HomeMy WebLinkAbout09/03/2002, C13 - AMBULANCE CONTRACT REIMBURSEMENT \I
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CITY O F SAN LUIS O B I S P O
FROM: Wolfgang Knabe,Fire ChieftL
Prepared By: Viv R. Dilts,Management Assistant
SUBJECT: AMBULANCE CONTRACT REIMBURSEMENT
CAO RECOMMENDATION
Approve contract with San Luis Ambulance Services, Inc., authorizing them to bill persons for first-
response emergency medical services provided by the Fire Department (First Responder Agency
(FRA)) and authorize the Mayor to execute the contract.
DISCUSSION
In 1996, the Council approved supporting the Ambulance Performance Operations Committee's
(APOC) proposed ambulance agreement between the County and the private provider, San Luis
Ambulance Services, Inc. (SLAS). This ambulance agreement was originally presented and approved
for a contract period of five years by the Board of Supervisors on March 26, 1996. On April 16, 2002,
the Board of Supervisors approved a new contract(Contract)between the County and SLAS.
The Contract provides for SLAS to reimburse the City in the amount of$129,600 for first-response
emergency medical services provided by its Fire Department. To provide funds for this payment,
Article 4 of the Contract requires a separate contract be entered between the City and SLAS allowing
them to directly bill persons receiving this service(Attachment 1).
FISCAL IMPACT
Last year the General Fund received$120,300 from this contract. The new contract specifies an
increase of$9,300. Therefore, the General Fund will now receive$129,600 annually,which will be
adjusted each July 1 during the term of the contract equal to the percentage increase of the Los
Angeles-Riverside-Orange County Consumer Price Index for All Urban Consumers as published by the
Bureau of Labor Statistics,to a maximum increase of five percent.
It should be noted that the Fire Department has a totally separate agreement with SLAS for the sharing
of space by San Luis Ambulance, Inc. personnel and equipment within the new Fire Station#1 at
2160 Santa Barbara Avenue.
ATTACHMENT
Agreement
Electronic File Path: G:/Admin/Council Agenda Reports/CAR-2002 Billing Rights for First Responder Svcs
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ATTACHMENT 9
AGREEMENT FOR ASSIGNMENT OF BILLING RIGHTS
FOR FIRST RESPONDER SERVICES
This Agreement for Assignment of Billing Rights for First.Responder Services ("Agreement"),
by and between the City of San Luis Obispo, a municipal corporation ("City") and San Luis
Ambulance Service, Inc., a California corporation ("SLAS") is entered into on the date set forth below.
Collectively,the parties to this agreement are referred to as "the parties."
RECITALS
WHEREAS, SLAS is party to a April 16, 2002 agreement with the County of San Luis Obispo
to provide ambulance services within the.County of San Luis Obispo; and
WHEREAS, Article 4 of the April 16, 2002 agreement with the County of San Luis Obispo
provides that SLAS shall make certain payments to the City in exchange for a general assignment of
the City's rights to bill persons for certain services provided by its fire department in connection with
emergency calls for medical assistance; and
WHEREAS, City's fire department meets minimum Advanced Life Support Services
requirements and/or EMT-D qualifications as set forth by the County of San Luis Obispo's Emergency
Medical Service Agency; and
WHEREAS, Article 3 of the April 16, 2002 agreement with the County of San Luis Obispo
provides Performance standards utilizing City's First Responder Advanced Life Support and/or EMT-D
services in meeting SLAS deployment plan goals; and
WHEREAS, Article 4 of the April 16, 2002 agreement with the County of San Luis Obispo
requires that the parties to this Agreement enter into a separate written agreement providing for
assignment of the City's rights to bill persons for these services.
NOW, THEREFORE, IN CONSIDERATION OF THE PROVISIONS SET FORTH BELOW, THE
PARTIES AGREE AS FOLLOWS:
1. Definitions: The parties hereby incorporate by reference all definitions set forth in
Article 1 of the April 16, 2002 agreement between SLAS and the County of San Luis Obispo (Exhibit
A).
