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Home My WebLink About06/02/1993, AGENDA L cm n .ACEiNDA' PACKETS FOR. ADJOURNED P•1EETINCS FOP. MONTH Or JUNE 1993 F fi. m My Of San tulS OBISpO ACTION UPDATE > > '. STUDY SESSION COUNCIL AGENDA Wednesday. June 2. 1993 - 7-10:00 PM Council Hearing Room, City Hall 990 Palm Street, San Luis Obispo CALL TO ORDER: Mayor Peg Pinard **Lead Person - Item to come back to Council * Denotes action by Lead Person No Asterisk- Information Only ROLL CALL Council Members Penny Rappa, Dave Romero, Allen K Settle, Vice Mayor Bill Roalman, and Mayor Peg Pinard PUBLIC COMMENT PERIOD A public hearing on the budget is scheduled for Tuesday, June 8, 1993 beginning at 7:00 p.m. In the Council Chambers. The Council welcomes your input at that time. This is a Study Session, which is intended to provide the City Council with the opportunity to fully review and clarify with staff matters related to the proposed 1993-95 Financial Plan. Thus, public comment may hot be possible. Time permitting, however, public comment on the budget or issues not on this agenda will be taken at the end of the meeting. STUDY SESSION ► 1. INTRODUCTION (DUNN) ► 2. FOLLOW-UP SINCE LAST BUDGET WORKSHOP (STATLER/233) ♦ Review of Council decisions/direction on March 13 ♦ Follow-up on March 13 actions ► 3. PRELIMINARY 1993-95 FINANCIAL PLAN & BUDGET ♦ Introduction of budget documents: Preliminary 1993-95 Financial Plan Significant Operating Program Changes (Appendix A) Proposed Capital Improvement Plan (Appendix B) 1 Council Agenda June 2, 1993 ♦ Highlights of Key budget issues: • Overview of current City fiscal situation . Suggested approach to State Budget uncertainty • Major Significant Operating Program Changes • Major Capital Improvement Projects • Possibly Utility/Public Works Department Organization ► 4. COUNCIL DISCUSSIO(QUESTIONS FINAL ACTION. Discussion held. ► S. 1992-93 COST ALLOCATION PLAN Consideration of the cost allocation plan for 1992-93. ♦ RECOMMENDATION: By motion, approve cost allocation plan as a basis for subsequent reimbursement to the General Fund from the Enterprise fund. Statler** CONTINUED to date certain, Tuesday, June 8, 1993. COMMUNICATIONS (not to exceed 15 minutes) At this time, any Council Member or the City Administrative Officer may informally update the City Council on communications and ask for comment and/or discussion. Due to State law, formal action or approval may not be taken. Action on items may be scheduled at the next Regular meeting. A. ADJOURNED TO TUESDAY, JUNE 8, 1993 AT 7:00 P.M. 2 _4 VIII IIIIIIIII��IIII IIIIIIIIII� MY Of sen WIS OBISPO �► COUNCIL AGENDA Wednesday. June 2. 1993 - 7-10:00 PM Council Hearing Room, City Hall STUDY SESSION 990 Palm Street, San Luis Obispo D /� CALL TO ORDER: Mayor Peg Pinard Geo / r �d s17/79 ROLL CALL: Council Members Penny Rappa, Dave Romero. Agenda Distribution List Vice Mayor Bill Roalman, and Mayor Peg Pinar I. Unpaid Subscriptions: (All mtgs.unless o/w noted) AIA President PUBLIC COMMENT PERIOD ASI President A public hearing on the:budget is scheduled for Tuesday, Ji a.i.A. , Lynn Block .m. 1n the Council Chambers. The Council welcomes oul Chamber of Commerce P y H.ovitt, Co.Spvrs.Chair Study Session, which is intende&to'provide the`City Council wfti Paul Hood, Co.Administration and clarify with staff matters related to the proposed 1993-95 Housing Authority comment may not be possible Time permitting, however,:putr KCBx issues not on this'agenda wt11 be*e:n.,14ft,heend of.'the"meetin£ KCOY KCPR: (2)Gen.Mgr.& News Dir. KDDB KEYT KGLW KKJG STUDY SESSION KSBY KVEC Library(front desk) Mustang Daily //1/e.o A`rc Pacific Gas & Elec.Co. ► 1. INTRODUCTION (DUNN) Planning Commission RRM Design Grp./DeAnn Smith ► 2. FOLLOW-UP SINCE LAST BUDGET WORKSHOP (; So.Calif.Gas Co./Vic Sterling, SLO Area Coordinating Council ♦ Review of Council decisions/direction on March 13 Telegram-Tribune SLOCityEmp.Assoc/T.Girvin SLOFireBattChiefAssoc/5; ♦ Follow-up on March 13 actions SLOFirefightersAssoc/D.Wunsch SLOMMgmt-ConfEmpAssoc/D.Cox ► 3. PRELIMINARY 1993-95 FINANCIAL PLAN & BUDG: SLOPoliceOffAssoc/T.DePriest SLOPolStaffOffAssoc/T.Costa 5""'E For L.U.E.6/30/91 on & 1992: -a. �tN LUIt (MISpo 0) Of budget documents: Cits.Ping.Alliance/C.Sanders C+ Tf OF SAM LUIS OBISPO ) 55 CITY Earth Journal/Terry Dunnivent dec=-a SAN UIS FT %j inaly 1993-95 Financial Plan ECOSLO/Kurt Kupper I re udderPftAffittWGpeNkdngrRnsVw Changes (Appendix A) Res.forQual.Neighbor./D.Connor `+ tte City of S Ls �ed 1 %%)* i *ent Plan (Appendix B) Sierra Club/Tom Knepher �aranent: and t e tAge a near the SLO Prop.OwnersAssoc. (&St.Rpt) QoOr of City Fall on i 99 �3 3 _ tgeature The City of San Luis Obispo is committed to include the disabled in all of its services,programs and activities. Telecommunications Device for the Deaf(805)791-7410. Please speak to the City Clerk before the meeting if you would lice to use a device to assist you in hearing the meeting. 1 Council Agenda June 2, 1993 ♦ Highlights of Key budget issues: Overview of current City fiscal situation Suggested approach to State Budget uncertainty Major Significant Operating Program Changes Major Capital Improvement Projects Possibly Utility/Public Works Department Organization ► 4. COUNCIL DISCUSSIONJQUESTIONS ► S. 1992-93 COST ALLOCATION PLAN Consideration of the cost allocation plan for 1992-93. ♦ RECOMMENDATION: By motion, approve cost allocation plan as a basis for subsequent reimbursement to the General Fund from the Enterprise fund. COMMUNICATIONS (notto exceed 1S`minutet) At this time, any Council Member:or the City Administrative Officer may Iinformally'update the City Council on communications and`ask for'comment and/or discussion;.:`Due to State law; fiormai action or approval may-not:be taken. Action on"items may be scheduled at the next Reouldr meeting. A. ADJOURN TO TUESDAY, JUNE 8, 1993 AT 7:00 P.M. C IIIIIIIIIIIIII��II�IIIIIIIIIIIIIIII� City OSan IDIS OBISPO t*mb COUNCIL AGENDA Wednesday. June 2 1993 - 7-10.00 PM Council Hearing Room, City Hall STUDY SESSION 990 Palm Street, San Luis Obispo CALL TO ORDER: Mayor Peg Pinard ROLL CALL: Council Members Penny Rappa, Dave Romero, Allen K Settle, Vice Mayor Bill Roalman, and Mayor Peg Pinard PUBLIC COMMENT PERIOD A public hearing on the budget Is scheduled for'Tuesday,:June 8; 1993 beginning at 7:00 p.rm in the Council Chambers. The Council welcomes your Input at that time. This is a Study Session, which is intendedto provide the City Council with the opportunity to fully review and clarify with staff matters related to the proposed" 1993-95 Financial Plan. Thus, public comment maynot be possible. Time permitting; however, public comment on the budget or issues not on this agenda will betaken at:the end of the meeting.. STUDY SESSION ► 1. INTRODUCTION (DUNN) ► 2. FOLLOW-UP SINCE LAST BUDGET WORKSHOP (STATLER/233) ♦ Review of Council decisions/direction on March 13 ♦ Follow-up on March 13 actions ► 3. PRELIMINARY 1993-95 FINANCIAL PLAN & BUDGET e 3 ♦ Introduction of budget documents: Preliminary 1993-95 Financial Plan Significant Operating Program Changes (Appendix A) Proposed Capital Improvement Plan (Appendix B) © 'ILC City of San Luis Obispo is committed to include the disabled in all of its scrvicmm.programs and activities V Tdeeommunications Device for the Deaf(805)7817410. Please speak to the City Clerk before the meeting if you would like to use a device to assist you in heating the meeting. 1 Council Agenda June 2, 1993 ♦ Highlights of Key budget issues: . Overview of current City fiscal situation Suggested approach to State Budget uncertainty Major Significant Operating Program Changes Major Capital Improvement Projects Possibly Utility/Public Works Department Organization ► 4. COUNCIL DISCUSSIONLQUESTIONS ► 5. 1992-93 COST ALLOCATION PLAN Consideration of the cost allocation plan for 1992-93. ♦ RECOMMENDATION: By motion, approve cost allocation plan as a basis for subsequent reimbursement to the General Fund from the Enterprise fund. COMMUNICATIONS (not to exceed 15 minutes) At:this time,.any Council Member or City.Administrative Officer may informally update the City Council on communications and askfor comment and/or discussion. Due to State law, formal action or approval may not be taken. Action on items°may be scheduled' at the next Regular meeting A. ADJOURN TO TUESDAY, JUNE 8, 1993 AT 7:00 P.M. 2 ► 1. INTRODUCTION (DUNN) (No agenda report accompanies this item.) MEMORANDUM May 27, 1993 MEETING AGENDA DMAO= J To: City Council From: John D Subject: Pro nnel Reductions in the Police De artmen Attached is information received from the Police Chief. He is basically asking me to reconsider my recommendation to you regarding the six positions in the Police Department which were recommended for layoff at the March 13 meeting. I have carefully reviewed Jim's submission and the data. It is presented for your information, as are the two charts prepared by the Personnel Department which were distributed to you as part of the March 13 packet. Considering all factors I believe I must remain with my March 13th recommendation to you. This is based on a review and consideration of all input and data and considers the present and projected financial position of the City. It is based in part on the great amount of time, in late February and early March, that I spent working with the Department Heads and others, in thinking through the departmental submissions, and arriving at decisions based on a case-by-case evaluation. It is also based in part on the certainty that every department for which cuts have been recommended (virtually all) could make an equally compelling case for a lesser cut, if given the opportunity to do so. However, while the data submitted is more of an "administrative nature", I thought it was proper to share it with you, and that is Jim's request. I believe that the facts presented are important. However, like all comparisons of this kind, there are many things which influence staffing levels in different communities that make it difficult to draw absolute conclusions from such comparisons. The real question is: Do my recommendations to you adequately provide for the public safety of this community? I believe they do. If I had believed otherwise, I would not have made the recommendation I did. My basic belief is that the City needs a period of time, especially during the 1993-95 budget period, when we operate as "lean" as possible. It is necessary that the City: 1. Adjust our operating expenditures to the "new reality" of available City revenues. 2. Realize that we are currently operating a capital facility program that is minimal, and that this practice over several years would result in major infrastructure/facility deficiencies which would have to be dealt with in the - future. v R 3. Accumulate sufficient City monies, over a period of time, that will allow us to implement adopted City plans (examples: Land Use Element,Open Space, Circulation, Downtown Plan, outdoor and indoor recreation facilities, Bicycle Plan, etc.). 4. Retain a sufficient revenue base to ensure the continuation of necessary and desired services at acceptable levels. For the next two years, there is. projected to be little improvement in the California economy and little improvement in the financial picture of the State of California. We, as a City, are "on our own" and must be as strong and self-reliant as possible to sustain ourselves through a difficult period. I have thoroughly and intensely discussed the contents of this report with the Police Chief. He knows and appreciates my position, on behalf of the entire City operation. His "bottom line", if financial circumstances were to permit, would be to retain two positions from the March 13th list of six positions, the Traffic Sergeant and the Communications Technician (Dispatcher). JD:mc Attachments: 1. Previously distributed Personnel,Deprtment survey 2. Chief of Police analysis C. Jim Gardiner Ken Hampian Ann Slate h/police v 1 0$ 000 adS LED oZs ..a : Z N O r-i 00 i U••f N o z o 1 I n r7 O N O M COV Crl * C z N N N w w O N. M M w eCo O . o Co co co co N r co N ' LL r• e- - r � w m Q ~ =�k z�q y W a O M w ¢ Z � a ..L Z _ O tL O yy�. 0 p g -j n � M Ln r O Cs N 0 O O p CO O LO 1� O d CF w cn v aa0 M to co N Cc � pp, a LO M LOO e n M 3 LL O V L C Q. rr LL. F- ' O ui J Z4 O Z : p w m a ac �-- .�: M O n et . M C7. a O w O M y d' M c0, to NLU d' M �,. Z t a o ;: F- 'X O y Z c t C]. Q 4 fix' C cc : 14 O R U. Inc C� O- M ; �0 N cC0 L r O d tII- eC0 =d— = M CL cco _ cc -:-- - -- _ _ _ �Cd L)CL ` p F. • 0i^ L� U3 o O v z Z y —, z LLJ L.Li Z - co r e4 O d' c7 cfl d Lt) co N C e- O C7 ?r R � G * O to N T. N o LU Z d; o of co r n r ca co' ct .J LL W. O 0 k- a N7 W CC CL O C1 a LLI C r cnx:M 0 z O c Lu a Ln O O r N. C7 O ..1 O L7 C'1 O 0 O Oo co U-) M ems•• U) O V U > > a M LO N c c CL ui U '' s rC O w d z •0 s H z 3 O cc N � � ss< •y.. C n: d O O cc �.r •� H 1=- = a i s QQ ' Ln �- N o (n w 0 0 t\ d � �' •• c� N W tt LO d `? to Cl) op M d' N N N o O ... L ' (7 u- C OO xq' • > O LL a Q Z W d 7 {' J ;a O M. 7 <%%w, U _ + Ego, � M C Im a O X0.3 .a. VC c�0 C y.' O as _. L a) e0 t4 ' t0 e0 c0 O es Ss sp. MIMORANDUM _ a TO: John Dunn, City Administrative Officer FROM: James M. Gardiner, Chief of Police DATE: May 25, 1993 SUBJECT: Impact of Proposed Budget Cuts As we have discussed, I feel that the proposed personnel cuts in the Police Department will seriously affect our ability to maintain basic service levels in the community. We at the Department understand the difficult decisions which must be made in this time of fiscal crisis. I also know the personal challenge this puts on you as you must make budget recommendations. Knowing these factors, it would be easier to just accept the situation and try to hang on. Unfortunately, based on our review of the situation, I feel I must make this effort through the budget process to fully explain what these cuts will mean to the Department and the community. The purpose of this memo is neither to be argumentative nor confrontational. It is to more fully present information so that an informed decision can be made as it relates to providing policy direction for police resources in our community. We will provide the best level of service possible within the resources which we are granted. BACKGROUND Over the past two years the Department has participated fully and equally in all budget reductions. Following along with other departments, the cumulative impact from the 1991-92 1% cut, the 1992-93 2% cut.,.and the Nov. 1992 budget cuts have resulted in over$250,000 in annual budget reductions. These were accomplished through operational changes and by cuiLg an authorized sworn position out of the 1992-93 'financial plan. An additional $50,000 was saved annually in the City's equipment replacement accounts by increasing the time between change over of the Department's vehicle fleet. The Department is now faced with potential cuts of another six positions and operational changes which will total over$500,000. Roughly figuring that will mean a reduction of seven authorized positions and $750.000 annually from the 1991-93 adopted financial plan. As I have stated for some time, I believe that these budget reductions must be reviewed in the context of the curren challenges and responsibilities placed on each Department along with those which may be reasonably be expected over the next budget cycle. On February 23rd I forwarded to you a report detailing specific factors which I considered important as they related to current service levels. You had asked for these figures as they related to staffing and activity levels. I emphasized that any cuts would have an impact on current service levels. I also stated that the current level of staffing was being stretched to its maximum. Impact of Proposed Budget Cuts Page 2 May 25, 1993 Subsequent to this report and another discussion, you indicated that you were going to recommend the six cuts. I again stated that I understood the difficult position we are confronted with but that I could not in good faith support that level of cuts. I again asked that the Department be reviewed in relationship to our comparison agencies to determine levels of police resources. At that time you indicated that you would be willing to look at further information. You also asked for additional information from City Personnel to review prior to the March 13th budget meeting with the City Council. At the March 13th meeting two reports were presented to the Council for review. One indicated that our level of police resources devoted to the street based on resident population was fourth out of the 12 comparison agencies. The other "fact sheet" stated that because of the additions of personnel in 1991, the Department would still have a higher level of officers in the field than two years ago. Both of these statements are true-- based on the limited context in which they are framed. I understand that they were presented to "balance" information which had been promulgated by other persons and groups. While this may ease the fears of some and provide a "perception" of increased safety, it does not factor in the current environment and the fact that sworn officers are only one component of the organization. This information focused on sworn positions only and did not consider the vital role that our non-sworn positions fill in providing services to the community. As I have stated "ad nauseam" (and enough to irritate myself), we need to look beyond the confines of what exists to what is necessary to meet the needs of our community. We need to determine what level of resources are enough to maintain the level of services we choose to provide. We must focus on all employees of the Department as a team which provides these services. I hope the remainder of this memo will help in making this policy determination. COMPARISON CITIES While San Luis Obispo continues to be a relatively safe community, existing staffing levels have barely kept up with increases in population, calls for service, and with the changing problems and service needs. In 1991, a strong case was made for increasing Department staffing by five positions. The primary basis for this justification was the ratios of employees to resident and service population. It was clear that measured against comparison cities the Department had lagged behind. At that time, these five positions would have brought the Department to the median of the comparison cities based on service populations. Again, with the loss of the fifth position in 1992, the proposed cuts represent a loss ofes ven positions from the 1991 financial plan levels. What then does this mean in our current situation and where does this place us in relationship to our comparison cities? To answer these questions we did an analysis of our comparison cities by the number of employees based on resident and service populations. These were expressed as the ratio of employees to 1,000 population. We verified both resident and service populations with both the police and planning departments in _ _ Impact of Proposed Budget Cuts Page 3 May 25, 1993 each community. The staffing for these agencies was taken from the survey done by our Personnel Department and verified with each agency. A few minor adjustments were made to reflect the current levels in some cities. The city of San Clemente was omitted as it will be contracting for police protection beginning in July 1993. The results of these comparisons clearly show that our existing staffing is at the average for resident population and next to last in police resources based on service population. The proposed cuts will drop the resident staffing below the average and further exacerbate the service population ratio. Summary of Staffing Levels All fifta SLO Current SLO Cuts RESIDENT POPULATION Sworn Employees per K 1.28 1.31 1.24 Non-Sworn Employees per K 0.65 0.62 0.55 Total Employees per K 1.93 1.94 1.79 SERVICE POPULATION Sworn Employees per K 0.87 0.76 0.72 Non-Sworn Employees per K 0.43 0.36 0.32 Total Employees Per K 1.29 1.12 1.04 Putting these numbers into the perspective of personnel, based on the resident population every position cut drops the Department below the average of all comparison cities. Based on our service population, however, we are currently 13 positions below the average and the additional cuts would put us 19 below the average staffing of our comparison cities. We also looked at the five cities most comparable to our community. These were Monterey, Chico, Davis, Santa Cruz, and Napa. Based on resident population, we are currently 3 positions below the average of the five cities. For service population, like all cities, we are currently 13 positions below the average. For a specific break down by city, please see the attached information. Besides the comparatively low number of employees, the Department's emphasis on front line service is reflected in our organization. Compared to the other cities, the Department has the highest percentage of personnel assigned to field duties. Additionally, it has the lowest Impact of Proposed Budget Cuts Page 4 May 25, 1993 percentage of sworn personnel assigned to non-field duties. These figures are based on the staff study completed by our Personnel Department. ECONOMIES AND EFFICIENCIES As was presented in 1991 we have implemented economies and efficiencies to improve productivity over the past ten years. Some of these have included: 1. 3/12 Patrol PIan This has provided flexibility to match our personnel with our peak workloads through the use of the.regular schedule and "pay-back" hours. 2. Shift Adjustments After negotiations with the Police Officers Association, we now adjust individual shifts to meet service requirements (like Farmers Market) to minimize the need for overtime. 3. _ Telephonic Reports We expanded the numbers of reports which could be taken telephonically to keep officers available in the field. 4. Paperwork Streamlining We have eliminated many reports which were not essential to the job. This has kept officers in the field and reduced the workload on the Records unit. 5. Ordinances The Department proposed and the Council adopted the Second Response and Nuisance Abatement Ordinances to deal with the problem of noise in our community. We also prepared and implemented the False Alarm Ordinance which has not only recovered revenue but reduced the number of false alarms, thereby reducing workload. 6. D.A.R.E. The DARE position evolved from the Department's School Resource Officer. This highly effective and popular program is our effort to preven the problems caused by - substance abuse in our youthful population. 7. S.O.R.T. Team This flexible unit in the Patrol division has been in place since January 1992. In its first full year the unit has been extremely effective in dealing with peak manpower needs (like - = Farmers Market) and addressing the street narcotics problems in the community. Impact of Proposed Budget Cuts Page 5. .May 25, 1993 S. R.S.V.P. Over the last several years we have used a cadre of Retired Senior Volunteers to - complete station assignments in Records, Investigations, and Traffic. We have recently expanded their use to limited field activities in support of our Field Service Technicians. MANAGEMENT WORKLOAD COMMITMENTS The Department currently has 19 positions which have supervisory or management responsibilities. Of that number 13 are currently tasked with delivering front line services in addition to their staff responsibilities. Patrol Lieutenants and Sergeants are expected to be part .of field deployment and are regularly called upon to handle calls, write crime reports, and make arrests. The Sergeants in both the Traffic and SORT units are part their normal field strength and necessary to the overall productivity of the units. Both the supervisory positions in Communications and Records routinely complete line functions of their units. The other staff positions have picked up more of tasks which had been assigned to the other supervisors. This has been done to meet the increasing demands for direct line services required of these other 13 supervisors. These are routinely requiring work weeks which go beyond forty hours. CURRENT ENVIRONMENT In the February memo I stated that the Department was regularly dropping below industry standards for available time. I also included daily,staffing totals which demonstrated that the Department has personnel assigned in direct relationship to peak workloads. Of critical importance to note is that even though we have our highest staffing during peak periods, we are routinely falling into the low (under 30%) level of service category (Refer Attachment #5). Another concern is the increasing activity we are seeing in the area of street narcotics. While the actual level of the problem may have been the same for some time, the SORT team has given us the tool with which to deal with problem. You are also aware of the Department's efforts in confronting the rise in graffiti and gang activity. We have had to modify our DARE curriculum, work actively with downtown merchants, and utilize the county Gang Taskforce on an increasing basis. Finally, I am very concerned about the increasing numbers in crimes of violence. Over the last ten years, both felony and misdemeanor assaults have increased nearly every year. In 1992 we = reached the highest number of assaults (302) in the twenty years we have been keeping these records. Of these, 108 were felony assaults, again the highest number in twenty years. Unfortunately, there is no evidence of any down trend as total assaults for the first three months Impact of Proposed Budget Cuts Page 6 May 25, 1993 of this year are up 9.4% from 85 to 93. Of this total felony assaults are up 148% from 25 to 62. NEW WORKLOAD GENERATORS Within the span of this next two year financial plan we will be seeing two areas which could have significant impacts on the need for police services. The first is the development of the Broad St. annexation. With development plans already at the Planning Commission level, it is most likely that we will see the addition of a major grocery store, hardware supply, and accompanying stores certainly within the second year of the financial plan if not sooner. The second and more intensive demand will be from the opening of Copeland's Downtown Centre. The theaters, restaurant, apparel stores, and other uses will bring a major new influx of people into the downtown, particularly during the evening hours. The theaters alone have a 1,500 seat capacity. Depending on the type of restaurant, we could see another several hundred seats. The other shops will further add to these numbers as it is expected that they will have night time shopping hours. Current estimates from the developers show that the new center should bring 1,500 to 3,000 additional people, many of them teens and young adults, into the downtown nearly every night. REVENUE OPTIONS In my discussions with those involved with developing the "cut" lists, it has been stated that these reductions are "just for the.next two years" and that as the financial situation improves we can expect to rebuild personnel strength. If this is truly the case, then I believe that we should make the effort to minimize the cuts now so that we do not cripple our ability to meet the service needs of the community currently and over the next two years. Options available for revenue enhancement suggest that we could increase return at least$50,000 with even nominal charges for City support of special events. Another $300,000 could be realized by expanding the utility users tax to sewer and trash. I believe that this could receive community support if it were explained that the increased revenue was going to public safety. Another logical and directly attributable revenue is the admissions tax. With the development of the new theaters, this business will directly increase the work load on City resources. This is estimated to be another $150,000 in annual revenue. CONCLUSION As each of us ponder the extent of our respective problems, I believe that we share the same goal - providing the best possible level of service to the community. I continue to appreciate the support you have shown for the Department over the nearly six years I have been your Chief of Police. I also understand that all City services, including public safety, need to be balanced Impact of Proposed Budget Cuts Page 7 May 26, 1993 against all community needs. That is why I have worked openly and diligently with you and other members of the management team to try to come to a mutual consensus in these difficult times. That is also why we have diligently attempted to validate all raw data and computations used in this memo. We believe that it represents the best objective data currently available. Understanding the situation, I truly wish that I could fully support the current recommendation on these cuts. However, looking at the existing staffing, the current challenges, and the expected increase in workload, I firmly believe that we are significantly impairing our ability to respond to basic service needs. Additionally, as fewer officers are available to provide the directed patrol and "police presence", we will lose one of our primary tools to deter criminal activity and provide a feeling of security and safety: This perception is vital to our quality of life and particularly essential to maintaining a positive environment to enhance economic stability in the downtown. In order to better frame the issue for the difficult decisions Council must make, I will restate my position. While I believe any cuts will adversely affect service levels, in light of the current fiscal crisis we can make service reductions and some changes to absorb the loss of the Administrative Lieutenant, the Crime Prevention Coordinator, the Commercial Enforcement Officer, and a Records Clerk. Because of the critical role of the Traffic Supervisor to field services and coordination of Citywide services, I strongly believe that position should be retained. Likewise, due to the high stress, workload, and critical impact to public safety of the emergency communications center, I strongly believe that the Communications Technician position should be retained. Experience has shown that normal turnover, stress illnesses, maternity leaves, and other causes have routinely reduced the number of available dispatchers. As a reminder, the entire Department supported the addition of the dispatcher over a police officer when the position was added in 1988. In our discussions I have made it very clear that I do not enjoy being in this position. I have also emphasized that this is a policy call for you and the Council. My only reason for pushing has been to get all the facts which I feel are relevant to the decision makers. I appreciate the opportunity to pursue this through you and to the Council. Whatever decision is made, I will continue to do the best job I can and the Department will endeavor to provide the highest service level possible. Attachments: 1. Detail chart of comparison cities - 2. Chart of total employees 3. Chart of sworn employees 4. . Chart of non-sworn employees __ 5._-- February staffing report - - fn 73 fn _0 'O C7 Z .y D N 7J Z N -0 N 90 N r 3 ;o CA r. (n0 (nm r p -b 7. 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N (D w W w M O N W A N (n O M -. _= Attachment #1 C* CD CD -G O — '� 3 m — y rr p O u i O Ln O Ln O vet O Ln O ® °Co / C 9 X 0 i N / r ® O n -i O .MCD o D � m • m / N ° m m .. Z m M M - a C2 N to - Attachment #2 _-- _-- — - �.�. J.Y•VR14 F.FjV�^l �i ...� J -r-..- y-�- cn0cD -< 0 � 0 � � O . O O O O O w Ln N O C> r) -p. Cn CO P N O N o 0 . C) IMP < m cn r+ y z Ca N N O —� m • .� m � y / / % / / vm, m O mm a m CO /// a - - - CO W = w. �J Attachment3° ;, N. fJ CD -G o — 3 m O N :3 . o Z - 0 0 0 0 0 0 0 0 0 0 n V OW LO o N W Ut W V W p O N rn - - N - - ® Z C) z00 m D ? 0- 22 y • z rr--.... 6 ' m rm 0 m m N m CD m CL 7 d - Attachment MEMORANDUM _ TO:'_ John Dunn, City Administrative Officer FROM: James M. Gardiner, Chief of Police DATE: February 26, 1993 SUBJECT: Department Staffing and Activity Attached is the information you requested concerning Department staffing and activity. In reviewing the material, I would make the following observations. 1. Calls for Service These are the calls handled by Patrol officers. While these are the vast majority of the 26,000 calls last year,it does not include those handled by other divisions or units. 2. Average Daily Patrol Staffing These represent the line officers assigned to the shifts. They have primary responsibility for handling the calls for service. Additionally, there are two Lieutenants and two Sergeants assigned to each shift during the week We try to provide a Lieutenant Watch Commander and a Sergeant Field Supervisor on as many days as possible. There are, however, many days in which only one supervisor will be available due to illness, vacation, mandatory training, or administrative assignments. When they are on duty they are in uniform and available for assignment should the need arise. When not tasked with station responsibilities, they try to spend as much time as possible in the field. The SORT team is assigned for Thursday night staffing on a regular basis and is therefore included in the deployment figures. Traffic officers were also assigned to fill day watch due to existing vacancies and the need to keep field strength up on the night shift. 3. Patrol Availability Again, as we discussed, the California League of Cities service level guidelines identifies 30% or below as providing a 'low" level of police services. The ICMA guidelines identifies 33% or below as the point where a community should review the need for more police resources. - = Attachment X15 Department Staffing and Activity _ Page 2 February 26, 1993 Lower available times translate into less directed patrol and longer response times. to calls for service. While the averages speak for themselves, I would note that we basically have sacrificed day watch availability to try and keep night watch closer to r an acceptable average.The high averages on Thursday night are a direct result of the regular assignment of SORT officers. 4. Police Employees While Department and Finance records do not coordinate exactly, this is our best record of when positions were added to Department strength. The overstaff positions included: Sworn 1984-85: This was a grant position for D.U.I. enforcement. It became authorized in 1986. Sworn 1990-92: This is the current Administrative Lieutenant Non-sworn 1983-87. These are the Field Service Technicians. They have been with the Department since 1979 but had been covered out of salary savings. They became full-time positions in 1987 and 1988. S. Police Employees Per 1,000 This chart shows the number of employees per 1,000 resident population in the City. These figures include the overstaff positions. 992 CALLS FOR SERV(CL- NIGHT SHIFT: - Monday 1156 Tuesday 1284 Wednesday 1595 = Thursday 1822 Friday 2004 Saturday 2003 Sunday 1431 TOTAL 125658 DAY SHIFT: Monday 1858 Tuesday 1750 Wednesday 1919 Thursday .1944 Friday 1934 Saturday 1760 Sunday 1493 TOTAL 11,295 Note: Does not reflect "on-view" patrol activity or calls = handled by any other division or unit. . tet y.�v _ •. _ 1992 AVERAGE DAILY PATROL STAFFING LEVELS The following figures reflect the actual shift deployment staffing levels on a daily basis during 1992. When reviewing these figures, please bear in mind that: The totals include payback hours actually worked. �r Do not include deployment based on "overtime." Day Watch deployment figures reflect the use of one Traffic officer who was scheduled to work patrol duties on Tuesday, Wednesday and _ Thursday during a nine-month period. Night Watch deployment figures include the actual hours additionally worked by SORT officers on Thursday at Farmer's Market. NIGHT SHIFT Monday 4.56 officers Tuesday 4.82 officers Wednesday 5.27 officers Thursday 6.24 officers (5.85 officers excluding SORT) Friday 5.49 officers Saturday 5.48 officers Sunday 4.42 officers DAY SHIFT (Including the (Excluding the Traffic Officer) Traffic Officer) Monday 4.42 officers 4.42 officers Tuesday 4.33 officers 3.64 officers Wednesday 4.53 officers 3.83 officers Thursday 4.56 officers 3.87 officers Friday 4.57 officers 4.57 officers - Saturday 4.39 officers 4.39 officers Sunday 4.18 officers 4.18 officers . PATROL AVAILABILITY 1992 MONTH DAYS NIGHTS AVG January 29.01yo 33.001b 31.0015 February 27.5% 33.095' 30.0015 March 25.751b 33.0% 29.0% April 29.8% 34.09o' 320% May 28.2% 28.0% 28.0% June 31.5% 30.5% 31.0% July 27.7% 36.7% 32.0% August 33.7% 38.0% 36.0% September 33.2% 38.5% 36.0% October 27.5% 34.3% 31.0% November 21.8% 393% 31.0% December 25.8% 44.7% 35.0% AVERAGES 28.4% 35.2% 31.895 NIGHTS MONTH TAU FRI SAT January 44 25 28 February 40 23 25 March 33 29 30 April 45 26 21 May 43 20 26 June 52 27 25 July 43 35 22 August 42 27 34 September 49 32 34 October 48 29 28 November 46 31 37 December 53 43 36 AVERAGES 44.8% 28.9% 28.890 • 1 ... - ;; r _ POLICE EMPLOYEES ** 1983-1992 YEAR SWORN S-OVERSTAFF NON-SWORN N/S-OVERSTAFF TOTAL 1983 49 0 24 2 75 1984 49 1 24 2 76 1985 49 1 24 2 76 1986 50 0 24 2 76 1987 52 0 27 1 80 1988 52 0 28 0 80 1989 52 0 28 0 80 1990 52 1 27 0 80 1991 56 1 27 0 84 1992 56 1 27 0 84 POLICE EMPLOYEES ** 1983-1992 85.0 -- v 76.5 a 1 68.0- u e 59.5 51.0 - 42.S 34.0 - 25. 4.025.5 17.0 8.5 0.0 - 1 3 .01983 1984 1985 1966 1987 1988 1989 1990 1991 1992 Category ®SWORN INS-OVERSTAFF 12 NON-SWORN 11 N/S-OVERSTAFF POLICE EMPLOYEES PER 1,000 ** 1983-1992 YEAR SWORN NON-SWORN TOTAL ' 1983'_ -- 1.37 0.73 2.10 1984 1.37 0.71 2.08 1985 1.34 0.70 2.04 1986'. 1.31 0.68 2.00 1987 1.36 0.73 2.09 1988 1.30 0.70 2.00 1989 1.27 0.68 1.95 == 1990 1.27 0.65 1.92 1991 1.35 0.64 1.99 1992 1.34 0.64 1.98 POLICE EMPLOYEES PER 1,000 - RESIDENT POPULATION V a 2.30 � - - -2.07 _ u e t.a4 1.61 138 -- 1.1s 092 0.69 0.46 02.3 \ 0.00 1983 1984 198S 1986 1987 1988 1989 1990 1991 1992 Category - ®SWORN ®NON-SWORN r� ► 2. FOLLOW-UP SINCE LAST BUDGET WORKSHOP (STATLER/233) ♦ Review of Council decisions/direction on March 13 ♦ Follow-up on March 13 actions (No agenda report accompanies this item.) MEETING DATE: ► �� city of san lues oi3ispo ea• COUNCIL AC9ENDA REP RT MEM NUMBER. FROM: William C. Statler, Director of Finance AW Prepared by: Carolyn Dominguez, Accounting Manager SUBJECT: PRELI IINARY 1993-95 FINANCIAL PLAN CAO RECOA1MEENDATION Begin review and discussion of the Preliminary 1993-95 Financial Plan. DISCUSSION In preparation for the public hearing scheduled for June 8, 1993, the Preliminary 1993-95 Financial Plan has been prepared for the Council's review and discussion.The accompanying plan consists of three primary documents: ■ Preliminary 1993-95 Financial Plan ■ Appendix A - Significant Operating Program Changes ■ Appendix B - Draft Capital Improvement Plan 1993-97 Pre&dmmy 1993-95 Budget The preliminary financial plan includes operating program budgets, program goal and objectives, debt service requirements, and changes in fund balances for the next two-year period. Also included is discussion of City policies and Council goals. A key component of the financial plan is the budget message from the CAO which identifies the key fiscal issues facing the City and the proposed budgeting actions in responding to them. Sodfcamit Operaft PrWarn Changes This document is a compilation of the departmental requests for significant operating changes for 1993-95. Each request summarizes the primary factors driving the request, the primary objectives, and the cost of implementing the change. Draft Capital Improvement Plan This document consists of summaries of capital project expenditures by program, funding source, and project phasing over the next four year period. It also contains a request for each project that details the project objective, the link to City goals and policies, and the scheduled costs. SUMMARY Staff will discuss the current City financial condition and present an overview of each of the financial plan documents during the Council study session as a prelude to beginning public hearings on the Preliminary 1993-95 Financial Plan. Based on the extensive review and involvement of the Council prior to producing this document, a detailed "page-by-page" review is not anticipated, but rather, a focus on key issues and an opportunity to answer any Council questions and concerns. / ��p��WIIIIIIIIIPI'=IIIUIU MEEnDATE: Cl"J O1 SSanLUIS OBISPO June 2. 1991 COUNCIL AGENDA REPORT ITEM NUMBER: 3 From: John Du Subject: ili Director: iti n CAO RECOMMENDATION Retain the Utility Director position as it is presently constituted; that is, do not consolidate it with the Public Works Director position into a single position. DISCUSSION Background During the March 13 City Council budget workshop, the Council directed staff to evaluate the feasibility of consolidating the Public Works and Utilities Departments under a single department head. The balance of this memorandum provides this evaluation. By way of background, prior to 1988 the Utilities function operated as a division of Public Works, with the Utilities manager being a Division Head in that department. In 1988 the City Council created a separate Utilities Department, based largely on the importance, complexity, specialization, and policy analysis requirements of the former division. As the Council will recall, this came after the large and unreported spill of raw sewage into the creek, and the subsequent heavy fine imposed on the City by the Regional Water Quality Control Board. The agenda reports of August 1988 and January 1989 (attached) deal more specifically with the creation of the separate Utilities Department. Some of the major issues the Utilities Department has dealt with during the past five years include: • The planning, design and building of a $31M water reclamation plant • The planning, design and commencement of construction of an $11M water treatment plant • The six year drought and the design and implementation of a model water conservation program • The creation of improved work relationships, communication, and supervisory practices in the department through a major organizational development effort • Intensive analysis and ultimate decision on State water 3- I ��n��►►�uIIIIi��hIIUIU city of San t. OBISpo COUNCIL AGENDA REPORT • Intensive analysis and ultimate decision on the coastal streams division project _ • Analysis and decision on the Hansen-Gularte Creek project • The development and implementation of an extensive groundwater use program • The design and near-implementation of a $20-30M desalinization plant project • Replacement of major sewer collector lines through the City and to the plant • Development of an inflow and infiltration prevention and investigation program. • Intensified identification and replacement of antiquated and deteriorated sewer and water lines • Design, environmental analysis and ongoing negotiations on the Salinas Reservoir expansion project • Stimulation and implementation of the Nacimiento water supply project • Development of new method to more accurately reflect,and monitor, City's available and projected water supplies • Preliminary design, development and environmental analysis for a wastewater reclamation program. Attached Materials At my request both the Director of Public Works and the Acting Utilities Director have prepared their own, independent analysis of this issue, and have given me their recommendations. Also included are their "objectives" for the coming year, which result from an annual process I go through with each Department Head. Also enclosed is a letter from our former Utilities Director, Bill Hetland,which gives his comments and observations on this issue. As previously mentioned, the two background memoranda regarding the formation of the separate department are also attached. My Analysis of the Situation Without desiring to reiterate the material in the enclosures, what are the principal reasons for recommending the continuation of the organizational approach of the past five years? In the City of San Luis Obispo, the utilities function is a critically important one, and needs considerable and constant attention and nurturing. 3—a ��n�i�tit�llllllll�Ip19��II city of San : S OBISPO COUNCIL AGENDA REPORT When any of us talks to the typical resident of the City, it isn't long before we are discussing water supply, water quality, water and sewer rates, and the myriad of growth and development issues that have historically been associated with water supply and infrastructure development. Since I have been in San Luis Obispo,water issues have easily been the most compelling and controversial and intensive political issues. While, in one sense, that could be viewed as unfortunate, in another sense that's the way it is and certainly indicates our citizens care and concern about these issues. The creation and implementation of a separate Utilities Department has resulted in more intense oversight of this function, and has created one of the City's strongest and most capable departments. Given the complexity, and intensity of feelings on water and sewer issues, and their critical importance to our citizens and to the Council, over the past several years I have given more time and attention to this department than to any other department. I have spent at least an hour bi-weekly in meeting with the department head, and occasionally others. Other than land use and planning issues, the City Council itself has devoted more time to Utility Department issues than to those of other departments. This department, under constant and intense pressure and scrutiny, has become exceptionally hardworking, well organized, and forthright in dealing with their issues, and excellent in their management and supervision. In terms of the time,money and personnel devoted to the Utilities operation, Utilities is one of the larger departments of the City, and its incorporation into another major department, Public Works, would create the City's largest, and managerially the most difficult, department of the City. In descending order, based on total budget, the City departments line up as follows, using figures from the 1993-94 Preliminary Budget: Regular Operating Capital Department Staffiniz Budizet Budget Total* Public Works 645 $ 6,211,000 $4,431,700 $10,642,700 Utilities 50.0 6,453,000 3,001,500 9,454,500 Police 78.0 5,601,500 - 5,6019500 Fire 48.0 3,978,200 89,500 4,067,700 Recreation 14.0 1,6030700 342,000 19945,700 Finance 15.0 1,396,400 124,000 1,520,400 Comm- Dev. 19.6 1,306,000 - 19306,000 Personnel 4.5 11172,100 - 191729100 Administration 4.5 360,300 - 360,300 City Clerk 5.0 2779800 35,000 312,800 City Attorney 3.0 2329200 - 232,200 City Council 0.0 118.000 - 118.000 Total 306.1 $28,710,200 $8,023,700 $369733,900 3-3 ��,N�►�ii►�III{IIIA i° �UIII city of Sant. -3 OBISPO COUNCIL AGENDA REPORT ' Excludes debt service, the performing arts center and special programs like Human Relation - . Community Promotion, Cultural Activities, and the BIA. The Public Works Department itself has more than a full plate of internal and external issues it must address within the next two-year period. The new Director and I meet on a weekly basis and discuss issues of mutual concern about the department. As is testified to by his listing of objectives, there are many issues within the community and within the department that need to be worked on and resolved. Virtually every time we get together we add to the list of "things which must be attended t0". While the new director is ambitious, motivated, hard-charging and hard-working, he will be the first to admit that the job, as he now perceives it, is larger than the job he thought he was accepting. Despite being very efficient in his work practices, he works 50-hour-plus work weeks. He and I believe he has more-than-a-full-palette, with his current responsibilities and issues he has been assigned to address. Re-creation of a combined Public Works-Utilities Department would place too much responsibility, work demands and stress on one Department Head, and would result in a dilution of attention that both departments sorely need. The "re-constituted" Public Works Department has a new Engineering/Transportation Division,which is a combination of the two separate functions (divisions) recommended by the Hughes-Heiss consultant. I recently recommended the elimination of the Transportation Division.Manager position, for cost-reduction reasons. If the budget recommendations are adopted, we will be combining the Streets Division and the Parks/Building Division, eliminating one Division Head. While both of these areas represent long-term cost savings to the City, they also create greater responsibility and work demands for the Director, particularly for the next two-year time period when much attention has to be given to both functions. In the case of the Utilities Department, the Acting Director has recommended, and I have approved, the combination of two previous contract positions into one, the Water Projects Coordinator and the Water Reclamation Coordinator into a single Water Projects Coordinator. In Public Works, as a result of both the reorganization and the current budget cutbacks, there are less supervisory personnel in both Engineering and Parks/Building, and less staff assistance in the Streets Division. While these changes are survivable,and reduce City costs, they also put increased pressures on existing personnel and, ultimately, put more oversight responsibility and work on the Department Head. 3-4 city of san L .3 osi spo , COUNCIL AGENDA REPORT With capable, strong Department Heads over these two departments, and even considering the tough times the City is facing, those departments will do well;without them,one or both departments will suffer, to the neglect of critical functions of the City. Like marriage,kids,pets, friends,prized possessions, etc., the things we value need time and attention and affection from those who are responsible for them. True, you can keep adding functions to anyone's job, but there's some point, eventually reached, when the additional assignments become dysfunctional or counter-productive. In San Luis Obispo we pride ourselves on deserving and maintaining a certain quality of life. A desired quality of life in the City is partially created by the services the City provides. Quality of life within the departments which provide these services is largely dependent on the quality of management and supervision, the development of positive relationships, and attention to the cares and concerns of the people serving the department. My conclusion, based on five years of attention and support for this department, is that our citizens, and the City itself will be better off by continuing what we earlier created, rather than to return to a form of organization which earlier created the need for corrective change. I, the Director of Public Works and the Acting Utilities Director concur in this recommendation and will be available to answer your further questions. JD:mc h/utility i May 21, 1993' MEMORANDUM TO: John Dunn, City.Administrative Officer FROM: Mike McCluskey, Public Works Director �. SUBJECT: Analysis - Utilities Director Position INTRODUCTION I have given extensive thought to your request regarding the disposition of the Utilities Director position. I have analyzed the possibilities from both a purely technical perspective and a personal perspective. With each, I took into account the culture of the organization and of the community of San Luis Obispo. These two areas are addressed separately and each has its own conclusions. TECHNICAL ANALYSIS Arguments in Favor of Reorganization 1. Budgetary savings. Obviously the single item driving this entire study is budgetary savings. Depending upon the criteria established, the dollar savings to the general fund could range from between 33% and 50% of the existing salary plus benefits package of the Director of Public Works position. 