,794.00 .18 99257 MISSION PLAZA REPAIRS 83,251.25 .00 .00 .00 83,251.25 .00 RUN DATE 10/24/02 TIME 16:19:17 PEI - FUND ACCOUNTING 9 10/25/02 CITY OF SAN LUIS OBISPO PAGE 5 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and '99999' FUND - 400 - CAPITAL OUTLAY FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 99267 DOWNTOWN TRANSFER CENTER 124,766.06 .00 55,167.53 437.00 69,161.53 .45 99273 SOUND WALL 175,000.00 .00 .00 .00 175,000.00 .00 99501 NEIGHBORHOOD TRAFFIC MGMT 22,862.87 .00 .00 .00 22,862.87 ..00 99504 HIGUERA ST BRIDGE STUDY 1,944,977.43 6,431.12 101,428.60 6,431.12 1,837,117.71 .06 99553 BANK STAB-3546 S HIGUERA 17,452.88 .00 17,452.88 .00 .00 1..00 99555 BANK STAB-3026/3046 S HIG 34,761.98 .00 34,761.98 .00 .00 1.00 99608 BULLOCK LN REALIGN/SIGNAL 141,554.07 .00 .00 .00 141,554.07 ..00 99612 UNDERGROUNDING UTILITIES 6,183..72 .00 .00 .00 6,183.72 .00 99614 RR BIKE PATH PHASE II 9,782.50 1,222.81 7,336.88 2,445.62 .00 1.00 99621 ATHLETIC FIELD IMPROV 31,168.00 .00 30,000.00 .00 1,168.00 .96 99624 JACK HOUSE RENOVATIONS 4,854.67 621.67 .00 3,297.00 1,557.67 .68 99626 PUBLIC ART IN-LIEU 56,827..00 150.58 .00 650.58 56,176.42 .01 99679 MARIPOSA/SLO CRK-BK STAB 5,890.44 .00 5,890.44 .00 .00 1..00 99699 SINSHEIMER PK MASTER PLAN 66,614.83 2,063.65 49,848.00 2,401.42 14,365.41 .78 99704 CONEJO ST DRAIN RECONST 801.28 .00 .00 .00 801.28 .00 99709 AIRPORT AREA SPECIFC PLAN 28,664.54 .00 28,098.54 .00 566.00 .98 99747 ORCUTT ROAD STORM DRAIN 138,000.00 137,620.53 .00 137,620.53 379.47 1..00 99752 SEISMIC URM GRANT PROGRAM 143,926.92 .00 .00 5,000.00 138,926.92 .03 99753 GIS SYSTEM 27,607.36 .00 .00 .00 27,607.36 ..00 99813 TRAFFIC SIGNL IMPRV 97-99 253,527.08 .00 .00 ..00 253,527.08 ..00 99820 SIDEWALK CONSTRUCTION 25,582.02 .00 .00 .00 25,582.02 .00 99826 YOUTH ATHLETIC FIELDS 2,691,271.62 42,248.00 47,816.96 116,190.50 2,527,264.16 ..06 99827 MITCHELL PARK IMPROVEMENT 52,774.93 .00 4,889.16 12,490.48 35,395..29 .33 99831 MURRAY ADOBE 93,193.64 3,500.00 86,702.00 3,501.06 2,990.58 .97 99832 RODRIGUEZ ADOBE 179,629.82 .00 .00 .00 179,629.82 .00 99842 WIDE AREA NETWORK IMPRMTS 322,524.86 .00 .00 2,892..19 319,632..67 ..01 99846 GIS FILE SERVER 8,937.00 .00 .00 .00 8,937.00 .00 99849 LIBRARY ELECTRICAL 17,450.00 2,040.00 1,410.00 2,040.00 14,000.00 .20 99853 CONST EQUIP SHELTER 29,286.19 25.00 11,931.75 12,675.92 4,678.52 .84 99856 STORM SEWER IMPROV 5,900.00 .00 .00 .00 5,900.00 .00 99864 CREEK BANK MITIGATION 47,902.08 .00 .00 3,255.28 44,646.80 .07 99894 SCULPTURE AT RR SQUARE 31,000.00 26,000.00 .00 26,000.00 51000..00 .84 99895 COMMUNITY BIKE LOCKERS 11,831.47 .00 .00 .00 11,831.47 .00 99899 COMPLETED PROJECTS 19,151.83 -300.00 .00 -300.00 19,451.83 .-..02 TOTAL CAPITAL PROJECTS 23,454,373.93 416,841.17 2,.947,885.66 582,602.67 19,923,885.60 ..15 TOTAL CAPITAL PROJECTS 23,454,373.93 416,841.17 2,947,885.66 562,602.67 19,923,885.60 .15 TOTAL CAPITAL OUTLAY FUND 23,454,373.93 416,841.17 2,947,885.66 582,602.67 19,.923,885.60 .15 RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 10 10/25/02 CITY OF SAN LUIS OBISPO PAGE 6 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and 199999' FUND - 405 - TRANSPORTATION IMPACT FEE FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90087 RR SAFETY TRAIL PHASE 3 125,906.40 .00 15,000.00 .00 110,906.40 .12 90197 FOOTHILL BLVD BRIDGE 50,000.00 .00 .00 .00 50,000.00 .00 90258 MORRO-SANTA BARBARA SIGNL 120,000.00 .00 .00 .00 120,000.00 .00 90347 RR SAFETY TRAIL-PHASE 4 77,000.00 .00 .00 .00 77,000.00 .00 99613 SIGNAL IMPROV 95-97 583.73 .00 .00 .00 583.73 .00 99614 RR BIKE PATH PHASE II 58,063.43 .00 ..00 .00 58,063.43 .00 99615 BICYCLE PROJECTS 40,000.00 .00 .00 .00 40,000.00 .00 99616 MONTALBAN STREET BRIDGE 137,000.00 .00 .00 .00 137,000.00 .00 99821 LOVR/HWY 101 INTERCHANGE 830,530.36 .00 118,986.41 .00 711,543.95 .14 99823 ORCUTT ROAD WIDENING 1,-094,000.00 .00 ..00 .00 1,094,000.00 .00 99874 BIKE PATH 1,411.15 .00 .00 .00 1,411.15 .00 TOTAL CAPITAL PROJECTS 2,534,495.07 .00 133,986.41 .00 2,400,508.66 .05 TOTAL CAPITAL PROJECTS 2,534,495.07 .00 133,986.41 .00 2,400,508.66 .05 TOTAL TRANSPORTATION IMPACT FEE 2,534,495.07 .00 133,986.41 .00 2,400,508.66 .05 RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 11 10/25/02 CITY OF SAN LUIS OBISPO PAGE 7 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 90000' and '99999' FUND - 410 - FLEET REPLACEMENT FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90055 PATROL SEDAN REPLACEMENT 155,000.00 .00 .00 133,617.10 21,382.90 .86 90100 TURF MOWER 52,000.00 48,112.35 .00 48,112.35 3,887.65 .93 90101 PICK-UP PARKS & LANDSCAPE 72,000.00 3,286.72 .00 59,544.71 12,455.29 .83 90112 VEHICLE REPLACE-PUBLIC WK 20,500.00 20,328.88 .00 20,328.88 171.12 .99 90118 PICK-UP-FLEET MANAGEMENT 4,987.13 .00 .00 .00 4,987.13 .00 90255 PICKUP - STREETS .00 .00 .00 856.75 -856.75 .00 90257 SPECIAL PURPOSE TRUCKS 26,996.30 .00 .00 .00 26,996.30 .00 90288 MINIVAN CITY HALL POOL 23,000.00 .00 .00 .00 23,000.00 .00 90328 FIRE ENGINE 354,000.00 .00 .00 .00 354,000.00 .00 90329 TRAINING VAN 26,500.00 .00 .00 26,311.99 188.01 .99 90354 TRUCK REPLACEMENT-BLDG 53,500.00 42,180.40 72.50 42,180.40 11,247.10 .79 99248 TRUCK REPLACEMENT 30,000.00 .00 .00 17,416.33 12,583.67 .58 99527 POLICE CAD 4,625.10 .00 .00 .00 4,625.10 .00 99690 WINDOWS UPGRADE 4,952.00 .00 .00 .00 4,952.00 .00 99825 STREET MAINT VEHICLES 1,963.05 .00 .00 .00 1,963.05 .00 99899 COMPLETED PROJECTS 2,768.59 .00 ..00 .00 2,768.59 .00 TOTAL CAPITAL PROJECTS 832,792.17 113,908.35 72.50 348,368.51 484,351.16 .42 TOTAL CAPITAL PROJECTS 832,792.17 113,908.35 72.50 348,368.51 484,351.16 .42 TOTAL FLEET REPLACEMENT 832,792.17 113,908.35 72.50 348,368.51 484,351.16 .42 RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 12 10/25/02 CITY OF SAN LUIS OBISPO PAGE 8 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and 199999' FUND - 420 - PARKLAND DEVELOPMENT FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90270 DAMON-GARCIA FIELD LIGHTS 391,000.00 .00 .00 .00 391,000.00 .00 90271 SANTA ROSA PK RENOVATIONS 146,000.00 ..00 .00 .00 146,000.00 .00 99028 MISSION PLAZA IMPROVEMENT 3,249.08 .00 .00 .00 3,249.08 .00 99031 OPEN SPACE-PARKLAND ACQUI 3,360.10 .00 .00 .00 3,360.10 .00 99699 SINSHEIMER PK MASTER PLAN 204,500.00 .00 17,750.00 .00 186,750.00 .09 99827 MITCHELL PARK IMPROVEMENT 256,954.52 86,981.10 164,978.44 91,976.08 .00 1.00 99828 THROOP PARK RESTROOM 2,108.21 .00 .00 .00 2,108.21 .00 99899 COMPLETED PROJECTS 1,805.81 .00 .00 .00 1,805.81 .00 TOTAL CAPITAL PROJECTS 1,008,977.72 86,981.10 182,728.44 91,976.08 734,273..20 .27 TOTAL CAPITAL PROJECTS 1,008,977.72 86,981..10 182,728..44 91,976.08 734,273.20 .27 TOTAL PARKLAND DEVELOPMENT FUND 1,008,977.72 86,981.10 182,728..44 91,976.08 734,273.20 .27 RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 13 I . . I 10/25/02 CITY OF SAN LUIS OBISPO PAGE 9 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and '99999' FUND - 430 - OPEN SPACE PROTECTION FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90186 FOSTER PROPERTY .00 700.00 .00 700.00 -700.00 .00 90190 HASTINGS PROPERTY 9,630.22 .00 .00 .00 9,630.22 .00 90296 DAM REMOVAL SLO CREEK 289,531.99 5,962.23 239,406.30 6,248.90 43,876.79 .85 90310 JOHNSON RANCH 7,146.50 7,177.00 .00 7,177.00 -30.50 1.00 99837 OPEN SPACE PROTECTION 545,909.92 .00 .00 .00 545,909.92 ..00 TOTAL CAPITAL PROJECTS 852,218.63 13,839.23 239,406.30 14,125.90 598,686.43 .30 TOTAL CAPITAL PROJECTS 852,218.63 13,839.23 239,406.30 14,125.90 598,686.43 .30 TOTAL OPEN SPACE PROTECTION 852,218.63 13,839.23 239,406.30 14,125.90 598,686.43 .30 RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 14 10/25/02 CITY OF SAN LUIS OBISPO PAGE 10 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and '99999' FUND - 500 - WATER FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90048 FILIPPONI PROPERTY 2,267.80 .00 .00 .00 2,267.80 .00 90063 POLYBUTYLENE REPLACEMENT 406,400.40 .00 .00 .00 406,400.40 .00 90114 OFFICE APPLICATION SOFTWA 6,100.00 .00 .00 .00 61100.00 .00 90136 JOHNSON AVE REHAB 4,500.00 ..00 .00 .00 4,500.00 .00 90140 GROUNDWATER YIELD STUDY 260,661.34 .00 .00 .00 260,661.34 .00 90151 SR/MONTEREY/CALIF 99-00 33,939.98 .00 .00 .00 33,939.98 .00 90156 WATERLINE REPLACE 00-01 24,025.01 .00 .00 .00 24,025.01 .00 90177 ROSEMONT/TEAR HILL FENCE 18,434.60 14,753.95 1,639.33 14,753.95 2,041.32 .89 90225 TREATMENT PLAN IMPLEMENT 124,936.14 .00 .00 .00 124,936.14 .00 90226 RESERVOIR #2 COVER 8,500.65 .00 .00 .00 8,500.65 .00 90227 DIST SYS IMPROV 1,765,671.69 1,807.30 5,802.08 2,887.30 1,756,982.31 .00 90228 TRENCH REPAIR WINTER 0102 30,275.45 .00 .00 .00 30,275.45 .00 90230 W M MOTEL INN 154,.352.57 .00 19,407.20 102,115.22 32,830.15 .79 90238 DIST PLAN IMPLEMENTATION 335,000.00 .00 .00 .00 335,.000.00 .00 90295 SANTA BARBARA/OSOS FUNDNG 15,247.00 ..00 .00 .00 15,247.00 .00 90303 LOOMIS ST WATERLINE IMPRV 7,397.62 .00 .00 .00 7,397.62 .00 90304 RAW WATER PIPELINE EVAL 91,060.00 .00 .00 .00 91,060.00 _00 99046 SALINAS RESERVOIR EXPAN 984,830.45 .00 128,028.87 .00 656,801.58 .13 99067 WATER DISTR IMPROVEMENTS 5,396.17 ..00 4,900.00 .00 496..17 .91 99080 HANSEN-GULARTE WATER LINE 40,706.21 .00 .00 .00 40,.706.21 .00 99085 DOWNTOWN SPRINKLER REIMB 147,027.00 .00 .00 .00 147,027.00 .00 99124 WATER REUSE 12,594,055.06 2,492.74 180,651.02 15,206.62 12,398,197.42 .02 99228 DATABASE CONVERSION 4,946.65 .00 4,883.50 .00 63.15 .99 99229 879 MORRO OFFICE 22,928.27 3,100.00 .00 3,100.00 19,828.27 .14 99504 HIGUERA ST BRIDGE STUDY 6,949.20 .00 609.20 .00 6,340.00 .09 99808 FACILITY DEMO LANDS 13,602.84 .00 .00 .00 13,602..84 .00 99809 RESERVOIR 1 CHLORINE BLDG 15,000.00 .00 .00 .00 15,000.00 .00 99814 COMPUTER MAINT SYS UPGRDE 13,570..00 .00 1,200.00 .00 12,370.00 .09 99637 OPEN SPACE PROTECTION 50,000..00 .00 .00 .00 50,000..00 .00 99842 WIDE AREA NETWORK IMPRMTS 13,000.00 .00 .00 .00 13,000..00 .00 99862 VEHICLE REPLACE-WATER 38,854.43 .00 .00 .00 38,854.43 .00 99899 COMPLETED PROJECTS 238,959.27 .00 ..00 .00 238,959.27 .00 TOTAL CAPITAL PROJECTS 17,478,595.80 22,153.99 347,121.20 138,063.09 16,993,411.51 .03 TOTAL CAPITAL PROJECTS 17,478,595.80 22,153.99 347,121.20 138,063.09 16,993,411.51 .03 TOTAL WATER FUND 17,478,595.80 22,153.99 347,121.20 138,063.09 16,993,411.51 .03 RUN DATE 10/24/02 TIME 16:19:.18 PEI - FUND ACCOUNTING 15 10/25/02 CITY OF SAN LUIS OBISPO PAGE 11 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and 199999' FUND - 510 - PARKING FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURESOUTSTANDING EXPENDITURES BALANCE BUD 90027 PKG GARAGE EQUIP UPGRADE 33,563.69 927.52 .00 927.52 32,636.17 .03 90091 RAILROAD SQUARE LOT SEAL 60,000.00 