HomeMy WebLinkAbout04/12/2011, B 1 - MAJOR CITY GOAL AND OTHER IMPORTANT OBJECTIVES WORK PROGRAMS FOR 2011-13 I �
council "' °°`o• 4.12.11
agenba RepoRt 1�Nb, �l
CITY OF SAN LU IS O 1S P O
FROM: Katie Lichtig, City Manager
Michael Codron,Assistant City anager�
SUBJECT: MAJOR CITY GOAL AND OTHER IMPORTANT OBJECTIVES WORK
PROGRAMS FOR 2011-13
RECOMMENDATION
Conceptually approve Major City Goal and Other Important Objectives work programs for the
2011-13 Financial Plan.
DISCUSSION
Background
On January 29, 2011, the City Council held its Major City Goal workshop and established eleven
goals organized into three priority categories:
• Major City Goals
• Other Important Objectives
• Address as Resources Permit
According to the City's Financial Plan policies, Major City Goals reflect the highest priority,
most important work programs for the City to accomplish over the next two-year period..
Resources to accomplish these goals are included in the City's Financial Plan. The Financial Plan
also links eligible goals to funding from the voter-approved half-cent sales tax measure (Measure
Y).
The City Council is being asked to provide• direction, to, staff regarding the proposed work
programs so that the preliminary_budget_appropriately reflects community priorities. .
The Proposed Major City Goal Work Program
Attachment 1 details the work programs for the four Major City Goals identified by Council.
The work program documents are designed to accomplish specific objectives, ensuring that the
direction is correct and the resources are adequate to achieve the goals. These objectives include:
1. Clearly defining and scoping the work program, including its relationship to Measure Y
funding.
2. Ensuring there is a clear understanding of the means selected to pursue the goal.
3. Converting the general goal into specific action steps so that progress can be measured and
reported back to Council.
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Major City Goal Work Programs for 2011-13 Page 2
'Fop Council Goals for 201:143
Major City Goals—These are the highest priority Council Goals and the attached report
includes the detailed work programs,schedule and budgets recommended to achieve each
goal.
• Economic Development -Increase focus on economic development. Support creation of
head of household jobs through developing strategies for infrastructure,focusing on promising
growth sectors, and expediting desired economic activity. Expand collaboration with Cal Poly,
Cuesta College, the business community, and responsible agencies.
• Preservation of Essential Services and Fiscal Health -Adopt a budget that sustains the
city's short and long term fiscal health,preserves public health and safety and other essential
services in line with residents'priorities, and includes cost reduction strategies.
• Neighborhood Wellness - Embrace and implement a pro-active code enforcement and
Neighborhood Wellness policies.
• Traffic Congestion Relief- Continue efforts on projects and programs which relieve traffic
congestion (like street modifications, intersection improvements,pedestrian improvements,
bicycle facilities, sidewalks, trip reduction programs, traffic signal operations, LOVR
interchange, Prado Road extension, and public transit).
Other Important Objectives— These are important goals to accomplish and resources
should be made available in the 2011-13 Financial Plan if possible. Summary work
programs and budgets are provided.
• Open Space Preservation - Continue efforts to acquire,preserve,protect and maintain open
space in our greenbelt, and implement the master plan for the City owned agricultural lands at
Calle Joaquin, and the updated conservation plan for the Irish Hills Natural Reserve, and
create a plan for maintenance of Laguna Lake and Park, including a potential f rnding strategy.
• Infrastructure Maintenance Increase infrastructure maintenance and investment. Sustain
an effective level of core existing infrastructure and proactively protect and maintain physical
assets (such as the Downtown, streets, bikeways and sidewalks,food protection facilities,
recreation facilities, bikeways, City-owned historic resources, and urban forest).
• Planning - Within the scope of the grant, undertake an update of the Land Use and
Circulation Elements; including "Healthy Cities"policies and creating a Pedestrian
Circulation Plan.
• Affordable Housing/Homeless Services - Continue to facilitate provision of affordable as
well as market-rate housing and provide leadership in implementing the County's 10-Year Plan
to End Chronic Homelessness.
Address as Resources Permit—No work programs are prepared for these goals. These
priorities are addressed within the scope of the lead Department's operating budget.
• Parks and Recreation - Increase utilization of Damon-Garcia Sports Fields.
• Climate Protection - Implement greenhouse gas reduction and Climate Action Plan.
Conduct energy audits of all City facilities, increase energy conservation, invest in
infrastructure which will save energy andfunds nds in the future.
• Historic Preservation - Continue to promote historic resource preservation opportunities
and update Historic Resource Inventory.
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Major City Goal Work Programs for 2011-13 Page 3
Major City Goal Report
The attached Major City Goal report discusses the purpose, background, organization, content,
and funding sources needed to accomplish the proposed work programs. The body of the report
includes more details on the Major City Goals such as constraints and limitations the City is
likely to face in achieving these goals. Additionally, it provides information on key assumptions,
likely implementation costs and funding sources, descriptions of the task, and expected
timeframes for achieving the tasks. In contrast, the work programs prepared for Other Important
Objectives are in summary form — they include only a description of the intended outcome, an
action plan, and an identification of the responsible departments. No work programs are prepared
for "Address as Resources Permit" goals because these priorities are to be addressed within the
scope of existing operating budgets.
Conceptual Approval of Proposed Work Programs is Not Final
A balanced budget is not just a financial concept: it is also a means to balance the delivery of
day-to-day services with fiscal responsibility. This balance— ultimately set by the Council —
cannot be accomplished until all of the budget components are comprehensively reviewed and
put in place. Conceptual approval of the work programs by the Council at this stage is not formal
approval of the Major City Goal program or its budget. Formal approval of these work programs
will occur when the Council adopts the 2011-13 Financial Plan in June 2011 (after additional
workshops and public hearings). However, if Council finds that the work programs do not
accurately reflect Council priorities and intentions, then direction to staff is necessary before the
preliminary budget is finalized.
Relationship to Measure Y
In June 2006 the citizens of San Luis Obispo approved Measure Y, referred to as the "San Luis
Obispo Essential Services Measure." Measure Y is a 1/2 cent sales tax that provides San Luis
Obispo residents with a substantial fiscal resource (over $5 million annually) to support the high
quality of life that is provided by City services. The following goals emerged as the community's
top priorities for the use of Measure Y funds, as identified leading up to and during the
campaign.
• Neighborhood street paving and pothole repair
• Traffic congestion relief
• Public safety, including restoring eliminated traffic patrol, Fire Marshal, and
fire/paramedic training positions
• Flood protection
• Senior citizen services and facilities
• Neighborhood code enforcement
• Open Space preservation
The list below represents a confluence of Measure Y priorities and community priorities for the
next two years.
• Preservation of Essential Services and Fiscal Health
• Neighborhood Wellness
• Traffic Congestion Relief
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Major City Goal Work Programs for 2011-13 Page 4
• Open Space Preservation
• Infrastructure Maintenance
Measure Y sunsets in December 2014 if it is not renewed by the voters. The responsible use of
Measure Y funds will help maintain and solidify the trust of voters deciding whether or not to
support renewal. Some of the one-time and on-going uses of Measure Y funding to date include:
1. Cleaned more than 500 storm drains and removed 900,000 pounds of trash and debris
from the City's waterways, improving water quality and reducing flooding hazards.
2. Hired a full-time Fire Marshall and maintained the Fire Training Officer promoting
public safety.
3. Remodeled the Senior Center.
4. Paved or sealed 400 blocks of City neighborhoods and major streets, more than 75 miles
of roadway.
5. Hired a full-time Code Enforcement Officer.
6. Acquired and opened Johnson Ranch and Froom Ranch open space areas to the public.
7. Replaced a critical fire truck.
8. Replaced 11,000 square feet of sidewalk and planted 300 trees.
9. Enhanced the Student Neighborhood Assistance Program (SNAP).
10. Acquired Brughelli Ranch easement, which increased the greenbelt by 390 acres.
The attached work programs identify which activities are linked to Measure Y funding. These are
just some of the activities that will be accomplished with the benefit of this important community
resource during 2011-13.
Next Steps
After receiving feedback on the work programs for the Major City Goals and Other Important
Objectives, staff will move forward with building the preliminary budget. It is worth noting that
the updated fiscal forecast is aligned with the work programs proposed for Major City Goals,
Other Important Objectives and Measure Y priorities. Staff plans to issue the Preliminary
Financial Plan on May 26, 2011.
Key next steps in the budget review process are:
BudgetCouncil Date
Preliminary Financial Plan issuance May 26
Budget workshop: Financial Plan overview and General Fund operating programs June 2
Budget workshop: General Fund CIP projects June 9
Budget workshop: Enterprise Fund programs, projects and rates June 14
Financial Plan review and budget adoption June 21
Continued budget review and Financial Plan budget adoption (if necessary) June 28
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Major City Goal Work Programs for 2011-13 Page 5
FISCAL IMPACT
There are no direct fiscal impacts associated with tentatively approving major City goal work
programs: conceptual approval of work programs is not approval of the budget. As discussed
above, this will only occur with adoption of the Financial Plan in June 2011, following the
issuance of the Preliminary Financial Plan and extensive budget workshops and hearings.
Nonetheless, this is a very important step in the process: with this direction, staff will clearly
understand the Council's intent, and can prepare the Preliminary Financial Plan accordingly.