2. Single spokesperson. The Director over a combined department obviously would have direct access to and knowledge of all main.functions, policies and directions of the entire department. Thus, in meeting with developers, Council, and citizen groups, this single spokesperson could effectively communicate the needs, concerns, and current programs of the City from a Public Works perspective. While the traditional Public Works perspective, includes utilities such as sewer and water facilities, this organizational pattern is not necessarily the most common in this day and age of greater community concerns about utility service and increasing. professional specialization. However if the community need is for a single spokesperson, then the reorganization wouldyield this benefit. 3-(0 3. Employee identification. With a reorganization there would be less fracturing of employee identification. That means fewer employees identifying themselves as �. Utilities Department employees, and more employees identifying themselves as Public Works Department employees. This could result in less of the "we/them" mentality and a greater sense of unity and purpose in serving the overall City. Arguments Against Reorganization 1. Single spokesperson. By combining the two departments, a single spokesperson/department head is created. As such, it is demanded that that person be knowledgeable of every aspect of a very large department. From the old saying, "knowledge is power" comes the fear that the single person with so much knowledge has too much power. Often due to that knowledge, that central figure can become the target for jealousies and animosities from community leaders, council persons, and/or department heads. Additionally, should that person leave the organization, a tremendous vacuum is created. In the interim, until the position is re-filled, the City can have a real problem. The amount of time that it takes for the new person to come fully up to speed on all of the issues can also cause the City to have a continuing difficult period. Just because salary savings have been achieved does not mean that other financial savings have likewise been achieved. The single department head must still attend various conferences and receive training related to the individual aspects within the department. While savings could occur due to overall management training, seminars relating directly to sewer and/or water issues must still be attended. Thus, the time available for the public and department employees is decreased due to the fact that the single spokesperson will be attending conferences and training for nearly the same amount of time as for the two previous positions. 2. Loss of management control. The larger a department becomes, the more direct management control is exercised by mid-managers, and less management control is available to the senior manager. Thus, as the City Administrative Officer would assign a project to a department head for resolution,likewise a combined department head would have a greater tendency to assign a problem to a division manager for resolution. The department head of a combined department would have reduced time to review the recommendation of a division head. This could work well if the culture of the community is such that management of the work force is known to be delegated to mid-managers, and department heads are known to be administrators and personnel managers and implementors of Council policies. However, the organizational culture of San Luis Obispo is such that each department head is expected to be highly knowledgeable, have detailed technical knowledge, and be on top of every issue. Thus, the reorganization would' not adhere to existing community culture. The existing Director of Public Works was hired to spend time and put emphasis on transportation and internal departmental improvements. Due to the fact that the 3-� l I Transportation Manager was not hired, as a result of budgetary constraints, the Director of Public Works is currently assuming 50% of those transportation duties stemming from the Hughes, Heiss report. The City Engineer is assuming the remaining 50%. In a City where attention to detail is of critical importance, the reorganization to combine the departments would not allow this level of detail to transportation related issues. Attention to traffic and transportation related issues would decrease. Items currently receiving the Director of Public Works individual attention,which would be eliminated, are: neighborhood traffic and crosswalk/school crossing issues, bicycle transportation issues, etc.. These issues would simply not be handled, or if handled, would be placed in extremely long (and possibly unacceptable) time frames for conclusion. The combined department head would be reviewing major sewer and water issues and be unable to spend as much time on other Public Works issues as desired by employees, citizens and others. 3. Employee identification. A combination of the two departments would result in less "team" identification. Currently, the "Utilities Team" is a highly motivated group of individuals. .Likewise, the 'Public Works Team" has a similar identification. It is my understanding that when the Utilities Department was formed, an explicit team building effort was instituted to create the atmosphere which has led to the positive results occurring in the Utilities Department. The combination of the two departments would result in the elimination of the "Utilities Team". Significant effort would need to be put forward'to try to achieve the same level of team atmosphere after a reorganization took place. Sufficient funding,via the budget, would therefore . need to be provided to overcome this hurdle, though there is no guarantee that this hurdle could be overcome. This is not to say that team building cannot be achieved in a large organization. Obviously, such large organizations as Three M Corporation or Apple Computers have shown that.teams can be built in large organizations. On the other hand, it has also been shown that large organizations such as IBM and General Motors can have great difficulty achieving this. If this reorganization is to take place, there must be a firm commitment to work at achieving a team organization. ANALYTICAL CONCLUSION From a purely analytical view, the reorganization makes no sense. The culture of the community is one that requires attention to detail; the reorganization would go the opposite direction, creating a management generalist rather than a professional specialist. Overcoming obstacles and employee morale would be a hurdle with no guarantee of success. The dollar savings would be minimal in comparison to the emotional as well as financial cost of making the transition. A single spokesperson is an advantage in a community that has a clear and more cohesive vision of its future. The culture of this community is one that is torn between development and non-development, between growth and preserving things as they are. In such an atmosphere, attention to detail becomes even more necessary. Because of this environment the needs of the community probably outweigh the needs of the budget, and therefore the reorganization would not be the best arrangement for the City. 3-8 PERSONAL ANALYSIS J Introduction I find it strange asa professional civil engineer to be asked to review whether the two departments should be combined, and requiring myself to actually look at the possibility of not doing the reorganization. Almost anyone's first and initial thought is "sure, why not". However I have given this much thought as to what is best for the City as well as to what is best for me, and how I could best use my resources to best serve the City. What follows is a background and projection of those thoughts. History A. Scope of responsibilities In my tenure in Tracy, I began as a Public Works Director without any Utilities functions within the department. There was a separate Utilities Department, with a separate department head. Additionally, functions such as transit, airport operations, solid waste disposal,and right-of-way acquisition and condemnation were areas administered by the City Manager's Office. As time progressed all the listed City Manager functions, one by one, were delegated to the Public Works Department and I assumed those duties. During this same time frame,the responsibilities for park maintenance were transferred from the Public Works Department to the Recreation Department, and that department became the Parks and Recreation Department. After 2 1/2 years, the Utilities Department was merged into the Public Works Department and the Utilities Director was demoted to Utilities Division Manager. Thus, I assumed responsibility for the management of day-to-day operations of all water and wastewater activities. Previously the Public Works Director position had been in charge of long range planning for both sewer and water facilities, and the Utilities Department was strictly an operational department. B. Vision The City of Tracy underwent an extensive series of citizen meetings to determine the role of the City, and the future goals of the City. The outcome of those meetings was to proceed with major residential, commercial, and industrial growth to keep the City financially viable and thus maintain the lifestyle of the small community. The town of 27,000 proceeded to grow to a town of 41,000 people by the time I left, within a short timeframe of 8 years. At the peak of the growth, in 1989, the City issued 1,400 building permits. There was a clear vision from the Council, and from the City Manager,,as to what was expected of each department head and where the City was going. The staff was extremely small, but was allowed to grow as revenues from the growth occurred. I became the single spokesperson for the infrastructure related requirements within the City of Tracy, the Community Development Director became the single spokesperson for processing of — 3 q . projects, and the City Manager became the single spokesperson for community acceptance of proposed projects. The three of us became the chief "gurus" of the City and virtually whatever we thought should be done, was done. It.was a great feeling of power and responsibility. However, the responsibility took its toll. I literally worked so hard that I ran myself into the ground. I was forced to know everything about all items;I was forced to be knowledgeable about all issues; I was forced to manage 50 employees who were extremely unhappy about a forced merger; and finally, I was forced to deal with a former department head who was extremely angry. I finally chose not to take this type of pressure anymore, and decided to look for other employment. C. Community attitude The local paper, The Tracy Press, had an anti-City staff attitude. This was fostered by the chief editor and continually articles were written regarding the inadequacies of staff. Due to this constant negative atmosphere, it was not pleasurable for any employee to live in the City of Tracy. Very few of the resident employees would admit to their neighbors they worked for the City. Consequently I, like many others, spent the entire time working for the City in a commute mode, being away from my family. A high priority for me came to be to relocate to a city where I could work, live with my family and enjoy the community. San Luis Obispo - Culture San Luis Obispo has a very different and less of an agreed-to-vision. The community seems tom among various philosophies. Staff is routinely questioned for their beliefs as well as r technical expertise at City Council meetings. As mentioned previously, in this type of atmosphere a manager with hands-on control and detailed knowledge is required. My management philosophy requires a manager shield his employees from the crises nature of the atmosphere and allow them to perform their duties in the most rational, sustainable. environment possible. This means that. the manager actually attends to the day-to-day operation and problem resolution. This is my philosophy and I have put it into place, thus far in the Public Works Department. Due to the additional workload, I would not be able to do this as a director over a combined department. In most cities,utility functions such as sewer and water operations receive little or no notice from the City Council. Because in this community water (and sewer plant capacity) is seen as growth inducing, and because the community is so split on these, sewer and water issues become highly political issues. In most communities where this does not occur, a reorganization of this type would not be a problem. This City has excellent mid-managers running both the sewer and water divisions and, as such, a reorganization could take place very easily with no apparent down sides. However given the volatile nature of the issues involved, the new Public Works Director over a combined department would be thrust into several critical and controversial areas which, over time, could limit his operational, administrative, policy analysis and Council meeting effectiveness. As stated above, I wanted to leave where I was working because I wanted to live in and become part of a community. I would feel less capable of doing that in this community, if 3-l0 I am a department head over a combined department. I do not want my family to become stigmatized, mocked or discriminated against (as occurred in Tracy) because I happen to be pursuing certain Council directives. I do not want to feel so harassed over these issues that once again I will find it desirable to leave and find a job in Fresno or some other city. Having already been reminded by one Council member that my position was only filled on a 3-2 vote, I have no wish to take on additional hassles and receive additional reminders. I-am not an empire builder. It seems ironic that wherever I go, empire building seems to follow me; but I assure you, it is not a matter of my making. I was not interviewed.to be a combined department head, the position was not advertised as such and I did not come expecting to take on those responsibilities. Although I am very familiar with all of the general issues facing the Utilities Department, I do not necessarily wish to be in charge of that department. My nature is one of a "team"player. I stand prepared to support and help the Community Development Director, the Recreation Director, the future Utilities Director, etc. in whatever way I am able. I do not wish for anything more than what I interviewed for. I also feel that I have a more-than-full-time job being the City's Public Works Director, attempting to effectively deal with the issues both in the department and the community. Personal Conclusion For the above reasons, I do not support the reorganization. I wish to become an active, positive participant in this community and, as such, given the culture of the community, I see reduced opportunity for that happening with the reorganization. I wish to have my family be accepted into the community and not harassed for being related to "that Public Works Director that only wants water for growth". I would like to go home each evening with a sense of accomplishment and not of frustration. Perhaps when the community gets beyond certain of its current issues, and virtually every issue is. not controversial, a reorganization of this magnitude would make sense should the opportunity arise again. But for now individual attention to very detailed issues, combined with a need to develop departmental support and trust, requires that re-configuration not proceed. Individual departmental managers, available to put in the kind of time and effort required to provide the Council and community with full responses to the key issues, serve the best interest of the City of San Luis Obispo. reorg/mml I { April 13, 1993 APR 1 j 1993 MEMORANDUM , To: John Dunn, City Administrative Officer From: John E. Moss, Acting Utilities Director.;' Subject: Analysis of Public Works/Utilities Departments Reconfiguration Per your request, the following analysis of the feasibility of combining the Public Works and Utilities departments has been prepared for your use and consideration. As you know, I have given this issue a lot of thought and consideration over the last 7 months. The final decision made regarding this issue will undoubtedly have significant long-term impacts on the City as well as the Public Works/Utilities organizations. In this analysis, I have tried to remain as objective as possible. I feel it is fair to say that I have no personal agenda regarding this issue and thus my analysis is being based solely on my opinion of the organizational needs of the City. I have been employed by the City for nearly 12 years and have experienced both scenarios being evaluated here. I have seen the rapid growth of both department's functions and responsibilities, administrative requirements, regulatory requirements, and personnel. Based on my experience with the City, knowledge of organizational development, and the fact that I have experienced employment with the City under both scenarios and at all levels of the organization, I feel uniquely qualified to provide this analysis. I thank you for. the opportunity to provide my insights. In this analysis, I will provide an evaluation of potential impacts of combining the two departments by looking at the key components of our operations. These include fiscal, operational, personnel, organizational, technical, regulatory and political considerations. Fiscal Considerations Likely the most compelling reason for consideration of re-combining the two departments, the potential savings of a department head's salary and benefits can be very attractive. Additionally, the salary of the Public Works Director could then be split between Utilities (enterprise) and general funds. Other than these savings, I see few other fiscal opportunities. I think it is more than apparent that the workload of both departments is such that reduction of additional personnel will have serious consequences on our abilities to provide necessary services and continue with key major city goals and objectives. Reduction of equipment resources would not be possible as the critical field functions which require the equipment would not change and many equipment resources are already shared between the departments. Enterprise funds currently pay for all of their related expenses including overhead to the general fund. Combining the two departments would not allow for general fund/public works activities to be funded from the enterprise funds. 3/� i Page 2 1 Operational Considerations Both Public Works and Utilities have the largest and most significant operations in terms of services provided to all citizens of the community. Key operations of the Public Works Department include streets maintenance, parks and buildings maintenance, tree maintenance, signal maintenance and operation, transportation and transit services, engineering, administration, storm drainage and parking.. Key operations of the Utilities Department include water supply and transmission, water treatment, water distribution, water conservation, customer service, wastewater pretreatment, wastewater collection, wastewater treatment and reclamation, and administration. The operational complexities of both departments and the immediate impact of reduced services on all citizens of the community emphasizes the need for focused leadership. Given the number of divisions or operations as stated above, I think it is clear that some degree of specialization is beneficial in continuing to provide a high degree of service to the community. The continuity in operations, which may be a perceived benefit of operating under a single director, could easily be achieved through effective communications between department heads and has never been perceived as a problem with separate departments. On the other hand, the .loss of focused direction from a department head who is spread to thin could certainly have a negative impact on the operations and provision of essential services. Personnel Considerations 1 For a department to provide optimal effectiveness the department head must be both visible and available to staff at all levels. The director as a figure head only, does little to inspire and lead the employees of the department in the completion of departmental goals and provision of services. The most frequent complaint heard from staff regarding the director is the lack of contact staff has with the director. Staff feels a. need to communicate their needs and ideas directly to the department head. Additionally, the department head provides the critical link between city management/council and the line staff. To design a department with more than 130 employees and 17 sections, little opportunity would exist for direct contact between employees and the department head. As employees lose contact with their director the operations lose focus and departmental loyalty may be lost. It has been my observation that departmental loyalty is strengthened by a strong, communicative department head and is as much a function of the person as it is the department. To deprive the employees of contact with their department head by creating an organization so large and cumbersome, really cheats the employee in their opportunity to understand and communicate the needs and goals of the department. As the direct communication decreases you will see rumors and distrust of the city organization take hold and the subsequent increase in personnel problems and loss of productivity as the end result. Organizational Considerations Organizational identity is perhaps one of the most important factors in developing a strong and effective organization. Basing the organization on logical functional lines provides the basis for 3-13 Page 3 this identity. The development of the Utilities Department over the last several years is an outstanding example of how organizational identity really works! The relationship between operating sections of the department provides the basis of understanding and appreciation for the work of others which is necessary to build a strong and cohesive team. The pride our personnel have taken in being members of the City of San Luis Obispo Utilities Department is demonstrated daily in our provision of services to the community. At the beginning of our organizational development program, Dr. Robert Simmons identified departmental identity and loyalty as the most consistent characteristic of the department personnel. This is largely attributed to the functional lines upon which the department is based. Basing the department on traditional lines of all service related functions falling under "Public Works" leaves the organization with a structure fragmented by competing interests, departmental goals so generic they lose focus and purpose, and little functional basis upon which to form the departmental team. Organizational strength and a sense of team comes from a commonality of goals and functioning as a goal oriented organization. Our employees, who are function/action oriented individuals, need common goals which are real, not esoteric. This means focused common goals and operations. Technical Considerations The technical aspects of all services provided by the City have changed considerably over the past decade. It is now more important than ever that the director have a strong technical knowledge of the programs of the department. While it may not be critical for the director to utilize this knowledge in the day-to-day operations, decisions regarding technical issues which could have fiscal consequences of millions of dollars are required. The department head needs to have a sound understanding of all of the technical issues of the department in order to make the best and most appropriate recommendation to Council. As technology advances, its role in the decision making process increases. More and more, departments are required to seek. specialized consulting services for technical assistance. In order to guide and evaluate these consultants it is essential that the department head be technically competent. It would be an extraordinary individual to provide the required level of technical knowledge to run both Public Works and Utilities. Regulatory Considerations Perhaps changing even more rapidly than the technical aspects of public works and utilities is the regulatory environment surrounding them. The regulations have increased so significantly over the past ten years that now much of the.focus of the day-to-day work environment is aimed at regulatory compliance. It is extremely critical that the director be attuned to the current and potential future regulations affecting the organization. Department heads must be involved.and respond to regulations as they are formed in the legislative process. This involvement will insure that regulations are not promulgated without input from the City. The impacts of changing regulations is perhaps most evident at the water treatment and water reclamation I j Page 4 facilities where there is currently $35 million worth of capital improvements underway aimed at meeting new requirements. Even with these improvements, there are new regulations which may impact our ability to remain in compliance. The department head is the key person to respond to these regulations at the legislative level, and as the City's representative, with the various regulatory boards and commissions. Again, focus is the key to the department head's ability to perform this critical function. If spread over to large a span of programs and issues, the department head's effectiveness will be inhibited. Political Considerations More and more the provision of the day-today services provided by Public Works and Utilities are becoming entwined in local politics. The environmental sensitivity and awareness of San Luis Obispo has made provision of basic services such as water, sewer, recreation, and parking key political issues for the community. Department heads must be sensitive to the community in directing the provision of these services in order not to conflict with the community goals or character. Political considerations must be carefully balanced with the physical needs of the community to maintain a harmonious relationship between staff and the community. Provision of this continuity between politics and services, I feel again, is enhanced by focused leadership. The directing of any City department is no longer merely the mechanics of providing services and regulatory compliance, but includes a greater requirement for sensitivity to the community wants, as well as needs. Summary In summary, I feel it is apparent that the operation of the Public Works and Utilities requires them to remain as separate departments. With the possible exception of fiscal, the various considerations listed above all point very clearly to separate departments providing better service to the community. With perhaps the most significant major City goal, securing additional water supplies, Utilities operations will continue to have a significant impact on the future of our City. To make a decision to combine the Public Works and Utilities departments on the merits of relatively small fiscal savings alone, may result in significantly increased future costs as departmental and City priorities are not adequately addressed. I think that the growth and development of the Utilities and Public Works departments over the past several years further demonstrates the merits of retaining these departments as separate entities. The reorganization which created separate departments several years ago, did so out of early recognition of the organizational needs of the City, and should not be so easily discarded because of the opportunity presented by the current Utilities Director vacancy. ��/S .PUBLIC WORKS DIRECTOR Goals and Objectives 5/1/93 to 4/30/94 Mission - The. City of San Luis Obispo takes action to enhance the quality of life for the community as a whole. Goal - Enhance air quality and traffic circulation. Objective - 1. Achieve adoption of Bicycle Transportation Plan. 2 . Achieve adoption of Circulation Element to General Plan. Goal - Eliminate visual clutter which blights neighborhoods.. Objective - Propose an undergrounding of utilities ordinance. Goal - Educate citizens on how to attain various "quality" of life desires. Objective - Implement the Bicycle/Alternative Transportation Education Activities. Mission - The City of. San Luis Obispo encourages community involvement/participation in attaining the goals of the City. Goal - Encourage volunteer action groups to maintain service levels during times of personnel/ service reductions. Objective - Initiate volunteer programs for maintenance of parks and/or landscape areas. C Mission Page Two Mission - The City of San Luis Obispo provides all citizens living and/or doing business in the City with accurate and timely information on issues which affect them. Goal - Assure accurate "development" information. Objective - 1. Develop an infrastructure financing options packet to help eliminate the image of San Luis Obispo as a negative place to develop. 2 . Review and recommend changes to review/plan-check/approval process for private development. Goal - Maintain good communication with the BIA. Objective - Revise the ordinance to reschedule the parking meter rate increase. Mission Page Three. Mission - The City of San Luis Obispo provides skills development and organizational direction for employees in order to improve the delivery of municipal services. Goal - Adjust to the "new realities" of a reduced budget. Objective - 1. Reorganize. Streets, Parks, and Engineering/Transportation to compensate for loss of management personnel. 2. Connect the Corporation Yard to the WAN system, and implement cross training of administration staff. 3 . New Public Works Director to become well versed in City Charter and Municipal Code. 4. Establish CIP project production criteria to assure accountability and productivity. C5. Report to CAO by 12/31/93 on affects/results of budgetary downsizing, departmental reorganization and qualitative changes caused by presence of new director. Goal - Develop and maintain close and friendly cooperation with other departments. Objective - 1. Promote "vendor-client" relationship with other departments in managing their CIP projects. 2 . Input 100% of water line locations to City's CADD base .maps for Utilities Department. Goal - Enhance management and communication skills of Engineering/Traffic and Maintenance Division managers. Objective - 1. Mentor individuals by recognizing strengths and weaknesses; set regular meeting agendas, objectives and feedback criteria. 3-18 Mission Page Four Mission - The City of San Luis Obispo works to develop sources of funding which will result in fiscal independence and a sound financial management program. Goal - Identify, analyze and implement new sources of funding to compensate for losses of general fund revenue. Objective - 1. Analyze the feasibility of purchasing P.G. &E: street light and distribution systems. 2. Propose a City-wide lighting and landscaping district for purchasing open space and recreation area, (e.g. Class I bikeways) . Goal - Review program revenue budgets to maintain .a sound fiscal basis. Objective - Revise the ordinance for delayed parking meter rate increase. r Mission �. Page Five Mission - The City of San Luis Obispo ensures the delivery of service with value for cost. Goal - Eliminate overhead required to. achieve results. Objective - 1. Develop quality team groupings for fast response to citizen needs, (e..g. traffic response unit of traffic engineering and striping crew. 2. Eliminate City Council approval of progress payments and establish Contract Change Order policy. 3. Adopt an ordinance which reinterprets prevailing wage rates. Goal - Become more efficient in various programs. Objective - 1. Enhance project construction management for better accountability and methodology. 2. Review and recommend changes to the review/plan-check/approval process for private development. 3. Institute sidewalk grinding to reduce "trip and fall" accidents and reduce labor cost. 5-a 0 Mission Page Six Mission - The City of San Luis Obispo is committed to planning and managing for levels of service consistent with the needs of its citizens. Goal - Maintain the levels of service envisioned by the Circulation Element. Objective - 1. Negotiate purchase of the Munsch (Orcutt Road) properties. 2 . Complete Phase I of the Transit Transfer Center Study. 3 . Identify five priority program elements of the Circulation Element and implement them. 4. Evaluate the trolley system for possible enhancement. Goal - Maintain and implement the Flood Management Policy. Objective - 1. Negotiate purchase of the Mathews property. - 2 . Update and receive approval of Flood Management Policy (manual) . 3 . Create an annual storm drain inlet replacement project. Goal - Maintain and implement the Bicycle Transportation Plan. Objective - 1. Implement 50% of Class II bikeways within the City limits. 2 . Purchase Phase I of SPRR Bike Path - Orcutt Road to Sinsheimer Park. mwsonhnml " �. 3 March 30, 1993 To: John Dunn, City Administrative Officer From: John E. Moss, Acting Utilities Director Subject: 1993-94 Utilities Departmental Objectives Listed below are recommended departmental objectives for 1993-94 for. the Utilities Department. In development of these objectives I have reviewed first, the Major City Goals for the Utilities Department as established by Council in February, the departmental goals from 1992-93 , and our draft departmental work plan. Please review these goals and provide any comments and or direction you. feel appropriate. Maior. City Goals: Develop Long Range water supplies: Salinas Reservoir 1. Complete ownership transfer agreement with County and ACOE. for Salinas Reservoir. 2 . Complete EIR process for Salinas Reservoir Expansion. 3. Award contract for Salinas expansion project design. Nacimiento 1. Continue to monitor and participate in the development of the Nacimiento pipeline project with the County and other participating agencies. Reclamation 1. Complete and certify final EIR for the Reclamation program. 2. Resolve legal and public trust issues regarding required stream release with State. Division of Water Rights. Obtain approved application for "change in place of use of treated wastewater" from state. 3. Award contract for reclamation system design. 4. Complete water reclamation engineering report as required by the state. 3-aa Utilities Department 1993-94 Goals and Objectives Page 2 Salinas to Whale Rock Pipeline 1. Complete in-house preliminary evaluation of Salinas to Whale Rock pipeline feasibility. Present report and recommendation to Council. 2. If deemed feasible, a. ) award contract for further study and possibly design of project, and b. ) begin negotiation and agreement development with affected agencies. Solid Waste AB 939 Implementation: 1. Participate in and facilitate the development of a solid waste JPA for implementation of AB 939 programs. 2. Adopt Source Reduction . and Recycling Elements and Household Hazardous Elements for the City and begin implementation of programs identified in .the elements. 3. Work with Public Works in review and modification of garbage franchise agreement to insure funding of AB 939 - required activities through tipping fees and required franchise support of AB 939 activities. Administrative, Personnel and organizational Goals: 1. Work with Public Works Director on analysis of feasibility of combining Public Works and Utilities Departments. 2. Evaluate and make appropriate staffing/organizational recommendations for programs utilizing contract personnel as contracts expire. Includes Water Reclamation, Solid Waste, Water Projects, Water Conservation. 3. Develop a program and organizational structure for cooperative staffing of solid waste and water conservation programs. 4 . Provide appropriate supervisory training for lead operators at water reclamation facility. 5. Continue with quarterly organizational development meetings with entire Utilities staff. 3-�3 Utilities Department 1993-94 Goals and Objectives Page 3 Program/Proiect Goals: Water 1. Monitor and administer Water Treatment Plant Improvements Project. 2. Provide recommendation for treatment and operation of Auto Park Well in order to maintain reliable groundwater production at 500 + acre feet per year. If approved, complete design and installation of necessary treatment equipment and relocation of filtration tanks. 3. Complete watershed sanitary surveys of Salinas and Whale Rock Reservoirs. 4. Work with Public Works and insure completion of approved water and sewer CIP for 93-94 FY. 5. Complete and adopt comprehensive Water Management Plan. 6. Complete Whale Rock Pump Station project. 7. Evaluate the feasibility of expansion of Whale Rock fish hatchery operation through the use of grant funding and volunteer/student assistance. Expanded hatchery and stocking operations may be used.as possible environmental mitigation for other projects e.g. Salinas Reservoir expansion, water reclamation etc. Wastewater 1. Complete construction of Water Reclamation Facility Improvements Units 3 & 4. Start-up, troubleshoot and develop new process operations and achieve full compliance with regulations. 2. Continue technical development and training of WRF staff. 3. Work with biosolids contractor and secure local long term biosolids disposal site and all required state and federal permits. 4. Develop a lateral rehabilitation program for I/I reduction and present to Council. 5. Develop an I/I mainline rehabilitation program for sub- basin B. 3-a� Utilities Department 1993-94 Goals and Objectives /- Page 4 � 6. Begin I/I investigation in sub-basin D. 7. Incorporate the Fire Department hazardous waste inspections into Pretreatment Program inspections. Provide necessary updates/information to fire. 8. Develop and implement Best Management Program for class l automotive service industrial users. 9. Continue development and implementation of a non-point source reduction storm water pollution prevention plan for the water reclamation facility and bus maintenance facility. 10. Complete APCD toxic emissions inventory and identify any needed treatment etc. to maintain compliance with APCD requirements for WRF. MEMORANDUM: March 23, 1993 To: John Dunn, City Administrative Officer From:. John E. Moss, Acting Utilities Director SUBJECT: EVALUATION OF 1992-93 PERFORMANCE GOALS The following is my evaluation and brief statement of status for the goals of the Utilities Director for 1992-93 . I have been in an acting status since October 1992 and have assumed these goals as mine and as departmental priorities. WATER 1. Implement Salinas Reservoir Expansion Project - EIR is currently being prepared by Woodward-Clyde consultants, expected certification by Council Dec. 93 . - Project Design estimated to begin Spring 1994 . - Bid construction spring 1995. . Completion of this goal was delayed by the requirement of the Army Corps (ALOE) for the reservoir to be under local ownership prior to expansion. 2. Salinas Reservoir Ownership - Council approved staff recommendation to facilitate County ownership of the reservoir in order to expedite progress on expansion project. Staff is currently negotiating an ownership/operating agreement with the County so that ownership transfer can proceed. 3. State Water Project - Decided by vote not to proceed. 4. Water Conservation - Program has not been in mandatory conservation mode since March 1992 . Program continues to emphasize marketing approach. Current emphasis and goal of program is to pursue permanent long term conservation through retrofit activities. Program has been extremely successful and continues to � achieve outstanding conservation in the 35% range. 3-v?& 1992-93 Performance Goals Evaluation Page 2 i Program recommendations for the 93-95 fiscal years are currently being developed and will be presented as part of the 1993-95 budget process. 5. Nacimiento Reservoir - Staff continues to monitor and participate in the development of the Nacimiento Reservoir project. Most recently Council approved a recommendation to request 6,235 ac.ft. per year and participate in a feasibility study for the project at that level. 6. Groundwater - This goal has been redefined from spreading out the well fields and developing additional groundwater sources, to, developing treatment and pumping necessary to insure reliable delivery of 500 ac.ft. per year from groundwater sources. 500 ac.ft per year was determined to be the safe annual yield from the underlying aquifer. 7. Water Distribution - - Computer based maintenance program has been - installed and is in use. 8. Water Treatment Plant Upgrade - Contract for construction has been awarded. - Need .for additional staffing has been evaluated, no additional staffing is being requested at this time. WASTEWATER 1. Wastewater Treatment Plant Expansion - Progress. on Units 3 & 4 continues on schedule. Staffing is essentially complete. 2. Wastewater Reclamation - Required release to SLO Creek to maintain viable habitat has been studied and has been determined to be 1 cfs. This was determined by a study completed by a consulting fisheries biologist. Final resolution of any protests regarding the required release will be , resolved through the EIR process and subsequent SWRCB hearing. - Draft EIR has been released. Certification by Council is anticipated to occur in July 1993 . - Preliminary design of the reclamation system has been completed for the EIR. Work remaining to be _. ._completed following EIR certification include 3-07 1992-93 Performance Goals Evaluation Page 3 detailed final design and engineering report. 3. Infiltration and Inflow - .Source identification and evaluation continues. I/I rehabilitation programs for both privately owned service laterals and City mainlines are currently being developed. I/I investigation of sub-basin B has been completed. Rehabilitation evaluation is currently being developed as stated above. Completion of these goals has been slowed or delayed somewhat due to the absence of the Utilities Director. ADMINISTRATIVE 1. organizational Development - Quarterly OD meetings have and will continue. Specific evaluation and direction towards OD of certain sections is also ori-going. - Program effectiveness is most evident when comparing those sections which were allowed a high degree of participation with those which were not. 2. Staff Meetings - Bi-weekly staff meetings continue. Most recently, Section supervisors have been requested to provide suggestions for increased participation in departmental development. Meetings have also expanded to include program supervisors rather than just section supervisors. 3. Management and Employee Development - Significant effort is expended at maintaining contact with field operations personnel. I hope to work at least one shift with each section in the field this year. - Supervisory development needs are continually analyzed and recommendations for training have been provided. This will continue for all staff. 4. Customer Service Utilities has adopted many customer service suggestions and has implemented customer service/response programs in several sections. 5. Affirmative Action Policy - Developed Departmental goals and objectives and have substantially complied with those goals. A 3-a8 1992-93 Performance Goals Evaluation Page 4 very positive and successful workshop on "Diversity in the Workplace" was the basis of our last quarterly OD meeting. 6. City Reorganization - Have worked with affected departments in absorbing responsibilities, e.g. assuming hazardous waste ' inspection responsibilities for Fire Department. Have also opted to keep entry level vacancies in the department ' open to allow opportunity for transfer of employees slated for lay-off. - Development of a resources division is still being evaluated. A first step will be recommended in the 1993-95 budget with cooperative use of water conservation temporary personnel in the implementation of a joint water .conservation / solid waste recycling program targeting multi- family residential customers. - 7529 N. First Street #104 Fresno, California 93420 John Dunn l � •-., City Administrative Officer City of San Luis Obispo 990 Palm Street San Luis Obispo , California 93401 Dear John , I really enjoyed being with all of you at the ground breaking for the Water Treatment Plant project . It was great seeing friends again and I especially enjoyed the green hills of the centra ! coast . I want to share with you my feelings regarding recombining the Public Works and Utilities Departments . I fully understand the need for us in government to try to keep our costs to minimin and to run as efficient an operation as possible . I can also understand how attractive and easy it would be to save money b.: not filling the current Utilities Director position . But before ::•ou take the easy way out I would like point our a few concerns from my perspective . 1 . Complexity - Every facet of our work continues to geL mole and more complex and specialized . I think this is especially true with the water , wastewater, and solid waste fields . The history in San Luis Obispo has proven this over and over again . We have been fighting to resolve our water supply problem for years anti are still far from a solution . The wastewater treatment plant will be up and running shortly and now new regulations are coming into place that may significantly change our future operations . Solid waste is the next big push on the horizon and you can be assureci that it will become as complex as anything we are doing in aat .. r and wastewater . _' . Rate of Change - In addition to the complexity in these fields , the rate that things are changing and the uncertainty with where they are headed is increasing . This is really scary when we have to make important , multi-million dollar decisions which will effect the community for a long time . Within the last year a major change has occurred regarding the impact of environmental considerations on water issues' in the State . Even within the last week there has been a significant police- change coming out of Sacramento . We need to be aware of these changes and we absolutely need to take a more active role in trying to shape some of these decisions before they are made . If we sit back and wait to react to decisions out of Washington and Sacramento we will find ourselves in very unpleasant situations . 