2. Assignments: City hereby assigns its rights to SLAS to directly bill persons for first-
response emergency medical services provided by its fire department in connection with emergency
calls for medical assistance. First-response emergency medical services provided by the City's fire
department include, but are not limited to, providing initial stabilization and trained on-scene
assistance, and assistance en-route to medical facilities as required, and extrication and rescue services.
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ATTACHMENT 1
3. Timing and Amount of First Responder Payment. The Contractor shall make the first
responder payments shown in Exhibit B, attached hereto. CITY because it has implemented ALS
service and meets the minimum ALS requirements as outlined by the local EMS Agency shall be paid
for services between January 1, 2002 and June 30, 2002 according to the payment schedule set forth in
Exhibit 2. All first responder payments shall be made no later than the end of the second month
following the end of the quarter for which the payment accrued(for example,payment for the period of
April I'through June 30'will be due on or before the following August 30'")..
4. Annual Adjustment to Payments: The quarterly payments to the first responder
agencies will be adjusted annually, effective July 1,2003, and annually thereafter, in proportion to the
change in the Los Angeles-Riverside-orange County Consumer Price Index. However, in no event
shall the annual increase exceed five percent (5%). The indexes shall be for All urban Consumers as
published by the Bureau of Labor Statistics..
5. Equipment Exchange and Replacement: SLAS shall establish a restocking plan and
replenish disposable medical supplies and equipment used by CITY in connection with each patient
transport.
6. Indemnification: SLAS shall defend, indemnify, save and hold harmless the City and
its officers and employees from any and all claims, costs and liability (including without limitation,
attorneys' fees) for any damages, sickness, death or injury to person(s) or property, including without
limitation all consequential damages, from any cause whatsoever arising directly or indirectly from or
connected with the operations or services of SLAS or its agents, servants, employees or subcontractors,
save and except claims or litigation arising from the sole negligence or sole willful misconduct of the
City or its officers or employees.
7. Term: The term of this Agreement shall coincide with the ambulance agreement
between the County and SLAS. Agreement shall be five years, with three one-year extension options
commencing April 2002. Unless this Agreement is terminated by either party pursuant to this
Agreement, the term of this Agreement shall be automatically extended for a period not to exceed
twelve months. During this extension period, the Agreement shall remain in full force and effect as to
all terms and conditions as applicable during the original five-year period of the Agreement. If the
Agreement is extended as provided, SLAS shall continue to make payments as set forth above, and
City shall continue to assign its rights to directly bill persons for emergency services rendered by its fire
department.
8. Early Termination: This Agreement may be terminated by either party, in its sole
discretion, upon one hundred eighty days' advance written notice to the other party. This Agreement
may be terminated immediately upon written mutual agreement of the parties. Furthermore_, City may
terminate this Agreement immediately should the County of San Luis Obispo terminate its March 26,
1996 agreement with SLAS as provided in Section 7.3 of that agreement.
9. Modification: This Agreement may be modified or amended only by a written
document executed by the City and SLAS. This Agreement contains all the terms and conditions
agreed upon by the parties. Except as expressly provided for in this Agreement, not other
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ATTACHMENT 1
understanding or representation, oral or otherwise, regarding the subject matter of this.Agreement, shall
bind or affect either of the parties.
The foregoing agreement was adopted this day of , 2002.
Mayor Allen Settle President and CEO Frank Kelton
City of San Luis Obispo San Luis Ambulance Service, Inc.
ATTEST:
City Clerk
APPROVED AS TO FORM:
r
EXHIBIT 1,
ARTICLE 1. DEFINITIONS
For the purpose of this agreement, all words and phrases that are defined in section
6.60.010 of the San Luis Obispo County Code shall have the meaning ascribed to them in said
section of the County Code and are incorporated herein by reference. The following words and
phrases that are not defined in section 6.60.010 shall have the following meaning:
Advanced Life Support(ALS): For ambulance services,means special services
designed to provide definitive prehospital emergency medical care,including but not limited to,
cardiopulmonary resuscitation, cardiac monitoring, cardiac defibrillation, advanced airway .
management, intravenous therapy, administration of specified drugs and other mechanical
preparations,and other medicinal preparations, and other specified techniques and procedures
administered by authorized personnel under the direct supervision of a base hospital as part of the
local EMS system at the scene of an emergency during transport to an acute care hospital and
during interfacility transfer. -
ALS Provider: A public or private provider officially designated by the County Health
Officer as an entity.authorized to.operate ALS Units and provide ALS services in San Luis
Obispo County.