540.00 .00 540.00 59,460..00 .01 90114 OFFICE APPLICATION SOFTWA 2,400.00 .00 .00 ..00 2,400.00 .00 90264 PARKING GIS APPLICATIONS 15,099.91 2,618.96 6,480.95 2,618.96 6,000..00 .60 90265 GLARE DEFLECTORS PALM GAR 75,000.00 .00 .00 ..00 75,000..00 .00 90266 METER SOFTWARE UPGRADE 3,448..44 ..00 .00 3,448.44 .00 1.00 90309 NARF-PARKING 239,832.05 42.63 .00 42.63 239,789.42 ..00 90319 COPELAND DOWNTOWN - ARCH 104,702.61 .00 104,700..00 .00 2..61 1..00 90323 COPELAND PARKING GARAGE 8,481,400.00 13,453.33 247,239.67 13,453.33 8,220,707.00 .03 90348 PALM GARAGE LIGHTING 90,000..00 ..00 .00 .00 90,000.00 .00 90349 MARSH ST GARAGE PAINTING 70,000.00 .00 .00 .00 70,000.00 ..00 99618 LOT RESEAL/RESTRIPING 127,928.57 .00 .00 ..00 127,928.57 .00 .99619 PARKING LOT LANDSCAPING 5,000.00 58.22. .00 187.11 4,812.89 .04 99626 PUBLIC ART IN-LIEU 11100.00 .00 .00 .00 1,.100.00 ..00 99684 MARSH ST GARAGE EXPANSION 2,293,112.67 482,851.07 859,661.65 914,608.01 518,843.01 .77 99707 ARCH STUDY-GARAGE ARTIFAC 22,644.22 .00 21,242.00 .00 1,402.22 .94 99858 GARAGE RENOV & REPAIRS 92,983.30 104.56 .00 104.56 92,878.74 .00 99859 PARKING METER REPLACE 150,000.00 ..00 .00 .00 150,000.00 .00 99899 COMPLETED PROJECTS 143,009.92 .00 .00 .00 143,009.92 .00 TOTAL CAPITAL PROJECTS 12,011,225.38 500,596.29 1,239,324.27 935,930.56 9,835,970.55 .18 TOTAL CAPITAL PROJECTS 12,011,225.38 500,596.29 1,239,.324..27 935,930.56 9,835,970.55 .18 TOTAL PARKING FUND 12,011,225.38 500,596.29 1,239,324.27 935,930.56 9,835,970.55 .18 RUN DATE 10/24/02 TIME 16:19:18 PEI - FUND ACCOUNTING 16 10/25/02 CITY OF SAN LUIS OBISPO PAGE 12 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and 199999' FUND - 520 - SEWER FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90006 LAGUNA LIFT STATION 296,330.42 .00 120,960.33 31,133.40 144,236.69 .51 90046 DIGESTER 3-CLEAN & REPAIR 38,255.86 .00 28,239.02 .00 10,016.84 .74 90067 RECLAMATION BLDG IMPROV 150,522.33 .00 .00 .00 150,.522.33 .00 90114 OFFICE APPLICATION SOFTWA 4,400.00 .00 .00 .00 4,400.00 .00 90151 SR/MONTEREY/CALIF 99-00 1,624.35 .00 .00 .00 1,624.35 .00 90239 COLLECTION SYS IMPR 1,093,198.91 .00 5,734.09 1,075.00 1,086,389.82 .01 90241 SM RR PISMO ROUNDHOUSE 10,000.00 1,067.50 8,690.00 1,310.00 .00 1.00 90242 GRAND/MILL/PALM COLL SYS 64.50 .00 .00 .00 64.50 .00 90251 SERVICE TRUCK REPLACEMENT 4,.109.13 .00 .00 .00 4,109.13 .00 90305 CLARIFIERS 4 & 5 63,200.00 29,695.00 29,695.00 29,695.00 3,810.00 .94 90325 DIGESTER #1 REPAIR 272,981.23 3,238.65 208,748.55 31,922.37 32,310.31 .88 90341 MASTER PLAN IMPLEMENT WRF 100,000.00 .00 .00 .00 100,000.00 .00 90342 SERVICE TRUCKS-WRF 60,.000.00 .00 21,126.45 12,322.79 26,550.76 .56 90343 LOADER 100,.000.00 .00 98,723.63 .00 1,276.37 .99 99212 BIOSOLIDS PAVING & COVERS 49,674.77 .00 .00 .00 49,674.77 .00 99228 DATABASE CONVERSION 12,550.00 .00 1,200.00 .00 11,350.00 .10 99229 879 MORRO OFFICE 23,184.56 3,014.43 .00 3,014.43 20,170..13 .13 99231 GRINDERS & TRANSFERS EQ 20,000.00 .00 .00 .00 20,000.00 .00 99267 DOWNTOWN TRANSFER CENTER 38,168.00 21,303.00 10,595.00 21,303.00 6,270.00 .84 99504 HIGUERA ST BRIDGE STUDY 13,536.37 .00 6,051.52 .00 7,484.85 .45 99639 MAJOR EQUIP REPLACEMENT 661,144.58 .00 .00 .00 661,144.58 .00 99703 FACILITIES PLANNING SEWER 500,000.52 .00 .00 .00 500,000.52 .00 99842 WIDE AREA NETWORK IMPRMTS 34,700.00 .00 .00 .00 34,.700.00 .00 99863 LATERAL REHAB PROGRAM 75,043.25 4,000.00 .00 31,712.50 43,330.75 .42 TOTAL CAPITAL PROJECTS 3,622,688.78 62,318.58 - 539,763.59 163,488.49 2,919,436.70 .19 TOTAL CAPITAL PROJECTS 3,622,688.78 62,318..58 539,763.59 163,488.49 2,919,436.70 .19 TOTAL SEWER FUND 3,622,688.78 62,318.58 539,763.59 163,488.49 2,919,436.70 .19 RUN DATE 10/24/02 TIME 16:19:19 PEI - FUND ACCOUNTING 17 10/25/02 CITY OF SAN LUIS OBISPO PAGE 13 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and '99999' FUND - 530 - TRANSIT FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90116 HVAC IMPROVEMENTS 6,050.00 .00 .00 .00 6,050.00 .00 90119 BUS REPLACEMENTS 2000-01 2,801.36 ..00 .00 .00 2,801.36 .00 90207 NARF-TRANSIT SITE 1,098,542.29 213.64 .00 213.64 1,098,328.65 .00 90267 SHORT RANGE TRANSIT PLAN 14,519.83 .00 14,365.85 .00 153.98 .99 90268 WHEELCHAIR LIFT REPLACE 105,179.01 103,931.69 .00 103,973.67 1,205.34 .99 90350 EMISSION REDUCTION EQUIP 39,000.00 .00 .00 .00 39,000..00 ..00 99001 BUS STOPS 6,725.27 .00 .00 .00 6,725.27 .00 99059 RR TRANS CNTR(MULTIMODAL) 4,632.80 404..82 .00 404.82 4,227.98 .09 99267 DOWNTOWN TRANSFER CENTER 498,467.41 114,624.47 339,305.78 157,560.77 1,600.86 1.00 99601 BUS MAINT FACILITY EXPANS 396,291.44 2,010.00 27,865.00 2,010.00 366,416.44 .08 99861 BUS YARD LOT RESURFACING 10,803.01 ..00 .00 .00 10,803.01 .00 99890 RADIO EQUIPMENT 14,248.04 .00 .00 .00 14,248.04 .00 99891 CAPITAL BUS MAINTENANCE 50,000.00 .00 .00 .00 50,000.00 .00 TOTAL CAPITAL PROJECTS 2,247,260.46 221,184.62 381,536.63 264,162.90 1,601,560.93 .29 TOTAL CAPITAL PROJECTS 2,247,260.46 221,184.62 381,536..63 264,162.90 1,601,.560.93 .29 TOTAL TRANSIT FUND 2,247,260.46 221,184.62 381,536.63 264,162.90 1,601,.560.93 .29 RUN DATE 10/24/02 TIME 16:19:19 PEI - FUND ACCOUNTING 18 i 10/25/02 CITY OF SAN LUIS OBISPO PAGE 14 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and 1999991 FUND - 540 - GOLF COURSE FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90030 