3-30 John Dunn City of San Luis Obispo r Page 2 3 . Need for Technical knowledge - It is important not to loose site of the need for technical knowledge in order to be ,Lbie to make effective decisions regarding the operations of these technical fields . New technolo,y is increasing at a faster rate and it is important that the Utilities Director keeps abreast o ` these changes in addition to just having effective management skills . Your water and wastewater division managers wi l 1 also hate to be up to speed in these technical areas , but it is ale,o important that you have a separate Director which understands ;incl is able to meld it with the policy and political consideration's of the City . 4 . Enterprise Fund vs . General Fund - The Utilities operation is an enterprise function and therefore generates a ! 1 its. revenue from user fees . It . is also a major contributor to : he general fund for administrative support services . Though this is not a major problem there is a distinct difference between chese two types of funding sources and a different approach to managing the operations . 5 . Organizational Development - The Utilities Department has under gone a major organizational development progran: over the last couple years . I think this has resulted in some posi ; i , _ improvements and an organizational culture that is unique to the City. Recombining this department with Public works and not continuing this program could result in loosing some of the gains that have been achieved . 6 . Burn Out - The Utilities Department has functioned % er_, well under the guidance of John Moss and Gary Henderson . They ar- both very competent and talented individuals and have done a!: excellent job during this interim period . The staff has pro iced them excellent support but now you have lost some highly productive employees and a greater burden will be place on those that remain . If this continues you will find the remaining employees and others reaching a point of burn out . It is easy for us to meet the need in a crisis situation as long as it is temporary . But to function in that manner over the long term is not prudent management . 7 . False Economy - The elimination of the Utilities Director position may save some money in the short term. but it is rea ! ! -,- false economy for the long haul . Without effective management of one of the most important functions in City government . especially during this difficult and changing times . we will be fallin.o behind and not moving ahead trying to improve our services levels and k.eep costs under control . A reduction in services lrvels can only be taken so far . San Luis Obispo has tried to implement cost savings programs and trim the " fat " where ever possible . But the basic requirements that must be met in water , wastewater . an solid 3-3 John Dunn City of San Luis Obispo Page 3 waste are mandated by state and federal re—gulations . There is a limit as to what can be cut . Part of the reason I am in Fresno is that they realized a greater emphasis needed to be placed on the Utilities o;)erations . Therefore , they created a separate Department of Public Utiiitics like San Luis Obispo did four years aoo . I know this decision on whether or not to retain separate departments for utiiities and public works will not be an easy one for San Luis Obispo to make . But I hope these few comments will be of help . Please call i:ie if I can be of any further assistance . Sincerely yours . William T. Hetland C- 3-3a Ips MEETING DATE: 5'f)l � 1Q`1»►11 � CIty OSan hiJ OBISPO — January 31, 1989 COUNCIL AGENDA REPORT ��"Nu FROM: William T. Hetland, Utilities Director SUBJECT: Utilities Department Reorganization CAO RECOMMENDATION: Staff recommends that Council approve, by motion, the proposed department structure and change in some position responsibilities. BACKGROUND In August 1988 the City Council adopted a resolution which established a seperate Utilities Department for the City. It was felt that the creation of a Utilities Department to handle all the water and wastewater functions would better serve the current needs of the City. The Resolution also directed the City Administrative Officer and key staff to submit a formal report on the development of the new department. The attached Utilities Department Reorganization Implementation Plan outlines staffs recommendations on' formation of the new department and provides a schedule of events that need to take place over the next year to finalize the transition. A Philosophy of Operations was developed for the new department which clearly defines the department culture. It relied on the City's Mission Statement as a base to start from. It is on page 2 of the Implementation Plan. Significant effort was given to the organizational structure and staffing requirements. It was important to develop structure that . was streamlined, efficient, provided accountability and did not result in staffing increases. After reviewing a number of alternatives, staff recommends that an organization based on functional lines is most appropriate. This will result in the Utilities Department having two divisions; Water and Wastewater, with all the operating functions being included in each. The proposed organizational chart is on page 4 of the Implementation Plan. Required staffing was the next area addressed and has the most unique recommendation. In order to improve direct line supervision and to increase administrative support to management within the department, it was decided to combine various mid-management/supervisor positions and reallocate their job responsibilities. The primary change is that the supervisors will become "working" supervisors who will. work with their crews and will get their hands dirty. The administrative responsibilities previously handled by the supervisors will be partially assumed by the new division managers. It is estimated that the new. working supervisors will spend 25% of their time on administrative matters and 75% of their time on field supervision. With this change there is no net increase in the number of employees. The department is looking 'at additional staffing needs due to facilities growth and service level increases, but those will be presented to Council as part of the City budget process. The Department will follow the City's standard personnel rules and regulation for recruitment to fill the positions. General staff development needs were identified to enhance staff skills and job knowledge. More individualized training will be developed as positions are filled and employee needs are determined. city of san t. osispo AHimus COUNCIL AGENDA REPORT Page 2 It is necessary to modify a number of City systems to account for the new department and staff changes. The systems involved include: City codes; financial systems including budgets and accounts; policies and procedures; and miscellaneous informational systems. These changes will occur over the next year. Finally, an Implementation Plan was developed which outlines the steps that the department will undertake over the next year to finalize the transition. i Concurrance: The implementation Plan was reviewed by the Personnel Department and the City Administrative Officer staff and each concurs with the recommendations and proposed implementation plan. The proposed plan was also reviewed with the Employees' Associations. Most of the issues were addressed but some concern still exists regarding the restructuring of the mid-management/supervisor positions and the resulting elimination of three positions. This is discussed in more detail on page 6 of the Implementation. Plan. Fiscal Impact: r Their will be no significant fiscal impact on the City due to this reorganization. A slight increase in salary costs may occur depending on final employee selections and appointments. Recommendations: Staff recommendations that Council approve by motion the proposed structure of the New Utilities Department and the revised position responsibilities. attachments Utilities Department Reorganization Implementation Plan Staff Report from 8/2/88 Council meeting - Reorganization of Utilities Division 3�� City of San Luis Obispo Utilities Department Reorganization Implementation Plan January 1989 "Even if you are on the right track you will get run over if you just sit there." Will Rogers r 1 City of San Luis Obispo Utilities Department Reorganization Implementation Plan I. Summary and Council Action The new Utilities Department is proposed to be structured along functional lines with `Water and Wastewater Divisions. In order to improve communications and accountability, the upper management staff will be restructured by combining positions and revising job responsibilities. This will result in two division managers, one being responsible for the Water Division and one for the Wastewater Division. The mid-management/supervisory positions have been restructured into working supervisors placing the supervision closer to the operating staff and shifting some administrative responsibility to the new manager positions. Though there is a significant change in job responsibilities for some positions, there is no net change. in the number of budgeted positions due to this reorganization. Additional analysis is being performed with the line functions to determine additional staffing needs, simply as a result of the Department's growth and increase in responsibility due primarily to regulatory requirements. Significant efforts need to be made in identifying and meeting the staff development needs of the employees. Close communications with the employee's organization is necessary in order to obtain their input and address their concerns. Changes to update the codes, policies and financial systems will occurby staff over the next year with no difficulties anticipated. The City Council has already addressed the major policy question by adopting a resolution approving the creation of a new Utilities Department. At this time, staff is recommending that Council, by motion, approve the structure of the new Department and staffing recommendations. H. Introduction In August 1988 City Council authorized the formation of the new Utilities Department. This transferred all water and wastewater functions and personnel to the Utilities Department. Through the creation of a separate department it was felt that the needs of the City would be better served. The creation of a separate Utilities Department had been considered since the early 1980's as a means of improving efficiency and effectiveness in accomplishing the City's water and wastewater goals and ojectives. An evaluation of forming a new department was listed as a budget objective in the City's 1987-89 Financial Plan. Key Utilities staff have developed a philosophy of operations and identifed an effective organizational structure, personnel requirements, systems changes and change program stratagies. These items have been summarized in this implementation plan for City Administrative Officer and City Council review. Implementation Plan Page 2 M. Philosophy of Operations The City's Mission Statement (San Luis Obispo Style) stresses service, quality and foresight. We ought to develop a clear statement of what the new Utilities Department values in its operations, consistent with the City's policy, in essence, define the Utilities Department culture. Therefore one of our first tasks was to develop a Philosophy of Operations. A draft was written by the department's management staff and then meetings were held with staff to review and solicit comments. Those comments were included which resulted in the the final statement-. Changes in an organization's culture are very difficult to implement. Fortunately, the beliefs outlined in the philosophy of operations seem to be shared by the staff. They simply have not been articulated nor written down before. Those few areas that may be a change will be gradually included in the operations over time. UTILITIES DEPARTMENT PHILOSOPHY OF OPERATIONS The Utilities Department strives to provide superior water and wastewater services to the citizens of the City of San Luis Obispo at a fair price. We are committed to excellence in all we do. Service to the public and professionalism provide the foundation for the department's operations. The Department serves the public by: • listening to our customers • responding to the concerns of the people • treating customers as if they have another source of our service • encouraging innovation and creativity • developing efficiency and effectiveness in all areas • keeping the operations simple • committing to continued employee development Department employees strive to maintain a high level of professionalism by: • displaying honesty, loyalty, and integrity in all activities • taking personal responsibility for our actions and our department's performance • providing a day's work for a day's pay • demonstrating individual accountability for department operations • utilizing and developing the skills of our people • exercising common sense and thought in our daily activities • establishing a climate of openness, mutual respect and teamwork • facilitating communications • exercising sound judgement in all our activities • recognizing contribution and excellence ------------------------------------------------------------------------------------------ 3 r Implementation Plan Page 3 IV. Departmental Structure As organizations grow, develop and mature, periodic review is needed to insure that the organization is operating in the most efficient and effective manner. An evaluation of the Utilities Department was undertaken to determine if the department was productive, responsive, communicative and finally, if the considerable size of the present structure affected the department in a negative manner. The organizational chart for the old Utilities Division under Public Works is shown below. �w----------------------------------------------------------------------------------- UTILITIES DIVISION oabae Wena OlrMar' uu0tke M,e,p.r' Wath cenaerveian CaarSnator MSRiea Enpimeer• Senedry . Water rredmenl plain weer Dkoft lien Waeevrater Treatmem peel Weeeraer Caleafon Syat�et Weer Supply SupaMSW(tl=1' �rvi,p� Srrperv.aor• Suprrid Supervear(f2)• chw wetw Nan opwert - Cres LIWer• F.SOperant a Gid WW M Opener txmty W~ War Lapereary Teaeiaw Meary EpuipmwLL Operator Opwetor 1 1..,2 at wase tapeaor Upky Wokr Weer Treatment Plant Op.a Utility W~ Opereer I wwrp Laemetov Teas Ulu'Worturr' Water TrWperS plan Op.a umly W~ WVAr opeeatar 1 Utmy Warks. Water Treatment plant Op.a UtWly Warmr W W M odd t Water Tralaem.plant Op.0 1»b worker WwSp operaer I Weer Trammel plain O0.m Cuearmr Service Rep. W WTP Operate,1 cuatarner Service Rep. Ur#M operas 1 Cuftainer Service Rep. "Men""Worker 1 em key ruanaganievot and fup o I=,penanml' ----------------------------------------- With a reorganization effort of this size and complexity, staff started from the ground and worked up. The first step was to establish a committee of key Utility Department personnel, who working closely with the City Administrative Officer, identified priorities and tasks. The committee also developed a strategic action plan to use as a tool during the implementation of the reorganization. Implementation Plan -� Page 4 A. Functional Lines The shape and structure of the organization is of the utmost importance. To fully evaluate the numerous types of complex organizational structures and determine the advantages and disadvantages, a list of criteria was established which are identified below: 1. number of organizational levels 2. levels and size 3. levels of technological expertise 4. employee attitudes 5. span of control and supervision 6. streamlined and practical 7. communication 8. accountability 9. no staffing or operating budget increases After examining all of the organizational options presented, the committee recommends that the department be structured along functional lines. The proposed organizational chart is shown below., PROPOSED UTILITIES DEPARTMENT Ulah:n Dir�apr. Sw:rwwy wau..E i� Waw oMiawl Mpnpppr Wub-slw D"ifien M—OW Waw CwwwMlpn Wmr T.R PWA www OiwrlaYlipn W�wprww Tnm�wa Plrq wMwlw Ce14 11 Sya�w CaPAMwW SuppMwr' Sup Y Waw Supply S"P rwiwe Upwvipar Svpw.bpr' uauaevl Wasp buwpelw Wa«yppraery T KY epdpp Opw www Suppy opw a _ www T1wm wLL PWe Cp.a Malty WwYr Www Supply oP•n1w WV Trp W iP taaarwwr TMS OR p w0d w W~TnamwY Plop Opay W~ wow Supply opwow t Ww"opprapr 1 Ft" 10' www TnawwA PIM Op.a 1a1111V warier y wMr wW}P Opwww 1 Waw TaatwwA PWA Op.a ULMY Wwkw Vlaay WprkW WWiP Oparaw 1 Waw Tft r PWA o0.a cup a Ra0. 111aR7'ww'tw WW}P Opwaw 1 . . Crsiaaw So. a W0. WWip Opwaw 1 Cm,uu, Mrw Rw> MMwlaawKa Wpfar 1 f ia1" aaA aupwiaw,pwaw�.w . Tv flww wA.Mq raw.-..wwa lap AaaaNpol W aaow.wwa or.wf M ane rM raapaaaWlhk a --------------- ------------------------------------------------------------- Implementation Plan Page 5 This option is the most streamlined, practical and feasible. All water and wastewater functions are combined according to application. This results in a smaller, more managable span of control and . communications are improved. All aspects of water including treatment, supply, distribution, and conservation will be directed by a water division manager. All aspects of wastewater-including treatment, collection and source control will be directed by a wastewater division manager. Division managers are responsible for amassing and consolidating information for presentation to the director.. Each division manager is held accountable for the sections in his division. The strength of the functional structure lies in the advantages that accrue from specialization. Putting like specialities together results in economies of scale, minimization of duplication of personnel and equipment, and employees who have the opportunity to talk "the same language" among peen. B. Supervision The proposed organizational structure has the Utilities Director overseeing the operation and administration of the department. He is supported by two division managers which have line responsibility, plus a temporary professional assistant, utilities engineer and a secretary as support staff. The division managers are supported by working supervisors. The line employees make up the majority of the work force for both divisions. In an effort to streamline the mid-management and supervision of the department and provide for increased accountability, we propose to combine positions and restructure specific job responsibilities. The front line crew leader/chief plant operator positions are being combined with the existing supervisory positions. These new hybrid positions will be "hands-on" working supervisors. Some of the administrative responsibilities that the supervisors originally had will be given to the new manager positions. The responsibility of the working supervisor will be to direct the daily, face-to-face, operation of their sections. The individuals selected for these positions will spend approximately twenty-five percent (25) of their time related to administrative .matters. The remaining seventy-five (75) percent of their time will be spent directly involved in the day-to-day operational activities. The Division Managers will be responsible for the remaining administrative items. The committee completed a job analysis for each of the proposed working supervisor positions. This task is fundamental to identifying duties of the new positions and the needed background and knowledge required to perform these positions. To develop information about the job the following methods were used: 1. Interviews 2. Supervisory conferences 3. Time study reports This task defined the jobs within the division and the behaviors, skills, knowledge, abilities, and certification which are necessary to perform these jobs. � 2 �J 40 Implementation Plan Page 6 From the information gathered in the job analysis the committee developed job descriptions. The job descriptions accurately portray the proposed job tasks and responsibilities, environment and conditions of employment. The job descriptions have been reviewed by the Personnel Department to ensure they comply with all personnel rules and regulations and are consistent with City policies. Salary ranges for these new job descriptions are based on duties and responsibilities and internal alignments. The net effect on the Department's budget will be a small increase in personnel costs. The actual increase can only be determined after permanent position appointments are made. C. San Luis Obispo City Employees' Association Concerns A draft of the reorganization proposal and implementation plan was submitted to the Association for their review. They responded with a memo randum listing comments and outlining their concerns. The Associations concerns are be summarized as follows. 1. Loss of Association Positions - The proposal to combine frontline and mid. management/supervisory positions while restructuring job responsibilities is a unique concept. This will result in the following Association positions being eliminated: a. Crew leader position, distribution section - b. Chief plant operator position, water treatment plant C. Chief plant operator position, wastewater treatment plant Because of these changes, the Employees' Association is primarily concerned with the loss of three (3) positions within the general unit; the possible loss of promotional opportunity for general unit employees; and that the department follow prescribed personnel procedures and guidelines. .2. Staffing - A number of issues were raised regarding staffing. They included new and long term staffing needs, temporary personnel policy, adequate supervision for line staff, and the filling of existing vacant, budgeted positions. 3. Promotional Series - The Association is also interested in the development--of promotional series within some of the job classifications. The Utilities Committee met with the Association .representatives and reviewed the above issues and concerns. Ir. was a very positive and productive meeting which helped to clarify a number of issues both from their perspective and the Department's perspective. The committee feels that most of their concerns were answered except those relating to the elimination of the three positions. It was also explained that some of the other issues not specifically addressed in this report are scheduled as part of the implementation plan to be resolved over the next year. Implementation Plan Page 7 D. Staffing Requirements Up to this point the committee has directed its primary efforts into the development of a practical streamlined structure, with an emphasis on departmental management and supervision. The key management positions have been identified: 1. Water Division Manager 2. Wastewater Division Manager 3. Water Treatment Plant Supervisor 4. Wastewater Treatment Plant Supervisor 5. Water Distribution Supervisor 6. Wastewater Collection Supervisor 7. Water Supply Supervisor Job analyses were completed and job descriptions developed. The committee, with assistance from the working supervisors will identify the needs and position requirements of the line staff, during the upcoming year. As part of the reorganization, there are no additional positions being requested. This was a condition established for formation of the new Department. Several areas where additional personnel will be required have been identified and it is anticipated there will also be more as the analysis continues. As the positions are identified, job analyses will be conducted andjob descriptions developed. Once determined, the proposed positions will be referred to the budget process for Council review and approval. Some proposals will be ready for review during.the 1989-91 budget process. Also during this process the filling of currently vacant budget positions will be addressed as will the identification of temporary personnel needs. V: Personnel In any organization, competent and productive personnel are vital. Operation and. maintenance of water and wastewater conveyance and treatment systems require field staff with fairly sophisticated levels of technical and mechanical ability. Utilities Department staff must be able to function at maximum productivity using computers and high-tech instrumentation systems, as well as, handtools and heavy equipment. Field crews must be able to apply principles of engineering, chemistry and biology on a routine basis. Increasing demands on service quality and regulatory agency constraints, emphasize the need for strong managers with pertinent background disciplines and experience. The two essential elements in developing a competent and productive Utilities Department staff are recruitment and staff development. The City's Personnel Rules and Regulations will be followed in the recruitment of all positions. J J Implementation Plan Page 8 A. Recruitment Philosophy The purpose of recruitment, is to select the most qualified people for the job. The most qualified person is the one that offers the City and Utilities Department the greatest. potential benefit. This is the person that comes equipped with the necessary skills, abilities and initiative to help our team complete its mission. The Department will use both promotional and open recruitment for filling postions depending on available candidates and City requirements. Finding just the right person can be a difficult task and the first place we will look, is within the City organization. Existing staff offer the benefit of in-house experience and. an individual investment in the City system and City investment in the individual. Ideally, existing staff have personal commitments to the success of the organization. We do not, however, want to promote an employee simply because he or she already works for the City. We will not promote or laterally transfer an employee unless that employee meets the qualifications for appointment, Longevity is not one of the minimum qualifications. We will, of course, follow the 1972 amendments to Title 7 of the 1964 Civil Rights Act. All applicants will be considered for City employment without regard to sex, race, color, creed, national origin, handicap, religion, age or marital status. Because the Utilities Department is a traditional white male dominated profession, extra effort will be made to encourage and recruit minorities and female employees. The Utilities Department will be using the standard screening practices for determining just how well a candidate meets qualifications. That means, in rating a prospective staff member, we will use: 1. Employment applications and resumes 2. Employment history and previous job experience 3. Performance testing and pretesting 4. Oral and written interviews 5. Assessment centers 6. References, police checks and medical exams The combination of screening practices selected to rate an applicant, will depend on the staff Ievel we must fill and Personnel Department guidance. For all staff levels, Utilities will use the minimum of the application, job experience, oral interviews, references, police checks and medical exams to evaluate qualifications. Additional screening practices will be used as the staff level moves up. For example, any unskilled entry level field staff, such as Treatment Plant Maintenance Worker I, will .be evaluated with these basic practices. Other higher level staff positions, may have additional pretesting or performance testing included in the evaluations. Implementation Plan �. Page 9 Treatment .plant operators, laboratory technicians, collection, distribution and water supply system maintenance workers will also be evaluated using the basic practices, but the applicants will also be pretested before the oral interview. Plant operators must be professionally certified, and so, must display a good deal of technical expertise. Pretesting will help us in evaluating that expertise: Pretesting will also aid us in determining the skill level and technical background of water distribution and wastewater collection system staff. The Industrial Waste Inspector and Water Conservation Coordinator will be given performance testing to determine written communication skills. The inspector and coordinator both, must have excellent written and verbal communication skills. The Water and Wastewater Treatment Plant Supervisors are old titles but with a new function. They are the hybrids of the previous treatment plant supervisors and chief operators. We have taken selected duties and responsibilities from both positions and formed a new position which, we feel, will exhibit hybrid vigor. Both positions will require performance testing in written communication and supervisory skills. The Water and Wastewater Division Managers may be further evaluated in a modified assessment center. A modified assessment center is an abbreviated version of the management team's selection process. Center participants will 'take part in role playing, - problem solving, teambuilding, or communications exercises. The assessment center will probably be limited to a one-half day session. B. Staff Development The purpose of staff development programs is staff improvement. Staff development supplements and enhances staff skills and provides staff the opportunity to further educate themselves in their employment positions and disciplines. The result is an employee who possesses the latest information and training in his or her profession. That employee can then apply the new skills in the job environment. Fresh approaches and new skills translate into improved job performance. All Utilities Department staff will participate in staff development from time to time. Because of the very technical and often dynamic nature of their jobs, some staff members will necessarily take part in training on much more routine basis than others. Staff development methods will include films, video tapes, conferences, seminars, correspondence courses, classroom sessions, etc. The City has a large library of training films and tapes and will continue to conduct classroom training and seminars on subjects from communications skills to sexual harrassment. The Utilities .Department professional assistant will coordinate Department-wide training. Division managers will coordinate specific section/division training. Implementation Plan Page 10 Water and Wastewater Treatment Plant Operators, laboratory technicians and the Industrial Waste Inspector are required by the State of California to obtain and possess professional certification. Water supply staff, water distribution and wastewater collection staff are all encouraged by the City to obtain professional certification in their disciplines. Technical training in these areas will include manuals of practice, California Water Pollution Control Association and American Water Works Association conferences and seminars. Sacramento State University has developed highly praised correspondence courses in wastewater and water treatment, industrial waste inspection, wastewater collection and water distribution. It is anticipated that the new supervisory positions will require the most immediate training attention. Depending on the specific needs of the individuals that fill these positions, training may be provided in the areas of: 1. Supervisory Techniques 2. Written Communications Skills 3. Budgeting Processes 4. Motivational Techniques 5. Working With Difficult Employees 6. Computer Use and Literacy 7. Employee Evaluations Division managers will receive training in teambuilding skills, written communications, employee/employer relationships, etc. As we become aware of updated and even unique areas of training, we will participate when applicable. C. Training Schedule The preliminary training schedule is: IST QUARTER 1989- 1. HOW AM I DOING? - Employee performance appraisals 2. PRESCRIPTION FOR COMPLAINTS - Handling customer . complaints 3. WHERE THERE'S A WILL - Leadership and Motivation 4. HOW. TO DELEGATE - Supervisory delegation 5. CREATING TEAMWORK - Team development 6. CWPCA TRAINING SEMINAR - Wastewater disciplines 7. STATE OF CALIFORNIA WASTEWATER LABORATORY SESSION 345 i Implementation Plan Page 11 2ND QUARTER 1989: 1. DEALING WITH DIFFICULT PEOPLE 2. ETHICS TO EXCELLENCE 3. IMPROVING MANAGERIAL PRODUCTIVITY 3RD QUARTER 1989: 1. ACHIEVING EXCELLENCE 2. SELF ESTEEM AND PEAK PERFORMANCE 3. PUBLIC SPEAKING 4. AWWA CONFERENCE 5. CWPCA CONFERENCE 4TH QUARTER 1989: 1. BUSINESS WRITING SKILLS 2. POWER COMMUNICATION SKILLS 3. TIME MANAGEMENT 4. MEASURING THE RESULTS OF TRAINING A continuous program of upgrading employee skills and development is planned. The dynamic nature of Utilities Department business, demands that staff stay current and innovative in their disciplines. As the demand on water and wastewater services increases, staff must adapt and comply. Comprehensive training programs certainly will aid us in sustaining top-flight service. VI. Systems With any reorganization comes required changes in the different systems that are in place for the normal day to day operations. These systems include the City Codes, financial and budget reports, policies and procedures and miscellaneous reporting and informational systems. A. City Codes The City ordinances and codes will require a thorough review to determine where changes need to be made with reference to the Utilities Department. Some of the references win. be easy to identify when it is simply a matter of changing references from the old Utilities Division, Utilities Manager and Utilities Engineer. A more thorough review may be necessary when other positions and departments are involved. Implementation Plan Page 12 The City Code is revised once a year in the summer. It is proposed that between now and the next revision date that the changes be identified. In the interim period responsibilities and duties will be administratively transferred to the appropriate position or department. Any confusion will be resolved by the involved parties and the City Adminsitrative Officer, if necessary. B. Financial Systems Since the Utilities Division operated as an enterprise under the Water, Sewer and Whale Rock funds, it will make the transition relatively easy.. All the accounts currently in use will continue through the end of the fiscal year including charges for Public Works Administration. Some minor modifications will be made in the interim to identify the new department. The new 1989-91 Financial Plan will include Utilities as a department. This will only require some minor editing changes. C. Policies and Procedures Most policies and procedures will not require extensive revisions. Primarily, editing to update references to the new department will be needed. The San Luis Obispo Council and Management Polices and Procedures and the Public Works Policies and Procedures are the two key documents which direct Utilities operations. In the interim these existing policies and procedures will continue to be in effect. Major changes in these areas are not expected. Revisions to the policies and procedures manuals are done on an as-needed basis. While this is not the highest priority, it is anticipated that the revisions will - take place during the next year. r D. Inter-Departmental Systems There are many existing reporting and informational systems used on a daily basis. Most of those will continue to be used. It is not anticipated that there will be major changes in the responsibilities and reporting relationships between the new department and other departments within the City. The same basic functions will continue to be. as before, including those areas where the Utilities Division shared personnel, facilities and duties. 3�4 Implementation Plan �. Page 13 VII. Implementation Plan Once Council approves staffs recommendations then the implementation plan can proceed in a timely manner. A number of tasks and activities have been identified and must occur over the next year in order to complete the reorganization. This summarizes those activities and provides a schedule of when those activities will take place. Ist Quarter 1989 1. Begin personnel recruitment to fill newly approved positions. 2. Review staffing needs of the new Utilities Department and develop position justifications for inclusion in the financial plan and budget process. 3. Develop new Utilities Department Budget including revisions to budget documents. 4. Establish management and front line supervisory staff requirements and begin training programs. S. Begin system reviews and modification. 6. Develop line staff task and responsibilities analysis. 2nd.Quarter 1989 1. Finalize any personnel selections that may have not been completed during the first quarter. 2. Review with Council the proposed financial plan and budget for their approval. 3. Continue staff development and team building concepts including communication skills. 4. Continue systems reviews and complete City Code review for approval and inclusion in yearly City Code update. 5. Prepare line staff job descriptions and recommended modifications. 6. Evaluated the concept of the promotional series. 7. Meet with line staff to review reorganizational status success and failures. 3rd Quarter 1989 1. Begin personnel recruitment of new postions that may be approved in the 1989=90 financial plan and budget. 2. Continue staff development. 3. Continue systems reviews. 4. Meet with the Employees' Associations to review status of reorganization and discuss any concerns. 5. Complete line staff recommendations including promotional series and present for action. U 3-� Implementation Plan Page 14 4th Quarter 1989 / 1. Continue staff development. 2. Continue systems reviews and complete Policies and Procedures Manual updates. 3. Re-evaluate Department progress. Identify changes or operational modifications. 4. Meet with line staff to review reorganizational status success and failures. VIII. Recommendations Staff recommends that Council take the following action by motion: L . Approval structure along functional lines. 2. Approval key management positions. 3. Approval implementation plan. reorfair/ MEETING DATE: '�ni�uhlflhllp" 11 city O� San l._.s OBISPO _: August 2 1988 ITE UMBE own ffift COUNCIL AGENDA REPORT �— cR MOMO John Dunn, City Administrative Officer t i SUBJECT: Reorganization of Utilities Division into a separate department. CAO RECOMMENDATION: Adopt resolution approving the establishment of a Utilitics Department. I BACKGROUND:. BACKGROUND: The City has been considering the creation of a separate department of Utilities as a more .efficient and effective means of successfully accomplishing its water and waste water goals and objectives since the early 1980's. In fact, a formal evaluation was listed as an objective in the 1987-89 Financial Plan. Historically, this division has operated more as an independent division within the department and City organization than have other division ; - level work units. Organizational structure should, ideally, enhance both performance and productivity. Clearly, no one organizational structure is best nor is a structural change a panacea for all current and future organizational problems. However, in our current organization, I believe a separate utilities department will best meet the City's needs for the reasons cited below. i 1. Sim scope.and functional independence gr operations. I. The utilities operations, both water and sewer, have reached a size which would Justify an independent department. With respect to water, the City is responsible for water supply, conservation, water treatment, water distribution, customer services and related administrative and engineering functions. On the sewer or waste water side, we perform a variety of services including collection, transmission, treatment and various inspection and regulatory services. Currently, there are 38 permanent employees within the Utilities Division, 22 within the water operation and 16 employees in the waste water treatment plant and sewerline maintenance operations. The annual operating ,budget of the utilities function is $5:4 million and the capital budget for this year is $4.0 million. Prospective capital* improvements for the sewer plant, sewer collection system, correction of the inflow and infiltration problem, and water plant and waterline improvements total in excess of $30 million over the next five years, which is a Car more aggressive and ambitious capital program than for any other operation of the City, including the. Public Works Department (without utilities). Based on number of employees and size of operations budgets, this new department would be the fourth largest in the City, after Police. Fire and Public Works. These various functions arc closely related internally, but only loosely related to other public works functions such as streets, parks and engineering. While shared professional and clerical staffs made sense when the required work force and work load were less, the need for support staffing dedicated solely to water related functions has been a reality for some time. ?�� l,.ti�,1.,; tilNllll� ll City or San L oaIspo MMGm COUNCIL AGENDA REPORT' On 2. City-wide policy implications Qf water and waste water operations. Water and waste water issues have become a dominant policy arca Cor the community. The central issue currently being addressed in the General Plan revision process is community growth and development, which includes decisions on appropriate boundaries and annexation policy. Resource management and resource constraints, including water supply and waste water collection and treatment capacity, are major portions of that dominant issue. Major decisions in regard to water supply and waste water collection and treatment will have to be made .in the months and years ahead. These decisions will carry with them major financial and rate implications. It is important that these issues be centralized in one department, so that department will have the highest degree of accountability for what is taking place. In this important realm, a less certain or mote defused accountability could produce negative consequences. Utilities in an enterprise (self-supporting) fund. It calls for continuing cost analysis and greater communication with an accountability to the Council and public about prospective rate increases. 3. Responsive. focused, manageable operation. Certain substantial management issues can be better addressed if the utilities function is converted. into a separate department. At the present time, the Utilities Division is operated by a division head, who reports to the Director of Public Works, who reports to ! the City Administrative Officer, who reports to the City Council, which in turn is accountable to the community and the citizens. Certain positive changes can be facilitated by shortening the "chain of command" and restructuring functional areas of j responsibilities. Perhaps the single greatest potential benefit is "unity of direction" through a department head reporting directly to the CAO, rather than a. "- sometime-perceived duality of direction under a Department Head and Division Head. A substantial management benefit of reorganizing the utilities function into a separate departmental operation is that there will be one department head in charge with the division managers reporting directly to him, giving him an opportunity to establish clarity of purpose and direction, and priorities, and giving them the ability to manage all related functional areas. There will be an improved opportunity for utility priorities to be established on their own merits, rather than competing (or perceived to be).with other high-priority Public Works operations. The current organization requires the department head to have an extensive "span of control" over multiple and diverse operations. Several priorities of the other operations, such as the adequacy of a proper circulation system and well-maintained streets and storm drainage, and the adequacy and maintenance ofour parks system are major community priorities in themselves. Eliminating utilities from the Public Works Department presents opportunity for increased attention to other matters that are of paramount consequence to the community. As stated, this is not a new consideration, but was discussed by Paul Lanspery with the then members of the City Council. Because the City, at that time, was concerned with other i matters, this issue did not then have the importance that it has assumed today, and was not pursued at that time. city of san S oBispo COUNCIL AGENDA REPORT Paqe 3 We did survey the existing organizational arrangements in a sample of other California municipalities. Most other cities do not manage or provide the full water and waste water services that we do. The more utility functions done by a City the more likely it was to have a utility department and the larger the City the more likely it was to have a utility department. In the LA and Bay area many cities arc provided either water or sanitation services through mega-district operations. In discussions with staff, we agree that a planning and phasing period is an integral and necessary part of the reorganization effort. The department will be better structured if an assessment of current and ongoing needs, priorities, goals and resources is accomplished and a departmental structure is developed that best meets this goal. This requires both a i significant commitment of time and the active involvement of our key utility mid-managers if it is going to be successful. It will be achallenge to the creative, analytical and planning skills and abilities of the participants. We feel that such an effort and commitment should only be undertaken once the Council has approved the creation of the department. j �• I This reorganization is not intended to require any additional supervisory and managerial personnel due to the change from a division to a departmental status nor will it increase the number of positions on the management team. A reorganization of the mid-management j structure and position responsibilities and minor salary changes are anticipated. However, this would be recommended in any event to provide a more integrated, accountable and more responsive utilities organization. Additionally, due to the projected workload, some additional technical and professional positions may be identified as necessary to complete the workload requirements. Again, these would be requested in any event. Costs directly attributable to reorganization will be limited and minor compared to expenses associated with expanding utilities operations and capital programs or with the costs of failing to address current organizational issues. The interim reorganization efforts will enhance our ability to address long term needs in a systematic fashion. We are leaning towards a departmental structure that closely ties all water related services and all waste water related services within two divisions. This type ! of functional organization can best identify and correct problems of mutual concern that may otherwise appear to fall between work units. Follows is an outline of the proposed timetable for implementing the organizational change. i i city or San 4s OBISpo COUNCIit... AGENDA REPORT Page 4 TENTATIVE ACTION TIME SCHEDULE ACTION , WHO DATE Approve creation of department and transfcr of Council 8/88 water and waste water functions to new dept. (by resolution) Appoint Utilities Manager as Utilities Director CAO 8/88 Create interim water and waste water divisions Util. Dir./CAO 8/88 j and appoint treatment plant supervisors as interim division heads during 8/88-1/89 transition phase Develop organizational change skills and abilities Util. Dir. & 9/88 Div. Mgrs. i Identify critical organizational needs, goals, key Utility Team 11/88 j functions, and existing and desired resourccs Div. Mgrs. Develop one year implementation plan for 1989 and Utility Team 12/88 present to CAO and Council for review Adopt resolution approving changes in personnel Council 12/88 (classifications, pay ranges, etc.) ( ,I FISCAL IMPACT The establishment of a Utilities Department does not require additional funds or positions. SUMMARY RECOMMENDATION:. I I The current organizational structure is no longer the most useful in providing. Utilities in an efficient and effective manner and the demands on the system are anticipated to j increase. I recommend Utilities be made a Department and that key departmental personnel be given the training and opportunity to design and implement an organizational structure that provides a responsive, accountable, manageable and efficient operation. Council will be kept informed of the progress and requested to take action as needed. i I i I i MEETING Ar `!DA DATE Rtnt City of San Luis Obispo Community Development Department 1993 MEMORANDUM X- , u ii .?7.f`A DATE: May 27, 1993 TO: John Dunn, City Administrative Officer FROM: Arn6ld Jonas, Community Development Director BY: John Mandeville, AIC Long Range Planning ager CC. SUBJECT: Planning Commission Review of Capital Improvements Plan for General Plan Consistency The Planning Commission reviewed the. City's 1993-95 Capital Improvements Plan (CIP) for consistency with the City General Plan and applicable specific plans at their meeting on May 26, 1993. During their review of the CIP, the Commission had the following observations to make regarding the General Plan and its provisions regarding capital improvements: 1. The Commission noted that the Parks and Recreation Element strongly supported providing additional park facilities. The Commission did not feel that the current CIP reflected a strong committment to provide new park facilities and recommended that the City give maximum effort to obtaining additional grants to provide new facilities. The Commission members present unanimously voted to find the Capital Improvements Plan consistent with the General Plan. COPMT0. q•Denotn Ac&n ❑ M fie CMU4 1�CDDDIR. WCAO RN.D[R ACRO ❑ FIRE OW e;ATrotLYEY ❑ FW DUL cLgRx/O ic- M PoucEcx ❑ MCMT:TEAP.9 VRECDIP. LTDF,LcLJ UTILDIR L� pcaction.cip/jm ► 4. COUNCIL DISCUSSIONIQUESTIONS. (No agenda report accompanies this item.) -' - MEETING OATS °'1°1P ij city of San tuts OBIspo - 3 - WAIGN UNCIL AGENDA A " NUMB6t FROM: William C. Statler, Director of Financ Prepared by: Carolyn Dominguez, Acc ting Manager (� SUBJECT: COST ALLOCATION PLAN FOR 1992-93 CAO RECOMW ENDATION Approve the cost allocation plan for 1992-93 as a basis for subsequent reimbursement to the General Fund from the Enterprise Funds. DISCUSSION The cost of providing services to the citizens of San Luis Obispo can be classified into two categories: direct and indirect costs. The cost of programs that primarily provide service to the public are identified as direct costs whereas the cost of programs which primarily provide services to the organization are identified as indirect costs.The cost allocation plan develops a uniform methodology of identifying and allocating indirect costs, such as accounting, personnel administration and legal services, to direct cost programs,.such as police protection, street maintenance, and water service. The Introduction section of the accompanying cost allocation plan describes in detail the purpose, basis, and "mechanics" used in preparing the plan. By identifying total program costs, the plan can be used as a basic analytical tool in a wide range of financial decision making situations including grant administration and user fee cost recovery. Another use of this plan is to identify the costs incurred by the General Fund in providing administrative support services to the City's enterprise operations. As a result, reimbursements to the General Fund are developed and incorporated into the budget. The following summarizes the level of enterprise fund reimbursements calculated for the fiscal year 1992-93 with comparisons to the prior year. 1992-93 1992-93 Cosh Allocation Budget Variance Water Fund $883,000 7739900 109,100 Sewer Fund 583,200 584,000 (800) Parking Fund 245,600 157,300 88,300 Transit Fund 162,700 58,600 104,100 Golf Fund 84,700 0 849700 Whale Rock 86.800 103.000 (16,200) Total $2,046,000 $196769800 $369,200 It is important to note that the last comprehensive analysis and review of the cost allocation plan was performed by 1988 by Vertex Cost Systems; although the plan for 1992-93 uses many of the same approaches, it represents a significant update effort by the staff.. Significant increases-in the scope of operations of the Parking and Transit funds result in a greater share of indirect costs. The Golf fund will be an enterprise fund effective July 1, 1993, and accordingly, has been included in the allocation calculation. 