ATTACHMENT
Major City Council Goal Work Programs for 2011-13
Team\Budget Folders\2011-13 Financial Plan\Major City Goals\CAR MCG Work Programs 4-12-1 l.doc
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ATTACHMENT
2011-13 Financial Plan
City Council Goal
WORK PROGRAMS
April 12, 2011
`. City of San Luis Obispo
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ATTACHMEN J
2011- 13 Financial Plan
CITY COUNCIL GOAL WORK PROGRAMS
Table of Contents
INTRODUCTION General Government
Preservation of Essential Services 13
and Fiscal Health
Overview 1
Background I Community Development
Relationship to Measure Y 2
Organization: Goal Priorities 2 Neighborhood Wellness 19
Work Program Content 2
Next Steps 2 Transportation
Summary 3 Traffic Congestion Relief 27
SUMMARY OF COUNCIL GOALS OTHER IMPORTANT GOALS WORK
PROGRAMS
Major City Goals 4
Other Important Goals 4 Community Development
Address As Resources Permit 5
Open Space Preservation 35
MAJOR CITY GOALS COST SUMMARY Capital Improvement Plan
Infrastructure Maintenance 39
Cost and Funding Summary 6
Community Development
Planning 43
CITY COUNCIL GOAL WORK PROGRAMS
Affordable Housing/Homeless Services 45
Community Development
Economic Development 7
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ATTACHMEN a
INTRODUCTION
OVERVIEW Economic Development and Planning will help
w enhance revenues by facilitating economic activity
and the creation of head-of-household jobs.
Sustainability Journey. During the process of
creating the 2011-13 Financial Plan all efforts have Despite the challenges presented by rising costs and
focused on pursuing a strategy of financial a new, lower level of revenues, the City's General
sustainability. During the "Great Recession" the Fund includes the capacity necessary to make
City's main revenue sources fell to 2004 levels and substantial progress on key issue that are important
have not recovered. As a result, the proposed to the community. The Neighborhood Wellness and
strategic budget direction and work programs for Traffic Congestion Relief goals are supported by
Major City Goals were prepared to help the City work programs to improve the quality of life enjoyed
adjust to a new, lower level of revenues while by residents of the City.
remaining focused on providing a
high level of service to the BACKGROUND
community.
As the City nears the beginning • Economic Development The purpose of the City's
of the 2011-13 financial period, . Preservation of Essential Financial Plan process is to link
key revenue projections are Services and Fiscal Health the most important, highest
trending positive, but remain well Neighborhood Wellness priority items for the community
below the levels considered over the next two years with the
normal in past budgets. • Traffic Congestion Relief resources necessary implement
2011-13 Other Importantthem.
A New Approach Objectives
When the City has faced cost . Open Space Preservation For this reason, the City begins
reductions during past financial . Infrastructure Maintenance its budget process with Council
planning periods, the proposed . Planning goal-setting sessions. This
solutions have involved a • Affordable Housing/Homeless process follows an extensive
combination of belt tightening, Services schedule to effectively involve
one-time reductions, revenue advisory bodies and the
enhancements and reduced community. It also follows
investment in the Capital Improvement Plan. consideration of a number of analytical reports such
However, past reductions to the Capital as the General Fund Five-Year Fiscal Forecast and
Improvement Plan were never intended to result in a comprehensive updates on the status of long-term
permanent lower level of infrastructure maintenance. plans and policies, current Major City Goals and
capital projects.
A key strategy of the 2011-13 Financial Pian is to
allocate sufficient funds to maintain the City's vital The accompanying work programs have been
infrastructure as identified in the 5-Year Capital prepared based on the Major City Goals set by the
Improvement Plan. During the next two years, the Council at an all-day workshop held on January 29,
City will need to effect trade-offs and start the 2011.
process to return infrastructure maintenance to
sustainable levels. Purpose of the Work Programs. The goals set by
the Council drive the budget preparation process.
The City Council's Major City Goals Program However, before staff can build the Preliminary
Will Help Achieve Financial Sustainability and Financial Plan around Council goals, it is essential to
Improve Quality of Life for Residents. have a clear understanding of what the Council
The City Council has identified Major City Goals hopes to achieve with respect to each goal over the
that set the direction for the sustainability journey. next two years. Accordingly, the purpose of each
These include a focus on fiscal health that supports work program is to:
the continuation of organizational assessments and
other efforts to identify more efficient ways to 1. Define and scope the adopted goal, including its
conduct the work of the City. New investments in relationship to Measure V funding.
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ATTACHMEN .
INTRODUCTION
2. Ensure that there is a clear understanding of the 1. Major City Goals. These represent the most
means selected to pursue the goal. important, highest priority goals for the City to
be accomplished over the next two years, and as
3. Convert the general goal into specific action such, resources to accomplish them should be
steps so measurement is possible as the goal included in the 2011-13 Financial Plan.
progresses.
2. Other Important Objectives. Goals in this
Conceptual Approval of the Work Programs. A category are also important for the City to
balanced budget is not just a financial concept: it is accomplish, and resources should be made
also a means to balance the delivery of day-to-day available in the 2011-13 Financial Plan, if
services with fiscal responsibility. This balance – possible. Summary work programs and budgets
ultimately set by the Council –cannot be made until are provided.
all of the budget components are comprehensively
reviews and put in place. Conceptual approval of 3. Address As Resources Permit. No work
the work programs by the Council at this stage is not programs are prepared for these goals. These
formal approval of the Major City Goal or its priorities are addressed within the scope of the
budget. Formal approval of these work programs lead Department's operating budget.
will occur when the Council adopts the 2011-13
Financial Plan in June 2011 (after additional WORK PROGRAM CONTENT
workshops and public hearings). However, if
Council finds that the work programs do not
accurately reflect Council priorities and intentions, The work programs are organized by functional
then direction to staff is necessary before the area: public safety, transportation, leisure, cultural
preliminary budget is finalized. and social services, community development and
general government. Each work program provides
RELATIONSHIP TO MEASURE Y the following information:
1. Objective.
In June 2006 the citizens of San Luis Obispo 2. Discussion of its relationship to Measure Y,
approved Measure Y, referred to as the "San Luis workscope summary, existing situation and
Obispo Essential Services Measure" Measure Y is a related work accomplished in the past.
1/2 cent sales tax that provides San Luis Obispo
residents with a substantial fiscal resource (over $5 3. Constraints and limitations.
million annually) to support the high quality of life 4. Stakeholders.
that is provided by City services. The following
goals identified by the City Council directly support 5. Action plan detailing specific tasks and schedule
the community"s top priorities for the use of for the next two years. When applicable, likely
Measure Y funds as identified leading up to and "carryover and spin-off' tasks beyond the next
during the campaign. two years are also discussed.
6. Key assumptions in preparing the work program.
• Preservation of Essential Services and Fiscal
Health 7. Responsible department.
• Neighborhood Wellness 8. Financial and staff resources required to achieve
• Traffic Congestion Relief the goal.
• Open Space Preservation
9. General Fund revenue potential, if any.
• Infrastructure Maintenance
10. Outcome—final work product at the end of the
ORGANIZATION: GOAL PRIORITIES next two years.
The goals approved by Council in January 2011 are
organized into the following levels of priority:
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ATTACHMENT
INTRODUCTION
NEXT STEPS
The following summarizes key next steps in the
Council's review of the budget for 2011-13, which
will provide additional opportunities for community
participation in the process.
• Preliminary Financial Plan issuance May 26
• Budget workshop: Financial Plan June 2
overview and General Fund operating
programs
• Budget workshop: General Fund CIP June 9
projects
• Budget workshop: Enterprise Fund June 14
programs,projects and rates
• Financial Plan review and budget June 21
adoption
• Continued budget review and Financial June 28
Plan budget adoption(if necessary)
SUMMARY
As noted above, conceptual Council approval of the
work programs at this time is not approval of the
budget: this will occur with adoption of the
Financial Plan in June 2011, following issuance of
the Preliminary Financial Plan in May 2011 and
extensive budget workshops and hearings.
In the final analysis, a balanced budget is not just a
financial concept: it also a means to balance delivery
of day-to-day services, maintaining and improving
public facilities, and funding for new initiatives.
This balance, ultimately set by the Council, cannot
be made until all of the budget components are
comprehensively viewed.
While the Major City Goal work programs lead the
way, the Preliminary Financial Plan will provide the
City with the opportunity to take this more
comprehensive view—and it is likely that some of
the work programs will change as a broader view is
taken of the City's needs and fiscal resources.
Nonetheless, conceptual Council approval of the
work programs at this time is a very important step
in the process: with this direction, staff will have
clear instruction as to Council's intent, and can
prepare the Preliminary Financial Plan accordingly.
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Al IMMMIEN
COUNCIL OALS
SUMMARY OF MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES
O MAJOR CITY GOALS A OTHER IMPORTANT OBJECTIVES
r
These represent the most important, highest priority Goals in this category are important for the City to
goals for the City to accomplish over the next two accomplish, and resources should be made available
years, and as such, resources to accomplish them in the 2011-13 Financial Plan if possible.
should be included in the 2011-13 Financial Plan.
Community Development
Community_ Development
Open Space Preservation. Continue efforts to
Economic Development. Increase focus on acquire,preserve,protect and maintain open space in
economic development. Support creation of head of our greenbelt, and implement the master plan for the
household jobs through developing strategies for City owned agricultural lands at Calle Joaquin, and
infrastructure, focusing on promising growth sectors, the updated conservation plan for the Irish Hills
and expediting desired economic activity. Expand Natural Reserve, and create a plan for maintenance
collaboration with Cal Poly, Cuesta College, the of Laguna Lake and Park, including a funding
business community, and responsible agencies. strategy.