LAGUNA LAKE PROPERTY 1,354.00 .00 .00 .00 1,354.00 .00 90139 TREE REMOVAL & REPLACEMNT 43,763.64 990.00 .00 990.00 42,773.64 ..02 90277 BRIDGE REPAIR GOLF COURSE 3,610.04 1,287.61 .00 1,287.61 2,322.43 .36 90352 UTILITY TRUCK-GOLF 25,000.00 .00 .00 .00 25,000.00 .00 99899 COMPLETED PROJECTS 11,806.90 .00 .00 ..00 11,806.90 ..00 TOTAL CAPITAL PROJECTS 85,534..58 2,277.61 .00 2,277.61 83,256.97 .03 TOTAL CAPITAL PROJECTS 85,.534.58 2,277.61 .00 2,277.61 83,256.97 .03 TOTAL GOLF COURSE FUND 85,534.58 2,277.61 .00 2,277.61 83,256.97 .03 RUN DATE 10/24/02 TIME 16:19:19 PEI - FUND ACCOUNTING 19 10/25/02 CITY OF SAN LUIS OBISPO PAGE 15 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and '99999' FUND - 550 - CREEK & FLOOD PROTECTION FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90259 JOHNSON LIFT STATION 74,905.00 .00 .00 .00 74,905..00 .00 90261 MONTEREY/MORRO STORM SWR 110,000.00 .00 .00 .00 110,000.00 .00 90327 PREFUMO CR SILT REMOVAL 70,000.00 213.89 ..00 367.89 69,632.11 .01 TOTAL CAPITAL PROJECTS .254,905..00 213.89 .00 367.89 254,537.11 .00 TOTAL CAPITAL PROJECTS 254,905..00 213.89 ..00 367.89 254,537.11 .00 TOTAL CREEK & FLOOD PROTECTION 254,905..00 213.89 .00 367.89 254,537.11 .00 RUN DATE 10/24/02 TIME 16:19:19 PEI - FUND ACCOUNTING 20 10/25/02 CITY OF SAN LUIS OBISPO PAGE 16 ACCOUNTING PERIOD: 3/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and '99999' FUND - 640 - WHALE ROCK FUND FUNCTION. - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90069 OLD CREEK HABITAT PLAN 40,725.43 .00 40,725.43 .00 .00 1.00 90070 MOTOR UPGRADE 60,000.00 .00 - .00 .00 60,000.00 .00 90072 SERVICE TRUCKS WH ROCK 13,619.31 .00 16,911.15 .00 -3,291.84 1.24 90252 VALVE & METER REPLACE WR 115,000.00 .00 .00 .00 115,000..00 .00 90344 4 X 4 TRUCK 33,000.00 .00 .00 .00 33,000.00 .00 99817 SURGE TANK REPLACEMENT 25,000.00 123.05 .00 123.05 24,876.95 .00 99899 COMPLETED PROJECTS 336,426.15 .00 .00 .00 336,426..15 .00 TOTAL CAPITAL PROJECTS 623,770.89 123.05 57,636.58 123.05 566,011.26 .09 TOTAL CAPITAL PROJECTS 623,770.89 123.05 57,636.58 123..05 566,011..26 .09 TOTAL WHALE ROCK FUND 623,770.89 123.05 57,636.58 123.05 566,011.26 ..09 TOTAL REPORT 66,506,087.24 1,456,959.88 6,567,156.68 2,558,728.75 57,380,201.81 .14 RUN DATE 10/24/02 TIME 16:19:19 PEI - FUND ACCOUNTING 21 Attachment 5 2003®05 Financial Plan OUTLOOKGENERAL FISCAL Toughest Fiscal Outlook in Many Years November 2002 aC ity of san luis ®ms o p I 2003-05 Financial Plan FISCALGENERAL OUTLOOK OVERVIEW Toughest Fiscal Outlook in Many Years Stated simply, we are facing our toughest fiscal situation in over ten years. From 1992 to 1994, along with other communities throughout California, the City was experiencing the largest economic downtown since the Great Depression; and the State was on the brink of taking away from us what would end-up being over $1.5 million annually. This left us with a continuing, "systemic" budget gap of over $4 million annually, which we successfully closed through a combination of new revenues, strategic use of reserves in reducing future year costs, and deep cuts in both operating and capital programs. These expenditure cuts included reducing regular staffing over a two-year period by 39 regular positions and reducing our capital improvement plan expenditures by 50%. The challenges facing us today can be attributed to three key factors: 1. Unprecedented increases in retirement costs due to investment losses by the Public Employee Retirement System (PERS), which the City contracts with for retirement benefits for our regular employees. 2. The threat of more State budget cuts as it deals with its own very serious budget issues. 3. Adverse trends in several of our key General Fund revenues. O PERS COST INCREASES The large increase in PERS costs is by far the greatest fiscal challenge facing us at this time. While the reasons for this are discussed in more detail below, the short story is this: largely due to portfolio investment losses, we are looking at retirement cost increases in the General Fund from 2002-03 levels of$1.4 million in 2003-04; and $3.2 million in 2004-05. Placed in context, for 2004-05 this represents about 10%of our General Fund revenues. And because of the "smoothing" methodology used by PERS in setting rates, and the likelihood that PERS investment yields will continue to be less than their actuarial assumptions for the foreseeable future, these rates are likely to continue to increase beyond 2004-05. This impact will be compounded in 2005-06,.after agreed-upon retirement benefit enhancements for sworn fire staff go into effect. We are currently working with an independent actuary to help us better assess these long-term costs. However, the information we already have clearly shows that this is a major cost issue for US. What Is Driving These Cost Increases? There are two key factors driving these increased costs 1. Increased retirement benefits for sworn safety staff. 