111111111111$1101111U City or San IDIS OBISPO ANMZM COUNCIL AGENDA REPORT FISCAL IMPACT' The level of General Fund reimbursements identified above have been included in the 1993- 95 Financial Plan. It is important to note that these amounts are based on the 1992-93 budget.Accordingly,after the 1993-94 budget is adopted,the 1993-94 operating expenditures will be used to re-cast the cost allocation plan for the next two-year period. Because many programs(both direct and indirect)will change significantly with the 1993-95 financial plan, it is difficult to project how these allocations may change. 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June 81993 - 7:00 PM Council Chamber, City Hall 990 Palm Street, San Luis Obispo CALL TO ORDER: Mayor Peg Pinard **Lead Person - Item to come back to Council * Denotes action by Lead Person PLEDGE OF ALLEGIANCE No Asterisk - Information Only ROLL CALL: Council Members Penny Rappa, Dave Romero, Allen K. Settle, Vice Mayor Bill Roalman, and Mayor Peg Pinard PUBLIC COMMENT PERIOD (Not to exceed 15 minutes total) The Council welcomes your input. You may address the Council by completing a speakers slip and giving it to the City Clerk prior to the meeting. At this time, you may address the Council on items that are not on the agenda or items on the Consent Agenda. Time limit is three minutes. State law does not allow Council to take action on issues not on the agenda. Staff may be asked to follow-up on such items. P.C.1., P.C.2., P.C.3. Helen Elder, John Danglewicz, and Ed Pollard expressed concerns about gang activity at Farmers' Market. P.C.4. Sid Stolper requested unexpended Economic Development funds be retained and set aside in next year's budget. P.C.5. Donald Cox expressed concerns about increasing police funding for Farmers' Market resulting in increased Jailing of minorities. P.C.6. Brenda Carnaham stated her fears of gangs as manager of Blazing Blenders. P.C.7. Rick Huddleston spoke regarding transient problems in the downtown area. P.C.8. Kathy Settle gave information about efforts of the Child Advocacy Council and the school district in relation to gangs. P.C.9. Jean Silver requested quick action to maintain a peaceful community. Police Chief Gardiner, CAO Dunn and Mayor Pinard outlined current efforts to reduce gang activities including a coalition task force comprised of the County, School Districts, and City. A meeting will be held on Monday, June 14, 1993 at the Embassy Suites covering gang issues. 1 City Council Meeting Tuesday, June 8, 1993 t- CONSENT AGENDA The Consent Agenda is approved on one motion. Council Members may pull consent items to be considered after Business items. ► C-1 PERS CONTRACT AMENDMENT (SLATE/631) Consideration of amending the Public Employees' Retirement System (PERS) contract to make technical corrections. ♦ RECOMMENDATION: Adopt resolution authorizing amendment. Slate* FINAL ACTION. Resolution No. 8179 adopted (5-0). PUBLIC HEARINGS If you have filled out a Speaker Slip, the Mayor will call you to the podium. Please speak into the microphone and give your name and address for the record. Please limit your comments to three minutes; consultant and project presentations limited to 10 minutes. If you challenge these issues in court, you may be limited to raising only those issues you or someone else raised at the public hearing as described below, or in written correspondence delivered to the City before or during the public hearing. ► 1. 1993-95 FINANCIAL PLAN & 1993-94 BUDGET (STATLER/233 - 3 hrs.) Public hearing to consider the 1993-95 Financial Plan and 1993-94 Budget. (Continued from 2/6/3, 2/9/93, 3/13/93 and 6/2/93.) ♦ RECOMMENDATION: Receive public comment and provide direction to staff as appropriate. (Retain material from 6/2/93 Study Session.) Statler** FINAL ACTION. Public hearing and discussion held. ► 2. PERS SERVICE CREDIT AMENDMENT (SLATE/631 - 10 min.) Public hearing to consider an amendment to the Public Employees' Retirement System (PERS) contract to provide an option for two additional years service credit for certain members. ♦ RECOMMENDATION: Adopt a Resolution of Intention and introduce an ordinance to print approving an amendment to the contract between the Board of Administration of PERS and the City of San Luis Obispo to add the option for two additional years of service credit for certain members. Slate* FINAL ACTION. Resolution No. 8180 adopted and Ordinance No. 1241 introduced to print(5-0). 2 City Council Meeting Tuesday, June 8, 1993 . ► 3. COST ALLOCATION PLAN FOR 1992-93 (STATLER/233 - 5 min.) Consideration of the cost allocation plan for 1992-93 as a basis for subsequent reimbursement to the General Fund from the Enterprise Funds. (Continued from 6/2/93.) ♦ RECOMMENDATION: By motion, approve cost allocation plan for 1992-93. Statler** CONTINUED to Wednesday, June 9, 1993 without further public notice (5-0). COMMUNICATIONS (not to exceed 15 minutes) At this time, any Council Member or the City Administrative Officer may informally update the City Council on communications and ask for comment and/or discussion. Due to State law, formal action or approval may not be taken. Action on items may be scheduled at the next Regular meeting. A. RECESSED TO CLOSED SESSION. B. RECONVENED IN OPEN SESSION TO REPORT ON ACTION TAKEN. FINAL ACTION. Lambing vs. City of SLO and Los Osos Valley Association vs. City of SLO continued to Wednesday, June 9, 1993 without further public notice; no action taken regarding personnel matters and Porter vs. City of SLO. C. ADJOURNED TO WEDNESDAY, JUNE 9, 1993 AT 7:00 P.M. 3 llllllllllll��llllllllllllllllllll� US ffispo cio 0 COUNCIL AGENDA Tuesday, June 8. 1993 - 7:00 PM Agenda Distribution List Council Chamber, City Hall I. Unpaid Subscriptions: 990 Palm Street, San Luis Obispo (All mtgs.unless o/w noted) AIA President ASI President CALL TO ORDER: Mayor Peg Pinard B.I.A. , Lynn Block Chamber of Commerce PLEDGE OF ALLEGIANCE H.Ovitt, Co.Spvrs.Chair Paul Hood, Co.Administration ROLL CALL: Council Members Penn R a, Dave Romero, A Housing.Authority Y aPP KCBx Vice Mayor Bill Roalman, and Mayor Peg Pinard KCOY KCPR: (2)Gen.Mgr.&News Dir. KDDB PUBLIC COMMENT PERIOD (Not to exceed 15 minutes total) KEYT The Council welcomes your input. You may address the Council by KGLW - and giving it to the City Clerk prior to the meeting. At this time, you IWG KSBY items that are not on the agenda or items on the Consent Agenda. KVEC State law does not allow Council to take action on issues not on the Library(front desk) to follow-up on such items. Mustang Daily /l✓e-,j 7�/_=:c-= Pacific Gas & Elec.Co. Planning Commission RRM Design Grp./DeAnn Smith So.Calif.Gas Co./Vic Sterling SIA Area Coordinating Council Telegram-Tribune SLOCityEmp.Assoc/T.Girvin CONSENT AGENDA SIDFireBattChiefAssoc/s: s.,„yt� The Consent Agenda is approved on one motion. Council Memb( SIDFirefightersAssoc/D.Wunsch be considered after Business items. SLOMMgmt-ConfEmpAssoc/D.CoxSIAPoliceOffAssoc/T.DePriest SLOPolStaffOffAssoc/T.Costa For L.U.E.6/30/91 on & 1992 Cits.Ping.Alliance/C.Sanders ► C-1 PERS CONTRACT AMENDMENT (SLATE/631) Earth SOotl �i� EELuKupper Consideration of amending the Public Employees' Retirement Sys Res.forQual.Neighbor./D.Connor Sierra Club/Tom Knepher technical corrections. SLO Prop.OtanersAssoc.(&St.Rpt) ♦ RECOMMENDATION: Adopt resolution authorizing amendment. II.Subscriptions Paid or Envelopes Provided(reg mms ). Fugro-McClelland S5,`,'L LF CALIr'0L11IA ) Hall/Hurley/Deutsch(exp8/4/93) :%7 CF S.N LUIS OSISpO ) SS " UIS C41SPO lite of San Luis Obispo is committed to include the disabled in all of its=Mc 1!44er penal ty To a emgtjrnica`o �evtcc fortheDeaf(80.5)781-7410. Please speak to the City i Penfield & Smith 5e�cerkiir4 utu R �,oeting Vista Information Services of San Luis%bispp in tha City CCler•fc's Wallace, John L. & Assocs. .tparWent; and that I posted his Agenda near the Walter Bros. Construction Co. front door of City Hall on 3 Lou signature City Council Meeting - Tuesday, June 8, 1993 PUBLIC HEARINGS If you have filled out a Speaker Slip, the Mayor will call you to the podium. Please speak into the microphone and give your name and address for the record. Please limit your comments to three minutes; consultant and project presentations limited to 10 minutes. If you challenge these issues in court, you may be limited to raising only those issues you or someone else raised at the public hearing as described below, or in written correspondence delivered to the City before or during the public hearing. ► 1. 1993-95 FINANCIAL PLAN & 1993-94 BUDGET (STATLER/233 - 3 hrs.) Public hearing to consider the 1993-95 Financial Plan and 1993-94 Budget. (Continued from 2/6/3, 2/9/93, 3/13/93 and 6/2/93.) ♦ RECOMMENDATION: Receive public comment and provide direction to staff as appropriate. (Retain material from 6/2/93 Study Session.) ► 2. PERS SERVICE CREDIT AMENDMENT (SLATE/631 - 10 min.) Public hearing to consider an amendment to the Public Employees' Retirement System (PERS) contract to provide an option for two additional years service credit for certain members. ♦ RECOMMENDATION: Adopt a Resolution of Intention and introduce an ordinance to print approving an amendment to the contract between the Board of Administration of PERS and the City of San Luis Obispo to add the option for two additional years of service credit for certain members. COMMUNICATIONS (not to exceed 15 minutes) At this time, any Council Member or the City Administrative Officer may informally update the City Council on communications and ask for comment and/or discussion. Due to State law, formal action or approval may not be taken. Action on items may be scheduled at the next Regular meeting. A. RECESS TO CLOSED SESSION. B. RECONVENE IN OPEN SESSION TO REPORT ON ACTION TAKEN. C. ADJOURN TO WEDNESDAY, JUNE 9, 1993 AT 7:00 P.M. 2 ��►��iii��Illllllli�"�Illllf� CIty0f MIDIS OBISPO �► COUNCIL AGENDA Tuesday. June 8. 1993 - 7:00 PM ADJOURNED MEETING Council Chamber, City Hall 990 Palm Street, San Luis Obispo CALL TO ORDER: Mayor Peg Pinard PLEDGE OF ALLEGIANCE ROLL CALL: Council Members Penny Rappa, Dave Romero, Allen K. Settle, Vice Mayor Bill Roalman, and Mayor Peg Pinard PUBLIC COMMENT PERIOD (Not to exceed 'f5 minutes total) The Counral welcomes your Input You'nmay address the Council by completing a speakers slip and'glving it"to the.Clty CleiR prior to the'meeting. 'Ati alis time, you may address the Council on items that are. not``on`the agendi- items-on the Consent Agenda. Time limit is three minutes. State law oes not allow Councll'to`take action on issues not on the agenda Staff may be asked to follow=up on such items. CONSENT"AGENDA The Conserlt.Agendais approved oh one motion. Council Members may pull consent items to be considered after Business Items. ► C-1 PERS CONTRACT AMENDMENT (SLATE/631) Consideration of amending the Public Employees' Retirement System (PERS) contract to make technical corrections. ♦ RECOMMENDATION: Adopt resolution authorizing amendment. -y1 The City of San Luis Obispo is committed to include the disabled in all of its services,Programs and activities. Telecommunications Device for the Deaf(805)781-7410. Please speak to the City Clerk before the meeting if you would like to use V a device to assist you in hearing the meeting. 1 City Council Meeting Tuesday, June 8, 1993 PUBLIC HEARINGS If you:have.filled out'a Speaker Slip; the Mayor will call you to the podium. Please speak into the microphone and give your name and address for the record. Please limit your comments to three minutes consultant and project presentations limited.to 10 minutes. if you challenge these issues in couRf you may belimifed to raising only those issues you or someone else raised at the public hearing as described below, or in°written correspondence deliveredto the City before or during the pubic heanng. ► 1. 1993-95 FINANCIAL PLAN & 1993-94 BUDGET (STATLER/233 - 3 hrs.) Public hearing to consider the 1993-95 Financial Plan and 1993-94 Budget. (Continued from 2/6/3, 2/9/939 3/13/93 and 6/2/93.) ♦ RECOMMENDATION: Receive public comment and provide direction to staff as appropriate. (Retain material from 6/2/93 Study Session.) ► 2. PERS SERVICE CREDIT AMENDMENT (SLATE/631 - 10 min.) Public hearing to consider an amendment to the Public Employees' Retirement System (PERS) contract to provide an option for two additional years service credit for certain members. ♦ RECOMMENDATION: Adopt a Resolution of Intention and introduce an ordinance to print approving an amendment to the contract between the Board of Administration of PERS and the City of San Luis Obispo to add the option for two additional years of service credit for certain members. COMMUNICATIONS (not to exceed 15 minutes) At this time;:any Coundt Member or tl e`City'Administrative Officer may informally update the City Couna[ ort'communications an ask for'cortiment and/or discussion. Due to State taw, formal acpott ar approval may. notbe taken Action on hems may be scheduled at the next Regular meeting.. . '' A. RECESS TO CLOSED SESSION. B. RECONVENE IN OPEN SESSION TO REPORT ON ACTION TAKEN. C. ADJOURN TO WEDNESDAY, JUNE 9, 1993 AT 7:00 P.M. 2 City osay WIS 0131 So 1*mw ADJOURNED REGULAR MEETING COUNCIL AGENDA Tuesday, June 8, 1993.- 7:00 PM Council Chambers, City Hall 990 Palm, Street, San. Luis Obispo ADDED ITEM CONTINUED FROM 612/93: BUSINESS ITEM: ► 3. COST ALLOCATION PLAN FOR 1992-93 Consideration of the cost allocation plan for 1992-93 as a basis for subsequent reimbursement to the General Fund from the Enterprise Funds. ♦ RECOMMENDATION: By motion, approve cost allocation plan for 1992-93. L.` SAN LUIS OBIS90 } 3,lti LUIS 06I5➢0 } under penaty of perjury that I am otaplo;'-d City of Sen Luis 00 6'o if nr city clert:`s Udr'urxnt; aha that I posted ifia' d� oar the -!iL aaor o city tell oil /Y / �/3 / 3 `igr>ATasae? 1 1 1111111 cityof sAn luis oBispo Vaufflaffiffigumm 990 Palm Street/Post Office Box 8100 • San Luis Obispo, CA 93403-8100 May 27, 1993 CITY COUNCIL BUDGET SESSIONS The San Luis Obispo City Council will hold a meeting on Wednesday, June 2, 1993, beginning at 7:00 p.m. in the Council Hearing Room at City Hall, 990 Palm Street. This study session is intended to provide the Council with the opportunity to fully review and clarify with staff matters related to the proposed 1993-95 Financial Plan.. On Tuesday, June 8, 1993, a public hearing on the 1993-95 Financial Plan and 1993-94 budget will be held. The meeting will begin at 7:00 p.m. in the Council Chamber of City Hall. The City Council welcomes your input and citizens are encouraged to attend and participate. If you have any questions regarding the budget, please contact Bill Stader, Finance Director, at 781-7130. Diane Gladwell, City Clerk rC© The City of San Luis Obispo is committed to include the disabled in all of its services, programs and activities. ` Telecommunications Device for the Deaf(805)781-7410. KCBX FM 90 KCOY News 12 NEWS MEDIA Attn: Program Director 560 Higuera St., #H 4100 Vachell Lane San Luis Obispo, CA 93401 San Luis Obispo, CA 93401 KCPR Radio, Public Affairs KCPR Radio, News Director KDDB Radio Attn: General Manager CAL POLY UNIVERSITY Attn: Henry Mulak CAL POLY UNIVERSITY Graphic Arts Blvd., #201 P.O. Box 937. San Luis Obispo, CA 93407 San Luis Obispo, CA 93407 SLO, CA 93406-0987 KEYT Channel 3 KGLW Radio KKJG FM 98.1 Attn: Kathleen Hernandez Attn: Lee Derr Attn: Connie Gordon 1010 S. Broadway, #F 1025 Grand Avenue 396 Buckley Road Santa Maria, CA 93454 Arroyo Grande, CA 93420 San Luis Obispo, CA 93401 KSBY TV Channel 4 KVEC Radio Mustang Daily Attn: Deborah York Attn: Cheryl.Emery CAL POLY UNIVERSITY 467 Hill Street. 1329 Chorro Street RM. #226 Graphic Arts San Luis'Obispo, CA 93405 San Luis Obispo, CA 93401 San Luis Obispo, CA 93407 New Times Telegram Tribune 738 Higuera Street ALL ADVISORY BODY San Luis Obispo, CA 93401 PICK-UP CHAIRS Curtis Illingworth Dick Cleeves, BIA Richard Marshall ARC The Greenery's Bouquet Bicycle Committee 1212 Joyce Court 670 Higuera Street 660_Caudill St. San Luis Obispo, CA 93401 San Luis Obispo, CA 93401 San Luis Obispo, CA 93401 Randy Dettmer Denise Fourie Stephen Nelson Board of Appeals Cultural Heritage Committee 1580 Lizzie Street 663 Hill Street. 83 La Entrada Avenue San Luis Obispo, CA 93401 San Luis Obispo, CA 93401 San Luis Obispo, CA 93405 Randy Baudendistel Kenneth Schwartz Barbara Jauregui Human Relations Commission Jack House Committee Jt. Rec. Use Committee 2418 Flora Street .,201 Buena Vista 2280 Santa Ynez San Luis Obispo, CA 93401 San Luis Obispo, CA 93405 San Luis Obispo, CA 93401 James Forrer Paul Orton Robert Sorensen Mass Transportation Park and Recreation Personnel Board 648 Felton Way, #913 33 Las Praderes 1710 Alta Street San Luis Obispo, CA 93405 San Luis Obispo, CA 9340.1 San Luis Obispo, CA 93401 Bary Karleskint Jack Gatz Howard Brown Planning Commission Promotional Coord. Comm. Tree Committee 623 Jeffrey 1558 Laurel Lane 276 Graves Avenue San Luis Obispo, CA 93405 San Luis Obispo, CA 93401 San Luis Obispo, CA 93401 •gdist3.wp(san)3 10 9 sada DSan Luis Obispo City Dist. bailing Labels San Luis Obispo Fire Page 2 of 2 _ Employees Assoc. Battalion Chiefs' Assoc. Tim , .President Erwin Willis, President Utilities ties Dept. Fire Dept. San Luis Obispo San Luis Obispo Police Firefighters' Assoc. Officers' Assoc, San Luis Obispo Police Dan Wunsch, President Tom DePriest, PresidentStaff Officers' Assoc. Fire Dept. Police Dept. Tony Costa, President Police Dept. San Luis Obispo bid-bgmt./ Confidential Employees' Assoc. Dennis Cox, President Public Works Dept. IIIry�II�InIInIII�II�III � MEETING DATE: Cl Of Sdi'1 LUIS OB1Sp0 6/00/93 COUNCIL AGENDA REPORT ITEM NUMBER: (i I FROM: Ann Slate, Personnel Director SUBJECT: Amendment of Public Employees' Retirement System (PERS) contract to make technical corrections CAO RECOMMENDATION: Adopt a resolution authorizing an amendment to correct errors in the contract between the Board of Administration of the Public Employees' Retirement System and the City of San Luis Obispo DISCUSSION: During prior amendments to the City's contract with PERS several errors were made by PERS.. Recently PERS has discovered these errors and is asking Council to make the appropriate corrections. Specifically, when the Third Level of the 1959 Survivor Benefits (Section 21382.4) was added for local miscellaneous and safety members effective November 16, 1989, a typographical error in paragraph 7.b of the amendment did not reflect that the Post-Retirement Survivor Benefits applies to local safety members only. Additionally, when the City amended the contract to provide different levels of benefits for local fire members (Section 20461.6) effective July 1, 1986, Section 21263.1 was added to Sections 21263 and 21263.1 (Post- Retirement Survivor Allowance in error. Section 21263.3 would have provided a benefit for our employees for which we had not contracted. Fortunately, although this section was added to our contract, there have been no erroneous payments to beneficiaries under its provisions. FISCAL IMPACT: None ALTERNATIVES: Fail to pass the resolution and leave our contract with PERS with several errors. It is unlikely that PERS would allow these errors to continue in our contract and would demand that they be corrected or that we pay for the additional benefits provided by the errors. Attachments: Resolution C-l-- 1 RESOLUTION NO. (1993 Series) RESOLUTION AUTHORIZING AN AMENDMENT TO CORRECT ERRORS IN THE CONTRACT BETWEEN THE BOARD OF ADMINISTRATION OF THE PUBLIC EMPLOYEES' RETIREMENT SYSTEM AND THE CITY OF SAN LUIS OBISPO WHEREAS, the City Council of the City of San Luis Obispo, hereinafter referred to as Public Agency, and the Board of Administration of the Public Employees' Retirement System entered into a contract effective July 1, 1952, providing for the participation of Public Agency in the Public Employees' Retirement System; and WHEREAS, said contract was amended effective July 1, 1986, and again July 23, 1987, and, due to an inadvertent error, Sections 21263, 21263.1 and 21263.3 (Post-Retirement Survivor Allowance) for local safety members only should have read "Sections 21263 and. 21263.1 (Post-Retirement Survivor Allowance) for local safety members only" (with Section 212633 excluded); and WHEREAS, said contract was subsequently amended effective November 16, 1989, and due to an error, Sections 21263, 21263.1 and 21263.3(Post-Retirement Survivor Allowance), should have read "Sections 21263 and 21263.1 (Post-Retirement Survivor Allowance) for local aafM members only" (with Section 21263.3 excluded); and WHEREAS, Section 20461 of the Government Code provides that errors in a contract may be corrected through contract error amendments executed by adoption of suitable resolutions by the contracting parties; NOW, THEREFORE, BE IT RESOLVED, that said governing body of Public Agency authorizes, and it does hereby authorize, a contract error amendment to said contracts effective C--/-a Resolution No. (1993 Series) July 1, 1986, July 23, 1987, and November 16, 1989, as follows: Paragraph 7.b of said contracts shall be changed as follows: Sections 21263 and 21263.1 (Post-Retirement Survivor Allowance) for local safety members only. BE TT FURTHER RESOLVED, that the presiding officer of the governing body of Public agency be hereby authorized, empowered and directed to execute said amendment for and on behalf of Public Agency. Upon motion of seconded by and on the following roll call vote: AYES: NOES.- ABSENT: OES:ABSENT: the foregoing resolution was adopted this day of , 1993. Mayor Peg Pinard ATTEST: City Clerk C-1-3 Resolution No. (1993 Series) C APPROVED: ity Ad five Officer Ci ey MEETING DATE: �ai�►� i � city of San'LUIS OBISpo 6-9-91 COUNCIL AGENDA REPORT TEM NUMBER:/ From: John Dunn — Subject: Public-hearing for 1993-95 Financial Plan CAO RECOMMENDATION Receive a brief staff presentation,and open a public hearing to receive testimony concerning the proposed 1993-95 Financial Plan DISCUSSION On June 2, 1993 a study session was held to thoroughly review and clarify issues related to the 1993-95 Financial Plan. The purpose of this evening's meeting is to receive community input prior to final Council decisions and budget adoption. The recommended agenda is as follows: L Staff introduction of the 1993-95 Financial Plan II. City Council questions III. Public hearing IV. City Council comments, questions, and decisions. Time has been set aside on the evening of June 9 to complete the public hearing, if necessary. However, it would be best, if possible, to conclude the hearing on June 8th, as the June 9th meeting regarding the Airport Area/LAFCO hearing could require lengthy presentations/deliberations. In either case, following the close of the public hearing and completion of the City Council's decision making, staff will place the necessary resolutions on the June 15 agenda for formal Financial Plan/Budget adoption. JD:mc (Please bring your budget documents from the June 2 Study Session to this meeting.) MEETING . AGENDA DA ITEM # Honorable Council Members: Re: Budget hearings June 8, 1993 In light of the escalation of drinking among young teenagers at the neighborhood parties and in the downtown gatherings, we need our crime prevention personnel. With gang persons coming from around the county as well as the L.A and Bay areas, the valley and forming in our community, we need a stronger police force, not weaker and should give first priority to the need for public safety in the budget matters. Respectfully, Henry & Doreen Case COrIESTO: ❑ Ofp AL.NOI1 ❑ ` 244 Albert Drive ^ ❑ DDIR San Luis Obispo �_O ❑� FlXjZ - 1iEY LJy CLEP.K/Q:iG: POLICE CH. ❑ MC.M•I'.'I Vk4 [:I RE-DIR El E O U'IIL DLC. ,SUN 7 7993 SAN Pr COUIVUL c 7 993 JUN - Q,11Y CLERK F•:4td Wks 09lspo,CA i :TING AGENDA Ile-� DATEAPI-93 ITEM # SIERRA CLUB %W SANTA LUCIA CHAPTER TOOrO[0 IM 1191 _ COPT TO: p El FYI 5 June 19930L11 001-Ind CDDIt M John Ewan , Chair O E qi : Chamber .of Commerce Clean Air Task ForceN'E'B FWDRI JUN 7 1991" CL�:K/ORiG. LD POLICECH ,,C=Z .?44 G PCDIX CITY COUNCIL Dear John , READfLE 0 TUnLDIR SAN LUISOBISPO, _ D Thank you for coming to the ATTF meeting on June 2 and presenting the Chamber of Commerce ' s position on bicycling in San Luis Obispo. It was a good meeting and we feel that all sides of the issue- were well represented . It was not easy for us to go along with the Chamber 's recomendations , but- the group decided that the long range advantages of having the- Chamber actively supporting bicycling in San Luis Obispo outweigh the loss of bike lanes on Marsh Street . We will jointly make the following recommendations to the Bicycle Committee and the City Council : Bicycle Coordinator position - Both the Chamber and the ATTF will support a half-time bicycle coordinator . The position is to be filled by existing staff . Bicycle Committee - Both sides have agreed to support keeping the Bike Committee . We also agree that it should be reorganized to include business representation and that staff should not vote . Bicycle Transportation Plan - Both the Chamber and the ATTF support approval of the Bicycle Transportation Plan with the following amendments : 1 . We would like the plan to include a bicycle boulevard on Morro Street between Santa Barbara Street and Pacific Street . Stop signs should be placed at the intersection of Morro and Santa Barbara Streets to facilitate turning movements by cyclists . 2 . We would like a bicycle boulevard on Pacific Street between Higuera and Santa Rosa Streets included in the plan . Installation of bike lanes on Marsh Street between Higuera and Santa Rosa Streets would be delayed for 18 months or until it has been determined that the bicycle boulevard on Pacific is not adequately serving the needs of bicyclists . (This gives us one year to get the bicycle boulevard installed and six months to try it out) . After 18 months , the Bicycle Committee will review the Pacific Street Bicycle Boulevard and will make a recommendation to the City Council as to whether it should be made permanent and Marsh Street should remain a Class III bike route , or whether the Marsh Street bike lane plan should be implemented .' The . Chamber of Commerce and the ATTF agree to support the recommendations of the Bicycle Committee at that time . I The Sierra Club expects the Chamber of Commerce to join us ' ' in actively and enthusiastically supporting the Bicycle Transportation Plan and its timely implementation . We appreciate the effort put out by you and Tom Fulks to make this happen and we look forward to working with the Chamber of Commerce . It ' s our hope that this new spirit of cooperation will continue . Sincerely, h Pat Veesart and Cynthia Boche Alternative Transportation Task Force cc: City Council Gary Felsman Mike McCluskey Craig Anderson Tom Fulks Col COPII�ESTO: ❑0Dmo:es A_'-on ❑ MEETING AGENDA o' ❑oe� DATE = - 3 ITEM# !J''ACAO ❑ TIM my r rCLEC)1;4 R CF-T ❑SND — LIItK/OPTG. Liz POLICE CEL - R�`�� ry .t� ElmdmT.TFC*.4 0_ MCDIR �1fN ( 1993 �SF��DF'u� O UTILDyR. CITY COUNCIL SAN LUIS OBISPO, CA AK `fou ou-rkk&Eb A z T14E RlEc5N " I N CRVASE OF 6rAIJG- AGT1 Vr°rY ANA CRIME Ar ONE PAS-r -TWO F ME&S MA W*rS ? YOU'U 001 ALoN 6 l OrR E MAJORITY of arH656 . .�AN � �ANGEkS� ARS Rom ouwr of ToWd AN A2.15 ork y W& 7b MA K s Lo PART OF TW 671t TOW, TM PRou vm is , G ff lywc our 'OF COWUL . UA r You ro ATY" OM.6 G tly Go VNG oL M E�Tta� SEs DA _J DICE 8 -tb S>rdo4J IW Cl'rrWUS ®F. 741,E 7aw,J AkEN` °r (yolfit, ,Oro 1AKe yrs 01, C OIJ Cl L MEM AT 7,oo Pay. (14) TW couWcu. C#AM$eP.S AT CrrY HALL ---------- - -- 'T> "0"0114_04." TRAY* VANV4 TIMM '14 04S ' - - - M; ;N AELL. Dar r MEMORANDUM — --- ' IM June 7, 1993 JUN 7 1993 _TO: City Council CI rr COLINU . I COPI3T0: SAN LUIS OBISPO, CAA � ❑•DmotesAction ❑ FYI D DIR. VIA: John Dunn, Cit Administrative Officer- D_ eCAO�I ❑ FNDIR. Y �CAO i�FC�T.DIR. [-f Cno ❑ tHZE CHMr• W DR FROM: Ann Slate, Personnel Director Z Air K/CR! ❑ POLIC D1 a.�.Y�c1�c. ❑ POLICECH ❑ MCIST.T&V:',I X REC.DI R SUBJECT: Aquatics Budget ❑ P.EADFMZ ED,. UTILDIR. Councilmembers have received a letter from Robin Perrin, Recreation Supervisor. This memorandum is intended to clarify the information and give further justification of staff's recommendations regarding the Aquatic Program in the Recreation Department. In. my role both as Budget Review Team member and chief negotiator with her bargaining unit, Robin and I have thoroughly discussed these issues so that I can shed some light from my perspective. As she stated in her letter, she has gone through all the appropriate channels and has thoroughly articulated her point of view to her Department head as well as the Administrative staff charged with developing the budget. Council will recall that on March 13 direction was given to staff to eliminate the Recreation Supervisor position that was responsible for Athletics. The Recreation Supervisor/Athletics position was created in 1992 based on one of the recommendations developed in the Hughes Heiss study. Although the Department has been directed to implement the recommendation of expanding the position of Supervisor/Aquatics to a more effective use as Supervisor/Athletics, this never occurred. The Department did go ahead and implement the.other Aquatic related Hughes Heiss recommendation of hiring a full-time Recreation Coordinator in November of 1992. In essence, the Department doubled the regular staffing at the pool without fully expanding and reassigning the duties of the Supervisor as the study had intended. As Council is aware, the determination of which positions to eliminate was based upon Departmental recommendations. The Recreation Department, faced with the same very difficult task as all other City departments, put forth the Recreation Supervisor/Athletics position as part of their Total Cut Solution. What Robin's letter doesn't include is that the decision to place her in a Recreation Coordinator 11 position was a mitigation measure based upon the meet and confer activity conducted between the City and the various employee representatives. One of the City's goals was to make every effort to retain long term employees, Like Robin, by allowing them to return to positions they had formally held, where possible. In her case, a -_'probationary.employee, the coordinator hired in November of 1992 will be released June 7, 1993 Page 2 and Robin will be placed in his vacated position managing the pool without the Athletic program responsibilities that she was to have assumed ala Hughes Heiss. I have checked with Deb Hossli who handled the Recreation Department budget preparation and she confirmed that the staff's projections of revenues for 1993-95 are based on Robin's data that she submitted as part of the Budget process. The fee increases that Robin proposes in her letter are more ambitious that what staff has put forward in the preliminary budget. Staff continues to believe that the revenue recommendations as presented to Council on June 1, 1993 are realistic and reasonable. The compromise that Robin speaks to in her letter - which was reached after full and complete discussions with her and Recreation, Finance, Administration and Personnel department heads - will enable the pool to continue to operate with an increased amount of temporary staffing which has been the predominant staffing method employed by the Department for many years. It is a method that enables the programs to flex with changing attendance, seasonal "blips" and programming necessities. The City's Human Resources Policy specifically provides the Department the flexibility to use temporaries in an on-going fashion not afforded to other Departments so that Recreation can be more responsive to its unique staffing requirements. In this way, we can ensure that safety will be maintained, adequate supervision will be provided and programs will continue to thrive at the pool. As a sideline, the probationary employee whose position created a place for Robin to go will most probably continue to work for the City as a temporary employee, and will have the same position at the pool that he held for quite some time prior to November of 1992. Robin, like many of our valued employees, continues to be committed to the high level of service and professional commitment the community has come to expect. Her pursuit of what she believes is in the best interests of her program has led to a compromise that will adequately meet both Departmental operating needs and City long term goals. G:qw yrr .G AGENDA �� ITEM # ��ii�l► IVIII1111II ��I�II�►► i; III city of sAnAuis OBISPO —- 990 Palm Street/Post Office Box 8100 • San Luis Obispo, CA 93403.8100 COPIES. TO:. ❑•Denotes Action ❑ June 3, 1993 . t3� . ❑ DDIR D[R G;--XCAo ❑ FIRE CHIEF Q/JTTYk2'i�TEY ❑ FIN DIR. �L'cTtK/O�,iG. n LICE CH. h.sL:d '� �0 ❑ MCMI 'SLM (1�1 P DIP Dear City Council members, SRFADFILEE ❑We LnIR �neL JUN 7 8993 CITY COUNCIL SAN LUIS OBISPO.CA I would like to take this opportunity to address my concerns regarding the proposed aquatics budget for the 1993-1995 fiscal years . These issues have been a concern of mine since the beginning of the budget process . I have gone through all appropriate channels of discussion. Before this budget is adopted, I must know that. you have been provided with as much information as possible to make an educated decision. I have been in charge of the aquatics program since its beginning - in 1979. " I have fifteen years experience and an extensive understanding of the magnitude of regulations and laws which must . be implemented and followed to ensure safe pool operation. The following recommendations are based on criteria. necessary to train and supervise part-time staff for protecting user safety in a high-risk environment with a great potential for liability claims . The recommendations in the proposed 1993-1995 Financial Plan are to reduce the staffing at the pool from a Supervisor to a , Recreation Coordinator II and to eliminate the full-time Recreation Coordinator I position. The $41, 800 annual savings referred to on page D-71 of the Preliminary 1993-1995 Financial Plan is a combination of the loss of a Recreation Coordinator I salary and the difference in salaries of a Supervisor and. a Recreation Coordinator II . The aquatics program is suffering two very significant staff reductions! Why is a Supervisor necessary at the pool? The potential for having to make immediate, life-threatening decisions occurs any time the facility is open. The individual responsible for the on- site operation must have the authority to act immediately, wisely, and in the best interests of the City, its staff, and the public on a daily basis .as well as during emergencies. The proposed Recreation Coordinator II, as a general employee, would not have the decision making authority necessary for this level of responsibility. In addition, there are many occasions when the OThe City of San Luis Obispo is committed to include the disabled in all of its services, programs and activities. Telecommunications Device for the Deaf(805)781-7410. I { operation of the pool requires over -40 hours per week. A Supervisor may function in this capacity when necessary, a general employee may not . I feel very strongly that the level of responsibility and authority of on-site operation belongs to an individual in a Supervisor' s classification. I believe to do less is compromising the safety of the public and the staff and placing unfair burdens on the regular employees that are assigned to the pool at less than this level . The aquatic facility is operated seven days a week, 5200 hours per year. This. equates to over 100 hours per week. One full-time staff person cannot manage public relations, staff supervision, and safety concerns (not to mention daily job duties) alone. This has been a concern which has been addressed for many years. with the increase in recent years in rules and regulations in regards to employment of safety personnel, the need for adequate staffing is even more imperative. Two full-time individuals can come very close to meeting these needs at least during the hours the pool is open to the public. In November, an additional full-time position. was added to aquatics. The current proposed . Financial Plan eliminates this position.. The $36, 500 increase requested on page D-74 of the Preliminary 1993-1995 Financial Plan includes monies ($22, 000) for 2000 hours of part-time staff at $11 . 00 an hour to assist the full-time regular employee. while this is not an ideal situation, it would be possible if the 2000 hours could be filled by one individual. Again, I need to emphasize that the level of ^� responsibility placed on individuals who are given supervisory authority at this facility exceeds what should be expected. of part- time staff. These are difficult budgetary times, and perhaps this compromise must be made. The increase request of $36, 500 on page D-74 of the Preliminary 1993-1995 Financial Plan indicates an offset of $21, 000 in increased program revenues. This was NOT a figure provided by me. I know.what increases will, be possible at this facility and to what extent users will continue to pay so that an actual loss in revenue does not occur. If service levels and public safety are not maintained, and in some cases slightly increased to coincide with increased user fees, this facility will experience a decrease in use and a probable loss of revenue. The proposed staff reductions (reduce the Supervisor to a Recreation Coordinator II and eliminate the Recreation Coordinator I) will in fact reduce service levels to the public and will compromise user safety so I cannot support the suggested $21., 000 increase in revenues . I have prepared a "Program Scenario for SLO Swim Center" (see attached) which has been submitted at all levels of the budgetary process . This scenario was prepared with modest increases in program areas to completely recover all operational costs of staffing and pool expenditures incurred by the Recreation Department . This program scenario does not require reductions in any other program area within the Recreation Department . These increases in revenues will not result in a decrease in use. because the levels of staffing have not been compromised, and service and safety to the public can be maintained with even a few additional perks provided to coincide with the fee -increases. I have attached the "Revenue Sources For Program Scenario" which reflects the recommended program fee increases (circled) . The first column reflects our current fee structure. These increases keep us competitive with similar programs operating within our county, but will not price us out of business . The Councils directive on March 13th was to attempt to save any and all positions possible. I have submitted a proposal that accomplishes this within the scope of aquatics .which I sincerely hope will receive the attention it deserves . I appreciate the situation each of you are in. Tough decisions will have to be made and people will have to sacrifice. I also understand that other departments within the City do not have the opportunity to increase fees to save positions, but I truly believe the proposed staffing of the SLO Swim Center is inadequate. Through this opportunity to address my concerns, I hope I have provided some additional information so you may feel that some options may be available and that your decisions have been made with . an understanding of the "big picture" . If you have any questions, please do not hesitate to contact me at ext. 288 . Sincerely, Robin Perrin Recreation Supervisor, Aquatics City of San Luis Obispo r Program Scenario for SLO Swim Center Submitted by Recreation Supervisor - Aquatics Onerational .Costs Revenues Actual 1991-92 $160, 440 $102, 340 1992-93 $147,440 $129, 094' Projected for April-June 1993-94 $171, 478 $141, 678 (Without Fee Increase) 1993-94 $171, 478 $174, 454 (With Fee Increase) Operational Expenses for 1993-94 Salaries (+ benefits) Regular Employees Supervisor $ 51, 258" Recreation Coordinator I $ 35, 898 Part-time Employees Lifeguards/Instructors $ 80, 322 (includes benefits) Other Operational Costs $ 4 . 000 Total $171, 478 Represents 1001c of supervisor salary. Supervisor salary divided between athletics and aquatics for fiscal year 1992-1993 (reason for decrease in operational costs from 1991-1992 to 1992-1993) . In Summary Operational costs submitted for approval according to Preliminary 1993-1995 Financial Plan for aquatics (page D-73) : $165, 100 Operational costs according to Program Scenario for SLO Swim Center as submitted by Aquatics Supervisor: $171,478 For an additional $6, 378, two postitions are saved and service levels are not compromised. RP"VNUE"_SOURCES FOR PROGRAM S'"NARIO F� q3 $ $ $ $ $ Lap Swim Daily Use-adult 1. 25 1 .50 - 1. 75 2 . 00 -, based on 45, 500 $ 56, 875 68, 250 78, 750 91, 000 uses/yr +111375 +21, 875 +34, 125 Daily Use-senior .75 . 75 1. 00 1. 25 based on 15, 780 $ 11, 835 11, 835 15, 780 19, 725 uses/yr + 31945 + 7, 890 Monthly Use-adult 20.00 24 .00- 28 .00 32 . 00 based on 704 $ 14, 080 16, 896 19, 712 22, 528 uses/yr + 2•, 816 + 5, 632 + 81448 Monthly Use-senior 15 .00 15 . 00 16. 00 20. 00 based on 176 $ 2, 640 2, 640 2, 816 3, 520 uses/yr + 176 + 880 Lessons Adult-summer 20. 00 22 . 00 25 . 00 27.00 30 .00 based on 42 $ 840 924 1, 050 1, 134 1, 260 uses/yr + 84 + 210 + 294 + 420 Youth-summer 20. 00 22 . 00 25 . 00 27 . 00 30 . 00 based on 1582 $ 31, 640 34, 804 39, 550 42, 714 47, 460 uses/yr + 3, 164 + 7, 910 +11, 074 +15, 820 Youth-May 20.00 22 . 00 25 . 00 27 . 00 30 . 00 based on 125 $ 2, 500 2, 750 3, 125 3, 375 3, 750 uses/yr + 250 + 625 + 875 + 1, 250 Diving 25 .00 27. 00 30. 00 32 . 00 35 . 00 based on 87 $ 2, 175 2, 349 21610 21784 3, 045 uses/yr + 174 + 435 + 609 + 870 Lifeguarding 25.00 30. 00 35 . 00 based on 68 uses/yr $ 1, 700 2, 040 2, 380 + 340 + 680 WSI 30 . 00 35 .00 40 . 00 based on 28 uses/yr $ 840 980 1, 120 + 140 + 280 Rea. Swim Youth .75 .75 1. 00 1.25 based on 13, 285 $ 9, 964 9, 964 13, 285 16, 606 uses/yr + 3, 321, + 6, 642 Adult 1.25 1 . 50 1.75 2 . 00 based on 3, 744 $ 4, 680 5, 616 61552 71488 uses/yr + 936- 1, 872 + 2, 808 Swim Scrip-Youth 6 .75 6 .75 9 . 00 11.25 based on 230 $ 1, 553 11553 2, 070 2, 588 books sold + 517, + 1, 035 Swim Scrip-Adult 11.25 • 13 .50c=., 15 .75 18 . 00 based on 13 - 146 176 205 234 books sold +. 30,,,' + 59 + 88 IIIII�I�HI�IIIIIII(I�,iIIIIN "J f M NG c� D o san rues oBispo - COUNCIL AGENDA REPORT ITEM NUMBER: FROM: Ann Slate, Personnel Director SUBJECT: Amendment of Public Employees' Retirement System (PERS) contract to provide option for two additional years service credit for certain members CAO RECOMMENDATION: Adopt a Resolution of Intention and introduce an ordinance to print approving an amendment to the contract between the Board of Administration of PERS and the City of San Luis Obispo to add the option for two additional years of service credit for certain members. DISCUSSION: Under Government Code Section 20818, cities may amend their contract with PERS to provide up to two years additional service credit to a retiring member because of an impending mandatory layoff. In discussing severance packages with employees who have been designated for layoff due to our current budget situation, interest has been expressed in having the ability to increase service credit under this contract option. Increased service credit would allow employees to increase their retirement payment and make retirement a more viable option than being laid off. In order to offer this benefit the City must set a designated time period during which an eligible member must retire in order to receive the additional service credit. The City must also certify to PERS that it is in the best interest of the agency to grant the additional service credit, that the additional service credit is being granted because of mandatory layoffs, and that the City will keep one vacancy in the department created by a retirement under this provision. The City Clerk must also certify that the cost of adding this benefit to the contract has been made public at a public meeting. FISCAL IMPACT: The employer cost of this benefit is directly related to the age and annual pay rate of the employees retiring. PERS will perform a valuation on an individual basis to determine the actual cost for each employee. It is estimated that the cost to the City would average approximately $16,000 per employee electing this option. Additionally, there is a $10.00 fee for each valuation performed. Cost of including this benefit in an employee's severance package is provided for in the Preliminary Financial Plan. ALTERNATIVES: Leave the contract as it currently exists, without the option of providing two additional years of service credit for employees retiring in lieu of l��l�i�Hi�illl(IIIII►�`��UIII city osan LWs oBispo COUNCIL AGENDA REPORT being laid off. Without this option, retirement benefits would less for those employees. Attachments: Resolution of Intention Ordinance Certification of Compliance with Government Code Section 20818 i I i I I i i% I I � r a-a RESOLUTION NO. (1993 Series) RESOLUTION OF INTENTION TO APPROVE AN AMENDMENT TO THE CONTRACT BETWEEN THE BOARD OF ADMINISTRATION OF THE PUBLIC EMPLOYEES' RETIREMENT SYSTEM AND THE CITY OF SAN LUIS OBISPO WHEREAS, the Public Employees' Retirement Law permits the participation of public agencies and their employees in the Public Employees' Retirement System by the execution of a contract, and sets forth the procedure by which said public agencies may elect to subject themselves and their employees to amendments to said Law; and WHEREAS, one of thesteps in the procedures to amend this contract is the adoption by the governing body of the public agency of a resolution giving notice of its intention to approve an amendment to said contract, and which resolution shall contain a summary of the change proposed in said contact; and WHEREAS, the following is a statement of the proposed change: To provide Section 20818 (Two Years Additional Service Credit) for local miscellaneous members. NOW, THEREFORE, BE IT RESOLVED that the governing body of the above agency does hereby give notice of intention to approve an amendment to the contract between the said governing body and the Board of Administration of the Public Employees' Retirement System, a copy of said amendment being attached hereto and by this reference made a part hereof. Upon motion of seconded by and on the following roll call vote: AYES: NOES: a� Resolution No. (1993 Series) ABSENT: the foregoing resolution was adopted this day of , 1993. Mayor Peg Pinard ATTEST: City Clerk APPROVED: City Adm' 'strative Officer Q��TF.1fiI ✓�� qiLa n l� LnUrbtl w)) City Kdonley a-� PLEASE DO NOT 5i0N "E 631T ONLY" j AMENDMENT TO CONTRACT COPY Y BETWEEN THE BOARD OF ADMINISTRATION OF THE PUBLIC EMPLOYEES' RETIREMENT SYSTEM AND THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO The Board of Administration, Public Employees' Retirement System, hereinafter referred to as Board, and the governing body of above public agency, hereinafter referred to as Public Agency, having entered into a contract effective July 1, 1952, and witnessed June 9, 1952, and as amended effective October 1, 1962, October 3, 1963, October 1, 1974, June 1, 1976, December 1, 1976, December 20, 1978,January 16, 1980, May 1, 1980, July 1, 1980, July 1, 1983, July 1, 1986, July 23, 1987 and November 16, 1989, which provides for participation of Public Agency in said System, Board and Public Agency hereby agree as follows: A. Paragraphs 1 through 11 are hereby stricken from said contract as executed effective November 16, 1989, and hereby replaced by the following paragraphs numbered 1 through 12 inclusive: 1. All words and terms used herein which are defined in the Public Employees' Retirement Law shall have the meaning as defined therein unless otherwise specifically provided. "Normal retirement age" shall mean age 60 for local miscellaneous members and age 50 for local safety members. 