General Government Capital Improvement Plan
Preservation of Essential Services and Fiscal Infrastructure Maintenance. Increase
Health. Adopt a budget that sustains the City's infrastructure maintenance and investment. Sustain
short and long term fiscal health, preserves public an effective level of core existing infrastructure and
health and safety and other essential services in line proactively protect and maintain physical assets
with residents' priorities, and includes cost reduction (such as the Downtown, streets, bikeways and
strategies. sidewalks, flood protection facilities, recreation
facilities, bikeways, City-owned historic resources,
Community Development and urban forest).
Neighborhood Wellness. Embrace and implement Downtown Maintenance& Beautification. Expand
pro-active code enforcement and Neighborhood Downtown beautification efforts, including
Wellness policies. enhanced maintenance and cleanliness; review and
upgrade of standards; and making phased physical
Transportation improvements.
Traffic Congestion Relief. Continue efforts on Community Development
projects and programs which relieve traffic
congestion (like street modifications, intersection Planning. Within the scope of the grant, undertake
improvements, ' pedestrian improvements, bicycle an update of the Land Use and Circulation Elements;
facilities, sidewalks, trip reduction programs, traffic including "Healthy Cities" policies and creating a
signal operations, LOVR interchange, Prado Road Pedestrian Circulation Plan.
extension, and public transit).
Affordable Housing/Homeless Services. Continue
to facilitate provision of affordable as well as
market-rate housing and provide leadership in
implementing the County's 10-Year Plan to End
Chronic Homelessness.
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f►e er►�.n�vtc�v�
COUNCIL • •
SUMMARY OF MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES
® ADDRESS AS RESOURCES PERMIT
While it is desirable to achieve these goals over the
next two years, doing so is subject to current
resource availability. No work programs are
prepared for these goals. These priorities are
addressed within the scope of the lead Department's
operating budget.
Leisure,Cultural& Social Services
Parks and Recreation. Increase utilization of
Damon-Garcia Sports Fields.
Community Development
Climate Protection. Implement greenhouse gas
reduction and Climate Action Plan. Conduct energy
audits of all city facilities, increase energy
conservation, invest in infrastructure which will save
energy and funds in the future.
Historic Preservation. Continue to promote historic
resource preservation opportunities and update
Historic Resource Inventory.
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ATTACHMENT
• • - CITY GOALS
COST AND FUNDING SUMMARY
The following summarizes operating program and capital improvement plan (CIP)costs to achieve the major City
goal work programs and proposed funding sources.
Major City Goal: Cost Summary By Goal
O eratin Programs Capital Im rovement Plan
2011-12 2012-13 2011=12 2012-13
Economic Development $ 117;500 $ 42500
Preservation of Essential Services& Fiscal Health 87,500 67,500
Neighborhood Wellness 65,300 102,600
Traffic Congestion Relief 1 119,600 126,200 1 603,500 426,500
Total $ 389,900 $ 338,800 $ 603,500 $ 426,500
Major City Goal: Cost Summary by Funding Source
Operating Programs Ca pitaI Im rovement Plan.
2011-12 2012713 _ 2011-12 2012-13
General Fund $ 336,000 $ 251-,600 $ 322,500 $ 111,500
Parking Fund 53,900 87,200
Transportation Impact Fee Fund 73,000 25,000
State Bicycle Transportation Account Grant 50,000 250,000
State Highway and Other Grants 158,00040,000
Total .$ 389,900 $ 338,800 $ 603,500 $ 426,500
Other Important Objective Cost Summary By Objective
Operating Programs Capital..Irn provernent Plan
2011-12 2012-13 2011-12 2012-13
Open Space Preservation $ 623,000 $ 448,000
Infrastructure Maintenance 6,256,200 5,754,000
Planning: Update Land Use and Circulation Elements 1,247,500 67,500
Affordable Housing/Homeless Services 239,000 239,000
Total $ 1,486,500 $ 306,500 1 $ 6,879,200 $ 6,202,000
Other Important Objective: Cost Summary By F nding Source
O eratin Programs Capital Im rovement Plan
2011-12 2012-13 2011-12 2012-13
General Fund $ 472,500 $ 172,500 $ 2,903,700 $ 2,821,500
Water Fund 250,000 200,000
Sewer Fund 3,390,000 2,370,000
Parking Fund 195,000
Army Compatible Use Buffer Program Grant 335,500 335,500
Zone 9 Grant 280,000
Strategic Growth Counci I G rant 880,000
Community Development Block Grant Fund 134,000 134,00
Total $ 1,352,500 $ 172,500 $ 6,879,200 $ 6,202,000
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ATTACHMENT
• • - CITY GOALS
ECONOMIC DEVELOPMENT
OBJECTIVE
Increase focus on economic development. Support creation of head-of-household jobs through developing
strategies for infrastructure, focusing on promising growth sectors, and expediting desired economic activity.
Expand collaboration with Cal Poly, Cuesta, business community and responsible agencies.
DISCUSSION
Workscope Summary
The work program consists of the following key elements:
A. Facilitate implementation of the Airport Area and Margarita Area Specific Plans by developing a strategy
for infrastructure phasing and financing to attract new businesses and support the retention and expansion
of head of household jobs.
B. Continue efforts to develop local business enterprise through the Business Retention and Expansion
Program with a particular focus on the businesses in growth clusters identified in the Economic Vitality
Corporation's Clusters of Opportunity Economic.Strategy that are active in the City of San Luis Obispo.
C. Expedite desired economic activity, such as activities associated with the retention and expansion of
businesses in growth clusters, by simplifying the approval process for routine development review so that
the time between the planning application and the approval is more certain and reduced.
D. Promote a"Welcome Mat"for business attraction and expansion in the City of San Luis Obispo by
continuing to support and enhance the joint City of San Luis Obispo and Chamber of Commerce
Economic Development website.
E. In collaboration with Cal Poly, the County of San Luis Obispo and the local business community,
facilitate public/private partnerships to expand broadband fiber optic penetration benefitting economic
activity throughout the City. Facilitate growth of the entrepreneurial ecosystem via greater investment in
the mission of the Collaboration Committee and seek other opportunities for continued collaboration.
F. Complete a Strategic Plan for ongoing economic development efforts in the City of San Luis Obispo that
is based on research of best practices and benefits from community input and involvement in the process
as well as other relevant economic development strategic planning efforts.
Existing Situation
A. Expansion Area Infrastructure Phasing and Financing Strategies
During the past decade, substantial City resources have been allocated to completion of specific plans for the
City's main commercial expansion areas — the Margarita Area and the Airport Area. In addition, significant
undeveloped acreage covered by these specific plans has been annexed to the City. With completion of the first
phase of the Airport Area annexation and the specific planning process to guide land use in these areas, it is
timely to begin to apply economic development efforts towards business expansion here. To accomplish this, an
examination of the infrastructure costs, needs and potential tools for successful development of business attraction
and expansion areas is proposed. In particular, there is a need to ensure that the requirements for infrastructure in
the early stages of development in these expansion areas does not serve as an impediment to reasonable growth.
However, this must be done within the context of the General Plan and other policies that dictate that
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ATTACHMENT
• • - CITY GOALS
ECONOMIC DEVELOPMENT
development pays its fair share of costs. Strategies that address the required phasing of infrastructure and
financing of public improvements will be sought to ensure the timely implementation of the approved land use
plans.
B. Business Retention and Expansion
The Economic Development Program's foundational efforts under the 2009-2011 Economic Development Major
City Goal resulted in a body of knowledge about many of the City's highest profile businesses. Notably, the data
indicates a general interest in expansion of the number of high tech businesses in the area resulting in a greater
ability for companies to attract talent and customers. In conjunction with private industry's efforts to implement
the Economic Vitality Corporation's Clusters of Opportunity Strategic Plan, the City has an opportunity to focus
the business retention and expansion efforts on the businesses that offer the greatest job growth to assure that the
City is doing everything possible to meet the needs of companies that aim to locate and expand here. One way we
plan to achieve this is to identify routine development review processes that affect businesses in the Clusters of
Opportunity and then simplify them so that there is more certainty and reduced time to permit for the businesses
involved in these clusters. The City's URM permitting program is a model for this effort. For that program, the
City established a staff-level Architectural Review process for projects that comply with criteria established by
the Cultural Heritage Committee for proposed URM projects. The process resulted in substantial time savings and
certainty for Downtown property owners and has ensured compliance with the established criteria.
C. Certainty in the Development Review Process
A typical obstacle for companies looking to locate or expand in the City relates to the time and uncertainty
associated with the development review process. Over the past several years, the City has made specific and
concerted efforts to improve the process, attitude, and communication associated with our various development
review activities. One of the most successful outgrowths of this process is a Developer's Roundtable that is a
forum allowing members of the development community to provide direct input to members of City staff
regarding their experiences and ways to improve the development review process. This effort, along with many
other initiatives put into place over the past several years will continue. Publicizing the good that has resulted
from efforts to date is an important step in the process of changing the attitudes held about processes that are often
poorly understood.
D. Welcome Mat
There is currently no communication effort that the City is engaged in regarding the recent enhancements to the
development review process. To address this gap, the City proposes a campaign to set out the welcome mat to
businesses by clarifying and showcasing the help that is available to development. A central focus of the effort
will be continued support and enhancements to the City/Chamber Economic Development website, which was
under development in early 2011 and is expected to be launched in June 2011.