2. PERS investment losses. - 1 - 2003-05 Financial Plan FISCALGENERAL OUTLOOK As discussed below, PERS investment losses are by far the biggest factor. Increased safety retirement benefits contribute to the problem,but they are not the primary cost driver. PERS Investment Losses In addition to benefit levels,there are a number of actuarial assumptions that determine employer contribution rates and related costs, including projections for: ■ System participation levels (how many employees will actually retire under the system and receive retirement benefits?) • Age of current participants (how close to retirement age are current employees?) ■ Mortality(how long will they live after retirement?) • Salary costs (how will these rise over time from today's levels?) • Status of current funding (are current assets greater or less than accrued liabilities?) • Estimated investment returns on interest earning. While all of these assumptions affect the City's PERS costs, it is these last two items that are driving these unprecedented cost increases. Under their actuarial model, PERS assumes an investment return of 8.25% annually. Until the last two years, their actual yield was much greater than this (see Table 1); and over the last ten years, PERS investment yields have averaged 9.4% (including the negative Table 1.PERS Investment Yields returns in the last two years). As such, 25.0% the underlying assumption of an 8.25% 20.0% return over the long run is a reasonable s ,S.o% one. m ,o.o% However, in the last two years, PERS has experienced significant portfolio 010% losses (as has every other major -5.0% ,ea7 ,saa ;89s 2000 institutional investor): in 2001-02; this .10.0% loss was 7.2%; and most recently, the Racal Year Ending loss was 5.9% for 2001-02. This results in a combined, compounded loss of 13.5% over the last two years. However, under the PERS actuarial model, investment yields over this same period should have been 17.2% (8.25% annually compounded). This means that overall, actuarial assets are 33% lower than otherwise assumed under the model. This has two major impacts on City PERS costs: -2- 2003-05 Financial Plan FISCALGENERAL OUTLOOK Changes in Actuarial Funding Status: Making Up for the Impact on the Past Because of the superior performance of PERS investments in the past, we have had a significant surplus of actuarial assets over liabilities. As :Table - summarized in Table 2, even with the Plans" negative results from two years ago, Safety Miscellaneous there were surplus assets of $8.1 Actuarial Value of Assets 62,387,439 55,308,148 Accrued Liabilities 54,256,329 43,017,170 million for sworn police and fire staff surplus $ 8,131,110 $ 12,290,978 (Safety Plan) and $12.3 million for 'This is.the basis for our rates in2002-03. all other employees (Miscellaneous Separate plans are maintained for each of these groups. Plan). Because of these surplus assets, we have not been required to make our "normal" employer contributions for several years: the surplus assets were amortized and credited against this cost. As reflected in Table 3, this meant our General Fund costs in 2002-03 were $1.4 million less than they otherwise would have been Table 3. PERS Empjoyer2,00.2-03 because of this Normal I Actual I avin s Safety surplus. (As noted in Employer Contribution Rate 13.6% 4.4% 9.2% this table, we Payroll 1 8,407,000 8,407,000 0 incurred no costs at Safe _Cost 1 1,143,400-1 369,900 1 773,500 all for our non-swom Miscellaneous. . .- employees.) Employer Contribution Rate 7.1%1 0.0% 7.1% [Payroll 1 9,090,700 9,090,700 0 Miscellaneous Cost 1 645,4001 01 645,400 However, with this JTotal Employer Cost 1 $ 1,788,8001 $ 369,900 1 $ 1,418,900 latest year Of Before benefit increases that will go into effect in 2003. investment losses, the surplus is significantly reduced in both plans. As such, although we will continue to receive some offsetting credits in 2003-04, most of the increase we will see next year is because we will no longer receive a significant reduction in our"normal" costs. In short, we will no longer receive this "windfall" in our PERS retirement rates. We enjoyed the upside benefits of the PERS superior performance for a number of years; and now we are experiencing the downside of its losses. Changes in Future Costs. Along with the devaluation of the market value of our assets, we now have to begin making "normal" cost contributions. In taking this into consideration (both when actual investment performance is better than actuarial assumptions as well as when it is worse), PERS has two techniques for trying to stabilize costs. The first is allowing a range of actuarial asset values compared with the market value of the portfolio of 90% to 110%. With this approach, if the market value versus the actuarial value falls within this range, PERS does not make any contribution rate adjustments. The second one is smoothing: gains or losses are averaged over three years, thus mitigating in any one year the affects of major swings in investment earnings. -3- 2003-05 Financial Plan GEN-ERAL FISCAL OUTLOOK Together, in "normal times," these strategies would go a long ways towards stabilizing rates. But PERS investment results over the last five years have been anything but normal, with yields within this timeframe ranging from annual gains of 20% in 1998 to a loss of 6% in 2002. i—PERS Stewardship of Plan As-sets According to Ron Seeling, PERS Chief Actuary, the statistical probability of this level In light d recent investment losses, t should of deviation occurringwithin a five-year an be noted that PERS has done an outstanding Y P job of managing its portfolio. As noted above, is one in ten-thousand. even