2. Public Agency shall participate in the Public Employees' Retirement System from and after July 1, 1952 making its employees as hereinafter provided, members of said System subject to all provisions of the Public Employees' Retirement Law except such as apply only on election of a contracting agency and are not provided for herein and to all amendments to said Law hereafter enacted except those, which by express provisions thereof, apply only on the election of a contracting agency. 3. Employees of Public Agency in the following classes shall become members of said Retirement System except such in each such class as are excluded by law or this agreement: a. Local Fire Fighters (herein referred to as local safety members); b. Local Police Officers (herein referred to as local safety members); C. Employees other than local safety members (herein referred to as local miscellaneous members). 4. In addition to the classes of employees excluded from membership by said Retirement Law, the following classes of employees shall not become members of said Retirement System: a. CROSSING GUARDS. a-s "'EASE DO NOT Slav "EXHIBIT ONLY' 5. The percentage of final compensation to be provided for each year of credited prior and current service as a local miscellaneous member shall be determined in accordance with Section21251.13 of said Retirement Law (2% at age 60 Full). 6. The percentage of final compensation to be provided for each year of credited prior and current service as a local safety member shall be determined in accordance with Section 21252.01 of said Retirement Law (2% at age 50 Full). 7. Public Agency elected to be subject to the following optional provisions: a. Sections 21380-21387 (1959 Survivor Benefits) including Section 21382.4(Third Level of 1959 Survivor Benefits). b. Sections 21263 and 21263.1 (Post-Retirement Survivor Allowance) for local safety members only. C. Section 20862.8 (Credit for Unused Sick Leave). d. Section 20024.2 (One-Year Final Compensation) for local miscellaneous members; for those local fire members entering membership on or prior to July 1, 1986;and for those local police members entering membership on or prior to July 23, 1987. e. Section 20461.6(Different Level of Benefits). Section 20024.2 (One-Year Final Compensation) is not applicable to local fire members entering membership after July 1, 1986 and to local police members entering membership after July 23, 1987. f. Section 20818 (Two Years Additional Service Credit). for local miscellaneous members only. 8. Public Agency, in accordance with Government Code Section 20740, ceased to be an "employer" for purposes of Section 20759 effective on June 1, 1976. Accumulated contributions of Public Agency shall be fixed and determined as provided in Government Code Section 20759, and accumulated contributions thereafter shall be held by the Board as provided in Government Code Section 20759.. 9. Public Agency shall contribute to said Retirement System the contributions determined by actuarial valuations of prior and future service liability with respect to local miscellaneous members and local safety members of said Retirement System. 10. Public Agency shall also contribute to said Retirement System as follows: a. Public Agency shall contribute$2.50 per employee, per month on account of the liability for the 1959 Survivor Benefits provided under Section 21382.4 of said Retirement Law. (Subject to annual change.) In addition, all assets and liabilities of Public Agency and its employees shall be pooled in a single account, based on term insurance rates, for survivors of all local miscellaneous members and local safety members. J O(�4� b. A reasonable amount, as fixed by the Board, payable in one installment within 60 days of date of contract to cover the costs of administering said System as it affects the employees of Public Agency, not including the costs of special valuations or of the periodic investigation and valuations required by law. C. A reasonable amount, as fixed by the Board,.payable in one installment as the occasions arise, to cover the costs of special valuations on account of employees of Public Agency, and costs of the periodic investigation and valuations required by law. 11. Contributions required of Public Agency and its employees shall be subject to adjustment by Board on account of amendments to the Public Employees' Retirement Law, and on account of the experience under the Retirement System as determined by the periodic investigation and valuation required by said,Retirement Law.. 12. Contributions required of Public Agency and its employees shall be paid by Public Agency to the Retirement System within fifteen days after the end of the period to which said contributions refer or as may be prescribed by Board regulation. If more or less than the correct amount of contributions is paid for any period, proper adjustment shall be made in connection with subsequent remittances. Adjustments on account of errors in contributions required of any employee may be made by direct payments between the employee and the Board. B. This amendment shall be effective on the day of , 19_. 1 _ BOARD OF AISTRATION CITY COUNCIL PUBLIC EMPL ES' RETIREMENT SYSTEM OF THE CITY OF AAN LUIS OBISPO W BY 2- BY go CHIEF, CONTRA SERVICES DIVISION Presiding icer PUBLIC EMPLOYEIP4' RETIREMENT SYSTEM c2 ti� Witness Date n Attest: `Ty O Clerk IPA PERS-CON-702 (AMENDMENT) (Rev. 10/92) J-7 ORDINANCE NO. (1993 Series) AN ORDINANCE OF THE CITY OF SAN LUIS OBISPO - AMENDING_ THE CONTRACT BETWEEN THE CITY OF SAN LUIS OBISPO AND THE BOARD OF ADMINISTRATION OF THE CALIFORNIA PUBLIC EMPLOYEES' RETIREMENT SYSTEM WHEREAS, the City of San Luis Obispo wishes to provide a.benefit for certain employees who are choosing to retire in lieu of being laid off for budgetary reasons; and WHEREAS, the City Council has passed a Resolution of Intention to approve an amendment to the contract between the City of San Luis Obispo and the Board of Administration of the Public Employees' Retirement System to provide Section 20818 (Two Years Additional Service Credit) for local miscellaneous members; BE IT NOW ORDAINED by the Council of the City of San Luis Obispo as follows: SECTION 1. That an.amendment to the contract between the City Council of the City of San Luis Obispo and the Board of Administration, California Public Employees' Retirement System is hereby authorized, a copy of said amendment being attached hereto, and by such reference made a part hereof as though herein set out in full. SECTION 2. The Mayor of the City of San Luis Obispo is hereby authorized, empowered, and directed to execute said amendment for and on behalf of said Agency. SECTION 3. A synopsis of this ordinance, together with the names of councilmembers voting for and against, shall be published once in full, at least fibe(5)days prior to its final passage, in the Telegram-Tribune, a newspaper published and circulated in this city. This ordinance shall go into effect at the expiration of thirty (30) days after its final passage. INTRODUCED AND PASSED TO PRINT by the Council of the City of San Luis Obispo at its meeting held on the day of , 1993, on motion of -\ i J 0?-8 Ordinance No. (1993 Series) C` Contract Amendment with the Public Employees' Retirement System Page 2 and seconded by , and on the following roll call vote: AYES: NOES: ABSENT: Mayor Peg Pinard ATTEST: City Clerk APPROVED: City A ive Officer ityAtto ey a-� ASE DO NOT SIGN t�K Ntr AMENDMENT TO CONTRACT COPY BETWEEN THE BOARD OF ADMINISTRATION OF THE PUBLIC EMPLOYEES' RETIREMENT SYSTEM AND THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO The Board of Administration, Public Employees' Retirement System, hereinafter referred to as Board, and the governing body of above public agency, hereinafter referred to as Public Agency, having entered into a contract effective July 1, 1952, and witnessed June 9, 1952, and as amended effective October 1, 1962, October 3, 1963, October 1, 1974, June 1, 1976, December 1, 1976, December 20, 1978,January 16, 1980, May 1, 1980, July 1, 1980, July 1, 1983, July 1, 1986, July 23, 1987 and November 16, 1989, which provides for participation of Public Agency in said System, Board and Public Agency hereby agree as follows: A. Paragraphs 1 through i l are hereby stricken from said contract as executed effective November. 16, 1989, and hereby replaced by the following paragraphs numbered 1 through 12 inclusive: 1. All words and terms used herein which are defined in the Public Employees' Retirement Law shall have the meaning as defined therein unless otherwise specifically provided. "Normal retirement age" shall mean age 60 for local miscellaneous members and age 50 for local safety members. 2. Public Agency shall participate in the Public Employees' Retirement System from and after July 1, 1952 making its employees as hereinafter provided,members of said System subject to all provisions of the Public Employees' Retirement Law except such as apply only on election of a contracting agency and are not provided for herein and to all amendments to said Law hereafter enacted except those, which by express provisions thereof, apply only on the election of a contracting agency. 3. Employees of Public Agency in the following classes shall become members of said Retirement System except such in each such class as are excluded by law or this agreement: a. Local Fire Fighters (herein referred to as local safety members); b. Local Police Officers (herein referred to as local safety members); C. Employees other than local safety members (herein referred to as local miscellaneous members). 4. In addition to the classes of employees excluded from membership by said Retirement Law, the following classes of employees shall not become members of said Retirement System: a. CROSSING GUARDS. �� E DO NOT " 1EV{B1T ONW KW 5. The percentage:of final compensation to be provided for each year of credited prior and current service as a local miscellaneous member shall be determined in accordance with Section 21251.13 of said Retirement Law (2% at age 60 Full). 6. The percentage of final compensation to be provided for each year of credited prior and current service as a local safety member shall be determined in accordance with Section 21252.01 of said Retirement Law (2% at age 50 Full). 7. Public Agency elected to be subject to the following optional provisions: a. Sections 21380-21387 (1959 Survivor Benefits) including Section 21382.4(Third Level of 1959 Survivor Benefits). b. Sections 21263 and 21263.1 (Post-Retirement Survivor Allowance) for local safety members only. C. Section 20862.8 (Credit for Unused Sick Leave). d. Section 20024.2 (One-Year Final Compensation) for local miscellaneous members; for those local fire members entering membership on or prior to July 1,,1986; and for those local police members entering membership on or prior to July 23, 1987. e. Section 20461.6 (Different Level of Benefits). Section 20024.2 (One-Year Final Compensation) is not applicable to local fire members entering membership after July 1, 1986 and to local police members entering membership after July 23, 1987. f. Section 20818 (Two Years Additional Service Credit). for local miscellaneous members only. 8. Public Agency, in accordance with Government Code Section 20740, ceased to be an "employer" for purposes of Section 20759 effective on June 1, 1976. Accumulated contributions of Public Agency shall be fixed and determined as provided in Government Code Section 20759, and accumulated contributions thereafter shall be held by the Board as provided in Government Code Section 20759. 9. Public Agency shall contribute to said Retirement System the contributions determined by actuarial valuations of prior and future service liability with respect to local miscellaneous members and local safety members of said Retirement System. 10. Public Agency shall also contribute to said Retirement System as follows: a. Public Agency shall contribute$2.50 per employee, per month on account of the liability for the 1959 Survivor Benefits provided under Section 21382.4 of said Retirement Law. (Subject to annual change.) In addition, all assets and liabilities of Public Agency and its employees shall be pooled in a single account, based on term insurance rates, for survivors of all local miscellaneous members and local safety members. �! I I b. A reasonable amount, as fixed by the Board, payable in one installment within 60 days of date of contract to cover the costs of administering said System as it affects the employees of Public Agency, not including the costs of special valuations or of the periodic investigation and valuations required by law. C. A reasonable amount, as fixed by the Board, payable in one installment as the occasions arise, to cover the costs of special valuations on account of employees of Public Agency, and costs of the periodic investigation and valuations required by law. 11. Contributions required of Public Agency and its employees shall be subject to adjustment by Board on account of amendments to the Public Employees' Retirement Law, and on account of the experience under the Retirement System as determined by the periodic investigation and valuation required by said Retirement Law. 12. Contributions required of Public Agency and its employees shall be paid by Public Agency to the Retirement System within fifteen days after the end of the period to which said contributions refer or as may be prescribed by Board regulation. If more or less than the correct amount of contributions is paid for any period, proper adjustment shall be made in connection with subsequent remittances. Adjustments on account of errors in contributions required of any employee may be made by direct payments between the employee and the Board. B. This amendment shall be effective on the day of , 19_ BOARD OF ADISTRATION CITY COUNCIL — PUBLIC EMPLO S' RETIREMENT SYSTEM OF E v C F SAN LUIS OBISPO 10 BY y0 BY 4D CHIEF, CONTRACT IHRVICES DIVISION PresidinWfficer PUBLIC EMPLOYEES TIREMENT SYSTEM ' va ,y Witness Date ,a Attest: ��11 01 Clerk PERS-CON-702 (AMENDMENT) (Rev. 10/92) a-�a PUBLIC EMPLOYEES' B'` REMEI SYSTEM Contract Services Division Public Agency Contract Services P. 0. Box 942709 Sacramento, CA. 94229-2709 (916) 326-3420 � (916) 326-3240 (TDD) CERTIFICATION OF COMPLIANCE WITH GOVERNMENT CODE SECTION 20818 In accordance with Government Code Section 20818 and the contract between the Public Employees' Retirement System, the City Council of the City of San Luis Obispo hereby certifies that: 1. Because of an impending curtailment of, or change in the manner of performing service, the best interests of the agency will be served by granting such additional service credit. 2. Payment shall be made of the amount equal to the actuarial equivalent of the difference between the allowance the member receives after receipt of such. service credit and the amount the member would have received without such service credit with respect to all eligible employees who retire during the specified period. 3. It has elected to become subject to Section 20818 because of impending mandatory transfers, demotions, and layoffs that constitute at least 1 percent of the job classification, department or organizational unit, as designated by the governing body, resulting from the curtailment of, or change in the manner of performing, its services. 4. Its intention at the time Section 20818 becomes operative is to keep all vacancies created by retirements under this section or at least one vacancy in any position in any department or other organizational unit permanently unfilled thereby resulting in an overall reduction in the work force of such department or organizational unit. THEREFORE, the City Council of the City of San Luis Obispo hereby elects to provide the benefits of Government Code Section 20818 to all eligible members who retire within the designated period, through CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO BY Presiding Officer Attest: Clerk/Secretary Date a-�3 C0610 (Rev. 12/92) In The Superior Court of The State of California In and for the County of San Luis Obispo AFFIDAVIT OF PUBLICATION No. �ID STATE OF CALIFORNIA, ss. County of Sem Luis Obispo I am a citizen of the United States and a resident of the County aforesaid; I am over the age of eighteen and not interested in the above-entitled ; I am now, and at all times embraced in the publication herein mention was, the principal clerk of the printers and publishers of the SAN LUIS OBISPO COUNTY TELEGRAM-TRIBUNE, a newspaper of general _ _ 1 crcy circulation, printed and published daily, Sundays ex- s °� 1 l�us oalsvo i CITY COUNCIL I cepted, at the City of San Luis Obispo in the above HEARING NOTICE 1993-95 y FINANCIAL PLAN named coup and state; that n�-,'A� 1993-94 BUDGET The 'San Luis Obispo City Council will hold a public.. hearingtoconsider the 1993-, 95 Financial Plan and 1993.94 budget at a .meeting to be 1 held on Tuesday, June 8, j 1993, beginning at 7:00 p.m. in the Council Chamber of aThe Finant which the annexed clipping is a true printed copy, was ' city Hae, Palmcial Plan calls for published in the above-named newspaper and not in any operating Programs totalling line millions) $29.5 in 93/94 supplement thereof — on the following dates, to-wit: and $29.8 in 94/95; Capital Outlays of$11.9 in 93/94 and I n S5.1 in 94/95; and Debt Serv- iceamounting to$5.4 in 93/94 I 7 and$5.6 in 94/95 for budgets i totalling S46.8 and$40.5. The Council welcomes Your input and encourages citizen involvement -in the budget process. If you have i questions regarding the Fi. . nancial Plan and 'Budget, that said newspaper was duly and regularly ascertained please contact Bill Statler, and established a newspaper of general circulation by 4 Diane R.Gladwel 781-7130. � Diane R.Gladwell, Decree entered in the Superior Court of San Luis Obispo City Clerk 1LMay29,1993 dv7D073 County, State of California, on June 9, 1952, Case #19139 under the provisions of Chapter 1, Division 7, Title of the Government Code of the State of California. I certify (or declare) under penalty of perjury that the foregoing is true and correct. (Si 6e of Principal Clerk) Date �� 19 =! x N M A 4 Z K I W �Illllllllll��lllll�llll �� City Of SUIS OBISPO ACTION ADJOURNED MEETING COUNCIL AGENDA Wednesday, June 9, 1993 - 7:00 PM Council Chamber, City Hall 990 Palm Street, San Luis Obispo CALL TO ORDER: Mayor Peg Pinard **Lead Person -Item to dome back to Council *Denotes action by Lead Person PLEDGE OF ALLEGIANCE No Asterisk- Information Only ROLL CALL: Council Members Penny Rappa, Dave Romero, Allen K Settle, Vice Mayor Bill Roalman, and Mayor Peg Pinard PUBLIC COMMENT PERIOD (Not to exceed 15 minutes total) The Council welcomes your input. You may address the Council by completing a speakers slip and giving it to the City Clerk prior to the meeting. At this time, you may address the Council on items that are not on the agenda or items on the Consent Agenda. Time limit is three minutes. State law does not allow Council to take action on issues not on the agenda. Staff may be asked to follow-up on such items. BUSINESS ITEMS ► 1. AIRPORT AREA ANNEXATION (JONAS/463 - 90 min.) Consideration of implementing a City policy to incrementally annex the properties at the southern edge of the City commonly referred to as the Airport Area. ♦ RECOMMENDATION: 1) Incorporate into the General Plan Land Use Element (WE) update refined policies and goals for development of the Airport Area under City jurisdiction, including a specific program for incremental annexation of, and provision of urban services to, properties within the Airport Area; 2) Notify the Local Area Formation Commission (LAFCO) of the City's continued opposition to modification of County Service Area 22 (CSA) to allow the CSA to provide water to included properties; and 3) Work with property owners, or their representatives, of appropriate properties within the CSA to develop a mutually satisfactory written agreement for implementation of the annexation program incorporated in the adopted LUE. i City Council Agenda Wednesday, June 9, 1993 Jonas* FINAL ACTION: 1) Conceptually endorsed the initiation of steps necessary for the annexation process to incrementally develop property referred to as the airport area (4-1, AS-no); and, 2)Adopted staff recommendations (#1, #2, #3) with the following amendments: #1 to read"for annexation and incremental development OF, Airport Area Property Owners' Association acknowledges they will pay their share of costs of annexation, infrastructure, and services; include Economic Strategy Task Force's recommendation for a concurrent MOA with the County (2nd bullet of memo dated 5/28/93) (4-1, AS-no). ► 2. 1993-95 FINANCIAL PLAN & 1993-94 BUDGET (STATLER/233) If required, continued consideration of the 1993-95 Financial Plan and 1993-94 Budget. (Continued from 2/6/93, 2/9/93, 3/13/93, 6/2/93 and 6/8/93.) ♦ RECOMMENDATION: Provide direction to staff as appropriate. Stader* FINAL ACTION: Direction provided. ► 3. COST ALLOCATION PLAN FOR 1992-93 (STATLER/233 - 5 min.) Consideration of the cost allocation plan for 1992-93 as a basis for subsequent reimbursement to the General Fund from the Enterprise Funds. (Continued from 6/2/93 and 6/8/93.) ♦ RECOMMENDATION: By motion, approve cost allocation plan for 1992-93. Stader* FINAL ACTION. Approved (5-0). COMMUNICATIONS (not to exceed 15 minutes) At this time, any Council Member or the City Administrative Officer may informally update the City Council on communications and ask for comment and/or discussion. Due to State law, formal action or approval may not be taken. Action on items may be scheduled at the next Regular meeting. A. RECESSED TO CLOSED SESSION. B. RECONVENED IN OPEN SESSION TO REPORT ON ACTION TAKEN. No action taken. C. ADJOURNMENT. 2 WIS OBISPOcityofsan � COUNCIL AGENDA Wednesday, June 91993 - 7:00 PM Council Chamber, City Hall AT1rnrlDlVRiI X4lFRTING 990 Palm Street, San Luis Obispo Agenda Distribution List I. Unpaid Subscriptions: CALL TO ORDER: Mayor Peg Pinard A A1Preside fess o/w noted) ASI President PLEDGE OF ALLEGIANCE B•I•A• , Lynn Block Chamber of Commerce ROLL CALL: Council Members Penny Rappa, Dave Romero. H.Ovitt, Co.Spvrs.ChairPaul Hood, Co.Administration Vice Mayor Bill Roalman, and Mayor Peg Pinar' Housing Authority KCBX KCOY PUBLIC COMMENT PERIOD (Not to exceed 15 minutes total) KCPR: (2)Gen.Mgr.& News Dir. The Council welcomes your input. You may address the Council KDDB and giving it to the City Clerk prior to the meeting. At this time, yl KEYT items that are not on the agenda or items on the Consent Agenc KGLW State law does not allow Council to take action on issues not on tl KSBY to follow-up on such items. KVEC Library(front desk) Mustang Daily//V�a�/m, Pacific Gas & Elec.Co. Planning Commission RRM Design Grp./DeAnn Smith So.Calif.Gas Co./Vic Sterling SIA Area Coordinating Council BUSINESS ITEMS Telegram-Tribune SLOCityEmp.Assoc/T.Girvin SIDFireBattChiefAssoc/S.•5.,,,¢1, SLOFirefightersAssoc/D.Wunsch ► 1. AIRPORT AREA ANNEXATIONmin.- 90 JONAS 463 SLOMMgmt-ConfEmpAssoc/D.Cox ( ) SLOPoliceOffAssoc/T.DePriest SLOPolStaffOffAssoc/T.Costa Consideration of implementing a City policy to incrementally annex tl For L.U.-E.6/30/91 on& 1992: of the City commonly referred to as the Airport Area. Cits.Ping.Alliance/C.Sanders Earth Journal/ Terry Dunnivent ECOSLO/Kurt Kupper Res.forQual.Neighbor./D.Connor Sierra Club/Tom Knepher SID Prop.OwnersAssoc.(&St.Rpt) II.Subscriptions Paid or 4'IV` LIFORRIA 'Ilse Citf of San Luis Obispo is committed to include the disabled in all of its sere Envelopes Provided(reg.mtgs.): i N LUIS 011fgoecoripu ircations Device for the Deaf(805) 181-7410. Please speak to the Cin Fugro-McClelland LUIS GEISFFOdevux)to assist you in hearing the meeting. Hall/Hurley/Deutsch(exp8/4/93) _ec:are under penalty of perjury that I on employed Penfield & Smith W tte City of San Luis Obispo fn the City Clerk's Vista Information Se rFpirtrtent; and that I noServices ted t is Agenda near the Wallace, John L. & Arvic rr r door of City Fall on�v ' a s. Walter Bros. Construction Co. L y'3 Unto Sigoature City Council Agenda Wednesday, June 9, 1993 ♦ RECOMMENDATION: 1) Incorporate into the General Plan Land Use Element (LUE) update refined policies and goals for development of the Airport Area under City jurisdiction, including a specific program for incremental annexation of, and provision of urban services to, properties within the Airport Area; 2) Notify the Local Area Formation Commission (LAFCO) of the City's continued opposition to modification of County Service Area 22 (CSA) to allow the CSA to provide water to included properties; and 3) Work with property owners, or their representatives, of appropriate properties within the CSA to develop a mutually satisfactory written agreement for implementation of the annexation program incorporated in the adopted LUE. ► 2. 1993-95 FINANCIAL PLAN & 1993-94 BUDGET - TENTATIVE (STATLER/233) If required, continued consideration of the 1993-95 Financial Plan and 1993-94 Budget. (Continued from 2/6/93, 2/9/93, 3/13/93, 6/2/93 and 6/8/93.) ♦ RECOMMENDATION: Provide direction to staff as appropriate. (Please bring your budget documents from the the 6/2/93 Study Session.) COMMUNICATIONS (not to exceed 15 minutes) At this time, any Council Member or the City Administrative Officer may informally update the City Council on communications and ask for comment and/or discussion. Due to State law, formal action or approval may not be taken. Action on items may be scheduled at the next Regular meeting. A. ADJOURNMENT. 2 ^°h�i ��l(IIIIIII��a��lll �u�s oBespo Cary of San COUNCIL AGENDA REPORT From: Arnold Jonas, Community Development Director Prepared By: John Mandeville, AICP Long Range Planning Manager Subject: Implementation of City policy to incrementally annex the properties at the southern edge of the City commonly referred to as the Airport Area. CAO RECOMAffNDATION Direct staff to: 1. Incorporate into the General Plan Land Use Element (LUE) update refined policies and goals for development of the Airport Area under City jurisdiction, including a specific program for incremental annexation of, and provision of urban services to, properties within the Airport Area; 2. Notify the Local Area Formation Commission (LAFCO) of the City's continued opposition to modification of County Service Area 22 (CSA) to allow the CSA to provide water to included properties; and 3. Work with the property owners, or their representatives, of appropriate properties within the CSA to develop a mutually satisfactory written agreement for implementation of the annexation program incorporated in the adopted LUE. DISCUSSION Situation On June 17, 1993, the LAFCO will vote on a request by CSA property owners to expand the powers of the CSA to include receiving and distributing water to property in the District (District map provided as Attachment 1). With water service available, the properties in the CSA would be able to develop whether or not they are annexed by the City. The LAFCO hearing was continued from April 15, 1993 to allow time for City and CSA property owner representatives to jointly determine the feasibility of development of CSA included properties under City jurisdiction. LAFCO must make a decision on the application on June 17. No further continuances are possible. Participant Positions A. City of San Luis Obispo. On January 19, 1993, in the course of developing a position relative to potential County acity of San LaIS OBISPO MINaGe COUNCIL AGENDA REPORT of San Luis Obispo (County) provision of State Water Project water to a variety of interested users, the Council unanimously adopted Resolution No. 8113 (copy attached) stating that the Council: 1. Opposes expansion of the functions of County Service Area 22 to include the capability of supplying water to properties within it's district boundaries; 2. Restates it's intent to participate in provision of water from Lake Naciamento to the City of San Luis Obispo and other cities within San Luis Obispo County; and 3. Affirms it's intent to incrementally annex, and provide for urban development of, properties in the Airport Area in conformance with City and County land use plans for the area. As part of the consideration leading up to adoption of the Resolution, the Council had reviewed a Community Development Department memorandum dated January 12, 1993, (see attachment 3) concerning City participation in the future of the Airport Area. That memorandum concluded that if the Airport Area was seen as a future City expansion area, a commitment should be made to a timely plan for the provision of adequate water to allow attainment of City General Plan land use proposals for the area. At a subsequent City Council study session on February 23, 1993, the Council received a Community Development Department report (see attachment 4) which examined various service thresholds relating to annexation of the area, and suggested a general annexation strategy. B. CSA Property Owners According to their representatives, CSA property owners (owners) feel that a decade of cooperation and negotiation with the City to allow annexation and urban development of their properties has not resulted in assurance for them that the City will act to implement LUE goals. Thus, they have petitioned LAFCO to allow the CSA to expand its powers to include receiving and distributing Lake Naciamento water to the included properties. By obtaining their own water (without relying on the City) the property owners are seeking to achieve a condition where they can develop under County jurisdiction. The owners have expressed an interest in continuing to work with the City to establish a phasing plan for annexation that will negate the need for the CSA to provide water and sewer services. A statement provided by the owners to explain their position is expected to be received prior to the meeting, and will be forwarded under separate cover. C. LAFCO ��n�►�H��IIIII�►II q U City Or San LUIS 081SPO WaGa COUNCIL AGENDA REPORT During their initial consideration of the CSA application, LAFCO members expressed an understanding of the owner's position, and frustration with past City inactivity. They clearly communicated their likely action of approving in some form the request before them. Following an extensive presentation by Mayor Pinard concerning the Council's expressed intent to incrementally annex and provide urban services to the CSA area, the LAFCO Commission continued their hearing on the matter to June 17. This date represents the maximum legal continuance possible, to allow City-owner interaction concerning alternative courses of action agreeable to both. The LAFCO staff report recognizes the City's intent to annex the CSA and to obtain Naciamento water. However, the report expresses the opinion that the City will probably not annex much of the CSA area until after the year 2013 (see Attachment 5). The staff report also states that the CSA area needs to develop with the infrastructure necessary to best serve the area, and that to delay the extension of water services to the area until after 2013 would be a mistake. The LAFCO staff are recommending a modified version of the CSA owners request. Specifically, they are recommending that CSA powers be expanded to include providing water, but only to those properties in the CSA identified in the County San Luis Obispo Area Plan update as areas that are not anticipated to annex to the City within the next 20 years. As can be seen from the anticipated annexation phasing map from the County Area Plan (Attachment 3), this includes most of CSA. D. Others The Council's appointed Economic Strategy Task Force supports immediate action by the City assure annexation and future development of the CSA within City jurisdiction. Attached (see attachment 6) is a copy of a memo to Council from the FSTC Chairman making their recommendation. Comment • Urban level development in the CSA is dependent on an additional water supply, provided through either the City or the CSA. At this time it is anticipated that the additional water supply will come from Lake Naciamento. It is reasonable to expect that this water would become available to the CSA and to the City at about the same time. Any schedule made regarding annexation would need to be dependent on the availability of water and should be qualified accordingly. • The CSA owners request to LAFCO recognized the City's interest to annex the area, however it did so in a manner that attempted to allow development if the City did not annex the area at the time Naciamento water becomes available. The property owners included in their request that the City be allowed to annex certain areas and receive the ,!,IM1111 iRl city of San Luis OBI SPO COUNCIL_ AGENDA DEPORT allotment of Naciamento water that would go to the CSA. If the City did not exercise this option, the CSA would distribute this water and the property would develop under County jurisdiction. Under the County's draft update to the San Luis Obispo Area Plan, property located within the CSA would be allowed to develop prior to annexation by the City according to the designated land use, buj with density and intensity restrictions that are expected to be removed upon annexation to the City. I • The City's current policy regarding annexation of the CSA is that development without annexation could seriously inhibit the overall attainment of City and County land use goals by obstructing the City's future annexation of the area. City Council Resolution i 8113 affirmed the City's intent to incrementally annex and provide services to the CSA. The Resolution stated the City's opposition to the expansion of CSA functions to include supplying water to properties within that district. j The City's concern regarding development without annexation is that development will result in impacts the City will be required to respond to, such as additional traffic on ! City streets, air pollution control concerns, increased demand for local housing and supporting services, and possible demands to extend City services beyond our boundaries (such as being ordered by the Regional Water Quality Control Board to accept sewage from the new unincorporated development). • The City will be impacted by any development in the CSA. However, there will be little the City can do to respond to these impacts without the ability to directly control the type, extent and character of the development, and mitigate incremental impacts with revenues which the new uses will generate. Urban development in the CSA that occurs outside the City's jurisdiction can result in obstacles to the City's future annexation of the area. Construction of community water supply and wastewater systems that would be built through the CSA as an alternative to City services could create an obstacle to future City annexation. Once owners have paid for construction of water supply and sewage disposal systems, they may have difficulty affording or agreeing to the additional costs of integrating their systems into the City's j systems. Dry sewering or other methods of facilitating future integration into the City systems is an added front end expense to providing community systems that may not be supported by property owners. • The CSA owners have petitioned LAFCO to expand the CSA's powers because of their uncertainty regarding when the City will be able or willing to supply water and annex the area. The owners are seeking a more definitive commitment from the City. They have expressed an interest in working with the City to establish a phasing plan for City annexation that will negate the need for the CSA to provide water and sewer services. However, they feel any such agreement must be in a form that commits the City to action within a given time frame. �i►�I�lh��l� �j � city of san tuis oBispo COUNCIL AGENDA REPORT CONCLUSION Action to allow development within the CSA appears imminent, regardless of City participation. In the City's best interest, it is critical to reach some agreement with the CSA owners to have that development occur within City jurisdiction. While it is not likely that the owners will i terminate their present request to LAFCO for power to distribute Naciamento water, they appear willing to continue to work with the City toward a common goal. LAFCO seems poised to act to assist them in that endeavor. Thus it is up to the City to make take timely action to foster owner cooperation. Additional policy actions are not likely to be sufficient to engender such j cooperation. While it is important that the City take such steps to establish the basis for more specific action, stronger commitment is needed now, if the Council wishes to resolve the future development course of the CSA prior to the arrival of water within the next few years. j I FISCAL EMPACTS j I Fiscal impacts associated with developing an agreement with the property owners will primarily result from staff time required in preparation for and during the negotiation process and for the preparation of an agreement. The incremental annexation of the CSA will result in fiscal impacts associated with providing services and maintenance to City streets and facilities used by employees and business activities associated with the new uses. These impacts will occur whether the area develops within the City or under County jurisdiction. i I ALTERNATIVES I The alternative to strengthened policy statements and developing an agreement with the CSA owners is to do nothing at this time and let the CSA pursue approval for an expansion of powers to provide water to the properties within its boundaries and develop under County jurisdiction. I ATTACBINNTS 1. Map of CSA 22 2. Council Resolution No. 8113 (1993 Series) 3. January 12, 1993 Community Development Department Staff Report 4. February 23, 1993 Community Development Department Staff Report 5. County Map of Anticipated City Annexation Phasing 6. Economic Task Force Recommendation I I i i I I I i 1_S I i ..lk a g = u+ _ cu o � , a � e e 11t w Y r z I c 0 m tyy C n N + LU • s p I Z^ p a 1 ' o L 4- 0 p N rm N c / O ^ UQ 10 /-6 � v ATg z,Ar i Z RESOLUTION NO. 8113 (1993 SERIES) A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO CONCERNING PLANNING FOR DEVELOPMENT OF THE UNINCORPORATED AREA AT THE SOUTHERN EDGE OF THE CITY, COMMONLY KNOWN AS THE AIRPORT _._.. _. AREA .. WHEREAS, the Airport area adjoins the incorporated area of the City of San Luis Obispo; and . . .. WHEREAS, the City has long anticipated future urban development in the. Airport Area, and included plans for such development in it's General Plan; and WHEREAS, previous development of the Airport Area has not been timely due to the unavailability of urban infrastructure and services, such as public %eater supplies; and WHEREAS, the Board of Supervisors of San Luis Obispo County is noes considering using the State Water Project to provide public water supplies to the Airport Area, and has adopted a standard of not providing such water to incorporated areas;'arid r' WHEREAS, .the electorate of the City of San Luis Obispo has chosen to not participate in the State Water Project, and City Council policy precludes annexation of properties being served with State Water; and WHEREAS, implementatiori of current County plans for water service to the Airport Area could seriously inhibit overall attainment of City and County land use goals by obstructing future annexation and urban development of the area under City jurisdiction, and precluding efficient; integrated development which would minimize environmental impact. NOW, THEREFORE, BE IT RESOLVED;That the City Council of San Luis Obispo hereby: 1. Opposes expansion of the functions of County Service. Area 22 to include the capability of supplying water to properties within its district boundaries; 2. Restates it's intent to participate in provision of water from Lake Naciamento to the City of .San Luis Obispo and other cities within San Luis Obispo County; and 1-7 -TT 3. Affirms it's intent to incrementally annex, and provide for urban �. development of, properties in the Airport Area in conformance with City U and County land use plans for the area. On motion of Councilmember Roalman, seconded by Councilmember Settle, and - an the following- role call.vote: AYES: Councilmembers Roalman, Settle, Rappa, Romero, and Mayor Pinard NOES: Nane ASSENT: None the foregoing resoivtiorr was passed and adopted on this 19th day of January, 1993. M- or Peg Pinard ATTEST: �� •' . � '" GLS.-.�.L�UJ�-�- . - elty/Clerk Diane Glcdwell APPROVED: C ty Administrative Officer ex it�I/Attlrnef f `hMENT 3 ITAC MEMORANDUM TO: John Dunn, City Administrative Officer (moo FROM: Arnold Jonas,Community Development Director DATE: January 12, 1993 SUBJECT: City Participation in the Future of the Airport Area You have requested that I provide brief comments regarding future activity in the unincorporated area south of the current City boundary, and easterly of South Higuera (including the Margarita area) . I' ll refer to that area as the Southern Unincorporated Area, or SUA, to both minimize association with specific sub areas such as the Airport Area, and to generally encompass a larger area of concern. Other major expansion areas, such as Dalidio, are not the focus of these comments. CONCLUSION The City decision to decline participation in the State Water Project has generated a perception on the part of some persons that we are no longer interested in positive participation in future land use decisions in the SUA. The City should consider issuing an accurate statement of the City vision for the area. If we embrace this area as a future city expansion area, this commitment should include a timely plan for the provision of adequate water to allow attainment of City General Plan land use proposals for the SUA. BASIC CITY OPTIONS Three basic options appear available to the City at this time in charting our future course relative to the SUA. 1. Abandon efforts to annex and participate directly in the future planning efforts for the SUA. 2. Continue to seek annexation of the area, in whole or part, with the goal of the City being determination of uses and intensities of development. This option has two obvious sub--options: a) annexation of the entire area at one time, or b) annexation of the area on a planned incremental basis. DISCUSSION • The election, relative to the State Water Project, established a major "watershed" concerning City decision making in regard to the SUA. The perception on the part of many is that. the City has withdrawn as an active participant in the determination of the future for the by other purveyors, could act to minimize the potential for sub-standard development. However, . Board of Supervisors criteria for allocation of state water prohibit it's use in any incorporated area. • The potential of joint service expressed in the preceding paragraph appears to have been also precluded by recent City Council actions. A de-facto policy of prohibiting city annexation for properties or projects making use of state water in any fashion appears to be in place. This philosophy, in conjunction with County provision of state water to the SUA, raises doubt as to the continued practicality, and hence validity, of many current and proposed city land use policies and programs. The extent of expansion necessary for our utility systems to serve the "built-out community, for example, could. be substantially less. Assuming the end result in the SUA to be an unincorporated, developed area, the need to provide urban levels of services would fall to the. County. How well the County is able to plan for and provide those services could directly affect the City. • Urban uses will continue to develop in the SUA under County control. The City will be required to directly respond to the impacts of this development without the benefit of the increased revenues which it generates. Major impacts could include additional traffic on city streets, air pollution control concerns, demands for additional housing and supporting services, and demands , to extend city services beyond our boundaries (such as being ordered by the Regional Water Quality Control Board to accept sewage from the new unincorporated development) . • The type of future development in the SUA will be different than what would have occurred under City guidance, and could be of different character and lesser quality than our community would prefer. • Given the constraints to timely provision of urban service levels to the SUA, the City could consider allowing (upon annexation) a lower density of residential or industrial use, or establishment of agricultural zoning as appropriate. This alternative has the advantage of retaining City control over quality of development, and accrual of incremental economic benefits. However, the benefits apparent to property owners may not be sufficient to stimulate them to participate in the annexation. MEETING DATE ��ty o� san its oBispo 2 -z - q3 COUNCIL AGENDA REPORT ITEM NUMBED: FROM: Arnold B. Jonas, Community Development Director 0 BY: Glen Matteson, Associate Planner SUBJECT: Airport area phased annexation - study session CAO RECOMMENDATION: 'r Review the following information and provide any desired direction to staff. BACKGROUND `= f . . Situation T The pending Land Use Element update says "The City will annex the (airport] area in phases, contingent on the City's ability to provide utilities and services. " Council has asked for - background on how phasing may proceed. While a definite schedule cannot be set at this time, a general approach to timing and sequence are apparent. Discussion The airport planning area that was identified several years ago ) is roughly bounded by South Higuera Street, Broad Street, and Buckley Road (attached vicinity map) . It includes the .Margarita area, for which a specific plan is being prepared (see the companion staff report) , and the recently annexed Broad Street area, plus other land. Phased annexation of the area would involve properties with very different conditions and intended uses, and several types of City services. The City's general plan recognizes two types of annexation. Major expansions must proceed according to specific plans. They will be the City's new mixed-use (mainly residential) neighborhoods. Minor expansions are intended primarily to help create an open space greenbelt, in which permanent protection of open land is obtained concurrent with a small addition to urban development. Other potential annexations do not clearly fit either of these categories, and additional policy guidance would be helpful. Staff will recommend language to do so in a future report, when Council considers adopting the Land Use Element update. In considering annexations, the Local Agency Formation Commission' (LAFCo) applies certain criteria, listed in the attached 1973 LAFCo resolution. J m� il�� city Of San AS OBISPO SMiGe COUNCIL AGENDA REPORT / A proposed annexation containing fewer than 12 registered voters may be blocked by the protest of owners having 50 percent or more of the assessed value. The following discussion is keyed to the numbers shown on the attached vicinity map. The order is not intended to imply priorities or sequence. 1. The Broad Street annexation, recently completed, contains several vacant, partially developed; and fully developed parcels. Several of the parcels have prior agreements for City water and sewer service. Construction is underway on the Gas Company facility, and a shopping center is proposed on land between Industrial Way and Tank Farm Road. Until a major supplemental source of water is available, projects in this area can proceed with retrofitting. This area can be considered the first phase, now accomplished, of airport area annexation. 