E. Broadband and Collaboration
One aspect of attracting and retaining businesses is the availability of quality, fast internet service. There has
been a lot of discussion at all levels of government about increasing fiber optic penetration. Broad availability is
commonly seen as a requirement of a vibrant business community. The costs for this infrastructure in rural areas
are often prohibitive unless public-private partnerships facilitate achievement of the goal. Over the past several
years, the City has developed a strong partnership with Cal Poly and the County of San Luis Obispo to complete a
"fiber-optic ring" for the benefit of government and the university, with substantial public safety benefits. Now it
is appropriate to bring private business into the fold to enhance the utility of this fiber-optic infrastructure as a
way improve the economic capacity of the community at large.
An effort to assess the entrepreneurial ecosystem has been underway under aegis of the Collaboration Committee,
a joint effort of Cal Poly, the County of San Luis Obispo, the City of San Luis Obispo and the business
community organized by the San Luis Obispo Chamber of Commerce. Research to determine the status of our
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ATTACHMEW
MAJOR CITY GOALS
ECONOMIC DEVELOPMENT
entrepreneurial ecosystem was completed during the 2009-2011 Financial Plan period. The research indicated
specific steps need to be taken to bolster the area's ability to effectively grow and attract entrepreneurial
businesses. All of the participating entities will participate in supporting this effort with the City proposing an
investment of$25,000 to facilitate the mission.
F. Economic Development Strategic Plan
The City of San Luis Obispo has had an economic development program since 1995 and during this time the
efforts and activities associated with the program have been primarily focused in three areas: (1) relationship
building, (2) intelligence gathering, and (3) development review facilitation. In recent years, economic
development has continued to be identified as a Major City Goal and substantial progress has been made in these
three areas to increase City revenues and spur private sector job growth. Also during this time, City land use plans
for its expansion areas have been approved and adopted and major portions of the Margarita Area and Airport
Area have been annexed. Now the City's economic development program finds itself at an important crossroads.
In order to achieve the Major City Goal of creating and supporting head of household jobs the program must put
careful consideration into a long-term strategy. Such a strategy will prepare the City to take advantage of
opportunities to create the future that we want to see with respect to the attraction and development of head of
household jobs.
Project Work Completed
The Margarita Area Specific Plan, adopted in 2004, and Airport Area Specific Plan, adopted in 2005, set out the
goals and requirements for development of these two expansion areas. With the annexation of Phase l a including
the Margarita Area and a large portion of the Airport Area in 2008, the stage has been set in support of future
business expansion. However, despite numerous development proposals and efforts of staff to meet the
requirements of such proposal, no projects have come to fruition. This is cause for concern as future business
expansion depends on development of business building stock today.
The Business Retention and Expansion Program in the 2009 —2011 Economic Development Major City Goal set
the foundation for work proposed for the 2011-2013 Economic Development Major City Goal. The City has a
better understanding of its business clusters due to the foundational efforts to survey the business community. In
addition, the data gleaned from the Economic Vitality Corporation's focus groups, and the City's greatly
enhanced ability to reach out to local businesses electronically add to the tools and data that the City has available
to support business expansion and attraction. The data shows that the business community is dedicated to doing
business here while also being realistic about the challenges that this location poses. The Business Retention and
Expansion Program has been instrumental in putting a welcoming face on City government. Another effort to put
out the welcome mat has been accomplished in the form of the City/Chamber of Commerce business attraction
website. This site, expected to launch in June 2011, extends the welcome mat to businesses looking for
information about locating a business in San Luis Obispo. Further work has been accomplished via efforts of the
Chamber of Commerce organized Collaboration Committee. Funding from the City during the 2009-2011
Financial Plan helped to support the committee's efforts to identify what our community needs to do to support
entrepreneurship. As the work of business retention and expansion continues into the new financial plan period,
the effort will be informed by the foundation set during the 2009-2011 period.
There is ongoing work on ways to facilitate greater broadband penetration in our community. The City's IT
division has been working closely with our partners, Cal Poly via the Corporation for Education Network
Initiatives in California (CENIC) and San Luis Obispo County, to determine ways to allow public-private
partnerships to flourish. The work program for this Major City Goal will build on steps taken to facilitate public-
private partnerships that can govern the use of the public facilities.
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• • - CITY GOALS
ECONOMIC DEVELOPMENT
WORK PROGRAM CONSTRAINTS AND LIMITATIONS
The success of this work program will be measured by the development and adoption of strategies during the
2011 —2013 Financial Plan period. However, the strategic work to understand the needs and issues surrounding
infrastructure in the expansion areas will require the help of expert consultants. In addition, the work on the joint
business website and the business retention outreach efforts will require modest expenditures to allow for
additions to the website after launch.
During the 2009-2011 Financial Plan period, other business retention and expansion programs were examined for
best practices. As a time-intensive endeavor, the City's program has been implemented without dedicated staff.
However, future effectiveness needs to be secured by expanding the outreach efforts. The addition of paid
internships or via contract services will allow for greater outreach and focus for the effort.
STAKEHOLDERS
The stakeholders for this program include the business community, the Chamber of Commerce, the Economic
Vitality Corporation, Cal Poly, Cuesta College, a representative for broadband in the private sector, and San Luis
Obispo County Economic Development staff. In the formulation of this work program, these stakeholders were
consulted for input and provided essential direction and perspective. In addition, these stakeholders will continue
to be partners to bring perspective as the work progresses.
Other stakeholders include the City departments affected by the additional work envisioned under this work
program. The primary stakeholder in this group is Community Development which will be responsible for
completion of Task D, Permit Streamlining.
ACTION PLAN
Date
Infrastructure in Expansion Areas
Develop an RFP for the analysis of infrastructure requirements in the Margarita and Airport areas,with a 9/2011 —
scope of work to include a strategy for phasing and financing of key infrastructure components needed 9/2012
to move development forward and support head of household jobs. Develop and present a program for
Council consideration based on the recommendations in the report.
Evaluate the Airport Area and Margarita Area Specific Plans to ensure that the types of companies 1/2012—
identified as high growth companies in the Economic Vitality Corporation's Clusters of Opportunity 12/2012
Strategic Plan can be located there,and initiate amendments to the specific plans if changes are
identified that would support growing companies and clusters.
Task c Date
Business Retention and.Expansion Program Development
Develop an RFP and scope of work.for a.contract to further implement the surveying activities of the 7/2011
Business Retention and Expansion program,with a particular focus on businesses that make up the
growth clusters identified in the Clusters of Opportunity Economic Strategy.
Continue personal outreach to key businesses in the City via in-person interviews with metrics to be Ongoing
determined as part of the RFP and continue to contact the entire business community via the a-tips
program.
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MAJOR CITY GOALS
ECONOMIC DEVELOPMENT
Task C Date
Certainty in Development Review Process
Evaluate the City's development review permit processes to identify ways to provide certainty and 9/2011 —
reduce permitting times for major employers and growth sectors listed in the Economic Vitality 6/2013
Corporation's Clusters of Opportunity Strategic Plan. Develop and present a program for Council
consideration based on the recommendations in the report.
Task D Date
Welcome Mat
Support and enhance the joint City of San Luis Obispo and Chamber of Commerce Economic Ongoing
Development website to include a campaign to set out the welcome mat to businesses by clarifying and
showcasing the City's enhanced development review process.
Actively manage the content of the Economic Development website in conjunction with the Chamber of Ongoing
Commerce
Task E Date
Broadband and Collaboration
Evaluate City policies and define a program to allow leasing of empty conduit to private enterprises for 1/2012-
broadband installations to promote business retention,expansion and attraction. Present a program for 1/2013
Council consideration.
Market the tools and existence of fiber internet to attract businesses to the City of San Luis Obispo via 3/2013
the joint City/Chamber Business website and City website program
Continue to invest in the goals of the Collaboration Committee as a partner with the County,Cal Poly, Ongoing
and the business community in improving the entrepreneurial culture of the community. Continue to
work with Cuesta College,the EVC and the business community to increase opportunities that facilitate
job growth.
Task F Date
Strategic
. -
Strategic Planning
Develop an RFP and scope of work for a contract to develop a Strategic Plan for Economic 10/2011-
Development for the City with a scope of work to include outreach to stakeholders,attention to 3/2013
strategies that build on the Economic Vitality Corporation Clusters of Opportunity Strategies and
preparation of the Plan. Present the Strategy to the Council for consideration.
KEY WORK PROGRAM ASSUMPTIONS
This assumption is based on current staffing levels remaining static.
RESPONSIBLE DEPARTMENT
The Administration Department will be the lead in accomplishing tasks A, B, C, E and F. The Finance and IT
Department will assist in achieving the goal via the 30% Analyst assigned to Economic Development.
Community Development will take the lead on the permit streamlining, Task D. Other departments will play
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• • - CITY GOALS
ECONOMIC DEVELOPMENT
supporting roles for Task A, Infrastructure Strategies. Finance and IT will play an integral role in development of
the lease program for Broadband, Task E.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
Along with significant staff commitment from Administration and particularly Economic Development staff,
Community Development staff will be relied on to complete the work on the permit streamlining and fee
assessment sections of the work program. Additional funding for contract services will be needed to complete the
infrastructure analysis, updates to the joint Chamber-City website's welcome mat, strategic planning effort for
economic development and business retention and expansion. Funds in the amount of$25,000 have been factored
in to further the budding efforts of the Collaboration Committee to facilitate entrepreneurship. The additional
funding is supplemental to the current funds programmed for Economic Development Contract Services. Current
staffing levels, including the 30% of the Finance and IT Analyst, are required to achieve the goal.