APOC: The San Luis Obispo County Ambulance Performance/Operations Committee,
created pursuant to section 6.60.050 of Chapter 6.60.
Ambulance Service Area: The Northern; Central, and Southern Ambulance Service
Areas are the geographical areas of the County that are separately defined in Exhibit A, attached
hereto and incorporated herein by this reference.
Basic Life Support(BLS): Emergency first aid and cardiopulmonary resuscitation
procedures which as a minimum include recognizing respiratory and cardiac arrest and starting
the proper application of cardiopulmonary resuscitation to maintain life without invasive
techniques until the victim may be transported or until advanced life support is available_
Chapter 6.60: Chapter 6.60 of the San Luis Obispo County Code('Prehospital
Emergency Medical Care and Transport Services").
Contract Manager: The County's Public Health Agency Director, or designee, or
successor in responsibility.
County: The County of San Luis Obispo.
Emergency: A condition or situation in which an individual has a need for immediate
medical attention or where the potential for such need is perceived by emergency medical
personnel or a public safety agency.
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EMS Act: California Health and Safety Code Sections 1797 et seq., or successor
legislation on the same subject.
EMSA,Inc.: The San Luis Obispo Emergency Medical Services Agency, Inc., a
California nonprofit corporation. EMSA, Inc. is not the Local EMS Agency but it does perform
certain functions for the Local EMS Agency pursuant to a contract with the County.
EMS System: A system of organizations, resources and individuals from whom some
action is required to ensure a timely and medically appropriate response to medical emergencies.
First Response Organization: Typically a public agency, such as a fire department,that
responds to emergency calls for medical assistance,providing initial stabilization and trained
assistance on-scene and, when required, en route to medical facilities; also refers to certain
extrication and rescue services. In accordance with priority dispatch protocol, a first response
unit is routinely sent to all presumptively classified life-threatening calls within the ambulance
contractor's service area
Incident Command System: The combination of facilities equipment,personnel
procedures, and communications operating within a common organizational structure, with
responsibility for the management of assigned resources to effectively accomplish stated
objectives pertaining to an incident.
Life Threatening Emergencies: Those situations determined in accordance with Iocal
medical direction that are likely to result in the loss of life without immediate intervention.
Local EMS Agency: The Public Health Agency of the County of San Luis Obispo,
under the direction of the Public Health Agency Director, or its successor in responsibility(in the
event of a reorganization affecting the Public Health Agency).
Local EMS Plan: The emergency medical services plan adopted by the Local EMS
Agency pursuant to the requirements of the EMS Act.
Medical Control: The medical management of the emergency medical services system
pursuant to the provisions of Health& Safety Code chapter 5, sections 1978 et seq.
Non-Life Threatening Emergencies: Those medical emergencies determined in
accordance with local medical direction,not likely to result in the loss of life.
Public Health Agency Director: The Public Health Agency Director of San Luis
Obispo County.
Medical Director: The physician under whose license and authority EMTs and
Paramedics provide services.
Paramedic: An individual trained and licensed to perform advanced life-support.
procedures under the direction of a physician.(Also referred to as an EMT-P.)
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Paramedic Ambulance: An ambulance staffed by a minimum of one licensed
paramedic and one certified EMT and equipped to provide advanced life support (ALS).
Transport: When a patient is transported by ambulance to a hospital or between medical
facilities where the medical capabilities of an ambulance are required or potentially required.
ARTICLE 2. DESIGNATION AS PROVIDER AND
DESCRIPTION OF SERVICES TO BE PROVIDED
2.1 Services-In General.Pursuant to Chapter 6.60,the County hereby designates the
Contractor as the Ambulance Service Provider for the Northern- Central Ambulance Service
Area. Within each of said Ambulance Service Area, the Contractor shall provide emergency
ambulance service without interruption,24 hours per day,every day, for the full term of this
contract, in accordance with all provisions of this contract. The Contractor shall provide said
emergency ambulance services without regard to the patient's race, color,national origin,
religious affiliation,age, sex, or ability to pay.