2. The Margarita area has been the subject of specific planning efforts for several years. Annexing the entire specific plan area .would be a logical next step, once the specific plan is adopted. Development is contingent on the City obtaining substantial additional water supply and sewage treatment capacity, expected in the late 1990's. The map shows the following subareas: A. A small area at the intersection of Broad and Rockview could be annexed and developed with housing immediately, since it may meet the criteria for minor annexation and would be eligible to retrofit for water i credit. B. Large open space, park, and drainage detention areas probably would be dedicated when sections of the specific plan are developed. C. This part, containing a range of dwelling types, a school site, neighborhood convenience centers, and "home-occupation" type businesses, would be developed in sections over seven to ten years. Internal phasing has not been decided, but is likely to proceed from west to east, with certain major features (such as Prado Road extension) completed in the first phase. D. A business park could be one of the early phases. It may provide the "research park" suggested in recent discussions of economic development. 411maligniill city of San 41S OBIspo COUNCIL AGENDA REPORT 3. The Edna-Islay "secondary planning area" is somewhat like the Broad Street annexation, but it contains much residential land and there are no prior agreements for City utilities. Annexations could proceed parcel-by-parcel from the north, or the whole area could come in at once. 4. The proposed golf course on the former Union Oil tank farm could be annexed at any time, so long as the resulting city limit did not create an island or a "cherry stem. " Golf course development is contingent on adequate groundwater or reclaimed water. 5. The tank farm is proposed to remain in this use during the planning period. This area and the golf course (area 4) could be annexed along with the Margarita area, or as a separate unit following annexation of the Margarita area. G. Business parks would provide campus-like settings for industry. Developing either of these business parks is contingent on adequate City services, and could wait until Higuera Commerce Park, other industrial land in the city, and the Margarita business park are nearly built out.. The eastern #6 business park would replace part of the Union Oil tank farm. (The draft County land use element update shows much of this part as an extension of the golf course, which would be a reasonable use. ) It could be annexed along with areas 4 and 5. The western #6 business park could be annexed at any time. 7. Other areas are primarily designated for service-commercial or manufacturing use: These areas contain a wide range of properties. Some, such as the partially developed P.G. & E. site on South Higuera at Vachell Lane, could be annexed immediately, with further development contingent on retrofitting (or adequate on-site wells*) until adequate supplemental water us available. Others, such as the area northwest of the airport runways, or immediately south of the airport itself, probably would be annexed last. * The City's general plan and codes allow private wells to serve individual developments. However, on June 6, 1991, by minute action, Council set policy that the City will not approve private wells, or dedication of wells, to make a project exempt from needing a water allocation or from the requirement to retrofit. This policy gave staff the discretion to reduce the amount of allocation or retrofitting, to the extent that well water would supply nonessential uses. Further-, Council did not want to consider individual requests for exceptions to this policy. This policy maybe reconsidered at anytime. /�3 `�"� ��` "+• ..r�o•., rieanng uratt ..Vi •.0 orne ll; \ ' Jam•, cr';„cs •'i�,••- ••: y,,.,,,: �;�• ',' Schr.' \ •✓%4�ii;�trit' •.\�. 2.�•• .:i_t I. I- ,�%` 36e'•.��\\ \a° `:� tel r l0Y / }\ I ,•P'' " X''1 /I� jr ral er w' I t' _ "d'" bMSOiY '1 �IN4 aria oRadleTowet, SI-niriimeA��t-a Park �.` :� (i _.� `e Sc R7` X. rI y' f S Park Ilr .,i .-1 Pp •T Se_ rn <�\ • �i 1_ \ ,� 00 'V _ r• �•y\ .._ _ ._; `C Vlater B 'i 'Tank .(•eeaur..r.aae_,,�t ' paws�--- --- •Dor Sch I 'o�• , '•• .�•r J,'n.,J+�. •aj$`'�_� �p�1D y •I90 8 °, wai •' • ��'•. • ,\11.3 ,.}`, .`.\`. ,•% BH zZl \.• •1I Trader + `eo•• I - \'1Me11 I jheaterl• railw., ..��.;. . 1(\� \` _ s y' ••:o'• II �' 3 Par o JJ�� ' 1 JJe l gar°- II •� SewageLS },•.;• (�,.. \- _y _:,✓',t, `-••+ ,\� J6'�.I. �■v'Oi3COi71/ •.� � � wI1 ••\� t I II , '\, IN `�\a.}i.•-`��_ I19 . ^ Trailer +` 1�0t .% I ;71 70•• '+Iw IN QQ �dQ I Park y D ` ® , I4•PIt Vol • 198.7\ Itat. — �C'� —` ---- — ----� -------------- '� • Sall, Ois 0 1 rare ~ C•' r Trader ■ - • • • • 6 ...�`'l P1,11 r�Trader �.�• 1�� I im ^— Park ' P1, Park_ Sa Luis Obisoc 1 art coR 161? L v _T_ 10 X11■ •� •v / � / J0=.,1 J n COUNTY AIRPdR—� � r rl 'a A ...' - __ _ ` rrly1 l..1.1 ■ /Se ' JJO J /// flG�) •WLY ■ / BR/ • O EaaL SMLS t'Q II• I jai \ , Sch FIGURE 8 AIRPORT AREA 60 / /� rzae AIRPORT AREA SERVICES &ANNEXATION OUTLINE OF THRESHOLDS Resource/service: Water supply Current capacity: 7,735 acre-feet safe annual yield (declines to about 6,935 over planning period due to reservoir siltation) Current usage: 8,200 acre-feet per year, normal usage (1987 predrought usage rates for 1992 land use) Capacity needed for general plan buildout: Total 9,900 to 11,000 acre-feet safe annual yield, depending on long-term conservation. Capacity needed for 1992 city limits buildout: 3,100 acre-feet (includes compensation for siltation) beyond current safe yield. Capacity needed for Airport Area buildout: Margarita Area: 589 acre-feet Balance of Airport Area: 270 a.f. (at least 271 potable) (excludes Broad Street annexation and Union Oil golf course) Capacity needed for expansion other than airport area: about 500 acre-feet Planned capacity increases (amounts & dates): Reclamation: 1,600 acre-feet*, 1995 Salinas: 1,650 acre-feet, 1997 * nonpotable Nacirniento: 6,235 acre-feet (?), 2000 Potential for area self-sufficiency: Groundwater quantity and quality are highly variable depending on location. Generally, both are higher in the west and the south, and lower in the north and. the east. Whole basin appears to be in overdraft, but recovers quickly with substantial rainfall. Businesses with low to moderate water usage, in good groundwater areas, can be self-sufficient on wells. (Main advantage is City fire flow.) Minor projects could do retrofitting. Potential for phasing: Sequence hard to define. City may not have sufficient water for any substantial development for several years, then enough for build-out of the whole area at once. Due to existing water mains, phases would likely proceed inward from Broad and Higuera, possibly from north to south. Reclaimed water phasing may be ahead of City potable water. ��As i Airport Area Services & Annexation COutline of Thresholds Resource/service: Water treatment Current capacity: 11.5 million gallons per day (mgd) plus well-head treatment for groundwater Current usage: Current capacity was reached during hot days before mandatory conservation, though the predrought average was about 9.5 mgd. Capacity needed for general plan buildout: 16 mgd Capacity needed for 1992 city limits buildout: About 13 mgd Capacity needed for Airport Area buildout: Margarita Area: 0.7 mgd Balance of Airport Area: 0.3 mgd Capacity needed for expansion other than airport area: about 2 mgd Planned capacity increases (amounts & dates): 16 mgd by 1995 Potential for area self-sufficiency: In some locations, groundwater can be used with minimal treatment. Potential for phasing: Water treatment capacity will not be a basis for phasing. I, ��lO Airport Area Services & Annexation Outline of Thresholds Resource/service: Water storage* & distribution Current capacity: None provided by City for airport area, except to airport itself; City facilities serve eastern and western edges of area. Current usage: Cross-town water transmission capacity probably adequate, though older parts of the distribution system do not meet.current fire-flow standards. Capacity needed for general plan buildout: Appears that build-out can be achieved by extensions of existing distribution system, without major new storage. This is a preliminary observation. Capacity needed for 1992 city limits buildout: Not a threshold factor. Capacity needed for Airport Area buildout: If the area was served by a system other than the City's, another large tank on the South Street Hills would be needed. Capacity needed for expansion other than airport area: Not a threshold factor. Planned capacity increases (amounts & dates): Water lines can be extended as development proceeds. Location of existing lines supports the north-to-south, sides-to-middle approach. Potential for area self-sufficiency: Not applicable. Potential for phasing: Due to existing water mains, phases would likely proceed inward from Broad and Higuera, possibly from north to south. Reclaimed water phasing may be ahead of City potable water. Refers to storage for supplying immediate needs of pressure zones, not reservoir storage for annual supply. i �w/ Airport Area Services & Annexation Outline of Thresholds Resource/service: Sewage treatment Current capacity: 5.1 million gallons per day (mgd) average dry-weather flow Current usage: 4.8 mgd (predrought rates applied to 1992 generators) Capacity needed for general plan buildout: 6.6 mgd Capacity needed for 1992 city limits buildout: 6.0 mgd Capacity needed for Airport Area buildout: Margarita Area: 0.2 mgd Balance of Airport Area: 0.1 mgd Capacity needed for expansion other than airport area: 0.3 mgd Planned capacity increases (amounts & dates): 5.8 mgd by 1994 Potential for area self-sufficiency: Septic leaching systems and package treatment plants can be used for low density or scattered development, but are less effective in protecting groundwater quality than municipal treatment. Availability of City sewer service is a significant advantage for urban development. Potential for phasing: The gap between current and build-out capacity could be closed in two or three large increments, by adding treatment units to the soon-to-be upgraded plant. 1 Airport Area Services & Annexation Outline of Thresholds Resource/service: Sewage collection Current capacity: Rockview lift station is at capacity with build-out of the current city limits in the Broad Street/Tank Farm Road area. South Higuera area lift stations may be a constraint.. Current usage: Not available. Capacity needed for general plan buildout: Substantial enlargement of Rockview lift station, or a new trunk line from south Broad area to South Higuera area (probably running along Tank Farm Road). Capacity needed for 1992 city limits buildout: No major increases. Capacity needed for Airport.Area buildout: Margarita Area: Balance of Airport Area:. Can be served with sewer main extensions from Best served by new Tank South Higuera. Lift stations'status unknown. Road main. Capacity needed for expansion other than airport area: Separate issues. Planned capacity increases (amounts & dates): None programmed. Potential for area self-sufficiency:, not applicable Potential for phasing: Most likely eastward from South Higuera and northward from a new trunk sewer line along Tank Farm Road. Airport Area Services & Annexation Outline of Thresholds U Resource/service: Fite protection & emergency medical Current capacity: County station at airport deploys one fire crash crew with response time of 90 seconds to center of runway. One-man engine company with 14 paid/volunteer firefighters available for structure, fire, and rnedical emergencies. City has mutual aid agreement; most of area is beyond City's four-minute response. Current usage: Unknown for county services. Within city, existing fire protection and emergency medical resources are assumed to be roughly in balance with service demands. Capacity needed for general plan buildout: 16 additional firefighters, including additional paramedics; a new City station, or a consolidated City/County station, in the southern part of the city. 8 additional firefighters for airport crash/rescue service. Capacity needed for 1992 city limits buildout: Existing facilities with increase in personnel (1 firefighter per 1000 additional population) could serve full development within the 1992 city limits. Capacity needed for Airport Area buildout: Additional/consolidated station with six additional firefighters (two per shift), or with additional personnel to provide airport crash service. Capacity needed for expansion other than airport area: Can be served from existing stations, with additional personnel. Planned capacity increases (amounts & dates): None programmed. Potential for area self-sufficiency: Fire sprinkler requirements reduce fire-service demands. Hazardous spills and medical emergencies, increasing with urban development, would require City or substantially upgraded County/CDF response. Potential for phasing: Some further development can occur without a new station. Substantial development will require one new station, which would be sufficient for buildout. Airport Area Services & Annexation Outline of Thresholds - Resource/service: Police protection Current capacity: Prior to any 1993-94 budget reductions, adequate for current demands. Current usage: City does not provide law enforcement to unincorporated airport area; service demands within city limits leave no excess capacity. Capacity needed for general plan buildout: About 20 additional sworn officers, plus about nine additional support staff, plus additional support space (probably a substation in the southern part of the city) Capacity needed for 1992 city limits buildout: About 12 additional sworn officers, plus about five additional support staff, plus additional support space (probably a substation in the southern part of the city) Capacity needed for Airport Area buildout: About three sworn officers. Margarita Area: Balance of Airport Area: not figured separately not figured separately Capacity needed for expansion other than airport area.- About rea:About five sworn officers. Planned capacity increases (amounts & dates): No increases programmed. Potential for area self-sufficiency: Project design can enhance safety and security, but design features are not expected to substantially reduce the need for law enforcement services. Potential for phasing:, With the need for a substation for any significant development, a series of small steps would be no more logical than one or two large ones. ' 1 Airport Area Services & Annexation Outline of Thresholds U Resource/service: storm drainage Current capacity & usage: Several areas are subject to shallow flooding. County standards generally call for on-site detention to reduce peak storm flows. Drainage problems affect City residents in the Margarita Avenue area. Capacity needed for general plan buildout: Each development will need to provide storm water detention. In some cases, bottlenecks at existing drainage facilities may need to be removed or bypassed. Generally, large or coordinated developments have more flexibility to combine detention with recreational use or wildlife habitat. Capacity needed for 1992 city limits buildout: see above Capacity needed for Airport Area buildout: see above Capacity needed for expansion other than airport area: see above Planned capacity increases (amounts & dates): Detention basins would be built in two locations within the Margarita area: Potential for area self-sufficiency: Storm water detention can be provided and bottlenecks can be addressed under either City or County jurisdiction. Potential for phasing: Drainage facilities generally can be provided independently from the sequence of development. j �-d� Airport Area Services & Annexation Outline of Thresholds Resource/service: transit Current capacity: SLO transit Route 3 serves the South Higuera Street corridor and the Broad Street corridor, generally on an hourly basis. The airport itself and the interior of the airport area are not served. Current usage: The buses serving this area have excess capacity. Capacity needed for General Plan buildout: Unknown. The draft Circulation Element calls for the preparation of a "Long- Range Transit Plan" that should answer this question. The need for additional east-west transit routes to serve new growth is highly probable. Capacity needed for 1992 city limits buildout: Creation of the eight-bus, three-route system called for by the Short Range Transit Plan should be sufficient to serve existing City areas. Capacity needed for Airport Area buildout: Unknown. Development of the Margarita Area would generate demand for transit service via Prado Road extended. A way to serve planned business parks has not been decided. Ultimately, additional routes and buses will be needed to serve this area. Service (per mile basis) will be costly, given the potential dispersion of employment within a relatively large area. Capacity needed for expansion other than airport area: Unknown. Planned capacity increases: The City has recently purchased additional buses, is establishing a fifth route, and will achieve its Short Range Transit Plan objective of expanded service by FY 1995-1996. None are planned beyond this. Potential for area self-sufficiency. None. Area employers could establish some type of van pool program and participate in other trip reduction activities. Potential for phasing: — Phasing will depend on the sequence of future development. If the Margarita Area develops first, then Routes 1,2, and 3 would need to be modified to serve the new neighborhood via Prado Road (extended).. Airport Area Services & Annexation Outline of Thresholds Resource/service: streets and highways Current Capacity: Major streets have adequate capacity for existing traffic. The Broad-Orcutr and Higuera-Madonna intersections experience LOS D or more congested conditions during peak hours. Current Usage: Broad Street, Tank Farm Road, South Higuera Street, and U.S 101 are the primary arterials serving the area. All arterials carry more than 12,000 vehicles per day. Highest traffic levels are on Broad Street, with traffic volumes increasing from 12,000 ADT near the airport to 30,000 at South Street. Highway 101 carries 40,000+ADT. Capacity needed for general plan buildout: The draft Circulation Element identifies the following projects in or adjacent to the Airport Area needed to handle traffic increases: Orcutt Road: Widen to four Lanes between Broad and Johnson and construct an overpass at the railroad. Prado Road: Extend Prado Road eastward (4 lanes) to Broad at Industrial Way; widen to six lanes between Highway 101 and South Higuera and reconstruct the bridge over SLO Creek. Prado Road`. Construct a full interchange at Prado Road and Highway 101. Tank.Farm Road: Widen Tank Farm Road to four lanes between Broad and South Higuera. South Higuera: Complete the widening of South Higuera Street to four lanes between Madonna Road and south City Limits. Highway 101: Widen Highway 101 to six lanes between Los Osos Valley Road and Santa Rosa Street. Los Osos Road: Modify existing'ramp system of the LOVR-Highway 101 interchange. Broad Street: Widen Broad Street to four lanes with a six lane section between Industrial Way and Tank Farm Road. Capacity needed for 1992 city limits buildout: Full development of the Broad Street annexation area may require adding lanes to segments of Broad Street and will contribute to the need for changes to Orcutt Road and the Orcutt-Broad intersection. Full development of the Edna-Islay area may impact the Tank Farm-Broad and Tank Farm-Higuera intersections, -requiring some improvements. Capacity needed for Airport Area buildout Street projects listed above will be needed to serve the Airport Area. Development of the Margarita Area as a component of the Airport Area would require the Prado Road improvements noted above. Capacity needed for expansion other than airport area: A portion of the need for the Prado Road interchange is associated with development of the Dalidio property west of Highway 101. Otherwise, traffic. generation associated with full development in the airport area would warrant the street projects listed above. Planned capacity increases: No capital improvement plan has been adopted for projects identified in the draft Circulation Element. The element assumes that most projects would be installed as part of development and/or paid for by development. Commercial developers of the Dalidio property are discussing the planning and construction of the Prado Road interchange. Potential for Self-Sufficiency: Not applicable. Potential for phasing: Development of the Margarita Area and the Dalidio property can include all improvements to the Prado Road corridor. Other streets, such as Tank Farm Road or South Higuera Street, probably will be changed as adjoining properties develop or redevelop, or as incremental capital projects. Airport.Area Services & Annexation Outline of Thresholds Resource/service: parks and recreation Current capacity/usage: Park space and requirements are roughly in balance citywide, but some neighborhoods have insufficient nearby parks. Capacity needed for general plan buildout/ Capacity needed for 1992 city limits buildout: Parks element identifies neighborhood park deficiency in South Higuera area. This would be partially addressed by new neighborhood park in Margarita area. Capacity needed for Airport Area buildout: Adequately met by parks proposed in Margarita area concept plan. Capacity needed for expansion other than airport area: see above Planned capacity increases (amounts & dates): About 16 acres of neighborhood park and 21 acres of community park in Margarita area; probably 1997 to 2007. About 2i0 acres in Union Oil golf course; date unknown. Potential for area self-sufficiency: Area can meet its own, and additional, park and recreation land needs. Potential for phasing: Golf course may be tied to availability of reclaimed water. Margarita parks are tied to development of the specific plan area (no internal phasing schedule proposed at this time). i 1 Airport Area Services & Annexation Outline of Thresholds Resource/service: general government (administration, finance, planning) Current capacity: see below Current usage: see below Capacity needed for general plan buildout: So long as it occurs over a period of several years, annexation and development of the expansion areas, including the airport area, can be accommodated with = existing staff and facilities, with modest expansion as resources become available. Capacity needed for 1992 city limits buildout: see above Capacity needed for Airport Area buildout: see above Capacity needed for expansion other than airport area: see above Planned capacity increases (amounts & dates): none programmed Potential for area self-sufficiency: not applicable Potential for phasing: There are no obvious thresholds in general government services which would be tied to phasing. Airport Area Services & Annexation Outline of Thresholds Resource/service: education (provided by school district and private schools, not City) Current capacity/usage: Elementary schools serving the area have enrollment above capacity now. Middle school, serving the whole community, is at capacity. High school is below capacity. Capacity needed for general plan buildout: New public elementary schools in Margarita, Irish Hills, and possibly Orcutt areas. Expand classroom capacity at Laguna Middle School, or reactivate Liziie Street campus. Add classroom space at San Luis High School. Capacity needed for 1992 city limits buildout: Probably can be accommodated by adding classroom space at existing elementary, middle-school campuses. High school capacity adequate. Capacity needed for Airport Area buildout: CMargarita Area: Balance of Airport.Area: i New elementary school; middle-school None in addition to Margarita capacity increase. elementary; minor additional increment for middle school, high school. Capacity needed for expansion other than airport area: Substantial elementary capacity will be needed. Planned capacity increases (amounts & dates): None are programmed. To some extent, elementary-school enrollment changes can be accommodated by shifting attendance areas and adding classroom space at existing campuses until there is a sufficient increment to justify a;new school. Potential for area self-sufficiency: not applicable Potential for phasing: Margarita area could probably start development without a new elementary school being in operation, though it would be desirable to have one in operation in the (— early phases (C.L. Smith and Los Ranchos, both at considerable distance, are over enrolled.) I_ RESOLUTION NO. 73-9 RESOLUTION OF THE LOCAL A GE,.Cy FORMATION COKI I SS I CNI OF SAN LUIS OBISPO COUNTY ADOPTING STANDARDS FOR THE EVALUATION OF PROPOSALS FOR THE FOR14ATION OF MUNICIPALITIES AND SPECIAL DISTRICTS AND ANNEXATION THERETO The following Resolution is now offered and read: WHEREAS , the Local Agency. Formation Commission of the County of San Luis Obispo, as established by the. State Legislature , bears the responsibility of effecting the logical and orderly = deve.lopment of local governmental agencies and discouraging urban sprawl , and; WHEREAS , said Commission desires to accomplish its purpose of assuring the citizens of San Luis Obispo County with orderly , I efficient , and economical government . NOW, THEREFORE , BE IT RESOLVED, that the following general standards be adopted for the guidance of the Commission, its staff , and persons , agencies , and groups coming before said Commission , in evaluating , processing , and preparing or000sals for consideration, pursuant to Sections 54774 and 54796 of the Government Code . I • General Standards : I . Cities and special districts are discou.raged froom annexations outside of their urban development areas unless t;.e need for such Services is clearly demonstrated . 2 . Cities and special districts -,which provide r::_-nicirnI - type services are cnccuraaed to establish urban develonn.,nt are-•,:s within ihei ( sp;): 1•;:5 of influence . 3 . Cities i encouraged to annex unir(�\ -porated islands , and land mostly surrounded, wit`iin their spheres of influence . 4. Cities are discouraged from strip or non-contiguous annexations . 5. Development of vacant land within a city is favored by the Commission over development in fringe areas. 6. Urban development within cities is preferred by the Commission to such development in unincorporated territory. T. The Commission will recognize and preserve clearly- defined, long-term agricultural and open space areas established by the County. S. The, Commission favors annexation. to. an existing agency over creation of a new agency. 9. The Commission discourages special districts from extending services by agreement without. annexation. 10. The Commission normally will require annexation to a city rather than annexation to a sanitation, sanitary, or water district in she unincorporated area. . 11 . The Commission will require , as a condition to city annexation, detachment of the annexed territory from special dis- tricts %.,hare arprepriate. 12. The Commission prefers merger of special districts i with a city .ucen inccrcoration, * +vhgnever possible , as being in the best interest of the local citizens. - 2 - rte: for rit ; -cor�Cr� ticn: i I Stan::- 1 . Incorporation will be discouraged where a municipal government already exists adjacent to the area . Z. When other municipalities are adjacent, the Commission will consider as preferable , in the order listed, the following actions : a. Annexation to an existing agency. b. Reorganization, consolidating one or more of the municipalities and the unincorporated area.. c. Incorporation. 3 . lncorporation. will be given more favorable consider- ation if: a. A community is geographically located some distance from any other munfc.ipal r , . . b. There is a demonstrable public need for additional governmental services and controls, or a need for a Kigher level of some or all of those being pro- vided; and c. The needed governmental services can be shown to be most quickly and economically provided by in- corporation. 4_ The area to be incorporated is compact and contiguous and possesses a community identity. 5. The proposed incorporation must reflect and consider the general plans of the County and affected cities . ' 6, The oro; 'zo incorooration must no onrlint with the logical growth of adjacent cities as refle,cted in Commission - ,. approved spheres of influence. r 7 . The proposed incorporation does not represent an attempt to incorporate only revenue-producing territories to preempt neighboring cities. 8. The proposed incorporation benefits the majority and does: not give special advantages to a particular interest group.. 9. The proposed boundaries do not create or result in areas that are difficult to serve. 10. The proposed boundaries must be definite and certain and wherever possible should conform to lines of assessment. 11 . The .effect of. incorporation on special districts must be considered. 12. Within the proposal there must be a cost versus benefits Justification of the proposed incorporation. 13. Sufficient revenue to supply required municipal services i_s evident in the incorporation proposal . 14. Consideration will be given to the effect of incorpor- ation upon adjacent landowners , governmental agencies , and the County. II'I - Standards for City Annexation: ^' 1 . The ba!ndarirs of the proposed anncxation must be d_fi - nite and certair- and mu.s,t conform to 1Ines of assessment when-ever nossihIc . 2. The bount,_ ies of the area to be ant red ani 1 1 not result in any areas difficult to serve. _ 3 . There is a demonstrated need for governmental services and controls . 4. The City has the capability of meeting the need for services and controls . 5. There is a mutual social and economic interest between the residents of the city and the proposed territory. 6. .The proposed annexation is compatible with the city' s general plan. 7. The proposed annexation represents a logical and reasonable expansion of the. annexing. munici.pal .ity.. IV- Standards for Annexation to Special Districts :. 1 . A demonstrated immediate need exists for the required services and there is no reasonable alternative manner of pro- viding them. 2. The proposed annexation represents a logical and reason- able expansion of the district. 3 . The proposed annexation reflects the plans of adjacent governmental agencies . =+. The proposed annexation does not represent an attempt to annex only revenue-producing property,. " x-33 5 . The. or6I `ed boundaries rlust bede' i to and certa i n and conform. to lines of assessment whenever possible . V . Standards for Formation of Soecial D_istr.icts 1 . There is a demonstrated need for services or controls which can be provided by a special district. 2. There is no alternative which would provide for the required service in a more reasonable manner. 3. There will be sufficient revenue to adequately finance the required services or controls. 4. The proposal . does not represent a conflict with the reasonable and logical expansion of _adjacent governmental agencies. ` 54 The proposal does not give to any special interest group the status of a governmental agency. 6. The boundary configurations will not create or result i.n areas difficult to serve. 7. The boundaries of the proposed formation crust be definite and certain and must conform to lines of assessment whenever possible. 8. The boundaries must not conflict with boundaries of other public agencies possessing tho same ooti:ers unless properly just:ific-d . BE IT FURTrI�I 'E SOLVED, as fol ?ur:5t 1 . The Commission will review each proposal from the oersoective of the future and immediate needs and development ofthe County of San Luis Obispo. 2. The Commission will instruct its staff to evaluate each proposal by the standards contained herein and to report to the Commission its findings. 3 . The Commission will" instruct its staff to advise and give assistance to agencies and groups wishing to present proposals to the Commission for consideration. Upon motion of Commissioner Mankins seconded by Commissioner Schwartz., and on the following roll call vote, to-wit: AYES: Commissioners Mankins , Schwartz, Brown, Hellmann , _ and Chairman Davis NOES: None ABSENT: Commissioner Wood ABSTAINING: None the foregoing resolution is hereby adopted this 30th day of ;august , 19733 AZ/ Cha i rAan, Loca IAgency Format Fon Conry Mayhew H . Davis ATTEST: eputy Lxecucive urricer E::-b.-ran C:!Duty E: utive Officer cf the Local Agency Formation Cor=ission, in and for the County of CIISan Luis Obispo, State of California , do hereby certify the foregoing to be a full , true , and correct copy of an order made. by the Local Agency Formation Commission, as the same appears spread upon their minute book. eputy Executive Officer Local Agency Formation Commission County of San Luis Obispo, California ► 2. 1.993-95 FINANCIAL PLAN & 1993-94 BUDGET - TENTATIVE (STATLER/233) If required, continued consideration of the 1993-95 Financial Plan and 1993-94 Budget. (Continued from 2/6/93, 2/9/93, 3/13/93, 6/2/93 and 6/8/93.) ♦ RECOMMENDATION: Provide direction to staff as appropriate. (Please bring your budget documents from the the 6/2/93 Study Session.) I. -> , CI Of San WIS OBIS � �CT��►� . ... .: ADJOURNED COUNCIL AGENDA MEETING Thursday, June 17 1993 - 9:00 AM Council Chamber, City Hall 990 Palm Street, San Luis Obispo CALL TO ORDER: Mayor Peg Pinard **Lead Person - Item to come back to Council * Denotes action by Lead Person PLEDGE OF ALLEGIANCE No Asterisk- Information Only ROLL CALL: Council Members Penny Rappa, Dave Romero, Allen K. Settle, Vice Mayor Bill Roalman, and Mayor Peg Pinard (Mayor Peg Pinard - absent) PUBLIC COMMENT PERIOD (Not to exceed 15 minutes totaq The Council welcomes your input. You may address the Council by completing a speakers slip and giving it to the City Clerk prior to the meeting. At this time, you may address the Council on items that are not on the agenda or items on the Consent Agenda. Time limit is three minutes. State law does not allow Council to take action on issues not on the agenda. Staff may be asked to follow-up on such items. BUSINESS ITEMS ► 1. CAL POLY FIRE SERVICES (NEUMANN/701 - 30 min.) Consideration of a contract for Emergency Response Services with California Polytechnic State University (Cal Poly). (Continued from 4/20/93 and 5/18/93.) ♦ RECOMMENDATION: By motion, approve and authorize the Mayor to execute a contract with Cal Poly in the amount of $98,000 for emergency response services to the University (total contract value: $103,000). Neumann*FINAL ACTION_ Agreement No. A-45-93-CC authorized (3-1-1, AS-no, PP-abs). ► 2. HIGHWAY LANDSCAPING PROJECT (McCLUSKEY/93-19A & B - 20 min.) Consideration of plans and specificabons for "Highway 101 Landscaping, City of SLO Prado Road Property,"estimated to cost$102,700 including contingencies. (Continued from 6/15/93.) 1 Council Agenda Thursday, June 17, 1993 ♦ RECOMMENDATION: By motion, approve project, authorize solicitation of bids and award of contract by CAO to lowest responsible bid within cost estimate. McCluskey*RNALAC710N: Approved Phase 1, Phases 11 and ll/to be considered as those projects move to completion; CAO authorized to award contract (3-1-1, AS-no, PP-abs). ► 3. PROPERTY ACQUISITION - 2160 SANTA BARBARA (NEUMANN/168 - 30 min.) Consideration of the purchase of a 2.4 acre parcel on the corner of Santa Barbara and Roundhouse to construct a new Headquarters Fre Station. (Continued from 6/15/93.) ♦ RECOMMENDATION: By motion: 1) approve purchase and authorize the Mayor to execute an agreement with Southern California Gas Company in the amount of $1,450,000 for the acquisition of the 2.4 acre parcel; 2) direct staff to eliminate the Recreation Administration portion of the building from the project; and, 3) direct the Community Development Department to initiate a General Plan amendment, rezoning, subdivision or other processes as appropriate to make the Emerson School site ready for sale and development in a manner compatible with the surrounding neighborhood and which would maximize return of the City's invested funds. Neumann*FINAL ACTION- 1) Approved staff recommendations; portion to be sold designated as R-3; an area at least equal to grassy area to remain as open space with no density transfer considerations; authorized the use of Certificate of Participation (COP) funds only as a back-up; Council strongly committed to replacement of any COP funds (4-1, PP-abs); and, 2) Community Development Director to develop an appropriate sales package to contain certainty (4-1, PP- abs). ► 4. PROCESS FOR PRELIMINARY REVIEW (JONAS/462 - 20 min.) Consideration of process for preliminary review by Council for property owner requests to modify the Draft Land Use Element. (Continued from 6/15/93.) ♦ RECOMMENDATION: By motion, should Council choose to consider substantive change to the land uses or location of the urban reserve line contained in the Land Use Element update, hold a separate public hearing to consider such changes before the Planning Commission hearings on the update begin, following the ground rules and understandings as outlined in the agenda report. Jonas*. FINAL ACTION: Approved Alternative #2 (new alternatives to be considered prior to hearings); hearings to include joint meetings with the Planning Commission (4-1, PP-abs). COUNCIL LIAISON REPORTS (not to exceed 15 minutes) Council Members report on conferences or other City activities. Time limit - 3 minutes. 2 Council Agenda Thursday, June 17, 1993 COMMUNICATIONS (not to exceed 15 minutes) At this time, any Council Member or the City Administrative Officer may informally update the City Council on communications and ask for comment and/or discussion. Due to State law, formal action or approval may not be taken. Action on items may be scheduled at the next Regular meeting. COMM.1. Council Member Settle restated his support for the Vasconcellos budget proposal. COMM.2. Council Member Rappa requested a Council subcommittee to participate in negotiations with the Airport Area Property Owners and suggested Vice Mayor Roalman and Council Member Romero; it was suggested the issue be deferred until full Council is present. COMM.3. Vice Mayor Roalman requested a study session to analyze annexations on a cost/benefit basis. A. ADJOURNED TO JUNE 18, 1993 AT 1:30 P.M. FOR A SPECIAL MEETING 3 A� l� ��Illlllllllllllll�� lllllll MYOf sap WIS OBISPO COUNCIL AGENDA Thursday, June 17. 1993 - 9:00 AM Council Chamber, City Hall Agenda Distribution List 990 Palm Street, San Luis Obispo I. Unpaid Subscriptions: (All mtgs.unless o/w noted) CALL TO ORDER: Mayor Peg Pinard AIA President ASI President B.I.A. , Lynn Block PLEDGE OF ALLEGIANCE Chamber of Commerce H.Ovitt, Co.Spvrs.Chair ROLL CALL: Council Members Penny Rappa, Dave Romerc Paul Hood, Co.Administration Vice Mayor Bill Roalman, and Mayor Peg Pinar Housing Authority KCBX KCOY KCPR: (2)Gen.Mgr.&News Dir. KDDB PUBLIC MMENT PERI D;(Not td.exceed 15 minutes total).; KEYT The Council welcomes`your input You may address the Council KGLW and giving it to the City Clerk prior to 1he meeting At this time,y:. KKJG Mems that are not on-the agenda or items on the Consent Agen( KSBY 1" State law does not allow Council to fade actionth Issues not on.'t KVEC Library(front desk) to follow-up on such items. Mustang Daily ---New Times Pacific Gas & Elec.Co. Planning Commission RRM Design Grp./DeAnn Smith So.Calif.Gas Co./Vic Sterling BUSINESS NEMS SIA Area Coordinating Gotmcil -Telegram-Tribune SLOCityEmp.Assoc/T.Girvin SIAFireBattChiefAssoc/S.Smith SIAFiref iglitersAssoc/D.Wtnvsch SLOMMgmt-ConfEmpAssoc/D.Cox 1. CAL POLY FIRE SERVICES (NEUMANN/701 - 30 min.) SLOPoliceOffAssoc/T.DePriest SLOPolStaffOffAssoc/T.Costa For L.U.E.6/30/91 on & 1992: Consideration of a contract for Emergency Response Services Cits.Ping.Alliance/C.Sanders University (Cal Poly). (Continued from 4/20/93 and 5/18/93.) Earth Journal/ Terry Dtatnivent ECOSLO/Kurt Kupper ♦ RECOMMENDATION: By motion, approve and authorize the Mal Res.forQual.Neighbor./D.Cotator Poly in the amount of$98,000 for emergency response services to tl Sierra Club/Tom Knepher SIA Prop.OwnersAssoc.(&St.St.Rpt) $103,000). II.Subscriptions Paid or Envelopes Provided(reg.mtes.): S;n LUIS OBISPO ) SS Fugro-McClelland n'irt r 3::i VIS CSISPO ) lie City of San Luis Ob is committed to include the disabled in all of its cervi I 1/Hutley/DeutsCh(eRpB/4/93) =E �nar' ^"`illslei mblrin)e troti:h r4R2 (805)781-7410. Please speak to the City Hawkins/Mark-Tell t u, Sao Lr6iCeQiIi® "aifr��lh«tin& Penfield & Smith *p,craaent; ana that I poste t is ends near the Vista Information Services trpr,t oor of City Nall on �7 7�� Wallace, John L. & Assocs. Walter Bros. Construction Co. L's ignature 1 Council Agenda Thursday, June 17, 1993 COUNCIL 'LIAISON REPORTS (not to`exceed 15 nunutes) Council Members report on conferences or other City:act�vities. Time'6mit -3 minutes -COMMUNICATIONS {not to exceed 1`5 mmutes) At this time, any Council Member or the City Administrative Officer may!informally update the City Council on communications and ask.for comment and/or discussion. Due to State law, formal. action or approval:may not be taken: ; Acdon on iterr s may be scheduled at the next Regular meeting. A. RECESS TO CLOSED SESSION. B. RECONVENE IN OPEN SESSION TO REPORT ON ACTION TAKEN. C. ADJOURNMENT. 2 city Of San WIS OBISPO � REVISEDCOUNCIL AGENDA Thursday, June 17, 1993 - 9:00 AM Council Chamber, City Hall ADJOURNED MEETING 990 Palm Street, San Luis Obispo CALL TO ORDER: Mayor Peg Pinard PLEDGE OF ALLEGIANCE ROLL CALL: Council Members Penny Rappa, Dave Romero, Allen K. Settle, Vice Mayor Bill Roalman, and Mayor Peg Pinard PUBLIC COMMENT PERIOD (Not to exceed 15 minutes total) The Council welcomes your input. You may address the Council by completing a speakers slip and giving it to the City Clerk prior to the meeting. At this time, you may address the Council on items that are not on the agenda or items on the Consent Agenda. rime limit is three minutes. State law does not allow Council to take action on issues not on the agenda. Staff may be asked to follow-up on such items. BUSINESS ITEMS ► 1. CAL POLY FIRE SERVICES (NEUMANN/701 - 30 min.) Consideration of a contract for Emergency Response Services with California Polytechnic State University (Cal Poly). (Continued from 4/20/93 and 5/18/93.) ♦ RECOMMENDATION: By motion, approve and authorize the Mayor to execute a contract with Cal Poly in the amount of$98,000 for emergency response services to the University (total contract value: $103,000). rL-NIA ) ;•; rg c{¢ LUIS CBISPO ),- SS t j ; C?ISPO 'nte)City of San Luis Obispo is committed to include the disabled in all of its services,programs and activities. er penalty af1�PPrfl1PQ10@M8QSP9AdY��eaf(805)781-7410. Please speak to the City Clerk before the meeting if you would like to use .` y Of San Luis b4"� 3epC'y�f4Sjhe meeting :partrent; and that I posted th Ag nddanear the rknt door of City Nall on G G /e p to Signature Council Agenda _ _ Thursday, June 17, 1993 ► 2. HIGHWAY LANDSCAPING PROJECT (McCLUSKEY/93-19A & B- 20 min.) Consideration of plans and specifications for "Highway 101 Landscaping, City of SLO Prado Road Property," estimated to cost $102,700 including contingencies. (Continued from 6/15/93.) ♦ RECOMMENDATION: By motion, approve project, authorize solicitation of bids and award of contract by CAO to lowest responsible bid within cost estimate. ► 3. PROPERTY ACQUISITION - 2160 SANTA BARBARA (NEUMANN/168 - 30 min.) Consideration of the purchase of a 2.4 acre parcel on the corner of Santa Barbara and Roundhouse to construct a new Headquarters Fire Station. (Continued from 6/15/93.) ♦ RECOMMENDATION: By motion: 1) approve purchase and authorize the Mayor to execute an agreement with Southern California Gas Company in the amount of $1,450,000 for the acquisition of the 2.4 acre parcel; 2) direct staff to eliminate the Recreation Administration portion of the building from the project; and, 3) direct the Community Development Department to initiate a General Plan amendment, rezoning, subdivision or other processes as appropriate to make the Emerson School site ready for sale and development in a manner compatible with the surrounding neighborhood and which would maximize return of the City's invested funds. ► 4. PROCESS FOR PRELIMINARY REVIEW (JONAS/462 - 20 min.) Consideration of process for preliminary review by Council for property owner requests to modify the Draft Land Use Element. (Continued from 6/15/93.) ♦ RECOMMENDATION: By motion, should Council choose to consider substantive change to the land uses or location of the urban reserve line contained in the Land Use Element update, hold a separate public hearing to consider such changes before the Planning Commission hearings on the update begin, following the ground rules and understandings as outlined in the agenda report. COUNCIL LIAISON REPORTS (not to exceed 15 minutes) Council Members report on conferences or other City activities. Time limit - 3 minutes. 2 Council Agenda _ Thursday, June 17, 1993 COMMUNICATIONS (not to exceed 15 minutes) At this time, any Council Member or the City Administrative Officer may informally update the City Council on communications and ask for comment and/or discussion. Due to State law, formal action or approval may not be taken. Action on items may be scheduled at the next Regular meeting. A. RECESS TO CLOSED SESSION. B. RECONVENE IN OPEN SESSION TO REPORT ON ACTION TAKEN. C. ADJOURNMENT. 3 Meeting r— June 19 1993 o�H��b�►�IVIIIIII�Ip��up��U city of San OBISp0 - �NONGS COUNCIL AGENDA REPORT FROM: Bob Neumann, Fire Chief/O SUBJECT: Contract Emergency Response Services with California Polytechnic State University (Cal Poly) CAO RECOMMENDATION: By motion, approve and authorize the Mayor to execute a contract with the California Polytechnic State University (Cal Poly) in the amount of$98,000 for emergency response services to the University. (total contract value, $103,000) DISCUSSION: At its May 18th meeting, Council received and reviewed a report which explored the possibility of providing emergency response services to Cal Poly. The report outlined very specific types of services that would be provided and discussed how and when the City would provide emergency response on the campus. Council directed staff to develop a contract that was consistent with the parameters outlined in the report paying close attention to the issues of liability, access and hazardous materials storage and notification. Additionally, concerns were voiced over the importance of establishing rates of compensation for various types of equipment and manpower that might be utilized in special situations. Staff has developed the attached contract which addresses these issues. The issue of taldng on more responsibility in an era of declining budgets and staffing levels needs to be examined carefully. A number of points should be made: ■ Staffing levels will need to be monitored carefully. ■ The closure of Cal Poly Fire Department reduces readily available firefighting resource to the City of San Luis Obispo.. ■ A significant training commitment will be required during the first year of the contract to insure that our Department's personnel are familiar with the physical layout and components of the University. FISCAL IMPACT: Staff has negotiated a fee of $98,000 which will be directed to the City's General Fund. Additionally, twenty five (25) annual physical fitness examinations, which are a standard of the Department, will be provided by the University's Exercise Physiologist for functional human performance assessment of Fire Department employees. The value of these examinations is not to exceed $5,000. Limited direct costs are anticipated by this action. The Department has, for the last 10 years, provided a very similar service to the University through an automatic aid agreement. l�� nmui►�ullllll�l►I�a��U�ll city of san Lois oBispo COUNCIL AGENDA REPORT CONCURRENCE: San Luis Obispo Fire Firefighter's Association is in general, supportive of the recommended action. However, they have voiced concerns over issues of Firefighter safety and the over-extension of limited resources. These concerns have validity. Both the Fire Chief and the Association have agreed to work cooperatively to insure that these issues are resolved as the City accumulates experience, and/or expands the scope of the contract. ATTACHMENTS: ■ Contract ■ May 18th Council Agenda Report Outlining Services to be Provided ■ San Luis Obispo Firefighter's Association letter dated June 10, 1993 0 I vrd28.doc AGREEMENT FOR FIRE RELATED EMERGENCY SERVICES � . BETWEEN CALIFORNIA POLYTECHNIC STATE UNIVERSITY AND THE CITY OF SAN LUIS OBISPO THIS AGREEMENT is entered into this day of , 1993 , by and between California Polytechnic State University, San Luis Obispo, California (hereafter referred to as "University") and the City of San Luis Obispo (hereafter referred to as "City") . WITNESSETH: WHEREAS, the University is desirous of contracting with the City to provide personnel, equipment, materials, and supervision required to respond to structure and incident fires, rescue emergencies, disaster response, and other agreed upon incidents on the main campus of the University; and WHEREAS, the San Luis Obispo City Council has authorized staff to negotiate the terms of an agreement to provide such services to the University. WHEREAS, the interests of the City and the University would be served by entering into this Agreement. NOW, THEREFORE, IT IS AGREED AS FOLLOWS: 1. Services Components. The City agrees to provide personnel, equipment, materials, and supervision required to respond to structure and, incident fires, rescue emergencies, disaster response, and other agreed upon incidents in the Service Area, which is the main campus of the University. (See Attachment G for a map of the Service Area. ) The specific services shall be as follows: a. Fire Suppression (See Attachment A) . b. Pre-hospital Emergency Care (See Attachment B) . c. Hazardous Materials (See Attachment C) . d. Extrication Emergencies (See Attachment D) . e. Disaster Response (See Attachment. E) . f. Unanticipated Calls for Service (See Attachment F) . All services shall be provided in compliance with applicable federal and state laws and regulations, or in the absence of such laws or regulations, in compliance with recognized performance standards for similar services. The City shall respond, within its capacity, to provide services upon being notified by the University. Nothing in this Agreement shall be construed to waive, limit, or impair any defenses or immunities available to the parties by statute, at law or in equity, or otherwise in the performance of fire protection and emergency services activities. 