Cost Summary
Operating Programs Capital Improvement Plan
2011-12 2012-13 2011-12 2012-13
Contract Services for Infrastructure Strategy 60,000 0
Contract Services for Strategic Planning 15,000 0
Contract Services for website/welcome mat 5,000 5,000
Contract Services for Retention and Expansion 12,500 12,500
Collaboration Corrunittee Participation 25,000 25,000
Total $117,500 1 $42,500 J1 $0 1 $o
Funding Sources
Operating Programs Capital Improvement Plan
2011-12 2012-13 2011-12 2012-13
General Fund 117,500 42,500
Total $117,500. $42,5001, $0 s0
GENERAL FUND REVENUE POTENTIAL
General Fund revenue will be derived from future increases in business tax, sales tax and the revenues generated
over the long term by an expanded economic base. Additionally, the program to lease conduit for broadband
penetration is expected to generate revenues under the terms of individual leases. No short term increases in
General Fund revenues are forecast.
OUTCOME—FINAL WORK PRODUCT
These programs are expected to result in significant improvements in the City's abilities to attract and retain
businesses that bring head of household jobs to the community.
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• • - CITY GOALS
PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALTH
OBJECTIVE
Adopt a budget that sustains the city's short and long-term fiscal health, preserves public health and safety and
other essential services in line with residents' priorities, and includes cost reduction strategies.
DISCUSSION
Measure Y Relationship: This major City goal promotes efficiency and effectiveness in City government and the
preservation of essential services, a top priorityfor the use of Measure Y funds.
Proposed Workscope.
The proposed workscope consists of six major categories. Each category contains a number of key elements as
detailed below:
Continue emphasis on effectiveness and efficiency of the City organization
• Perform organizational reviews on an ongoing basis
• Continue to review and implement ideas for savings or increased revenues as recommended by staff and
community members
• Implement opportunities for managed competition in City functions as identified in organizational
reviews
• Analyze City's organizational structure and evaluate possibilities for reorganizing functions to achieve
maximum effectiveness in providing services to the community
• Implement benchmark analysis to compare key financial and outcome measures with comparable
jurisdictions periodically
Continue to develop, review, modify, and implement Human Resources policies in support of fiscal sustainability
• Prioritize personnel cost drivers by potential cost savings and viability of implementation
• Develop a short term and long term strategy for personnel cost containment
• Negotiate cost containment actions through the standard, ongoing negotiation process
• Establish a process to continually review and monitor personnel costs and the impact of those costs on
overall financial health
Ensure the stability and diversity of the city's revenue sources
• Examine threats to the Utility Users Tax from federal and state legislation and litigation and take action as
needed
• Take steps to maximize existing revenue sources
• Explore the possibility of establishing a storm drain utility
Work with Council and the community to renew Measure Y
• Determine appropriate timing for ballot measure
• Depending upon timing of election, identify community priorities and develop needed educational
materials
Identify and address long-term.Iiabilities that are important to our fiscal sustainability
• Identify five-year capital improvement program that will responsibly protect the city's infrastructure
assets including facilities maintenance needs
• Identify prudent replacement plan for fleet equipment, including establishment of a fleet internal service
fund
• Identify prudent replacement plan for information technology assets, including establishment of a
computer services internal service fund and appropriate capital improvement projects
• Review liability and workers compensation claims trends and establish a plan of funding as needed
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ATTACHMENT
PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALTH
• Work with CalJP1A to continually monitor liability and workers compensation claims to ensure best
practices focusing on prevention are implemented
Continue to closely review and monitor the city's fiscal condition
• Update General Fund Five-Year Forecast at least twice annually, at mid-year and with recommended
budget
• Prepare focused reports on areas of interest to city management and Council
Existing Situation.
Focus on Sustainability. Although experts have declared the "Great Recession" over, the General Fund is still
suffering from its economic impacts. Revenue available to operate the City has dropped significantly. Our major
revenues have, for the most part, reached bottom and started a slow, moderate climb. Unfortunately, while revenues
are finally increasing, they are down from their recent peaks and in some cases, we do not expect them to return to
past levels for some time. In the meantime, expenses have continued to increase, particularly in the area of staffing.
This has resulted in a gap between revenues and expenses that will continue over the long term unless action is taken.
As the recession unfolded,Council took a number of budget balancing actions to close projected gaps.These included
actions totaling$4.8 million in 2008, and another $11.3 million in the 2009-11 Financial Plan. Because the economy
continued to deteriorate, an additional $3 million in reductions were implemented in the second year of the 2009-11
budget.
Although the economy has stabilized, it has unfortunately left the City with a new fiscal reality. Our task now is to
address the structural gap between revenues and expenditures and develop a Financial Plan which will be sustainable
for the long term. In addition to the significant steps taken over the last several years to maintain our community's
fiscal health,employee groups and the City recently agreed that salary costs would remain unchanged in calendar year
2011. In addition, there was agreement that most employees would be responsible for a larger share of their health
insurance costs as premiums rose.
Although the City has continued efforts to prepare for our new economic reality, key challenges to fiscal sustainability
remain. These include the dire financial condition of the State of California, increasing retirement costs for our
employees, and ongoing infrastructure and asset maintenance needs. Fortunately, we address these issues with a
number of strengths. We have strong financial systems and procedures in place. We have an engaged community
and information on community priorities. We have committed staff and strong Council leadership. And we have a
tradition of doing the right thing. All of these taken together will help us on our fiscal sustainability journal to align
community priorities and financial resources over the long tern.
Project Work Completed
The City has a number of key programs and policies in place that are focused on preserving the City's fiscal health,
improving productivity,and containing costs. These include:
• A reserve policy which requires a General Fund balance that is at least 20%of operating expenditures
• Robust annual and interim financial reporting
• Multi-year budgets and long-term financial planning
• Use of technology to improve customer service,productivity,and access to information
• Strong fiscal policies to guide key financial decisions
• Efficient and effective human resources management
• Formal organizational reviews on a systematic,ongoing basis
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MAJOR GOALS
PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALTH
In addition, one of the City's Major City Goals identified in the 2009-11 Financial Plan was the Preservation of
Critical Services and Fiscal Health. Fourteen steps were identified in the action plan at that time,and significant work
has been completed. All Memoranda of Understanding which expired this year were renegotiated for a one year
period and costs were held at existing levels. This resulted in over $700,000 of savings to our base employee costs.
In addition, police management agreed to waive 2011 calendar year contractual increases resulting in savings of
$118,000 in 2011 and $87,000 in 2012. An organizational review of the Public Works Department was initiated and
is now in the final completion stages. A "Best Practices Review"of grant management is in the final stages and will
be complete this year. All major City buildings have received an energy audit by PG&E and changes implemented to
conserve energy. Light replacement is underway at the City Corporation Yard. And the Property Management
Manual has been reviewed and updated.
During this fiscal year the focus on our budget and upcoming Financial Plan has been intense. The General Fund
Five-Year Forecast was prepared in October rather than November in order to provide Council and staff with an
understanding of our current fiscal position. A new Service Prioritization process was initiated to provide information
on services provided and their costs. As part of the Financial Plan process, a Community Forum was held and the
community was solicited for ideas on potential revenues and cost reductions. A five-year Capital Improvement Plan
has been developed and will be incorporated into the Five-Year Forecast..
Due to the time spent on these efforts, some items in the action plan have not yet been completed. Most notably,the
Benchmark Study which was scheduled for this year will be started in the following year.
WORK PROGRAM CONSTRAINTS AND LIMITATIONS
Constraints for this Major City Goal include:
I. The current and projected lack of staffing capacity in all areas to perform high level analysis and
implementation.
2. The need to transition and orient a new Finance and Information Technology Director during 2011-12.
3. Uncertainties around other levels of government which impact our community. This includes impacts of
the State budget crisis, and its effect on county services and local government employment.
4. The City's obligation to meet and confer with labor organizations regarding changes in wages, hours, and
working conditions.
STAKEHOLDERS
The stakeholders for this Major City Goal are both internal to the organization and external. Community members
have a vested interest in the long-term fiscal health of the City and preservation of critical services and assets.
Internal stakeholders include all City employees.
Administration, Human Resources and Finance and Information Technology will be active in the development
and implementation of the tasks identified. However, every department will be involved in accomplishment of
this goal.
ACTION PLAN
The following summarizes key tasks and due dates:
. .. . s.
1. Identify candidate departments for two structured organizational reviews. Issue RFP for Aug.2011 —Dec.2012
consulting services to systematically address operating performance,cost reductions,and
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ATTACHMENT
MAJOR CITY GOALS
PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALTH
-Continue emphasis on effectiveness . effici-ency of City organization Date
opportunities to improve service. Complete reviews and present to City Manager.
2. Continue to review and implement ideas for savings or increased revenues as Ongoing
recommended by staff and community members
3. Evaluate at least four opportunities for managed competition in City functions as identified Ongoing
in prior and current organizational reviews
4. Perform focused overview of City's organizational structure to identify potential for Aug 2011-Dec.2012
reorganization,combination,or other modifications to improve efficiency and reduce cost
5. Using framework set forth in the initial 2006 analysis,benchmark key City financial and Analysis Sept.—Dec.
outcome measures with comparable communities. Develop a schedule for updating 2011
benchmark analysis on a recurring basis.. Schedule by December
2011
6. Determine viability and cost versus savings potential of changes to variable frequency February 2012
drives of certain large motors in existing facilities, and expanded lighting control, for
possible inclusion in the 2013-15 Financial Plan
develop,Continue to review, modify, policies
support
1. Develop short term and long term strategy for personnel cost containment and receive June—Sept,2011
approval from Council prior to labor negotiations
2. Negotiate cost containment actions through ongoing negotiation process with all employee Sept—Dec. 2011
groups
3. Establish a process to continually review and monitor personnel costs and the impact of Ongoing
those costs on overall financial health
Ehsure the stability . . Date
1.