2.ZApplicable,Standards and Involved Agencies. The Contractor shall provide.
Advanced Life Support ("ALS") emergency ambulance services under Medical Control as
dispatched by MED-COM. Such services shall be provided in accordance with the requirements
of the EMS Act, Chapter 6.60,the Local EMS Plan,this contract; and any other applicable
statutes,ordinances and regulations.In performing services hereunder, the Contractor shall work
cooperatively with the Local EMS Agency. The Contractor shall also cooperate with APOC and
EMSA, Inc. with respect to matters within their purview.
2.3 Air Ambulance Transport. The County reserves the right to enter into separate
transport agreements with air ambulance providers.Notwithstanding any other provision of this
Agreement,the County may provide for air transport of patients when such transportation is
deemed by the most senior medical personnel on the scene to be in the best interest of the
patient(s).However,no such agreement shall provide for air transport of non-critical patients or
of critical patients when a ground ambulance is on-scene and transport time by ground
ambulance to the most accessible emergency medical facility equipped, staffed, and prepared to
administer care appropriate to the needs of the patient is the same or less than the estimated air
transport time.
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counci L M.6nMa
9-3-03
acEnba Repot
CITY OF SAN LUIS OBISPO
FROM: Ken Hampian, City Administrative Officer
Bill Statler, Director of Finance
SUBJECT: GOAL-SETTING AND FINANCIAL PLAN SCHEDULE FOR 2003-05
CAO RECOMMENDATION
Approve the goal-setting and Financial Plan schedule for 2003-05.
DISCUSSION
Provided in Exhibit A for the Council's consideration and approval is the proposed schedule for
preparing the 2003-05 Financial Plan. As reflected in this schedule, we recommend continuing to
use a multi-year budgeting approach that begins with the Council setting goals for the most
important things for the City to accomplish over the next two years.
Based on our experience over the past twelve years and feedback from the Council, staff and
community on the goal-setting process, this has been a successful approach in assuring that the
fundamental purpose of the City's budgetary process is achieved: linking what we want to
accomplish for our community over the next two years with the resources necessary to do so.
As reflected in the attached schedule, while we are building on our past experience, we are
proposing some changes in the process in laying a fuller foundation for Council goal setting. This
results in a "three-step" approach to this process: background workshop, community forum and
Council goal-setting workshop.
1. Background Workshop: "Setting the Table." While we have always provided background
information as part of the Council goal-setting process, we are recommending a workshop
devoted solely to this purpose as a more"formal'first step in the goal-setting process. We have
always defined the purpose of the City's budget process as 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:
a. 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 Physical Plan for the City's Center and
ciy-/
Goal-Setting and Financial Plan Schedule for 2003-05 Page 2
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 will provide the Council with two resource documents: a comprehensive
overview of the current status of General Plan programs; and an "end game" capital
improvement plan 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. The art form in preparing these summaries will
be to make them comprehensive on one hand,but concise and meaningful on the other. We
are already working on approaches to achieve both of these goals.
b. Status of Our Current Two-Year Major City Goals: Carryovers and Spin-Offs. 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 2000-03 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 maybe implementation of these studies.
c. Fiscal Outlook: Five-Year Fiscal Forecast. 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 key General Fund revenues,
increasing insurance and retirement costs—and most disconcerting of all—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.
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. For this reason, we plan to prepare our five-year fiscal
forecast earlier in the Financial Plan process than we have in recent years in order to
present this fiscal context in a comprehensive way at the beginning of the process. 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.
In summary, 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.
We believe that comprehensively "setting the table" in this way will require a closer (and
longer) look at these issues than we have taken in the past. For this reason, we recommend
making it a more formal (and first) step in the goal-setting process, and holding a special budget
workshop for this purpose on Friday, November 15, 2001 from 10:00 AM to 3:00 PM, to
ensure adequate time for the Council to ask questions and fully discuss these issues..