after factoring in the losses over the last two years, PERS investment yield over the Sworn Safety Employee Benefit Increases last ten years has averaged 9.4%. And while a 13% loss in market value over the two years is certainly not good news, it may be the best Retirement benefit increases for safety news possible: there are many folks who employees have also had an impact on our would be delighted if their personal retirement retirement rates, although it much less than accounts had only lost 13% of their value the impact of investment losses. For fire during this same period. sworn employees, beginning in 2002, we In short, PERS investment track record can moved from a "2% at 50" retirement benefit only be evaluated in the context of overall (2% of pay for each year of service; for market conditions; and by this measure, it has example, under this benefit plan, a firefighter been an excellent steward of our assets. with 25 years of service who retires at age 50 would receive 50% of her salary) to the "3% at 55" formula(3% of pay for each year of service, or 75% of pay at age 55 with 25 years of service). And beginning in 2003, benefit levels for our police sworn employees will increase from "2% at 50" to "3% at 50" (or 75% of pay after 25 years at age 50.) Lastly, in December 2005, the benefit level for fire sworn employees will increase from "3% at 55" to "3% at 50." However, as summarized below, this has had only a modest impact on rates, compared with the impact of investment losses. It should be noted that retirement benefit enhancements have also recently implemented for non- sworn employees. However these costs were fully offset by salary reductions and future year salary caps. As such, these play no role at all in the PERS cost increases facing us. Contribution Rates: Next Five Years Based on the combined impact of investment losses and benefit increases for sworn safety employees, Table 4 summarizes estimated employer contribution rates and related costs over the next five years,based on the preliminary information available to us at this time. This table shows two key things: 1. Unprecedented Cost Increases Are Ahead We will see significant increases in PERS costs over the next four years. Compared with 2002-03 baseline salary levels and PERS rates (and without adjusting for salary increases in the future due to negotiated "MOA's," some of which are already in place through 2005-06), PERS costs will increase by $1.4 million in 2003-04. They will increase from 2002-03 levels by $3.1 million in 2004-05 and by $3.6 million in 2006-07, continuing indefinitely thereafter. 4- 2003-05 Financial Plan FISCALGENERAL OUTLOOK 2. Investment Losses Are the Main Driver. While sworn safety benefit increases play a role, the main reason for these increases are investment losses. For example, of the $3.6 million increase by 2006-07, increased sworn benefits only account for about 17% of this change ($613,000); the remaining 83% (roughly $3 million) is due to investment losses. As noted above, these losses drive cost increases in two ways: first, there is no longer a surplus asset credit to offset "normal" costs; and secondly, rates must increase to cover the future unfunded liabilities that have emerged. The simple fact is that if we were just dealing with increases due to sworn retirement benefit enhancements, this would be a manageable cost: at$600,000, this is about 1.5% of General Fund revenues. EmployerTable 41 Projecied Current I Pro ected 2002-03 2003-0-4-F-2004-05 2005-06 1 2006-07 12007-08 Safe "Normal"Rate 13.6% 14.8% 14.8% 14.8% 14.8% 14.8% Credit for Surplus Assets -9.2% -1.0% Enhanced Benefits(See Notes) 2.5% 2.5% 4.9% 7.3% 7:3% Investment Loss 12.6% 12.6% 12.6% 12.6% Net Rate 4.4% 16.3% 29.9% 32.3% 34.7% 34.7% PERS Payroll See Notes) 8,407,000 8,407,000 8,407,000 8,407,000 8,407,000 8,407,000- Employer PERS Cost 369,900 1,370,3001 2,513,700 1 2,715,500 1 2,917,200 2,917,200 Increase from 2002-03 1,000,400 2,143,800 2,345,600 2,547,300 2,547,300 Miscellaneou§ "Normal"Rate 7.10/a 7.1% 7.1% 7.1% 7.1% 7.1% Credit for Surplus Assets -7.1% -0.1% Enhanced Benefits(See Notes) 2.4% 2.4% 2.4% 2.4% 2.4% Investment Loss 6.6% 6.6% 6.6% 6.6% Net Effective Rate 0.0% 9.4% 16.1% 16.1% 16.1% 16.1% PERS Payroll(See Notes) 9,090,700 9,090,700 9,090;700 9,090,700 1 9,090,700 1 9,090,700 Employer PERS Cost 0 854,500 1,463,600 1,463,600 1,463,600 1,463,600 Sala Reduction See Notes 454,500 (454,500) (454,500) (454,500) (454,500) Increase from 2002-03 1 400,000 1,0091100 1,009,100 1,009,100 1,009.100 B6th_Plans-Combined Increase from 2002.03 $1,400,400 $3,152,900 $3,354,700 $3,556,400 $3,556,400 Notes 1. As a practical matter,base payroll costs will increase over time due to MOA increases, which in many cases are already set through 2005-06. However,payroll costs are held constant in this example in order to show the sole impact of rate increases on PERS costs. 2. The cost of"single highest year"for all safety employees and "3%at 55%"for fire swom employees is already reflected in the"normal"safety rate in 2002-03. 3. Enhanced benefits for 2003-04 reflect"3%at 50"for police sworn employees. 4. Enhanced benefits for 2005-06 reflect 3%at 50"for fire sworn employees at an estimated increased rate of 4.8%,pro-rated for half of the year;since it is effective December 31, 2005. 