. -
I. Examine threats to the City's Utility Users Tax revenue from federal and state legislation. July—Dec. 2011
Identify actions and develop plan to address problems as needed.
2. Conduct Business License Tax audit with Franchise Tax Board data. Nov.2011 —May 2012
3. Conduct Transient Occupancy Tax audits June 2012—Dec. 2012
4. Explore the possibility of establishing a storm drain utility and receive Council direction Dec. 2011 —Feb.2013
Work With Council and the community to renew Measure Y bate
1. Hire consultant to conduct public opinion research July 2011
2. Present survey results and analysis to Council October 2011
3. Determine optimal timing of ballot measure November 2011
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ATTACHME
MAJOR CITY GOALS
PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALTH
Work--with Co-unci I and the community to renewMeYs e y bate
4. Initiate public information/outreach program January 2012
importantIdentify and address long-term liabilities that-are Date
I. Refine five-year capital improvement program that will responsibly protect the City's Feb.2011 —June 2012
infrastructure assets, including building facilities,and develop plan for funding as needed.
2. Update Fleet Management Policy to reflect revised fleet life cycles. Develop long-term July 2011 —June 2012
fleet replacement schedule. Establish Fleet internal service fund.
3. Evaluate Information Technology replacement needs. Develop long-term replacement July 2012—June 2013
schedule. Identify appropriate funding strategy, including potential Information
Technology internal service fund
4. Review liability and workers compensation claims trends and establish a plan of funding if July 2012—June 2013
needed.
- iinue to closely review and monitor the City's fiscal condition Date
1. Update General Fund Five-Year Forecast at least twice annually, at mid-year and with Ongoing
recommended budget
2. Prepare focused reports on areas of interest to city management and Council Ongoing
KEY WORK PROGRAM ASSUMPTIONS
1. It is assumed that this work program can be accomplished within existing resources plus the cost of the
consultant services identified. This assumption is based on current staffing levels remaining static.
2. Budget and fiscal policies and plans that have served the City well in the past will remain in place and
continue to be effectively implemented.
3. The City will work constructively and collaboratively with employee associations, adhering to its obligation
to meet and confer on matters affecting wages, hours, and working conditions.
4. Costs for consultant services are based on the range of similar work done in the past. Costs will vary based
on the scope of the review and consultant selected.
5. Organizational changes will be managed using fundamental change principles including meaningfully
engaging employees in developing solutions, communicating extensively and frequently about changes
anticipated; listening and acting upon input from employees,.and celebrating successes and learning from our
efforts.
RESPONSIBLE DEPARTMENT
The Finance and Information Technology Department will take the lead role for this work program, with
significant support from the Human Resources and Administration Departments.
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• • - CITY GOALS
PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALTH
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
Along with significant staff commitment from Administration, Finance and Information Technology, Human
Resources, and the operating departments, funds will be needed for Measure Y renewal activities and the
organizational reviews.
Cost Summary
Operating Programs Capital Improvement Plan
2011-12 2012-13 2011-12 2012-13
Measure Y Renewal activities 50,000 30,000
Organizational review consultant services 37,500 37,500
Total $87,500 $67,500 $0 $0
Funding Sources
Operating Programs Capital Improvement Plan
2011-12 2012-13 2011-121_ 2012-13
General Fund 87,500 67,500
Total 1 $87,500 $67,50011 $0 I $0
GENERAL FUND REVENUE POTENTIAL
Proposed Business License Tax audits are anticipated to generate $50,000 the first year and $100,000 in the
second year. These are ongoing revenues. We expect to generate additional revenues from Transient Occupancy
Tax audits to be conducted in the second year. Other revenue opportunities, such as establishment of a Storm
Drain utility would generate significant revenues which cannot be identified at this time. Renewal of Measure Y
would generate approximately $6 million per year in 2015-16.
OUTCOME—FINAL WORK PRODUCT
Development and implementation of a variety of ongoing programs for preserving critical services and enhancing
the City's fiscal health. These include long-term productivity improvements and cost reduction strategies, and
significant increases in revenues.
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ATTACHMENT
mAjORCITYGOALS
NEIGHBORHOOD WELLNESS
OBJECTIVE
Embrace and implement pro-active code enforcement and Neighborhood Wellness policies.
DISCUSSION
Measure Y Relationship: The major City goal for neighborhood wellness directly supports neighborhood code
enforcement, a top priorityfor the use of Measure Y funds.
Proposed Work Scope
This work program will focus on the development of policies and procedures to create a more proactive approach
to neighborhood code violations and overall neighborhood wellness, with specific focus on:
• Increasing the monitoring of property conditions and enforcement of code violations in the City's
neighborhoods.
• Identifying and mapping neighborhoods in the City in order to provide a framework for location-specific
initiatives and better communication between city staff and residents. (This will be done as part of the Land
Use Element update.)
• Consulting with major stakeholders and, based on their feedback, updating the existing Neighborhood
Wellness Work Plan.
• Reviewing and considering best practices used in other jurisdictions to further neighborhood wellness.
• Evaluating how all City departments are currently coordinating responses to violations, and creating a more
streamlined methodology for the pro-active reporting and enforcement of violations without depending on
citizen complaints.
• Developing consistent code enforcement policies to be utilized throughout the organization.
• Revisiting existing policies that emphasize voluntary compliance over assertive enforcement techniques.
• Improving the code enforcement database and access to the database information.
• Further cross-training City employees to be the "eyes and ears" within neighborhoods to ensure code
violations are pro-actively addressed rather than requiring the nuisance be called in by residents or other
complaintants.
• Increasing enforcement of parking violations in the neighborhoods.
Existing Situation
Overall coordination of the City's efforts related to neighborhood wellness is accomplished by the Neighborhood
Services Team, comprised of City staff from Police, Public Works, Fire and Community Development and led by
the Neighborhood Services Manager in the Police Department. Enforcement of the various codes related to
neighborhood violations is conducted by several City departments.
• The Current Planning Division of the Community Development Department establishes policies and
procedures for determining residential parking standards and maintains a database of approved parking
areas in front yards.
• The Police Department Office of Neighborhood Services, through the Student neighborhood Assistance
Program (SNAP) addresses low-level code enforcement violations visible from the public right of way;
such as trash can placement, debris in yards, overgrown shrubbery and weeds. SNAP employees are also
responsible for enforcing residential parking standards, illegal front yard parking, and noise ordinance
violations.
• The Fire Prevention Bureau within the Fire Department handles fire hazards such as tall weeds and
conducts life safety inspections for businesses and residential apartments as required by state law.
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ATTACHMENT
MAJOR CITY GOALS
NEIGHBORHOOD WELLNESS
• The Code Enforcement Office, within the Building & Safety Division of the Community Development
Department, investigates violations of many different building and zoning regulations, including serious
violations involving potentially hazardous conditions.
• The Long-Range Planning Division of the Community Development Department prepares land use and area
plans within the City.
• The Utilities Department provides services to ensure accumulated waste does not create nuisances in
neighborhoods and the community's wastewater system does not suffer negative impacts from illicit
discharges.
• The Public Works Department enforces illegal encroachments within the City's right of way areas,
coordinates citizen requests for traffic management and neighborhood parking districts within
neighborhoods, including parking violations in neighborhoods, oversees flood protection regulations, and
maintains infrastructure related to neighborhood wellness, such as street lighting, roadways, directional
signage and trees.
• The Finance& Information Technology(FIT) Department administers the City's Business tax and licensing
program, including residential rental properties, and processes invoices for administrative fines for code and
noise violations.
• The Geographic Information Systems division in the FIT Department produces maps based on geographic
attributes.
• The City Attorney's Office provides legal support for enforcement related activities, and initiates judicial
action if necessary to achieve compliance.
Project Work Completed
In 2007-2009, Neighborhood Wellness was addressed through implementation of the Major City Goal titled
"Increased Building & Zoning Code Enforcement and Community Appearance". At that time staffing increases
were approved for the Student Neighborhood Assistance Program (SNAP) and the Code Enforcement Office.
The action plan for that goal included development of a Neighborhood Wellness Work Plan which was created
through collaboration among several city departments and community stakeholders. Since the implementation of
this plan, the number of code violations that are indentified by city staff increased significantly, creating a more
pro-active program. Code Enforcement staff still utilizes this work plan to direct their priorities. The work plan
has elements that are relevant to this new Major City Goal and could provide a good foundation to build upon.
The key elements of the work plan included the following:
1. Increased outreach in order to increase reporting of code violations.
2. Cross training employees from PD, Parking, Rangers etc, in order to recognize serious code
violations and improve cross-departmental reporting.
3. Faster responses with specific emphasis on complaints that jeopardize safety or create
neighborhood blight.
4. Examine enforcement policies to ensure they are effective as a deterrent to violations and(are
used)as a corrective mechanism.