14-3 2 . Recognized Deficiencies Within the Service Area. Both parties declare that they will make every effort to cooperate and comply with the terms and conditions agreed to herein to the extent allowable by the policies, procedures and laws of their respective governing boards or agencies. Both parties acknowledge and agree that deficiencies exist on the University campus which may hamper the delivery of effective emergency response or mitigation efforts. It is understood that City -response efforts will attempt to address such deficiencies as best possible, but City shall not be held liable or responsible in any manner for detrimental results occurring due to such deficiencies. A survey of the physical plant at the University has been conducted. The following issues were evaluated and found to be deficient by the parties: a. Access: The single greatest issue which may affect emergency response is campus access. There are numerous areas .of narrow streets and questionable or non-existent clearances. At certain times of the day vehicle access corridors in the central core can be expected to be so congested with people that ready access at reasonable speed may be substantially impaired. Building identification is difficult and access to locked areas requires many keys. Facilitating entry into affected areas shall remain a University responsibility. b. Fireflow: Fireflows in almost all areas of the campus are below standard, particularly for large volume defensive appliances. Water mains in many areas of the campus core are old and small. Although static pressures may be acceptable, residual flows are insufficient. C. Hydrant Locations: An estimate of hydrant density is something less than 15 hydrants per square mile overall (perhaps 50-60 per square mile in the core) compared to about 130 hydrants per square mile in the City. d. Fixed Fire Protection Systems: There are few fully- sprinklered buildings on campus; those that are are not supported by sufficient fire flows. e. Alarm systems:. Alarm systems are mix-and-match where they exist. Some report to answering points, some are only local. Some can be defeated by occupants without consequence. Zoning and annunciation are essentially ineffective in most cases where systems exist. f. Hazardous Materials: Hazardous materials use and storage appears to be well-regulated, however, the University shall keep the City informed of its storage and handling areas as required by law. In addition the University agrees to identify these areas according to N.F.P.A. guidelines. 2 �J g: outlVincr •Campus. Areas: While areas outside the campus core may create spectacular fires, the probability of losses beyond the involved structure are relatively low. Water supplies are the major problem. There is also a problem of poor- access in muddy weather in some of these outlying units. h. General: Tactical deployment of resources will undoubt- edly be substantially more demanding than within the City for similar fires, and more time consuming and manpower-intensive. This will probably result in more defensive situations, and greater losses when fires do occur, since water supplies are not sufficient to support defensive operations in most areas. However, most major buildings are fire resistive construction and are well maintained. Also, fire is likely to be detected in its early stages by occupants. i. Indemnification: It is understood and agreed that neither City, nor any officer or employee thereof shall be responsible for any damage or liability occurring by reason of the recognized deficiencies within the Service Area. It is also understood and agreed that pursuant to Government Code § 895.41 University shall defend, indemnify and save harmless the City, all officers and employees from all claims, suits or actions of every name, kind and description brought for or on account of injuries to or death of any person or damage to property resulting from or arising out of the recognized deficiencies within the service area. {� 3 . Administration. a. Contact Personnel. The City designates the Fire Chief or his/her designee as a single point of contact for coordination of service to the University. The University designates the Director of Public. Safety Services or his/her designee as a single point. of contact for the coordination of services from the City. b. Joint Command. Notwithstanding general operating com- munications, emergency operations on the University campus shall be conducted through joint command between the City and • the University. C. Cooperation. To facilitate the performance of the services components (1 (a) through 1 (g) above) , it is hereby agreed that the City and University shall fully cooperate with each other, including but not limited to the following: (1) The University will cooperate with the City in assisting with the training of City personnel for familiarization of, and access to, all facilities of the University. (2) University employees, equipment, and supplies (such as trade persons, police, hazardous materials tech- j 3 nicians, heavy equipment, etc. ) shall be available for assistance to the City in mitigating emergencies. i (3) Access to campus buildings will be facilitated by the University with the installation of three Knox box systems containing clearly marked campus keys. The exact placement of the three Knox box systems will be agreed upon by both the City and the University. (4) City personnel shall, upon identification of a life safety and/or fire hazard within the service area, notify the designated University contact and/or University Police Watch Commander. d. Personnel Status. While involved in the execution of this Agreement, regularly employed personnel of the City and the University shall remain employees of their respective agencies, and shall remain subject to the rules and regulations of their own agency in all matters of employment, including but not limited to benefits, medical and life insurance, and worker's compensation insurance. 4 . Compensation. Total amount payable under this agreement, for the first year, shall be $98 , 000 for the fiscal year July 1, 1993 - June 30, 1994, payable in advance in a lump sum. In addition, the University will provide twenty-five (25) annual physical fitness examinations by the University's exercise physiologist for functional human - performance assessment of fire department employees each year of the agreement. The value of these exams is not to exceed $5, 000. 00 per year. Payment due to the City of San Luis Obispo for all services provided for successive years shall be subject to adjustment effective July 1, 1994 and July 1, 1995, utilizing the following formula: The base for computing the adjustment is the Consumer Price Index, All Urban Consumers (199.2=100%) for Los Angeles, California, metropolitan area as published by the U.S. Department of Labor, Bureau of Labor Statistics (index) which is published for the most recent March prior to July of each contract year, which shall be referred to as the beginning index. If the CPI published is 4 . 5%, the formula for calculating the new fee shall be: Present Fee x 104 . 5% - New Fee. Likewise, adjustment to the annual fee shall be made, after consultation by both parties, if the level of service is increased or decreased. Those adjustments will then be subject to the above referenced formula at the beginning of the next fiscal year. 4 �� r 5. Term. It is the desire of the University to form a long-term relationship with the City for fire related emergencies. The initial term for this agreement shall be three years, commencing July 1, 1993 , and terminating June 30, 1996. Prior to the expiration of this initial term, the parties agree to meet and discuss renewal of this Agreement, if not sooner terminated as provided herein. 6. Termination. This agreement may be terminated by either party upon the giving of six (6) months advance written notice. 7. Indemnification. Nothing in the provisions of this Agreement is intended to create duties or obligations to or rights in third parties not parties to this contract or affect the legal liability of either party by imposing any standard of care respecting emergency services different from the standard of care imposed by law. It is understood and agreed that neither City, nor any officer or employee thereof is responsible for any damage or liability occurring by reason of anything done or omitted to be done by the University under or in connection with any work, authority or jurisdiction delegated to the University under this Agreement. It - is also understood and agreed that pursuant to Government Code 895.4 , University shall defend, indemnify and save harmless the City, all officers and employees from all claims, suits or actions of every name, kind and description brought for or on account of injuries to or death of any person or damage to property resulting from anything done or omitted to be done by the University under or in connection with any work, authority or jurisdiction delegated to the University under this Agreement except as otherwise provided by statute. It is understood and agreed that neither University nor any officer or employee thereof is responsible for any damage or liability occurring by reason of anything done or omitted to be done by the City under or in connections with any work, authority or jurisdiction delegated to the City under this Agreement. It is also understood and agreed that pursuant to Government Code § 895.41 City shall defend, indemnify and save harmless the University, all officers and employees from all claims, suits or actions of every name, kind and description brought for or on account of injuries to or death of any person or damage to property resulting from anything done or omitted to be done by City under or in connection with any work, authority or jurisdiction delegated to the City under this Agreement except as otherwise provided by Statute. 1 5 M 8 . Notices. Any notice required to be given pursuant to the terms and provisions hereof shall be in writing and shall be sent by certified or registered mail to the University at: Joseph C. Risser Director of Public Safety Services California Polytechnic State University San Luis Obispo, CA 93407 and to the City at: Fire Chief City of San Luis Obispo P.O. Box 8100 San Luis Obispo, CA 93403-8100 9. Agreement Contains all Understandings. This document represents the entire and integrated Agreement between the City and the University, and supersedes all prior negotiations, representations, or Agreements, either written or oral. The Agreement may be amended . only by written instrument., signed by both City and University. All provisions of this Agreement are expressly made conditions. This Agreement shall be governed by the laws of the• State of California. IN WITNESS WHEREOF, City and University have executed this Agreement the day and year first above written. CALIFORNIA POLYTECHNIC STATE UNIVERSITY By: Ray Macias Director of Support Services CITY OF SAN LUIS OBISPO ' By: Peg Pinard, Mayor 6 i ATTEST: Diane Gladwell, City Clerk APPROVED AS TO FORM: e ey G. or nsen C' to ey 7 �-q ATTACHMENT A l FIRE SUPPRESSION City shall provide personnel, equipment, materials, and supervision for suppression of structure and incident fires on the main campus of the University, as available. Fire suppression shall include those universally accepted activities which. bring an unfriendly fire under control and render the property safe from further damage. Fires to be suppressed shall include (but are not limited to) : structure, rubbish, trash container, automobile, vegetation adjacent to structure and other such fires which are evaluated from the initial report to be of significance or beyond the capabilities of the .University's response. The University shall maintain all campus alarm systems. University personnel will evaluate a reporting alarm prior to notifying City dispatch. The City shall respond a first alarm assignment to water flow alarms in sprinklered buildings. The University will screen all other alarms and will notify the City when confirmation is made that a fire or other emergency is in progress. For purposes of fire suppression, the University recognizes that there will be priorities which will dictate the City's fire suppression capabilities. Subsequent to prioritizing emergencies based on life safety, the City will deliver available resources to assist the University in its mitigation efforts. If additional emergency response resources are needed, they will be accessed through the Mutual Aid system already in place. g '-ld ATTACHMENT B PRE-HOSPITAL EMERGENCY CARE The City will not provide medical response support to the University except on the following occasions, as available: ■ The locally provided ambulance service is not available or is significantly delayed in its response to the University. ■ A mass casualty incident has occurred on the main campus of the University. ■ Rescue calls for service where the City deems that advanced life support may be of value to the trapped person or persons. The University understands that the County of San Luis Obispo is currently considering the development of a new "pre-hospital care" ordinance that may revise the current system of ambulance transportation in the County. The university agrees to cooperate with the City if the City should so choose to enter into a County pre-hospital care emergency transportation system. For purposes of pre-hospital emergency care, the University recognizes that there will be priorities which will dictate the City's pre-hospital emergency care capabilities. Subsequent to prioritizing emergencies based on life safety, the City will deliver available resources to assist the University in its mitigation efforts. If additional emergency response resources are needed, they will be accessed through the Mutual Aid system already in place. ATTACHMENT C HAZARDOUS MATERIALS City shall provide trained personnel as indicated by the Code of Federal. Regulations 29 "First Responder Capabilities" to the University, as available. It is the intent that the City will share in a joint command of any hazardous materials incidents based on the availability of responding University personnel. Response to the threat of or release of hazardous materials shall include: evacuation of affected area, identification of substances, containment of substances, protective actions for people, environment and property. The University will provide technical support of qualified staff to assist the City with Hazardous Materials response. Supplies and materials normally associated with first response will be provided by the City. The University will arrange for hazardous materials response beyond the capability of the City including the removal and disposal of the hazardous material (s) . At such time as the proposed San Luis Obispo County Regional Hazardous Materials Response Team becomes operational , the City and the University will work cooperatively to access this resource. For purposes of hazardous materials, the University recognizes that there will be priorities which will dictate the City's hazardous materials response capabilities. Subsequent to prioritizing emergencies based on life safety, the City will deliver available resources to assist the University in its mitigation efforts. If additional emergency response resources are needed, they will be accessed through the Mutual Aid system already in place. 10 Ic'—/A i ATTACHMENT D EXTRICATION/RESCUE EMERGENCIES City shall provide personnel, materials, equipment and supervision for emergency extrication of students, faculty, staff, guests, and visitors on the main campus of the University, as available. Rescue includes: extrication of trapped persons from vehicles, machinery, cave-ins, collapse of structures, fire, and other significant situations which may require assistance. The University recognizes that in an area wide emergency, the City will prioritize its response predicated on life safety. The City's response to elevator problems will be limited to situations where the University has determined that an emergency exists. For purposes of extrication/rescue emergencies, the University recognizes that there will be priorities which will dictate, the City's extrication/rescue emergency response capabilities. Subsequent to prioritizing emergencies based on life safety, the City will deliver available resources to assist the University in its mitigation efforts. If additional emergency response resources are needed, they will be accessed through the Mutual Aid system already in place. _ it ATTACHMENT E DISASTER RESPONSE The University has developed and maintains at a high state of readiness, a multi-hazard disaster response plan. Included in this plan is the establishment and operation of a University Emergency Operations Center as well as annexes addressing the roles of operational units of the University. For purposes of disaster response, the University recognizes that there will be priorities which will dictate the City's response capabilities. Subsequent to prioritizing emergencies based on life safety, the City will deliver available resources to assist the University in its mitigation efforts. If additional emergency response resources are needed, they will be accessed through the Mutual Aid system already in place. 12 { ATTACHMENT F ` UNANTICIPATED CALLS FOR SERVICE Special situations not specifically covered in this Agreement may arise that are determined by the University to require resources beyond their capabilities. When those occasions occur, the City may provide, at its sole discretion, resources if available. The University will compensate the City on an hourly basis. The hourly rate for employees will be based on City personnel costs. Equipment costs shall be calculated as follows and may be adjusted pursuant to Paragraph 4 of this Agreement: Fire Engine - $50. 00/hr. Aerial Device $70. 00/hr. Squad/Rescue $25. 00/hr. Brush Truck - $20 . 00/hr. Command Unit - $20. 00/hr. The following are examples of special situations possibly requiring response: *flooding/storm response *pipeline ruptures/water control *smoke removal *animal rescues *electrical hazard *radiological *bomb threats *special events/crowd control/ civil disturbances *menace stand-by *fire prevention and other technical assistance 13 ATTACHMENT G MAP OF SERVICE AREA The area of service by this Agreemeny is defined by the California State Board of Forestry as the Local Response Area encompassing California Polytechnic State University central campus and can be described as: the area bounded on the south by the City of San Luis Obispo (Slack street, tong View Avenue, Via Carta, Foothill Blvd. ).; bounded on the west by the City of. San Luis Obispo (Santa Rosa and Highway 1) ; bounded on the north by State (fire) Response Area (Stenner Creek Road to the Southern Pacific Railroad right-of-way to the Tartaglia Ranch southern boundary, along the base of the foothills to Poly.Canyon Road) ; and bounded on the east at the edge of the facilities developments at the base of the foothills (Poly Canyon Road, Klamath Road, Deer Road nd Grand Avenue - including all residence halls and parking lots) . UNIVERSITY properties not included in the this agreement are outlying structures of the university and wildlands non-contiguous to the main campus of the university. For example: Chorro Creek Ranch, Cheda Dairy, Serrano Ranch, Peterson Ranch and Poly Canyon. (see attached map) J VVV NORTH :e vavvtl ��•�- �' 'i �, .-\� \ flirt •® •.\' \ vll,� U D' •0:.� 1�vC:may♦ 0/-� n - �� m: . CALIFORNIA STATE r.� - .lift �, �. POLYTECHNIC COLLEGE a a —1 •,�i_t.� . `ten,� -. ^ 13 /r/� Date: May 18, 1993 ,,,,,•,,;,,,,,,,, ,,,,,,�i city Of San LUIS OBISPO COUNC9LAGENDA REPORT FRONT: Bob Neumann, Fire Chief SUBJECT: Contract Emergency Response Services with. California Polytechnic State University (Cal Poly) CAO RECOMMENDATION: By motion, receive a report concerning the exploration of providing emergency response services to the University and authorize staff to negotiate a contract consistent with the parameters outlined in the report. BACKGROUND: In June of 1992, Cal Poly University approached the City of San Luis Obispo in preliminary discussions over the possibility of the City providing contract emergency response services for the main campus of the University. Cal Poly is the only state University remaining with its own Fire Department. Considerable financial difficulties have caused them to evaluate both the functions and need of having a Fire Department. The University determined that contractual arrangements seemed the most economical, and looked to both the County and City of San Luis Obispo as potential providers of emergency response. Through the summer and fall, both the County and the City Fire Departments provided the University with a number of options to effectively fulfill their emergency response needs. However, the University chose to reconfigure its Fire Department in lieu of employee lay-offs and contact with the County and City was dropped. This spring we have again been approached by the University. The increasing fiscal problems at the State level have resulted in the University's final decision to pursue this course of action to a completion. The City and the University have a long history of sharing fire-protection services. Approximately ten years ago, the City and the University entered into an "Agreement for Day-To-Day Mutual Aid" for both automatic- and mutual-aid for fire protection. This agreement was desirable to maximize the effective use of resources to respond to fires and local emergencies that could develop beyond the control of either the City or the University. Over the years each party to the agreement has enjoyed the support of the other in many specific incidents. In November of 1992, due to budget restraints, the University was forced to terminate this Automatic Aid Agreement. DISCUSSION: Over the past nine months the University has explored a number of alternatives to their current system. They have talked extensively with both the City and County Fire Departments about a 'number of possible contractual arrangements. The University has decided to close their fire department at the end of this current fiscal year. They now desire to reach an agreement with the City of San Luis Obispo to provide emergency response services on the campus. /7 �m�-t,� r liiJill city or san-Liis OBrspo COUNCIL. AGENDA; REPORT At its May 4, 1993 meeting staff advised Council of the University's request. Council directed to staff to return with a report on the basic parameters of an agreement. Preliminary discussions have centered around needs confirmed by the University to be beyond their capability that fall within the scope of agreement. These discussions have covered the following operational issues. Fire Suppression/Alarms: The CITY would provide personnel, equipment, materials, and supervision for suppression of structure and incident fires on the main campus of the university. Fires to be suppressed include (but are not limited to): structure, rubbish, trash container, automobile, vegetation adjacent to structure and other such fires which, along with the above, are evaluated from the initial report to be of significance or beyond the capabilities of the University's response. Fire suppression would include those universally-accepted activities which bring an un-friendly fire under control and render the property safe from further damage. The UNIVERSITY would maintain all campus alarm systems. University personnel would evaluate a reporting alarm prior to notifying CITY dispatch. The CITY would respond a first alarm assignment to water flow alarms in sprinklered buildings. The UNIVERSITY would screen all other alarms and would request CITY response when confirmation is made that a fire or other emergency is in progress. Pre-Hospital Emergency Care: The City would not provide medical response support to the University except on the following special occasions; • The locally provided ambulance service is not available or is significantly delayed in it's response to the University. A mass casualty incident has occuired on the main campus of the University. The University understands that the County of San Luis Obispo is currently considering the development of a new "pre-hospital care" ordinance that may revise the current system of ambulance transportation in the County. The University agrees to cooperate with the City if the City should so choose to enter into the County's pre-hospital.care emergency transportation system. Hazardous Materials The CITY would provide trained personnel as indicated by the Code of Federal Regulations 29 "First-Responder Capabilities" to the UNIVERSITY. It is the intent that the CITY would share in a joint command of any hazardous materials incidents based on the availability of responding UNIVERSITY personnel. 1 ,> In" � I •il.!II'�'I!''I'f'�Ilil�11 city o� san tuffs oaispo - COUNCIL AGENDA REPORT Response to threat of or release of hazardous materials would include within the capability of CITY �-' resources: evacuation of affected area, identification of substances, containment of substances, protective actions for people, environment and property. The University would provide technical support of qualified staff to assist the City with Hazardous Materials response. Supplies and materials normally associated with first response would be provided by the City. The UNIVERSITY would arrange for hazardous materials response beyond the capability of the CITY including the removal and disposal of the hazardous material(s). At such time as the proposed San Luis Obispo County Regional Hazardous Materials Response Team becomes operational, the CITY and the UNIVERSITY would work cooperatively to access this resource. Extrication Emergencies The CITY would provide personnel, materials, equipment and supervision for emergency extrication of students, faculty, staff, guests, and visitors on the main campus of the UNIVERSITY. Emergency Rescue includes: extrication of trapped persons from vehicles, machinery, cave-ins, collapse of structures, fire, and other significant situations which could require assistance. The UNIVERSITY recognizes that in an area-wide emergency, the CITY would prioritize it's response predicated on life safety. The CITY's response to elevator problems would be limited to situations confirmed by a UNIVERSITY employee that an emergency does indeed exist. Disaster Response The UNIVERSITY has developed and will maintain at a high state of readiness, a multi-hazard disaster response plan. Included in this plan'is the establishment and operation of a university Emergency Operations Center as well as annexes addressing .the roles of operational units of the UNIVERSITY. For purposes of disaster response, the UNIVERSITY recognizes that there would be priorities which would dictate the CITY's response capabilities. Subsequent to priortizing emergencies based on life safety, the CITY would deliver available resources to assist The UNIVERSITY in it's mitigation efforts.. If additional emergency response resources are needed, they would be accessed through the Mutual Aid.system already in place. Unanticipated Calls For Service Special situations not specifically covered may arise that'are deemed by the University to require resources beyond their capabilities. When those occasions happen the City would provide, at it's C/ discretion, available resources. The University would compensate the City on an hourly basis, the ',,it.d►IiGP" �!iill city or San LUIS OBISpo MaZa COUNCIL AGENDA REPORT hourly amount to be agreed upon by both parties. The following are examples of special situations possibly requiring response. * Flooding/Storm Response * Pipe Line Ruptures/Water Control * Smoke Removal * Animal Rescues * Electrical Hazard * Radiological * Bomb Threats * Special Events/Crowd Control/Civil Disturbances * Menace Stand-by * Fire Prevention and Other Technical Assistance IMPACTS: The campus is occupied at any given hour in the daytime by approximately 10,000 souls; about 3,000 at night. The matriculated full-time equivalent student body is about 14,000 and there are 2,100 support staff. The University, over the long term, has experienced a low fire-loss history with only one notable exception in the last decade. Based on our experiences, while operating under previous Automatic Aid Agreements and staff's review of University incident statistics, we anticipate approximately 40 - 50 calls for service per year. A preliminary survey of the physical plant at Cal Poly, to assess impacts of assuming contract protection responsibilities, was conducted in the company of University public safety employee, David Ragsdale. The following issues were evaluated as to their individual impact. Access: Perhaps the single greatest issue which would affect emergency response, is campus access. There are numerous areas of narrow streets and questionable or non-existent clearances. Building identification is difficult and access to locked areas requires many keys. Facilitating entry into affected areas would remain a University responsibility. Fireflow: Fireflows in almost all areas of the campus are below standard, particularly for large volume defensive appliances. There are plans for upgrades over time, but these may well be deferred due to budget constraints that will probably persist throughout the 1990's and the current situation should probably be considered the best things are going to get for a while. Water mains in many areas of the campus core are old and small. Static pressure may be okay, but adequate defensive flows generally are not available. Hydrant Locations: Hydrants are few and far between. An unrefined estimate of hydrant density is something less than 15 hydrants per square mile overall (maybe 50 or 60 per square mile in the core)- compared to about 130 hydrants per square mile in the City. �'�0 ' r�rWpri;ll city o� san LUIS oi3isp0 iIII IIIiLIiI''llI Ili,WIN i� A Ii10 MaZa COUNCIL AGENDA REPORT Fixed Fire Protection Systems: — Most major buildings are relatively new and contain many fire-protection features as required by code. There are few fully-sprin klered buildings on campus. Alarm systems are mix-and-match where they exist. Some report to answering points, some are only local. Some can be defeated by occupants without consequence. Zoning and annunciation are essentially ineffective in most cases where systems exist. Hazardous Nfaterials: Hazardous materials use and storage is probably not a significant concern, especially if City response were limited to awareness functions as defined by OSHA. The quantities were surprisingly low for the facilities and functions they support, and their storage, handling, and use is well regulated. The storerooms where they are kept for distribution are generally staffed with knowledgeable people. There are some 900 regulated radiation sources on campus. Pesticides and herbicides are well stored, and in reasonable quantities. The Crops Unit is probably the biggest toxicity hazard; the buildings are combustible, and run-off control might be challenging. Wildland Interface: The wildland interface is generally well-buffed, and potential for wildland fire intrusion into _ the campus core is acceptably managed. Outlying Campus Areas: Areas outside the campus core are not a particular concern from a strategic point of view. While they may create spectacular fires, the probability of losses beyond the involved structure is relatively low. Water supplies are the biggest problem here. There is also a problem of poor access in muddy weather in some of these outlying units. Tactical deployment of resources would likely be substantially more demanding than within the City for similar fires, and more time consuming and manpower-intensive. This would probably result in more defensive situations, and greater losses when fires do occur, since water supplies are not sufficient to support defensive operations in most areas. However, most major buildings are fire resistive construction and are well maintained. Also, fire is likely to be detected in its early stages by occupants. Both agencies recognize and agree that problem areas exist on campus which could greatly hamper the delivery of effective emergency response or mitigation efforts. These problem areas would be identified in any agreements with the understanding that the City response efforts would cope as best possible, but would not be held responsible for detrimental results occurring due to existing campus deficiencies. STAFF RECOMMENDATION: \' Staff recommends that the City move forward in developing a contract with the University for emergency response services. We reach this conclusion based on the following: VIpl�i!P!''� city of san ,FIs OBispo ulAL l COUNCIL. AGENDA REPORT • Existing deficient conditions on the campus would remain the responsibility of the University. • Significant revenue would be realized by the City. • The call-Ioad would not have significant impact on the City's current fire suppression system and minimal additional expenses would be incurred. • Existing mutual aid agreements with the County of San Luis Obispo would require the eventual response of City resources to any significant incident on the campus. Therefore, to enter into a contractual agreement would be of the optimum benefit to both agencies. • The consolidation of duplicated services provides the most effective approach to maximizing the taxpayer's dollar. Staff anticipates that we would return with a final agreement for Council's review on June 15th. FISCAL BIPACT: Staff anticipates that revenues of 5100,000 - $150,000 will be generated if a contract is established between the University and the City. v MEMORANDUM TO: Bob Neumann, Fire Chief FROM: Bob Wilkinson;] President Elect, S.L.O. Fifefighters Association DATE: June 10, 1993 SUBJECT: Cal Poly Contract. Thank You for your prompt response and personal attention to my request for all information in your possession regarding the proposed Cal Poly contract. Given the compressed time-frame recently requested by Cal Poly, resolution of many of the Association's concerns might not have been possible without this prompt attention and cooperative spirit. Itis my pleasure to inform you that there is a generally positive feeling among Association members about contracting City Fire services to Cal Poly. The opportunity to expand our service area and generate revenues for the City is welcomed. The challenge of responding to the variety of emergency situations found within the campus core is also welcomed. As an association that holds public safety as its primary concern, we are pleased with the flexibility of the contract; flexibility that would allow negotiations for further City Fire services to be provided at Cal Poly should that need arise. Your assurances that adequate training time will be provided to familiarizepersonnel with the campus core put to rest many safety concerns voiced by department members. Furthermore, the training hours committed for increasing our safety and efficiency at large interior building fires, will result in a further decrease in fire losses, not only at Cal Poly but in large buildings within the City. These commitments are all welcomed by the Association. There are some concerns remaining with regard to the Cal Poly contract but they are minor and easily resolved - with one exception. Concerns of inadequate staffing of engine companies still remain strong among the Firefighters Association. We are again being asked to do more while recent cuts have placed our emergency personnel staffing at substandard levels. Additionally, the loss of the Cal Poly three- person engine, as a mutual-aid resource, means that firefighting personnel available during the first 20-30 minutes of a major fire have decreased. This is a decrease from a 1979 high of 17 to the new 1993 figure of 13 persons. During business hours (8 : 00 AM - 5: OOPM) response personnel have diminished from 20 (1979) to the current level of 14 (reflecting the loss of the Fire Prevention Captain, Training Officer, and one firefighter per shift) . The Association realizes that during these times of shrinking budgets it is not practical to expect an increase in staffing. We do ask, however, that any additional expansion of services and associated fees be .accompanied by at least a return to 1992 staffing levels. Please attach to the Council Agenda Report. % -a3 .40009�16J7/ 3 _ 6117/5; _ tEBMA ATE: city Of San LUIS OBISPOMBER: COUNCIL AGENDA REPORT -- FROM: Michael McCluskey, Public Works Director`g'w' l SUBJECT: Highway 101 Landscaping, City of San Luis Obispo Prado Road Property - Specification No. 93-19 A & B' CAO RECOMMENDATION: By motion, approve plans and specifications for the Highway 101 Landscaping Project, Specification No. 93-19 A & B; and authorize soliciting of bids and contract award by CAO if the lowest bid is within the engineer's cost estimates of this project. Project bidding of Phases I and II would proceed immediately and bidding of Phase III would proceed in December 1993. DISCUSSION: In June of 1991, construction of the Water Reclamation Facility (WRF) project began and affected portions of the Bus Maintenance Facility. Due to the impacts of the project, the City Council decided that it would be best to prepare a Master Plan for the Corporation Yard, the Bus Facility, and WRF that would include a landscape and irrigation plan, putting emphasis upon the highway frontage. Council directed that planting along the highway should screen short range views of City facilities, while allowing distant views of the hills. Upon preparation, the Plan was reviewed by Council and staff received direction to proceed to implement the landscaping. The Public Works Department retained the landscape architecture firm of CJP Productions to prepare a landscape plan for the entire frontage. The plan integrates approved landscape plans for the WRF Project, and proposes changes to the existing planting along the highway in the areas of the Bus Maintenance Facility and the Corporation Yard. The landscaping and irrigation plans are complete. The project is divided into three phases: 1. Phase I - This phase involves.landscaping the Corporation Yard expansion area and modifying to the existing landscaping at the Bus Maintenance Facility. 2. Phase II - This involves landscaping the open space reserve area which is currently a large pasture. 3. Phase III - This involves landscaping the areas surrounding what will become the reclaimed water pond. Note: See plot plan (top of project cover page - Sheet 1 of 9) Staff is, in general, against phasing of small projects. However, final landscaping of the southern portion (Phase III)cannot occur until completion of modifications to the reclaimed water pond. This work is part of the Water Reclamation Project and is currently scheduled for completion in July 1995. �I ��ibi►►�IIIIIp ��81U city of San tins OBISp0 - COUNCIL AGENDA REPORT 93-19 Page Two Additionally, no landscaping work can occur in the pasture area (Phase II) until work included in the Unit 4 WRF project is complete. The current scheduled completion date for this area is November 1993. The work along the Corporation Yard and the Bus Facility can proceed immediately. In order to maximize bidding advantages and minimize staff time, it is proposed to bid Phases I and II as a single project with separate time schedules for implementation. Because the Phase III work is dependent upon a component of the Water Reclamation Project currently in environmental review, with . a tentative estimated completion date of July 1995, it is proposed to bid Phase III as a separate project. No landscaping is proposed to screen ,the existing pond, as major modifications to the pond are part of the Water Reclamation Project. CONCURRENCE: The City Council directed that a draft Master Plan be developed. This was completed and from it the Council directed staff to proceed with landscape and irrigation plans for the Highway 101 Landscaping. The ARC reviewed the landscape plan and the plans were modified to include their comments. Even though all work is on City owned property, Caltrans has been advised of the project and has no objections. The Utilities Department has been part of the ongoing discussion concerning this project, especially the Phase III project near the reclaimed water pond area. Community Development staff has determined that this landscaping work is categorically exempt from environmental review (Class 4 - minor alternations to the pond). FISCAL IMPACT: Engineer's estimate: Phase I Corporation Yard Expansion Landscape Facility $12,250 Fencing 15,000 Bus Maintenance Facility Landscape 3.000 . $30,250 Phase H Open Space Reserve $29,500 Contingencies 5.950 Subtotal (I & H) $65,700 Phase III Reclaimed water pond area $33,600 Contingencies 3.400 Subtotal $37,000 TOTAL $102,700 a ��i�►►►(Vllllll�lp►a��ll MY of San WIS OBISPO =a% COUNCIL AGENDA REPORT 93-19 Page Three The 1988-89 Capital Improvement Plan budgeted $30,000 for this project, based on preliminary estimates of work anticipated in the Corporation Yard areas (Phase I). Subsequent actions expanded the scope of the project to include Phases II and III. Due to State of California budgetary impacts to the California Conservation Corps, the City Council in August 1992 allocated those funds from the landscaping project to the Santa Rosa Median Project in order to retain the C.C.C. to perform that work. Proposed in the 1993-95 Capital Improvement Plan is sufficient funding to fully build all three phases of the project. Funding is split as follows: sewer fund (78%) _ $80,400 capital outlay fund (17%) $17,500 transit fund (5%) - $ 5,100 This request is before Council for approval so that bidding can proceed and award be issued in an expedient manner as soon after July 1, 1993 as possible. Should the project not receive Council approval for inclusion in the 1993-95 budget (anticipated 6/15/93), all bids would be withdrawn. These projects are thus contingent upon CIP funding for FY 1993-94 and 1993/95 as follows: FY 93-94 .Phase I (August 1993) $33,000 Phase II (November 1993) $329700 FY 94-95 Phase III (July 1995) $37,000 ALTERNATIVES: 1. Wait until after adoption of 93-95 CIP to allow bidding. 2. Combine Phases I and II into one project and bid at a time later than November 1993. This alternative would allow use of the newly constructed reclaimed water supply station designed to fully service City facilities, which will be built as a part of the Unit 4 project. This alternative would not require interim connections to an existing low capacity reclaimed water supply system. Attachment: Project drawing Note: Detailed plans and specifications are available for review in the Council Office 63 1' Match Line :'0 m :ion , + X D� 0m _ -- ---. .-'- rLin III0. . + 13 1.s lw.4t w': rl 13 31 d 1 tAti ^:'.'. d`:"i'.n.IL��:..:�;�r• .gym Y to D :vr:ry'J% t't ! i ❑ 0 Cp m 13 •.!':_,:,,;..rte,., Match Line t04 6117193 Meeting Date: ene�T99-3- cityo f san lis OBISPO 3 COUNCIL AGENDA REPORT �— From: Robert Neumann, Fire Chief Subject: Consideration of the purchase of a 2.4 acre parcel on the corner of Santa Barbara and Roundhouse to construct a new Headquarters Fire Station. CAO RECOMMENDATION: By Motion, 1) Approve and authorize the.Mayor to execute an agreement for the acquisition of the 2.4 acre parcel on the corner of Santa Barbara and Emily Streets (Southern California Gas Company site) for $1,450,000, plus transition costs. 2) Direct staff to eliminate the Recreation Administration portion of the building from the project. 