5. Enhanced benefits for 2006-07 reflect a full year of 73%at 50"for fire sworn employees at the estimated 4.8%rate. 6. Miscellaneous employees also negotiated for increased retirement benefits;however,this cost is fully offset by agreed upon salary reductions and caps. -5- 2003-05 Financial Plan GENERAL FISCAL OUTLOOK And It's Likely to Be Worse Than This. Lastly, this table understates likely future costs. As noted above, PERS "smooths" actuarial losses by averaging them over the next three years. As such,the projections we have received from PERS through 2004-05 do not fully show the impact of investment losses to-date. Moreover, these rates are based on investment losses in 2000-01 and 2001-02; they assume that from 2002-03 forward, PERS will return to earning its actuarial assumption of 8.25%. And based on year-to-date investment results, this is highly unlikely for 2002-03. In order to get a better grasp of likely rates and costs in the "out years,"we have contracted with a highly respected independent actuarial firm (Aon Consulting) to provide us with a better idea of future costs. We hope to include these updated costs in the five-year fiscal forecast scheduled for presentation to the Council on December 10, 2002. Can It Get Better? There is always the possibility that PERS investment gains will again exceed the actuarial assumption of 8.25%. In this case, the substantial rate and cost increases presented in this report could be mitigated. And the fact is that PERS rate have fluctuated wildly over the past ten years. However, given the magnitude of the current loss in actuarial assets (33%) that would have to be made-up, and the small likelihood,based on current trends, that PERS will earn substantially more than 8.25% in the near future, such a turn-around is unlikely in the next five years. As noted above, if the rates change significantly over the next five from those presented in this report, they are more likely to get worse,not better. Future Prospects. Obviously, facing increased PERS costs that are the equivalent of 10% of our General Fund revenues is a daunting prospect, to say the least. However, every city in the State that contracts with PERS (and this is virtually all of them) is facing the exact same challenge. (In fact, so is the State itself.) For this reason, there is some basis for hoping that some kind of statewide mitigation plan will emerge. © THREAT OF MORE STATE BUDGET GRABS When the State last experienced a major budget crisis, the end result was budget grabs from cities that now cost us $1.5 million annually. For 2002-03, the State faced a budget deficit of$24 billion (which made prior budget gaps pale in comparison). On paper, this gap has now been balanced. However, the fact is that many of the steps taken to balance the 2002-03 budget were one-time fixes that will not help balance the budget next year. As such, the "conventional wisdom" is that the Incoming governor facing budget crisis State is facing another budget gap of $10 to $20 billion in 2003-04. During eram. notbudget has Fiscu FRosEMsdp depbmbe a= gone from a record surplus to a WIId.LEAP TO FRONT burnerpoblemtirtheaesdgotvmr record ddkit BURNER NERT YEAR —oo maw who wma Nov.S. From the State's perspective, $4 with cash,the governor an flmilflush ltie'eeds s veremwnnm�e� makers from both poWicad parties near the level they established eat, and ou Wan Snset billion of this gap is due to the"VLF pushed state spending to nevr ly in Desv'term.So now,inssRad of WhenthinswaotfBretaituavay tieights.In part,thin money was having billions in the baolt the ams 1999.thensdhmarketvmd®1hing backfill." Just a few short ears apeatm�d.ta�.— Y e ald in edutatlw—ikatk d ea the to pr9 tod4 s bye Nos we COVEMP.Al ago, the State had a significant R n.Af fns r+m. 1.F...a -6- 2003-05 Financial Plan FISCALIGENERAL OUTLOOK budget surplus, and it flirted briefly with the notion of a State tax cut. Instead, it decided to reduce city and county revenues by reducing vehicle license fees (VLF) by 65%. However, the State agreed to "backfill'these lost revenues, thus keeping cities and counties "whole." The cost to the State in meeting this commitment, which it can undo tomorrow, is $4 billion. For the City, the VLF backfill is worth about $1.7 million annually. And while the State could help resolve its budget problems through any number of takeaways from cities (such as further property tax takeaways and transfers to school districts, or"Son of ERAF"), the VLF backfill is a likely candidate. ® ADVERSE REVENUE TRENDS At best,we are facing mixed results in two of our top revenues: sales tax and transient occupancy tax (TOT). Sales Tax Revenues. While revenues in 2001-02 performed better than we expected, the fact is that this was largely due to new car sales. In the last quarter of the fiscal year, even though new car sales were up by 8%, overall sales tax revenues were down by 1%. This was driven by a similar 1% decrease in general consumer goods, which is our second Table 5.Last Quarter Percent Change:Retail Sales most important category after new car sales. All Saleso S Gen uml Cor sumer . _ s❑ However, there are opportunities on the r horizon in terms of new retail outlets o Aut(s Au( andansvon that might come on-line within the next two to five years, which have the Fh staurants and otels potential to generate significant new, Fooc "net" revenues for the City. Based on - - - 1 past fiscal studies, the following iserRetauBales "Short list" of these, along with estimated annual "net' revenues from -zona -15% -,opo -5% 0% 5% ,opo 15% zo o them: Home Depot $150,000 to $300,000 Costco $300,000 to $600,000 Court Street/Copeland $200,000 to $300,000 San Luis Marketplace $1,400,000 to $1,500,000 The revenue ranges above are "net' of transfer affects and service costs. In general, while there will be some redistribution of existing sales, detailed studies have concluded that in most cases these will not be significant, as many of the proposed new retail uses will fill major gaps in our current market "capture." 