5. Identify and list high priority issues that affect our neighborhoods and compile a list of code
enforcement issues that will be used as a guide when additional resources become available. This
list includes:
• Illegal garage conversions
• Weeds too tall
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ATTACHMENT
-MAJOR CITY GOALS
NEIGHBORHOOD WELLNESS
• Improper storage of trash cans
• Storage of trash, household junk, and construction materials visible from the public right
of way
• Construction without a permit
• Too many people living in a house
• Sign violations
• Fences or Hedges too tall
Other neighborhood issues, such as noise complaints, have been addressed through increased education and
enforcement and will continue to be a focus of neighborhood efforts.
Progress of Existing Programs and Proposed Enhancements
Review and Modification of Existin¢Code Enforcement and Neighborhood Wellness policies
Philosophy of Voluntary Compliance
Within the preamble of Resolution 9366 and also the stated.purpose in section 1.24.010 the following wording
appears; "the City has and shall continue to employ the philosophy of voluntary compliance when seeking
compliance with this code." The section continues with very specific guidance to staff regarding implementation
of the fines. " Prior to implementation of the enforcement policies and penalties stated herein, voluntary
compliance approaches, when practical, should first be used to educate City property owners and businesses
concerning the requirements of the Code and the corrective action necessary to correct a violation of this Code."
To be consistent with this intent, City staff works hard to adhere to the Administrative Citation Guidelines,
notifying it's citizen's of the regulations and in most cases we give a warning prior to resorting to fines. We also
work hard to find the best resolution to code violations that fulfills the goals of our General Plan, complies with
our Codes and ensures we do not violate the rights of the property owners or business owners.
Following the principles of the voluntary compliance philosophy on a case by case basis has resulted in fewer
fines or citations then anticipated. Staff will be discussing issues with all stakeholders to better define the intent
of the philosophy. One issue to be explored is whether it.will be sufficient to meet with neighborhood groups to
discuss typical code violations before enforcing code sections even though a property owner or resident that lives
within that specific neighborhood may or may not have attended the public outreach meeting.
Once staff has met with the stakeholder's and there is consensus regarding the acceptable practice related to the
assessment of fines or fees, staff will return to Council to provide an update and seek Council's direction to
change compliance procedures. The primary goal will be to ensure all department's responsible for code
enforcement activities will have a common procedure to follow as it relates to assessing fines or fees.
Enforcement of Illegal Conversions
The Code Enforcement Office deals with approximately 40 illegal conversion cases per year. This type of
violation is not always recognizable from the public right of way and code enforcement staff relies on residents to
report the violations. Because of the transient nature of.student renters in the neighborhoods, and the fact that
these illegal conversions routinely result in substandard housing conditions, the volume of activity has remained
relatively constant. Code enforcement staff has provided cross training to SNAP and Fire Department personnel
in an effort to increase pro-active enforcement of this type of violation, however recent staffing limitations in code
enforcement staff have affected this effort.
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• • - -GOALS
NEIGHBORHOOD WELLNESS
In order to enhance this effort, staff proposes to increase public outreach to students, property owners and
managers and neighborhood advocates in order to educate them on the inherent hazards associated with illegal
conversions (including increased fire risk) and increase reporting of violations. Use of Channel 20, website and
other social media outlets to distribute information about recognizing and reporting possible violations could
result in more violations being reported.
Education and Enforcement of Neighborhood Enhancement Ordinance Violations
SNAP employees (part-time student employees)enforce violations of the Neighborhood Enhancement Ordinance
(NEO) both pro-actively (on-view violations not based on a complaint) and complaint-driven. Typical violations
include improper trash can placement, debris or furniture in front yards or on roofs, and overgrown shrubs or
yards. Violations must be visible from the public right-of-way in order for enforcement action to be taken.
Enforcement is a multi-step process, consisting of an initial assessment of the-situation to determine if a violation
is occurring and the issuance of a Notice to Correct the violation. SNAP re-checks the location after 72 hours and
if the violation has not been corrected, photographs are taken to document the violation and the case is filed with
the City Attorney for further action.
Currently, SNAP employees conduct NEO enforcement an average of 16 hours each week from September
through May and eight hours per week during the summer months. Enforcement is conducted during the daytime
to allow better observation and photo documentation of violations from the public right-of-way. In order to
increase enforcement of NEO violations,as well as neighborhood parking violations including front yard parking,
staff proposed to increase SNAP enforcement hours to a total of 40 hours per week from September through May
and 30 hours per week during summer months..This will allow increased pro-active education and enforcement
throughout City neighborhoods of NEO and parking violations in a very cost-effective manner.
Enforcement of Unauthorized Fraternities, Sororities and High Occupancy violations within
Neighborhoods
Cross-training and improved collaboration between Code Enforcement, Fire, Police and Parking staff has resulted
in pro-active reporting and investigation of high-occupancy and unauthorized use violations (operating a
Fraternity or Sorority without a use permit). Approximately twenty cases per year are investigated by Code
Enforcement. Current outreach efforts include participation in the Student Community Liaison Committee and
collaboration with Cal Poly's Student Life and Leadership staff in order to inform the student population of the
City's requirements regarding these issues.
Unauthorized Fraternities and Sororities
Existing regulations allow Fraternities and Sororities to be established in R-3 and R-4 residential zones only and
the Greek organizations must obtain a use permit from Community Development to operate as a Fraternity or
Sorority. The use permit allows increased occupancy in the residence and the hosting of related events. The
Council recently approved a modification to the Zoning ordinance that requires the Greek organization be
affiliated and recognized by Cal Poly in order to obtain a use permit from the City. Fraternities or Sororities that
have been disaffiliated by Cal Poly for violations of conduct policies are subject to the revocation of their use
permits by the City.
At times, Greek organizations will utilize residences within R-1 and R-2 zones for their activities. It is not
unlawful for members of the same Fraternity or Sorority to live together in an R-1 or R-2 zone; however they are
not allowed to utilize their residences as a"satellite" Fraternity or Sorority houses on an on-going basis to conduct
meetings or host organized events related to the organization. When this occurs; staff from Code Enforcement and
the Police Department work together to verify the violation and take appropriate enforcement action.
Enhancements to this effort would include increased outreach to Greek organizations and Cal Poly staff to help
them understand the limitations of the regulations and the impacts of these unauthorized activities on our low
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• • - CITY GOALS
NEIGHBORHOOD WELLNESS
density residential neighborhoods. Cross training of City staff regarding how to recognize unlawful use would
occur in order to increase pro-active reporting of potential violations.
Hish Occupancy Use
Section 17.93 of the Zoning Regulations describes performance standards that must be met in order to allow six or
more unrelated adults to occupy residences within R-I or R-2 zones. In general, due to prior legal challenges to
similar ordinances and sensitivity to the potential displacement of tenants, Code Enforcement staff seeks
voluntary compliance for these types of violations and achieves a high success rate for obtaining compliance from
property owners. Currently, Code Enforcement staff investigates an average of ten cases per year and the majority
of these violations are referrals from other departments, including the Parking Division and Police Department.
When the limitations of the property will not allow for the approval of the use, staff allows the existing tenants to
fulfill the obligations of their lease and the owners have been cooperative by limiting future occupancy to a
maximum of five tenants.
Staff is not proposing any changes to the way these violations are being enforcement. However, as part of this
work program, staff will conduct additional outreach to property owners and property managers in order to
prevent violations from occurring. Outreach efforts will include attending meetings of related organizations, such
as the SLO Property Owners Association, the SLO Property Managers Association, neighborhood groups and
student organizations to discuss the standards and provide educational material.
Increased Nei¢hborhood Parking Enforcement
Currently, parking officers respond to complaints and conduct pro-active enforcement of parking violations in
neighborhoods usually in the morning hours prior to addressing parking problems in other areas of the City.
Existing parking officers work Monday through Saturday from 9:00 AM to 6:00 PM. High enforcement demand
in retail areas of the City limit the amount of time parking officers are available to patrol the neighborhoods,
where violations are less frequent. Police Department SNAP employees conduct enforcement of residential
parking district violations during dedicated parking enforcement shifts and on a continual basis as they are
conducting their other duties.
Staff proposes increasing dedicated parking enforcement in the neighborhoods by adding a full-time contract
parking officer. Enforcement hours will be coordinated with SNAP deployment to provide expanded parking
enforcement in neighborhoods during the daytime,nighttime and on weekends.
WORK PROGRAM CONSTRAINTS AND LIMITATIONS
Expanded outreach and stakeholder involvement will be necessary to fully develop elements of the proposed
action plan, including revision of policies and acceptance of new practices. Code enforcement issues often deal
with inspecting private property areas. Inspection of properties is actually considered a form of"Search"as
defined by the Fourth Amendment of the Constitution of the United States. Any proposed changes to the program
will need to be reviewed prior to implementation to ensure they are legally defensible.
A public participation, communication and education campaign will need to be a part of the action plan. The
Neighborhood Services Team will interface with the community and meet to address the issues that require
interdepartmental coordination. Staff from various departments will be needed to work with the Neighborhood
Services Team to finalize policy and program recommendations and decisions.
Increasing NEO and parking enforcement in the neighborhoods is likely to generate complaints from
neighborhood residents who have not been subject to regular enforcement of these types of violations. Some
residents may feel the enforcement is inappropriate and intrusive. Recently, staff has received complaints
regarding the new trash can regulations for this reason.
23 B1-30
ATTACHMENT
MAJOR CITY GOALS
NEIGHBORHOOD WELLNESS
The revenue generated by the additional parking officer is not likely to off-set the cost of the new position and
associated equipment. Generally, parking violations in neighborhoods are less frequent and sporadic than in retail
areas and once citations are issued, compliance by residents tends to be relatively high. In addition, parking
violations and associated revenue has declined in recent years due to increases fine amounts driven by State
surcharges on parking citations.