C/4-z--
Goal-Setting and Financial Plan Schedule for 2003-05 Page 3
2. Community Forum. Held on the evening of Wednesday, January 15, 2003, the purpose of
this workshop is to solicit suggested goals and work programs from Council advisory bodies,
community groups and interested individuals. To ensure that adequate space is available for
this forum,we plan to hold it at the Veteran's Memorial Building.
Following Council approval of the budget calendar, we will mail notices to over 175
community groups, governmental agencies, media organizations and interested individuals
inviting them to participate in this process. In addition to these notices, we also plan to place
display ads in The Tribune and New Times in order to encourage the broadest possible
participation in this process.
We also plan to again insert a Community Budget Bulletin in our utility bills inviting the public
to participate in the goal-setting and budget process, and soliciting their comments on the"three
to five most important things for the City to do in the next two years." In the past, we have
received over 900 replies in response to this insert, which we transcribed in their entirety and
summarized for the Council.
3. Council Goal-Setting Workshop. Following the receipt of written and oral comments on
January 15, the goal-setting workshop will be held on Saturday, February 1, 2003 in the
City/County Library Community Room.
Provided in Exhibit B is a schematic diagram of the proposed goal-setting and budget process.
Goal-Setting Framework
Based on our experience over the past years, we plan to use an outside facilitator for the forum and
goal-setting workshop. This allows all Council members to participate fully in the process, and
allows staff to devote our efforts to listening and learning. Because of his familiarity with the City
and our goal-setting process,we plan to again use Don Maruska as the facilitator for this process.
We will present a detailed approach for the workshops to the Council on December 10, 2002. In
the interim, provided in Exhibit C is a summary of the goal-setting process we used in 2001-03
along with the contents of the workbooks we put together for this. While there will undoubtedly
be changes to this for 2003-05, these background materials provide a good starting point for the
process we envision.
Council Advisory Body Participation
Consistent with past Council direction, the advisory bodies will again play an important role in
the goal-setting process by providing the Council with their recommended goals for 2003-05.
We have already given the advisory body chairs a "heads-up" on this process at their July 11
quarterly meeting with the Mayor; and support staff liaisons are beginning to work with the
Chairs in scheduling time for this purpose at upcoming advisory body meetings.
New Approach for 2003-05. As requested by the Council, the advisory bodies will take a"two-
step" approach this year in developing recommended goals for Council consideration:
��U 3
Goal-Setting and Financial Plan Schedule for 2003-05 Page 4
1. The first step will be developing draft candidate goals by each advisory body.
2. In the second step, Finance will compile the draft goals from all of the advisory bodies into a
complete listing, which each advisory body can then review before finalizing its
recommended goals for Council consideration. The final results will then be provided to the
Council along with the other background materials prepared as part of this process. (See
Exhibit C.1 for the contents of the workbooks provided to the Council in 2001-03.)
With this approach, each advisory body will have a better idea of what other advisory bodies are
thinking about, and have an opportunity to consider how these other goals may relate to its own
goals and activities. This in turn might result in an advisory body modifying its initial goals.
Because this "two-step"process will require more time than in the past,we are starting it sooner.
The "first round" draft goals are due by October 23 in order to allow adequate time for the
advisory bodies to review the consolidated list of goals, and take final action by the end of 2002.
Key Dates
Key dates for the proposed goal-setting process before issuing the Preliminary Financial Plan are:
When What
Friday,November 15 Background: Current Plans,Goals and Fiscal Outlook. Lay the
Special Meeting foundation for goal-setting by considering the current status of both long and
10:00 AM to 3:00 PM short terms goals previously adopted by the City,and to place them in the
context of our fiscal outlook.
Tuesday,December 10 Goal-Setting Process and Financial Plan Overview. Finalize plans for
We recommend the goal-setting process; review purpose and organization of the Financial
rescheduling the 12117 Plan document; consider existing Financial Plan policies and approve any
meeting to this date. revisions as appropriate.
Wednesday,January 15 Community Forum. Consider comments and suggestions from
Special Meeting community groups,interested individuals and Council advisory bodies.