3) Direct the Community Development Department to initiate a General Plan amendment, rezoning, subdivision or other processes as appropriate to make the Emerson - School site ready for sale and development in a manner compatible with the surrounding neighborhood and which would maximize return of the City's invested funds. DISCUSSION: In 1986 the Fire Department became very concerned about the structural stability of the Headquarters Fire Station. The Fire Department requested funds for its replacement and started searching for potential locations for the new Station. Since the response time of the Fire Department in many instances can make the difference in life or death, fire station locations are extremely critical. Therefore, the Fire Department contracted for a computerized.Fire Station Location Study which identified 20 potential sites. These included the "Old Brick,Yard" on Broad Street, the Southern California Gas Company (SCG) property on Santa Barbara Street, the Kimball Motor Company property on Monterey Street, the Emerson School Property, the current Fire Station location and others. Each of these were reviewed. All of these properties had both advantages and disadvantages in terms of size, availability, type of neighborhood surrounding the site, location in proximity to the downtown, (which this station protects) and to arterial roadways (which speeds up response to other areas of the City). Of these properties, the SCG property was the most desirable in all aspects except one — it was not available. The City did not even have the option of condemning this property because it belonged to a public utility. The next most desirable property was the Emerson School Site which was of adequate size, was available and while its location was not ideal, it met the location parameters for protecting the downtown. acity Of San LUIS OBISPO WhGo COUNCIL AGENDA REPORT On November 7, 1990, Council approved expending $2,640,000 to purchase the Emerson School \ property and the City took ownership of this property in October, 1992. At its January 5, 1993, meeting Council approved a contract with Ross Levin MacIntyre & Varner Architects to design the new Headquarters Fire Station/Recreation Administration Building. The Architects have completed the Program phase of the project and are ready to start the site plan for the project. In late 1992, the SCG property went on the market and on February 16, 1993, Council directed staff to enter into discussions with Southern California Gas Company (SCG) relative to the potential acquisition of the parcel. On February 24, 1993, staff met with Gas Company representatives and discussed the issues related to the property. These issues included: current availability of the property; possible soil contamination of the site; gas line or other easements on the.property; terms of the sale. Based on the information obtained at this meeting, Council directed staff on March 2, 1993, to start formal negotiations with SCG to obtain the site. Staff has met three times with SCG representatives and reached a tentative agreement. The terms of that agreement are as follows: • Purchase price — $1,450,000 • Deposit refundable only if purchase is not completed due to environmental contamination — $10,000 • Environmental Study — 50-50 cost sharing up to a maximum Gas Company cost of $15,000 • Asbestos clean-up — funded 100% by the Gas Company • Escrow period — 90 days. • Contingencies — Property being free from environmental contamination, receiving required 't governmental approvals. CONSIDERATIONS The relocation of this project from the Emerson School site will require the re-evaluation of several past Council decisions and direction. Should this project continue as a joint Headquarters Fire Station/Recreation Administration facility? Moving to the SCG property which is outside the "downtown core" area calls into question the advisability of building a joint Headquarters Fire Station/Recreation Administration Facility at this site. Current City policy is to try and keep administrative offices in the downtown core which the Emerson School site was very near. The SCG site is not. If Recreation Administration is deleted from this project, the City could realize significant cost savings. The building size could be reduced from 26,500 to 21,260 square feet, a reduction of 5240 square feet. This should lower the construction cost by $524,000. Additionally, the architectural contract for the project is $296,000. Although the City would have to renegotiate this contract with Ross Levin MacIntyre & Varner we can project that the new contract would be reduced by approximately $40,000 for a total savings of $564,000. Staff recommends deleting the Recreation Administration Facilities from this project and maintaining them in their current location. �� ► �IVIIIIIIIII�i��ui►� �► MY Of San 'ruiS OBISPO A COUNCIL AGENDA REPORT Should the City dispose all or part of the Emerson school property to pay for the SCG site? With the City's current financial situation, the question of what to do with the existing Emerson School site becomes extremely important. The City has three basic options: tion #1 - Sell the Entire Site The open space/lawn area has become a "de-facto" park. Council has directed Staff that it is an important component of the site. Deed restrictions could be established that would retain the park area for public use. tion #2 - Retain Ownership of the Entire Site Based on the City's financial situation, this is not recommended since the City would need to further utilize its reserves to offset the cost of the new site. tion #3 - Sell a Portion of the Site and Retain the Remainder Council could attain its goal of adding additional park space in the downtown area while recouping some of the initial outlay. A number of questions come to minds How much of the site should be retained, what zoning should be applied, and what value might the City expect for the remainder of the site if it were put up for sale? Exhibit A outlines the current uses on the site. The grass area, a basketball court and a backboard for kickball and tennis occupies 37% of the site. Staff recommends that 60% of the site be sold and that the remaining 40% be dedicated to open/park area. Exhibit B outlines zoning alternatives and associated site development scenarios. Residential development on the Emerson School site will require rezoning of the property and an adjustment to existing lot lines. A pre-approved development program could be defined before sale, which would provide a developer assurance of expeditious processing and ensure that site development is ultimately consistent with City land use policies. The development program should specify zoning, the preferred number of dwellings, density bonuses, site development standards (height, setbacks, parking), and other desired project components (% of affordable units, design criteria). Based on consultations with the Community Development Department (CDD) regarding surrounding neighborhood development and zoning, an R-3 designation (Medium-High Density Residential) appears to be the most appropriate rezoning alternative. If 60% of the site were rezoned R-3 and 40% remained Public Facility (Option #3) to accommodate the park area, roughly 35 new dwellings could be constructed. This calculation assumes all units would have two bedrooms or an equivalent mix of one, two, and three bedrooms. Another approach, Option #1, might be to rezone the entire site for medium-high density residential use, and cluster the allowed density on 60% of the site. In this case, roughly 55 new dwellings IiI�IIII f c�� o san lues oBispo WaGe COUNCIL AGENDA REPORT could be constructed. (One local architect took this approach in a student project and managed to accommodate 75 units, ranging in type from studios to three bedroom apartments, and ranging in size from 400 square feet to 1,200 square feet.) If housing were clustered, the park area could be retained through dedication or deeding. Staff had Dennis E. Greene & Co. do a property evaluation of the Emerson School site based on the options as outlined. The evaluation is based on a residential usage with an evaluation given on each option for varying densities. Most comparable to the Planning Department's recommendation of R-3 zoning on 60% of the site is the evaluation of 35 units returning $880,500. Most comparable to the CDD's recommendation of R-3 zoning for the entire site, (Option #1), is the appraiser's evaluation of 48 and 64 units returning $960,000 and $1,080,000 respectively. These prices are much lower than the $2,650,000 that the City paid for the parcel in 1989. There are several factors that contribute to this. First, the real estate market in the State has dropped approximately 30% in the intervening period. Second, the appraisals the City and School District based the sale price on were established using commercial properties values, not residential values. Basing the appraisal on residential usage reduces the value of the land a great deal. Lastly, the appraiser stated that the value of multi-unit residential property in the City is lower than in many other locations. This is because developers are hesitant to do a development in the City because they are unsure what the requirements will be or how many units they will ultimately be able to build. He stated that the City could gain the best price by selling the property in a condition that is zoned and ready for development. In this way the purchaser would be more certain of the property's potential. Staff recommends that Council direct the Community Development Department to initiate a General Plan amendment, rezoning, and other actions as necessary to make the property ready for sale as described in Option #1. FISCAL IMPACT Based on previous Council discussion and direction, funding for this acquisition should have no direct impact on the general fund nor require any additional debt financing to accomplish. There are several options available to us in funding this purchase within this financing parameter, all of which include some combination of using proceeds from the sale of a portion of the Emerson School site as well as the existing Garden and Pismo site, along with using a portion of the proceeds from the 1990 certificates of participation ($900,000 currently available in the Parkland Development fund, which must be committed by December of 1993). Based on a $1.45 million purchase cost, it is recommended that $880,500 of this amount be funded from estimated proceeds from sale of 60% of the emerson school site (low end estimate of its value), with the balance funded from the 1990 C.O.P.'s ($569,500). Upon completion of the Headquarters Fire Station, the proceeds from the sale of the current Garden Street site (up to the amount used from the 1990 C.O.P.'s) could be placed in the Parkland Development fund to offset the use of these funds. This is a policy decision that the Council can make at that time. �_ ��i�►►�►ulllllll�p��lh City Of San %AIS OBISPO COUNCIL AGENDA REPORT ■ Finances the project with funds reasonably available to us in the current financial plan period ■ Results in no net fiscal impact on the general fund ■ Assists in meeting our need to commit the proceeds from the 1990 C.O.P.'s by December 1993 CONCURRENCES The City Attorney, City Engineer, Director of Finance, and Community Development Director concur on the Staff recommendation. ATTACHMENTS Exhibit A Emerson Plot Plan Exhibit B Zoning Requirements Attachment A Dennis E. Green and Co. Property Evaluation is available in the City Clerk's Office NOTE: The terms of the agreement as outlined in the report are agreeable to the Gas Company. The City Attorney is working on an indemnification clause acceptable to' all parties. The final agreement will be distributed prior to the meeting date, at which time the City Attorney will make a report. I 9-S EXHIBIT "A" E M E R S 0 N S h E NIPOMO STREET O � � G W W W LU cc ~ N u 3.2 ACS BASKETBALL CT. O V BACKBOARD N ----------------------- a � a -3T(Y----------------------------------------------- w J N GRASS AREA O W � c BEACH STREET 0 50 100 GRASS STRUCTURES PAVEMENT 51770 SO. ' 12945 SW 75715 SQ.' 1.18 AC. = 36.8 % .029 AC. = 9.2 % 1.73 AC. = 53.9 % CF93-01 EXHIBIT B EMERSON SCHOOL SITE DEVELOPMENT OPTIONS Developed Area Zoning' Potential Likely No. Dwellings+ of Stories 1.92 acres R-2 15 - 21 2 (60% of site) R-3 23 - 35 2 to 3 R-4 1 36746 1 3 Source: Community Development Department, 1993 Zoning Regulations ' 'Density units" per acre (Chapter 17.16) + Assumes all dwellings have 2 bedrooms, or an equivalent mix of 1, 2, and 3 bedrooms. 9-r MEMO AGENDA --'DATE Ja;15-232 M I MEMORANDUM FROM THE OFFICE OF THE CITY ATTORNEY Vr_Ct6un-_'1 CDD-DIRL L llo 0 �RNTT*X' '.'UTR. June 11, 1993 .I 91993 1 '�kcL K'0 D'_7110ECIL 1 7:C.n 1:�, TO: City Council CITY COUNCIL C r'- -1 F1 I 11-TT -1�fZ AN L U:S 0 E; PVC, CA FROM: Jeff Jorgense SUBJECT: Consideration oFthe Purchase of a 2. 4 Acre Parcel on the Corner of Santa Barbara and Roundhouse to Construct a New Headquarters Fire Station The City Attorney's Office received a fa'x transmission' copy of the proposed Purchase and Sale Agreement between the City and Southern California Gas Co. for the' new headquarters firestation on June 11, 1993 . A copy of the fax agreement is being forwarded to you for review prior to the June 15, 1993 Council meeting. It is anticipated that the original documents will be transmitted to the City by Southern California Gas on Monday, June 14th, and copies of the Agreement will be made available to the Council prior to the Council meeting. I have reviewed the Agreement and find it to be acceptable. The key points which the Council should be aware of include: 1. The purchase price is $1, 450, 000. 00, plus costs. 2 . The escrow period is 120 days. 3 . The City is buying, the property in an "AS IS" condition, and Southern California Gas is making no warranties as to the condition of the property, and in particular, whether any hazardous or toxic materials exist on the site. The City must make its own inspections and has 90 days from the opening of escrow to inspect and approve the property. If for whatever reason it is found to be unacceptable, the City's remedies are to terminate the Purchase Agreement, or renegotiate. Because of the way the contract is structured and because we have ,reason to believe that there is a high probability toxic or hazardous materials will be found on the site, it is imperative that the City conduct an exhaustive and complete environmental assessment of the site within the 90 day period. In this regard, I would recommend that such an assessment focus not only on the presence of potential materials on the site, but also the potential for such materials to migrate to the site from adjoining areas. 4. The City will be reimbursed for 50% of the cost of the environmental assessment (up to $15, 000) if escrow closes_ The City will be reimbursed for 100% of the cost for environmental assessment (up to $15, 000) if escrow fails to -- close. 5. The .sale of the property is subject to prior approval from the Public Utilities Commission, however, it is anticipated that such approval will be forthcoming. If you have any questions or comments concerning this matter prior to the City Council meeting, please feel free to contact me at your convenience. JGJ/sw attach. cc: John Dunn Chief Neumann Mike McCluskey Bill Statler Ken Hampian CPURCHASE AND SALE AGREEKENT (San Luis Obispo Property) CITY OF SAN LUIS OBISPO ("Buyer") , a California Charter Municipal Corporation, hereby agrees to purchase, and SOUTHERN CALIFORNIA GAS COMPANY, a California corporation ("Seller") , hereby agrees to sell, all of Seller's right, title and interest in that certain real property in the City of San Luis Obispo, County of San Luis Obispo, together with all easements, rights and appurtenances thereto, as described in Exhibit "A" attached hereto and incorporated by reference. 5 Said property shall hereinafter be referred to as the "Property. " 1. Purchase Price and Terms. The purchase price for the Property shall be One Million Four Hundred Fifty Thousand Dollars ($1,450,000.00) . The purchase price shall be payable as follows: (a) By Buyer paying the amount of Ten Thousand ($10, 000.00) Dollars in the form of a cashier's or certified check, payable to Escrow Holder, ,(the "Deposit") , which shall be deposited by Buyer into Escrow upon the opening thereof. Said amount shall accrue to the benefit of the Seller_ . All deposits shall remain in possession of Escrow Holder in an interest bearing account with interest credited to the Seller. Total deposits shall be credited to the purchase price at closing, (b) By Buyer paying the balance of the purchase price in the form of a cashier's or certified check, payable to Escrow Holder, which shall be deposited by Buyer into Escrow not less than two (2) days prior to the Closing Date, as defined below. (c) Notwithstanding the above provisions, if Buyer elects to terminate its obligations under this Agreement pursuant to Paragraphs 2 (a) or (b) , the Ten Thousand Dollar ($10, 000) deposit shall be refunded to Buyer. 2. Conditions Precedent. All of Buyer's duties to purchase the Property are expressly conditioned upon the occurrence and satisfaction of each of the following conditions, each of which is deemed exclusively for the benefit of Buyer: i TOTAL P.01 J L-11fY-11-1 V7) W :4 rrL.111 IHt OH's !air it nrvt IW icv_•i ol :_l� i � I Purchase and Sale Agreement - San Luis Obispo Page 2 (a) Title Report. Buyer's approval of the �1 exceptions to title set forth in a CLTA preliminary title report for the Property (the "Preliminary Title Report") . Buyer shall have thirty (30) days after the receipt of the Preliminary Title Report, and copies of all documents referenced therein, to provide to Seller written notice of Buyer's disapproval of any title exception. Any title exception not so disapproved shall be deemed approved, provided that if a Supplemental. CLTA title report is issued showing any exception not shown on the Preliminary Title Report, Buyer shall have an additional ten (10) calendar days after receipt of such Supplemental Report to approve or disapprove any such title exception. If Buyer disapproves any title exception, Seller shall have no obligation to cure such disapproval (except that Seller shall be obligated to remove any liens) but Seller may elect, by written notice to Buyer within five (5) calendar days after receipt by Seller of such notice of disapproval, to attempt to remove such disapproved items. If Seller is unable within a reasonable time to accomplish such cure or removal, or if Seller elects not to attempt to so cure or remove (which election shall be communicated to Buyer within ten (10) days after receipt of Buyer's notice of disapproval) , then Buyer may elect to (i) terminate its obligations under this Agreement by providing written notice to Seller, or- (ii) waive its objections to such exception, or (iii) elect to correct any such disapproved exception itself, in which case Seller shall use its best efforts to assist Buyer whenever Buyer may request in order to cure any such defect, provided that Seller shall incur no monetary obligations in connection with such cure, and provided escrow shall be extended for a reasonable period in which to effect such cure. (b) Inspection and Approval of Property. Buyer's inspection and approval of the Property and all improvements thereon, including at Buyer's option and expense, except as provided in Section 5(e) , a noise study, a survey, a soils investigation, a Phase I or Phase II environmental report or any other investigation that the Buyer deems necessary. This condition shall be deemed approved if Buyer does not send written notice of disapproval to Seller within ninety (90) days after the opening of Escrow. If Buyer discovers through its investigations any defects on the Property, or improvements thereon, which it disapproves of, Seller shall have no obligation to cure such defects but Seller may elect, by written notice to Buyer within five (5) calendar days after receipt by Seller of such notice of disapproval, to attempt to cure such disapproved defects. If Seller is unable within a reasonable time to accomplish such cure, or if Seller elects !U14-11-.L:1=9 Lqf 0 rrJ11'I IrIr- UHb UVI'IrHI'iI iii 1C.If U r.VJ Purchase and Sale Agreement - San Luis Obispo Page 3 01 not to attempt to cure said defects (which election shall be communicated to Buyer within ten (10) days after receipt of Buyer's notice of disapproval) , then Buyer may elect to (i) terminate its obligations under this Agreement by providing written notice to Seller, or (ii) waive its objections to such defects, or (iii) elect to correct any such disapproved defects itself, in which case Seller shall use its best efforts to assist Buyer whenever Buyer may request in order to cure any such defect, provided that Seller shall incur no monetary obligations in connection with such cure, or (iv) the Parties may enter into additional negotiations, as may be mutually acceptable, concerning an adjustment to the purchase price, allocation of risk, or contribution to the costs to cure or other matters, and provided escrow shall be extended for a reasonable period of time to effect such negotiations. (c) Governmental Authorization of Use. Buyer's satisfaction that Buyer will be able to obtain all governmental permits and authorizations required in connection with Buyer's proposed use of the Property including, but not limited to, rezoning and a demolition permit for the existing improvements and a determination as to whether or not such improvements have been or may be designated as a historic preservation site, and all environmental clearances. Buyer shall be solely responsible for submitting all applications and undertaking all investigations associated with the suitability of the Property for Buyer's intended use. Seller makes no representation or warranty regarding the suitability of the Property for Buyer's intended use, or of Buyer's ability to obtain all necessary governmental approvals in connection therewith. Prior to the close of escrow, Buyer shall not obtain or cause to be issued any permit, zone change or other entitlement that will be binding upon either Seller or the Property if escrow fails to close. This condition shall be deemed approved if within ninety (90) days after the opening of escrow Buyer does not provide Seller written notice of Buyer's disapproval of this condition. 3. Bserow And Deposit. (a) Closing Date. This purchase and sale shall close upon the recordation of the Grant Deed to Buyer (the "Close of Escrow") . The Close of Escrow shall occur on or before one hundred twenty (120) days (the "Closing Datet') after a copy of this agreement, (executed by both Buyer and Seller) is deposited with the Escrow Holder, unless extended by mutual agreement of the parties, or as otherwise provided herein. In no event shall Seller be required to extend the Closing Date. Time is of the essence ..in this Agreement. II IAV-ZZ—Zyy�i iii••-t'7 rr'i il`I crit nryo ,_trirrirr '- '--- ' _` t—`� _-• Purchase and Sale Agreement - San Luis Obispo Page 4 (b) Escr .w Holder.. Within fifteen (15) business days after the execution of this Agreement, Seller shall open an Escrow :for the consummation of the purchase and sale of the Property with Cuesta Title Guaranty Company, 773 Marsh Street, San Luis Obispo, California 93401 ("Escrow Holder") . The Escrow shall be deemed to be "opened" as of the date on which a copy of this Agreement (executed by Buyer and Seller) is deposited with Escrow Holder. (c) DeRosit. Escrow Holder is hereby authorized and instructed to cash immediately upon receipt the Deposit referred to in Subparagraph 1 (a) hereof. (d) EscrowInstructions.- Although Escrow Holder may require further written instructions executed by Buyer and Seller to clarify the duties and responsibilities of Escrow Holder, any such further instructions shall not modify or amend the provisions of this Agreement unless any such instructions expressly provide that they are intended-to amend or modify the provisions of this Agreement. (e) Title Insurance. Title to the Property shall be conveyed by Grant Deed. Title to the Property shall be insured by an CLTA owners policy in the amount of the purchase price, showing title vested in Buyer, subject only to those - exceptions specified in the Preliminary Title Report and/or Supplemental Report and accepted by Buyer. Seller shall pay for said policy of title insurance, which shall be issued by Cuesta Title Guaranty Company. Buyer may elect to have title insured by an ALTA policy of title insurance, provided that Buyer shall pay that portion of the premium which exceeds the cost of a CLTA standard coverage policy of title insurance. Buyer shall also pay the cost of any survey. (f) Fees and Taxes. Seller agrees to pay all documentary transfer taxes and recording fees. Escrow fees shall be borne equally. Real property taxes shall be prorated as of the Close of Escrow, based on the most recently available tax bill. Since Seller is taxed by the State Board of Equalization, Seller may be required to pay taxes prior to the transfer of the Property. Said taxes may apply to the time period following the transfer of the Property. Buyer agrees to assist Seller in obtaining a refund from the State Board of Equalization of any taxes assessed against the Property which apply after the sale to Buyer. J!Rd-11-1 a'�i 9Y' t•l7 H-.'UH I Ht L:H' (_UNFHIHY I U 1;-_;U__:;'_'l i4 U:1 F'.Lill Purchase and Sale Agreement -- San Luis Obispo Page 5 C5. Representations, Warranties, Agreements and Disclaimers. (a) Authorized Representative. Buyer and Seller hereby represent and warrant to each other that the persons .who sign this agreement and any other documents required to be executed by such party to perform its obligations hereunder, shall have all requisite power and authority to have entered into this Agreement, and that all authorizations required to be obtained by or on the part of such party to execute and perform this Agreement have been obtained. (b) Proof of Citizenship. Seller is not a foreign person as such term is used in Section 1445 of the Internal Revenue Code. Prior to the Close of Escrow, Seller shall deposit in Escrow a non-foreign affidavit as provided under said Section 1445, and the failure to do so shall entitle Buyer to withhold from the purchase price such sums as are required by said Section 1445. (c) Delivery of Property. Possession of the Property shall be delivered by Seller to Buyer upon the Close of Escrow. Seller shall have the right prior to the close of escrow to remove all personal property (including telephone and communication equipment) and trade fixtures (including all computer wiring) , provided the Property is left in a sound and Ctenantable condition. (d) J&qal—Actions. To the best of the Seller's knowledge there are no actions, suits, or legal proceedings related to the ownership, use, operation or sale of the Property to which Seller is a party nor has Seller. received any notice that any such actions are pending or threatened. (e) Condit"on of Property. Buyer hereby represents and warrants that within ninety (90) days after the opening of . escrow, Buyer will make all investigations and tests which Buyer deems necessary or prudent, including soil investigations and a Phase II investigation, and that Buyer's decision to proceed with the purchase of the Property will be made in reliance on Buyer's own investigations and tests, except as provided in Subparagraphs 5 (f) and (g) . Subject to Buyer's inspection, disapproval rights and exceptions as provided in this Agreement, Buyer agrees to accept the Property in its "AS IS" condition, subject to all defects, whether latent or patent, including but not limited- to the presence of pollution, toxic building materials, hazardous substances or wastes, if any, or other physical characteristics of the Property; provided, however, in the event Buyer discovers any defects during the first ninety (90) Purchase and Sale Agreement - San Luis Obispo Page 6 days after the opening of escrow, including the presence of pollution, toxic building materials, hazardous substances or wastes, or other unapproved physical characteristics (including code violations) , then Buyer may terminate escrow by providing written notice to Seller within ninety (90) days after the opening of escrow, and neither party shall have any further liability to the other. Buyer hereby acknowledges that it has not relied and will not rely on any representations by Seller concerning the Property (except as expressly set forth in this Agreement) but will rely solely on Buyer's own investigation of the Property. Seller and Buyer specifically agree that Seller shall not be responsible for any work of construction or improvement necessary to cause the Property to meet any applicable law, ordinance, regulation, or code, or to be suitable for any particular use. Seller makes no representation or warranty, and shall have no liability to Buyer, with respect to the suitability of the. Property for Buyer's intended use. Notwithstanding the above, Seller shall reimburse Buyer for fifty percent (50%) of the cost of the Phase II investigation of the Property to be conducted by Buyer, up to a maximum of Fifteen Thousand Dollars ($15,000) , provided escrow closes. In the event escrow fails to close for any reason whatsoever, Seller shall reimburse Buyer for the total cost of the Phase II investigation to be conducted by Buyer, up to a maximum of Fifteen Thousand Dollars (15,000) and Buyer shall provide Seller with all work product and reports, received by Buyer arising out of the Phase II investigation, for Seller's use, but without warranty or representation of any kind by Buyer as to its suitability for any use whatsoever. (f) Environmental Disclosure. Buyer acknowledges receipt of a commuter print=out list of all toxic and hazardous substances known by Seller to have been used, handled or stored on the Property during seller's ownership of the Property. Seller makes no representation or warranty regarding the completeness or accuracy of the print-outs, and Buyer agrees. to perform at its own cost and expense such environmental surveys and studies as Buyer deems prudent except as otherwise provided in Paragraph 5(e) above. Buyer represents that it shall rely solely upon its own environmental investigations, except as provided in this Subparagraph. From and after the close of Escrow, except as provided in this Subparagraph, Buyer shall indemnify Seller from all liability, damages and costs arising from hazardous materials or toxic substances which Buyer has placed, discharged, or disposed on the Property. A.Z Purchase and Sale Agreement - San Luis Obispo Page 7 Notwithstanding the above, Buyer acknowledges receipt of an asbestos report for the Property prepared by TRC Environmental Consultants, Inc. , a copy of which is attached hereto and incorporated herein as Exhibit A. As a part of Buyer's demolition of the building on the Property, Seller agrees to reimburse Buyer for the costs of removal of the asbestos materials contained in the building located on the Property. Seller shall be responsible for only those costs directly related to the removal of the asbestos materials located on the Property which are shown in the report, or any supplemental report obtained by Buyer. Buyer agrees to perform said removal only in conjunction with the demolition of the existing improvements on the Property in order to reduce the cost of the removal. Buyer shall not commence any such demolition activities or remedial soil work until after the those of escrow. (g) Selle_r's Knowledge of the Environmental Condition of_the. Property. As an inducement to Buyer to enter into this agreement, Seller represents and warrants to the best of its knowledge that: (i) Except for those items disclosed to Buyer, throughout the period of ownership of the Property by Seller, there have been no notices, directives, violation reports or actions by any local, state or federal department or agency concerning environmental laws or regulations, and the Property is, to the best of Seller's knowledge in compliance with all state and federal environmental laws; (ii) The business and operations of Seller have at all times been conducted incompliance with all applicable federal, state, local or foreign laws, ordinances, regulations, orders and other requirements of governmental authorities on matters relating to the environment; (iii) There has been no spill, discharge, release, cleanup or contamination of or by any hazardous or toxic waste or substance used, generated, treated, stored, disposed of or handled by the. Seiler on or around the Property except for those items disclosed to Buyer; (iv) There are no underground storage tanks located at, on or under the Property; one underground storage tank was removed in 1988. (y) No hazardous or toxic substances or wastes, other than incidental quantities contained in office supplies _11r-11-1:_1 ci _G rnVii Ii 11nJ 1.Viu t ! � Purchase and Sale Agreement - San Luis Obispo Page 8 or substances used for maintenance or cleaning of the buildings on the Property or any vehicles on the Property, are located at, or have been located on or removed from the Property, except as provided in Paragraph 5 (f) or disclosed to Buyer; (vi) All studies, reports, and investigations, known to Seller, concerning any pollution, toxic building materials or toxic hazardous substances or wastes located at, on, or under the Property .have been provided or otherwise been disclosed to Seller prior to the close of Escrow. 6. Notices. All notices, communications, consents, approvals. a.nd disapprovals required or permitted hereunder must be in writing and shall be delivered by personal delivery, facsimile or deposited in the United States mail, pdstage prepaid and addressed as follows: TO BUYER: City of San Luis Obispo 990 Palm Street P.O. Box 80100 San Luis Obispo, California 93403 Attn: Fire Chief City Attorney J TO SELLER: Southern California Gas Company 55 West 5th Street Los Angeles, California 90051 Attn: Ted Williams The foregoing addresses may be changed by written notice. If served personally, or by facsimile, service shall be conclusively deemed made at the time of service. If served by mail, service shall be conclusively deemed made seventy-two (72) hours after the deposit thereof in the United States mail. 7. Brokers. Buyer and Seller each represent to the other that it knows of no claim for broker's or finder's fees or other commissions in connection with this transaction other than as provided in this paragraph. In the event any other broker or finder asserts a claim for a commission or finder's fee, the party through whom the broker or finder makes this claim shall Purchase and Sale Agreement - San Luis Obispo Page 9 indemnify the other party for any and all costs and expenses (including attorney's fees) incurred by the other party in defending against the same. 8. Miscellaneous. This Agreement contains the entire agreement between the parties hereto, and no modification or addition to any term or provision shall be effective unless made in writing and signed - by both parties hereto. In the event any litigation is commenced between the parties hereto in connection with this Agreement, the prevailing party in such litigation shall be, entitled to a reasonable sun for its attorneys fees and costs. The captions and headings in this Agreement are for reference . only and shall not be deemed to define or limit the scope or intent of any of the terms, covenants, conditions or agreements contained herein. 9. Entry, With respect to Paragraphs 2 . and S. Buyer, its agents and authorized representative shall have the right to enter onto the Property only during normal business hours, or at such other times as may be mutually agreed to by the Parties, which consent to enter shall not be unreasonably withheld. Buyer shall indemnify and defend Seller against and hold Seller __ . harmless from, any and all liability, cost and expense (including without limitation any and all recorded mechanics or other liens) for loss of or damage to any property or injury to or death of any person, arising out of or in any way related to the entry by Buyer or Buyer's agents onto the Property, unless such liability, cost and expense is caused by the sole, active negligence of. Seller. In the event of the recording of any claim of Tien for materials supplied or labor or professional services performed on behalf of Buyer, Buyer shall promptly satisfy and discharge such lien at its sole cost and expense upon demand therefor by Seller. Buyer shall repair any and all damages to the Property caused by any such tests and inspections. 10. Liquidated Damages. PROVIDED THAT SELLER IS IN FULL COMPLIANCE WITH ITS OBLIGATIONS HEREUNDER, AND AFTER THE EXPIRATION OF ONE HUNDRED TWENTY (120) CALENDAR DAYS AFTER THE .OPENING OF ESCROW, IF BUYER IS IN DEFAULT HEREUNDER, AND AT THE TIME OF SUCH DEFAULT SELLER IS NOT IN DEFAULT OF ANY OF ITS OBLIGATIONS HEREUNDER, THEN SELLER SHALL BE ENTITLED TO RETAIN, AS' ITS SOLE REMEDY, THE SUM OF TEN THOUSAND Purchase and Sale Agreement - San Luis Obispo Page to DOLLARS .($10,000.00) TOGETHER WITH ACCRUED INTEREST AS LIQUIDATED DAMAGES. SAID SUM CONSTITUTES A REASONABLE ESTIMATE BY THE PARTIES OF THE DAMAGES THAT SELLER WOULD SUFFER FROM SUCH BREACH UNDER CIRCUMSTANCES EXISTING AS THE DATE HEREOF, IT BEING AGREED THAT IT WOULD BE IMPRACTICAL OR EXTREMELY DIFFICULT TO ASCERTAIN THE ACTUAL AMOUNT OF DAMAGE TO BE SUSTAINED BY SELLER AS A RESULT OF BUYER'S BREACH. UPON LAWFUL COLLECTION BY SELLER OF THE LIQUIDATED DAMAGES PROVIDED HEREIN, NEITHER PARTY TO THIS AGREEMENT SHALL HAVE ANY FURTHER RIGHTS, DUTIES, OR OBLIGATION HEREUNDER. ACCEPTED BY: Buyer Seller 11. Exchange. Buyer agrees to accommodate Seller in effecting a tax deferred exchange within the meaning of Section 1.031 of the Internal Revenue Code of 1986. Seller shall have the right, _ expressly reserved herein, to elect a tax deferred exchange at any time before the Closing Date (including, without limitation, Seller's right to exchange the Property for ! J unspecified property in a delayed exchange) , at Seller's sale cost and expense; provided, however, consummation of the sale of the Property shall not be predicated or conditioned on an. exchange and, without any way limiting the foregoing, the Close of Escrow shall not be contingent upon or otherwise. subject to the Closing of any other escrow. If Seller elects to effect a tax-deferred exchange, Buyer shall promptly execute (i) an amendment to this Agreement; (ii) escrow instructions pertaining to the exchange transaction; and (iii) all other documents as may be deemed necessary or desirable by Seller to carry out such exchange; provided, however, that Buyer shall be indemnified by Seller and shall have no liability to. Seller. or any other person for any act or omission, condition, representation, warranty, defect in title, or any other matter concerning the exchange or the exchange property. Buyer shall not be obligated to incur any greater cost or expense due to Seller's exchange than would have been the case in a purchase of the Property as otherwise specified in this Agreement. i l_IIJ i t-1' ' i 07:54 FROH THE i zi_ 17011F'R IY TO Purchase and Sale Agreement - San Luis Obispo Page 11 C 12. Survival. r . The warranties, representations and agreements made in this Agreement shall survive the close of escrow. 13. Relocation of Regulator Station. Within ninety (90) days of close of escrow, or at such other time as is mutually agreed to by the Parties, Seller shall relocate the existing above-ground regulator station located on the Property to a below ground vault at a location acceptable to the City Public Works Director or Fire Chief. Such relocation_ shall be at Seller's sole cost and expense. Seller shall obtain all permits and approvals required by law. Seller and Buyer shall cooperate to closely coordinate such relocation with the requirements of Buyer's Fire Station project proposed for the Property. 14. Not Binding Until Signed by Seiler. This Agreement shall be of no force or, effect whatsoever until signed by an authorized representative of Seller. Unless and until this Agreement has been signed by an authorized representative of Seller, Seller reserves the right to convey the property to (or enter into an agreement for the conveyance of the Property with) any other person. 15. contingency. This agreement is subject to prior approval of the sale of the property by the California Public Utilities Commission pursuant to •Section 851 of the Public Utilities, Code. G Purchase and Sale Agreement - San Luis Obispo Page 12 In the event this Agreement is executed by the parties on different dates, the date of execution shall be deemed to be the later date. "SELLER" SOUTHERN CALIFORNIA GAS COMPANY By: Warren 1. Mitchell President, Southern California Gas Company Date: "BUYER" CITY OF SAN LUIS OBISPO. By: Peg Pinard Mayor of the City of San Luis Obispo Date: ATTEST: CITY CLERK APPROVED AS TO FORM: CITY ATTORNEY TOTAL P. 12 -� MEF "113 AGENDA (�► DAT,.-.e-/ ITEM #= MAINO CONSTRUCTION COMPANY INCORPORATED CONSTRUCTION SINCE 1881 -09=10.. June 1, 1993 p j�otcs Acton L+� CA DtR 0 ❑ � t�J1 Dtr YCilEtLY PCLi�Q'• Mayor Peg Pinard rQ�tKlc�t,'C•• ❑ W. Council Members: Penny Rappa FLLE. ❑ _ Dave RomeroI'� Bill Roalman ` & �i:.6., Alan Settle 8pq City Hall J UPUY cc> ( L San Luis Obispo, Ca 93401cITY wwgt §LsPo, sew i-uis OBLW- ,cn > Re: Proposed Fire Station Relocation, Comer of nioaa anti Santa Barbara Streets Dear Mayor Pinard and Council Members: My wife and I have read in the Telegram Tribune that the City is proposing to buy the Southern California Gas property at the corner of Broad and Santa Barbara Streets for the relocation of the. main fire station. We agree that this location would provide convenient access for the fire department, however, economically, the acquisition does not make sense. First, the City already owns the old Emerson School site. Although access is not as good as Broad and Santa Barbara Streets, it is only a block from Marsh Street and is closer to the downtown core. A secondary use of this site would be a condominium site -- possibly difficult to sell in today's market. The current fire station site also has limited private uses. Both properties, if sold, would not generate enough capital to purchase the Gas Company site. Private sector use of the two sites would generate additional property taxes for the City, but less than private sector use of the Gas Company site.. The property at Broad and Santa Barbara Streets has a multitude of private sector uses;just one being the proposed Albertson's Market. San Luis Obispo currently lacks competition among grocery stores and has fewer stores per capita than surrounding communities. Our major markets are small, by today's standards, and lack many amenities such as bakeries, delis, custom meat counters, etc. The City should encourage a new market coming to town. At at time when the City is economically strapped for cash, why are you looking at buying a prime piece of property for public use? A new development (shopping center)would not only generate - , increased property taxes, but also create a new, continuing sales tax base. Lic. No. 426403 Post Office Box 1347 • San Luis Obispo, CA 93406 • (805) 543-7411 • FAX (805) 543-0514 v � Mayor Peg Pinard and Council Members June 1, 1993 Page 2 San Luis Obispo's employment base(supported in good part by Cal Poly, Cuesta College, City, County and State Government) is shrinking with government downsizing. You, the City Council, need to be supportive of new private enterprise and position our City government to help good businesses come to town.. Don't spend money unnecessarily or move government into a location, which could be better utilized by private enterprise, and also generate needed tax dollars to help our city maintain our quality of life. Very truly yours, y , A/ C, Michael M. Maino President cc: Charlie Fruit, Chairman, Economic Strategy Task Force �i��i ►Il�lllllUll h�u�l��ll city of san qui s oBi spo ONGs COUNCIL. AGENDA REPORT From: Arnold Jonas, Community Development Director Prepared By: John Mandeville, AICP.' ' Long Range Planning Manager Subject: Process for Preliminary Review by Council for Property Owner Requests to Modify Draft Land Use Element CAO RECOMAIENDATION Should the Council wish to consider substantive changes to the land uses or the location of the urban reserve line contained in the Land Use Element update, staff recommends that a separate hearing to consider such changes be held by the Council before the Planning Commission hearings on the update begin, with the following suggested ground rules and understandings: 1. Consider proposed land use or urban reserve line location changes at a noticed public hearing. Continue this hearing, if necessary, to hear all proposals. Describe in the hearing notice that additional major changes to land uses or the urban reserve line will not be considered in depth until after the Element is adopted. 2. After closing the public hearing to consider proposed changes to land use or the urban reserve line, direct staff to analyze in more detail those proposals the Council would like to consider. Staff will prepare an analysis of environmental impacts and General Plan consistency, and present this information with other materials for review of the Land Use Element to the Planning Commission and City Council. Proposed changes that involved potentially significant environmental impact's will be added to the Draft EIR for the Land Use and Circulation Elements. The Draft EIR will be recirculated for public comments per CEQA requirements if necessary. 3. During the public hearings for review and adoption of the Land Use Element update, limit the consideration-of significant new changes in order to avoid additional delays in adopting the update. DISCUSSION Background Several proposals for alterations to land use designations and the urban reserve line, as contained in the current Draft Land Use Element, have been advanced by property owners, their representatives, or potential developers. Staff has been asked to comment on the possibility of preliminary Council consideration of these proposed changes to determine the likelihood of their inclusion in a revised draft plan prior to full public hearings. Z/ - � r �i��►�►�itI�IIIIfIIIIIaII�III MY of san`tuis OBlspo Nis COUNCIL AGENDA REPORT Any land use or urban reserve line modifications must be analyzed in a manner similar to the level of analysis done for the alternatives discussed in the current Land Use Element/Circulation Element Draft EIR. Should any of the changes or alternatives be adopted as part of the Element, the City will then comply with CEQA requirements. Special emphasis must also be given to consistency among proposed modifications and all of the goals and policies of the City's General Plan, pursuant to State law requirements that the General Planbe internally consistent. Pros and Cons of Alternatives Alternative 1 - Consider amendments during presently scheduled public hearings on the Land Use Element: Pros Does not delay initiation of public hearings on Land Use Element. Maintains traditional process for plan review and adoption. Cons Could create a delay of 6 to 8 weeks between meetings during the hearing process while staff analyzes the impacts and General Plan consistency of proposals. This delay could cause Planning Commissioners or Councilmembers to go "cold" .on Land Use Element information. EIR must be recirculated before Council can adopt the amended Land Use Element (45 day min.). If this is done after consideration and approval of a significant land use modification or change in the urban reserve line then recirculation would occur after close of public hearings but before adoption. I Analysis of the impacts and consistency of a proposed change are not available at the outset of hearings to consider within the context of the rest of the Element. Alternative 2 - Hold separate preliminary Council hearings specifically to consider including proposed land use or urban reserve line changes into the Draft LUE. Pros - Information regarding a proposed land use or urban reserve line change is available at the outset of public hearings on the Land Use Element. - No long interruptions in the review and adoption process once it starts. - �►��►r��iIIIIfI�p ��li city or san tins osispo Mrap COUNCIL AGENDA REPORT - If necessary, the EIR could be recirculated during the public hearing and review process and would not delay adoption. Cons Initiation of public hearings to review and adopt the Land Use Element will be delayed for the amount of time it takes Council to determine any desired changes to land use and urban reserve line locations and the amount of time staff needs to analyze the impacts and General Plan consistency of such changes. There is the potential for further delay of plan review and adoption unless the Council prohibits additional major changes until after the Land Use Element is adopted. Departs from traditional process and would reduce flexibility for change later in the process. Alternative 2 would set back initiation of the review and adoption process previously scheduled. However, interruptions during the review and adoption process would be minimized. If the City Council were to choose Alternative 2, then Council should adopt ground rules limiting presentations to requests to change land use or the urban reserve line location, and precluding such introductions later in the adoption process. FISCAL UVWACTS Reviewing the proposed changes to the draft Land Use Element and the urban reserve line is a part of the overall Land Use Element review process. The primary fiscal impact will be the staff time necessary to analyze the environmental impacts and General Plan consistency of the proposed changes. This impact would occur no matter when in the process of reviewing the Land Use Element update staff would be directed to analyze proposed changes. ALTERNATIVES As discussed abovd, . the Council can consider proposed land use and urban reserve line modifications, as well as their impacts and General Plan consistency, in two ways: 1. Without any speical review in advance of Planning Commission and Council hearings to review and adopt the Land Use Elementf or 2. As a separate hearing in advance of the Land Use Element update hearings.. CCPREAPP.RPT/JM I��►►��i�lllllllllli►""'►�IIIIIII ly Of 0 WIS OBIS EM SPECIAL CALLED MEETING COUNCIL AGENDA Friday, June 18, 1993 - 1:30 PM Council Chamber, City Hall 990 Palm Street, San Luis Obispo CALL TO ORDER: Mayor Peg Pinard **Lead Person - Item to come back to Council * Denotes action by Lead Person No Asterisk- Information Only ROLL CALL: Council Members Penny Rappa, Dave Romero, Allen K. Settle, Vice Mayor Bill Roalman, and Mayor Peg Pinard PUBLIC COMMENT PERIOD (Not to exceed 15 minutes total) The Council welcomes your input. You may address the Council by completing a speakers sli and giving it to the City Clerk prior to the meeting. Time limit is three minutes. State law does not allow Council to take action on issues not on the agenda. Staff may be asked to follow-up on such items. BUSINESS ITEM ► 1. PLANNED DEVELOPMENT REZONING - MARIGOLD PROJECT (JONAS/463 - 1 hr.) Consideration of giving final passage to an ordinance amending the zoning map from C-S-S, C- N-SP, and R-2-SP, and approving a preliminary development plan for a mixed-use shopping center on the east side of Broad Street between Tank Farm Road and Industrial Way (3950 Broad Street); Marigold Partners, applicant. (Continued from 6/1/93 and 6/15/93.) ♦ RECOMMENDATION: Give final passage to Ordinance No. 1240. Jonas* FINAL ACTION. Ordinance No. 1240 given final passage, add Section #18c. "Future consideration may be given for alternative usage of the detention basin subject to discussion with the property owners or responsible parry" (4-1, PP-no). 1 Council Agenda Friday, June 18, 1993 COMMUNICATIONS (not to exceed 15 minutes) At this time, any Council Member or the City Administrative Officer may informally update the City Council on communications and ask for comment and/or discussion. Due to State law, formal action or approval may not be taken. Action on items may be scheduled at the next Regular meeting. COMM.1. CAO John Dunn reminded Council of the request to appoint a Council subcommittee to the negotiations for the Airport Area; Vice Mayor Roalman and Council Member Romero were recommended (general consent). COMM.2. Assistant CAO Ken Hampian informed Council of a proposal to form a broad-based group to work on an informal basis to generate ideas and recommendations for alternatives to the Mission Plaza location of the Peoples' Kitchen lunch program (consensus). A. ADJOURNMENT. 2 - II►� Cly 0f SAn WIS. OBISPO *4 . o® SPECIAL CALLED MEETING Friday, June 18, 1993 - 1:30 PM Council Chamber, City Hall - 990 Palm Street San Luis Obispo, California NOTICE IS HEREBY GIVEN that Vice Mayor Roalman, and Council Members Rappa, Romero and Settle have called a Special Meeting of the San Luis Obispo City Council on Friday, June 18, 1993, at 1:30 p.m. in the Council Chamber of City Hall, 990 Palm Street, San Luis Obispo, California, for the purpose of considering final passage of an ordinance amending the zoning map and approving a preliminary development plan for a shopping center at 3950 Broad Street. This notice is in keeping with Government Code Section 54956 entitled "Special Meetings; Call; Notice." I 0 R. 'Gladwell, City , I 1