2003-05 Financial Plan FISCALOUTLOOK In addition to these specific projects, our 1998 fiscal impact analysis of annexing the Airport Area showed"net"revenues (after new service costs) of$450,000 immediately upon annexation; and$750,000 by build-out. Overall, this means there is the potential over the next two to five years for about $3 million in new"net"revenues to come on-line. TOT Revenues. Last year, TOT revenues were down from the prior year by 3%. While this was better than many other areas in the State, it represented an 11% swing from our initial projection of 8% growth. While it is still too soon to reach any conclusions based on year-to- date results so far, we appear to be on track with our current projection for a 5% increase in 2002-03. However, this will be on a significantly reduced base from the prior year. UCSB Forecast. This is one of most credible, independent sources available to us in assessing our economic climate, and how this is likely to affect our key General Fund revenues. The results of the UCSB Forecast will be presented on November 8, 2002, and they will play a major role in preparing our five-year revenue projections. SUMMARY The purpose of this"general fiscal outlook"is to highlight the key factors that are likely to affect us financially over the next two to five years. As reflected in this high-level look, we are facing significant fiscal challenges in the near future, with unprecedented PERS costs as our greatest concern. We will be better able to place these in a more "empirical" context, along with other key factors, after we have finalized the five-year General Fund forecast, which we plan to present to the Council on December 10, 2002. As we begin the goal-setting process for 2003-05, it is important to keep in mind that just because we are facing very challenging fiscal circumstances doesn't mean that we can't fund new initiatives in 2003-05—but it does mean that doing so will be extraordinarily difficult. On one hand, it will be a major challenge to simply continue current "core" service levels and adequately maintain our existing facilities and infrastructure. On the other hand, the option of changing our current priorities and reallocating resources to accommodate new ones always exists—although it is important to stress that this is easier said than done. In comparison with a similar fiscal outlook facing us ten years ago, there are aspects of the current situation that are even tougher. For example: 1. We were able to reduce development review costs without impacting related service levels in 1992-93, because development applications were down. This simply isn't the case today: we continue to have a very high case workload. 2. We have been very successful over the past years in achieving better cost recovery for a wide range of services. However, this means that the "net" savings from any reductions will be even less. -8- 2003-05 Financial Plan GENERAL FISCAL OUTLOOK 3. We have become accustomed to a very high level of capital improvements, such as a significantly expanded paving program and open space acquisition. These will be difficult to reduce. 4. While proportionately less than other services, public safety reductions played an important role in our overall budget-balancing strategy in 1993. With increases in fire minimum staffing requirements since then along with binding arbitration, this will be much harder to do in 2003. And since public safety accounts for about 50% of our operating costs, any reductions we don't make in this area will mean even steeper ones in others. 5. Lastly, the post-Proposition 218 era has fully arrived. Virtually all of the revenue options that the Council considered in 1993 are no longer even on the table as possibilities for Council action today. For example, one of the budget balancers the Council approved in 1993 was an increase in the TOT rate from 9% to 10%. This would now require voter approval; and as a General Fund revenue source, the soonest it could be placed on the ballot for consideration is two years from now in November 2004. This means that any new significant revenue sources will not be available as budget-balancers in 2003-05. However, they could be a factor after this. In summary, given current revenue trends, the very real threat of large State budget cuts to cities and unprecedented increases in retirement costs, we are facing our toughest outlook in many years. And many of the "tools" that were available to us in the past in responding to similar circumstances simply aren't there today. -9-