6:30 to 9:30 PM
Saturday, February 1 Council Goal-Setting Workshop. Review the status of existing major
Special Meeting City goals and candidate goals presented at the January 15 workshop;
8:30 AM to 4:00 PM consider results of the five-year fiscal forecast; 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
Special Meeting programs to accomplish major City goals; provide other budget direction
7:00 to 10:00 PM as needed.
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Goal-Setting and Financial Plan Schedule for 2003-05 Page 5
As outlined in the proposed calendar, 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.
SUNU%IARY
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 any new initiatives in
2003-05—but it does mean that doing so will be very difficult. Given current revenue trends,
increasing insurance and retirement costs, and the very real threat of large State budget cuts to
cities, it will be a major challenge to just continue current service levels and adequately maintain
our existing facilities and infrastructure.
For this reason, 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?
EXHIBITS
A. 2003-05 Financial Plan Schedule
B. Goal-Setting and Budget Process Schematic
C. Background Materials from the 2001-03 Goal-Setting Process
G:Finance/Budget Foldets/2003-05 Financial Plan/Council Goal-Setting/Council Agenda Reports/Financial Plan Schedule-September 3,2002
2003-05 Financial Plan Calendar Exhibit
When What
August 21,2002 • Mayor and CAO send letter to Council Advisory Bodies on their role in the
budget process.
September 3,2002 • Council approves conceptual Financial Plan process and calendar.
October 10,2002 • CAO and Director of Finance brief advisory body chairs on their role in the
process at quarterly meeting with the Mayor.
October 25,2002 • Council advisory bodies provide"first round"draft recommended goals to
Finance.
November 1,2003 • Finance distributes consolidated listing of draft recommended goals to advisory
bodies.
• Finance begins sending letters requesting participation in goal-setting process
from community groups and interested individuals;and begins inserting
Community Budget Bulletins in utility bills.
November 15,2002 • Council holds workshop on the status of General Plan and programs;long-term
Special Workshop capital improvement plan(CIP);status of Major City Goals and other objectives;
10:00 AM to 3:00 PM and results of the five year fiscal forecast.
December 10,2002 • Council finalizes goal-setting process;reviews Financial Plan policies and
Special Workshop organization;and receives any updates to the process or the City's fiscal outlook.
7:00 to 10:00 PM
January 3,2003 • Finance receives written comments from advisory bodies,community groups and
interested individuals.
January 15,2003 • Council holds community forum
Special Workshop
6:30 to 9.30 PM
February 1,2003 • Council holds goal-setting workshop: discusses candidate goals presented at
Special Workshop January 15 workshop;discusses Council member goals distributed on January
8:30 AM to 4:00 PM 29;prioritizes and sets major City goals.
February 4,2003 • Council finalizes goals and priorities(if needed).
February 18,2003 • Council considers mid-year budget review.
March 2002 • Departments submit budget requests and major City goal work programs.
April 10,2003 • Council approves detailed work programs for Major City Goals.
Special Workshop
7:00 to 10:00 PM
April to Mid-May • Budget Review Team analyzes department budget requests;holds briefings with
departments;and makes recommendations to the CAO.
• CAO finalizes budget recommendations to Council and Finance finishes
Preliminary Financial Plan.
May 15,2003 • CAO issues preliminary budget.
May 22,27,29,2003 • Council holds evening budget workshops:
Special Workshops — May 22:Financial Plan overview and General Fund operating programs.
7:00 to 10:00 PM — May 27: General Fund CIP projects.
— May 29: Enterprise Fund programs;CIP projects and rates.
May 28,2003 • Planning Commission reviews CIP for General Plan consistency.
June 3,17,2003 • Council holds continued Financial Plan reviews;adopts budget.
Key Council Dates in Bold
Exhibit
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Background Materials: 2001-03 Goal-Setting Process Exhibit C
Background Materials
2001 ®03 GOAL=SETTING PROCESS
1 . Goal-Setting Workbook: Table of Contents
2. Outline for Community Forum
3. Outline for Council Goal-Setting Workshop
4. Suggested Guidelines for Council Members During the Goal-Setting
Process
5. Council Member Candidate Major City Goals
6. Criteria for Major City Goals
city of sAn 1UIS OBISPO
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Background Materials: 2001-03 Goal-Setting Process Exhibit CA
2001-03 financial plan
GOAL-SETTING WORKSHOPS
January 17 and February 3, 2001
TABLE OF •
Section 1 Section 6
Workshop Agendas Suggested City Goals:Community Budget Bulletin
January 17:Community Forum 1-1 Items received after January S will be distributed as
February 3:Council Goal-Setting Workshop 1-3 they are received
Section.2 Overview 6-1
Status of Current Goals and Objectives Responses 6-3
Introduction 2-1 Section 7
Major City Goals 2-4 Results from May 2000 Citizen Survey
Other Council Objectives 2-22
Public Opinion Survey by Fairbank,Mallin,
Section 3 Maullin&Associates: May 2000 7-1
.Carryover Goals,and,Spin-Off Tasks
Section B
Carryover Goals and Spin-off Tasks into 2001-03 3-1 Results from Community Forum
Section 4 To be distributed on Monday,January 22
Suggested City Goals:Council Advisory Bodies
Section 9
Overview 4-1 Five-Year General Fund Fiscal Forecast
Architectural Review Commission 4-2 To be distributed Monday,January 22
Bicycle Committee 4-3
Cultural Heritage Committee 4-4 Section 10
Housing Authority 4-6 Council Member Goals
Human Relations Committee 4-8
Jack House Committee 4-10 To be distributed on Tuesday,January 30
Joint Use Committee on Recreational Facilities 4-11
Mass Transportation Committee 4-12 Section 11
Parks and Recreation Commission 4-13 Background Information
Promotional Coordinating Committee 4-14
Planning Commission 4-17 2001-03 Financial Plan Schedule 9-1
Budget Process Overview 9-2
Section 5 Goal-Setting Process: 12/12 Agenda Report 9-16
Suggested City Goals:Community Groups and Others General Fiscal Outlook: 12/12 Agenda Report 9-37
Public Notification
Items received after January 8 will be distributed as Display Ads 9-21
they are received. News.Release 9.22
American Civil Liberties Union 5-1 Parks and Recreation Annual"Key"Program 9-23
San Luis Artists' Gallery 5-2 Notices to Community Groups 9-24
San Luis Obispo County Arts Council 5-3 Notice to Advisory Body Chairs 9-26
San Luis Obispo Chamber of Commerce 5-4 Community Budget Bulletin and Survey 9-27
Transitions 5-8 Budget-in-Brief.-2000-01 9-29
San Luis Obispo Art Center 5-9 Financial Plan Policies 9.33
Foundation for the Performing Arts Center 5-10
Economic Vitality Corporation 5-12 Section 12
Notes and Other Materials
Jean Knox 5-13
Kevin Christian 5-14 Provides the Council with a place for notes and other
William Beeson Note Received 27in total 5-17 supplemental materials received by them.
Richard DeLong 5-18
San Luis Obispo Supportive Housing Consortium 5-19
Save San Luis Obispo 5-20
Richard Schmidt 5-21
Background Materials: 2001-03 Goal-Setting Process Exhibit Cl
Community Forum
6:30 p.m.-9:30 p.m.
Wednesday, January 17, 2001
The Forum
6:30 Welcome Mayor
6:35 Process, Goal Criteria,Fiscal Summary CAO
6:45 Public Comment--request 2-minute summaries: focus on a) what you recommend, b)
why it's important, and c)how it might be achieved--identify others with similar views
rather than repeat the same points. [Staff record comments and post them on the walls in
the appropriate budget categories.]
8:15 Group Discussions by Budget Category—i) summarize major themes, ii) discuss link
with current programs, iii) explore alternatives, and iv) rank benefits vs. resources -- as
time permits. [Staff serve as facilitators.]
9:00 Brief Report from Each Group [citizen volunteer]
9:25 Participants Complete Summary Feedback Form
9:30 Participation Prizes and Close
Preparation
• Prepare handouts on budget process and current fiscal situation to expedite review.
• Provide poster boards for each of the six major budget categories with current and
continuing program activities and budget allocations.
• Set up the room with a gathering area for each of the six categories.
• Assign staff members to facilitate group discussions.
• Prepare summary feedback form for attendees to note suggested priorities and
recommendations.
• Give participants coupons for final prize drawings (City t-shirts,mugs, etc.) to reward
those who stay to discuss issues with their neighbors.
Outline of Summary Feedback Form
• For each budget category:
- Current level of satisfaction with City services?
- Should category receive more emphasis, less emphasis, about the same?
- What's the most promising candidate goal in the category?
• If the number of categories for more emphasis exceeds the number to receive less,what
can City do to attract more resources to meet additional needs?
• Other comments about process and next steps?
eiy-io
Background Materials: 2001.03 Goal-Setting Process Exhibit C.3
Council Goal-Setting Workshop
8:30 a.m.-4:00 a.m.
Saturday, February 3, 2001
City-County Library Community Room
8:30 - 9:00 a.m. Refreshments
9:00 - 9:05 a.m. Welcome and Introductions Mayor
9:05 - 9:10 a.m. Purpose, Process & Guidelines Facilitator
9:10 - 9:25 a.m. [Council may accept further comments from the
public that have not been previously presented]
9:25 —Noon Review Goals by Category Council
Discuss Relationship of Goals to Current Activities
Formulate and Select Candidate Goals
[staff writes candidate goals on flip charts]
Noon- 1:00 p.m. Lunch Break [staff compiles candidate goals]
1:00 - 2:00 p.m. Discuss and Weight the Goals Council
Clarify Goal Statements
Each Member Prepares a Written Ballot Ranking the Goals
2:00 - 2:30 p.m. Tabulate Results Staff
2:30 - 3:15 p.m. Review and Identify Major City Goals Council
3:15 -4:00 p.m. Note Areas Needing Further Consideration Council/Staff
Preparation
• Staff compiles and distributes composite list of candidate goals to Council members
• Staff prepares a template for Council ballot sheet
• Assign staff-to record goal statements as Council formulates them
CIV4
Background Materials: 2001-03 Goal-Setting Process Exhibit CA
Suggested Guidelines for Council Members
During the Goal-Setting Process
1. Encourage advisory boards, community groups and citizens to submit
written comments about desired goals.
2. Invite citizens to participate in Community Forum and to listen and learn
from their neighbors.
3. Receive comments from community and acknowledge their input without
prematurely expressing your point of view.
4. Assure the community that you are willing to listen openly to all
perspectives.
5. Focus your submission of suggested goals on a short list of key priorities to
target City resources..
6. Avoid publicizing your submission of suggested goals. Let staff compile
your submissions verbatim into a composite list of goals by category
without identification of who made each suggestion: This enables you to
see the whole picture.
7. Give yourself flexibility by not publicly taking positions in advance of the
February 3`d Council Goal-Setting Workshop.
8. Use this process as a way to learn from citizens and Council colleagues
about what's important.
9. Explore areas where the Council can come together for positive action.
10. Recognize that this is an important step, but only the first step, in the
planning and budgeting for the next two years.
i
Background Materials: 2001-03 Goal-Setting Process Exhibit C.5
Council Member Candidate Major City Goals
Please write your 7 candidates for Major City Goals below and submit them to Finance by
January 26,2001. Finance will then compile a verbatim,composite list by topic without identifying
who submitted the particular statements. Please refrain from releasing your personal list so that
each Council member has flexibility to review all of the submissions and discuss them at the
Council Goal-Setting Workshop before taking a position. Electronic versions of this form will be
provided to you.
O
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Background Materials: 2001-03 Goal-Setting Process Exhibit C.6
Criteria for Major City Goals
■ Be legitimate to our beliefs (real, supported).
■ Agreed upon by a Council majority.
■ Reduced in number for comprehension, communication and focus.
■ Set forth in one document—the Financial Plan.
■ Be clear and understandable.
■ Established as a high priority and a real commitment.
■ Translated into the objectives of employees at all levels of the organization.
■ Created within a supportive atmosphere where participants are not afraid to state their
suggestions for improving goals or objectives.
III! Accepted to the point where resistance to them is reduced or eliminated.
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