Increased enforcement of code violations will increase the workload of the City Attorney's office in prosecuting
violations that are not corrected after a warning is issued. Staff will examine the processes involved to determine
if any streamlining is possible. Reduction in resources of the City Attorney's could result in delayed prosecution
of violations.
STAKEHOLDERS
External stakeholders include neighborhood associations and groups, neighborhood residents, property owners
and managers, and student groups.
Internal stakeholders include the City departments of Community Development, Police, Administration, Parks
and Recreation, Public Works, Utilities and the City Attorney's Office.
ACTION PLAN
Task bate
1. Hire additional SNAP and Parking Enforcement Officer staff to enforce existing code enforcement Nov. 2011
policies and neighborhood parking violations.
2. Review"best practices" in use in other jurisdictions regarding neighborhood wellness policies and Nov. 2011
procedures.
3. Review City-wide policies,procedures and practices related to code enforcement and neighborhood Nov. 2011
wellness.
4. Meet with community stakeholders for feedback regarding existing policies and procedures and Dec.2011
desired changes.
5. Develop staff recommendations regarding code enforcement policy changes&streamlined internal Feb.2012
&external reporting and response processes.
6. Update and receive direction from Council March.2012
7. Implement changes to policies and practices July.2012
8. Cross-train City employees to pro-actively observe and report code violations. July 2012
9. Monitor progress and solicit feedback from external stakeholders Ongoing
10. Database enhancements Sept.2012
KEY WORK PROGRAM ASSUMPTIONS
The action plan relies on feedback from the community groups. Staff will utilize this feedback to revise existing
policies and procedures as needed to achieve the desired results.
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ATTACHMENT
• • - CITY GOALS
NEIGHBORHOOD WELLNESS
Staff believes there is existing capacity in the participating departments to advance this goal by improving
coordination, communication and involvement of other City employees in neighborhood wellness efforts, and by
modifying existing policies related to violation enforcement. However, should there be a decrease in personnel
related to these programs; the ability to fulfill this goal could be impacted. In addition, some policy issues may
overlap with other legal rights of property owners and residents so staff will need to manage expectations and
provide feedback at appropriate times in order to help ensure any policy changes are allowable under the law.
The ability of increased enforcement hours dedicated to NEO violations is dependant on the Police Department's
ability to hire and retain approximately three additional SNAP employees to staff the additional enforcement
shifts. Staff will coordinate with Cal Poly and Cuesta College to enhance recruitment efforts. Shift hours will be
flexible to accommodate the changing schedules of student employees. Existing Police Department vehicles can
be used by the additional staff assuming the Police Department fleet is not reduced. A vehicle from the Building
Division will be transferred to the Parking Division to accommodate the added employee.
RESPONSIBLE DEPARTMENT
The Chief Building Official will maintain overall responsibility for ensuring the objectives of the work program
are met. The Neighborhood Services Manager will be responsible for organizing appropriate outreach to external
stakeholders and involving the Neighborhood Services Team in this effort. The Neighborhood Services Team will
be involved in the policy review, best practices research, and development of recommendations for policy and
procedural improvements.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
Cost Summary
Operating Programs Capital Imrovement.Plan
2011-12 2012-13 2011-12 2012-13
Parking officer(contract) 43;500 73,100
Contract services-parking citation processing 6,700 9,100
Parking uniform and printing 3,700 5,000
Temp staffing(SNAP) 10,400 14,400
SNAP uniforms and equipment 1,000 1,000
Total $65,300 $102,600 $0 $0
Funding Sources
Operating Programs Capital Improvement Plan
2011-12 2012-13 .2011-12 2012-13
Parking Fund 53;900 87,200
General Fund 11,400 15,400
Total $65,300 $102,600 $0 $0
GENERAL FUND REVENUE POTENTIAL
Parking citations and other administrative fines are currently levied against violators. Because very few
violations are corrected with a citation and fine, the expected general fund revenue potential will be minimal.
Revenue from parking citations generated by SNAP employees is transferred from the Parking Fund to the
General Fund which will help off-set some of the cost of the additional SNAP employees.
25 B1-32
Ank Ask ATTACHMENT
NEIGHBORHOOD WELLNESS
OUTCOME-FINAL WORK PRODUCT
Developing a citywide,coordinated program of pro-active neighborhood code enforcement program and focus on
overall neighborhood wellness, supported by appropriate policies, will help address conditions in the
neighborhoods that can lead to blight, disorder, and crime.
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ATTACHMENT
• - •MAE&M
TRAFFIC CONGESTION RELIEF
OBJECTIVE
Continue efforts on projects and programs which relieve traffic congestion (like street modifications,
intersection improvements, pedestrian improvements,bicycle facilities, sidewalks,trip reduction programs,
traffic signal operations, LOVR interchange, Prado Road and public transit).
DISCUSSION
Measure Y Relationship: This Mayor City Goal for relieving traffic congestion directly supports a top
priorityfor the use of Measure Y funds.
Workscope Summary
The work program consists of the following key elements:
Maintaining staff efforts on roads transit and other programs for congestion relief and safety.
1. Continue on-going implementation of the Traffic Operations, Traffic Safety programs.
These two programs are the City's primary mechanisms for identifying and correcting
existing traffic safety and congestion issues.
2. Continue on-going implementation of a reduced Neighborhood Traffic Management
(NTM) Program. The NTM will be limited to small and moderate scale projects due to
continued budget reductions in the CIP project allocation and budget reductions in
temporary staffing. Staff will return to Council with additional funding and staffing
requests for large scale projects as needed on a case by case basis.
3. Maintain current customer service levels for traffic related citizen requests regarding traffic
congestion and traffic concerns.
4. Respond to public inquiries and concerns regarding traffic and traffic facilities.
5. Maintain basic levels of transit service for SLO Transit and coordinating with SLO
Regional Transit Authority (RTA) to find efficiencies during a time of transit funding
shortfalls.
Adding capacity and implementing operational improvements at congested locations
1. Complete widening of Tank Farm Road and Broad Street intersection.
2. Complete new traffic signal installation at US 101 and Grand Avenue.
3. Complete widening/reconfiguration of Los Osos Valley Road between Froom Ranch Way
and Royal Way.
4. Complete reconfiguration of traffic signals at Higuera and Marsh as well as at Higuera and
High Street.
5. Complete widening, signal reconfiguration, and railroad crossing upgrades at Foothill &
California.(may be nearly complete by July 1, 2011)
6. Seek grant funding to complete widening of Higuera Street in front of 50 Higuera(Caltrans
District Office)to accommodate a two-way left turn lane.
7. Work with developers in the Margarita area to begin a phased in approach to improving
Prado Road in the"west end" of the Specific Plan area.
27 B1-34
ATrACHMENT
• • ' CITY GOALS'
TRAFFIC CONGESTION RELIEF
Convert relinquished Route 227 signal system to be compliant with the City's traffic control network
I. Complete conversion of relinquished Route 227 traffic signal equipment along South &
Broad Street.
2. Optimize traffic signal timing and operations along Broad Street and maintain/operate new
facilities and infrastructure with reduced resources..
Expand travel options including transit bicycle and pedestrian facilities
1. Continue on-going construction and repairs of city sidewalks to improve accessibility for
pedestrians.
2. Continue to pursue Federal and State grant funding for traffic safety, operations, and
multimodal projects such as bikeways and pedestrian paths including:
• Continuing with bicycle improvements such as the Railroad Safety Trail and Bob Jones
City-to-the Sea Trail
• Continuing to promote alternative transportation through marketing and education
outreach.
3. Implement elements of the Short Range Transit Plan (SRTP) update and Bicycle
Transportation Plan update as funds permit.
4. Obtain grants and prepare for debt financing for the Los Osos Valley Road (LOVR)
interchange construction and other projects to reduce the burden on the General Fund.
5. Complete a class I bicycle and pedestrian connection at Laguna Middle School.
Adequately plan for future traffic conditions and needed major transportation infrastructure
1. Begin update of the City's Land use and Circulation Elements. Identify and study potential
operational and capacity improvements such as: conversion of Marsh Street to a two-way
roadway between Johnson Avenue and Santa Rosa Street to improve access and congestion
in the area, investigate the potential for an LOVR bypass between Higuera and US 101, on-
street parking removal to increase lane capacity along congested corridors such as Osos
Street and California Blvd„ interchange closures or modifications to improve US 101
capacity, and Hwy 1 improvements as identified in the Hwy 1 Major Investment Study.
2. Updating the City's Bicycle Transportation Plan which is due in 2012 to retain eligibility
for Bicycle Transportation Account grant funding.
Existing Situation
Over the course of the last decade the City has completed many significant traffic congestion relief
projects through numerous programs and grants. Development and implementation of these have yielded
significant results, currently 93% of intersections throughout the City are operating above minimum level
of service standards. The importance of continuing these efforts and providing for the most efficient and
economically feasible circulation system is evident given the continued community identification of traffic
congestion relief as a major goal for the City.
Public Works is the primary department responsible for identifying and developing solutions to traffic
congestion and safety issues within the City, for both motorized and non-motorized modes such cyclists
and pedestrians. This often leads to recommendations to provide additional capacity (as outlined in the
Circulation Element) in order to accommodate current and future traffic demands. In addition,
opportunities for small scale operational improvements to the street system, traffic striping or signage,
signal coordination system, bicycle and pedestrian improvements, and mass transit service improvements
are frequently identified. The two primary mechanisms for providing this function are the City's traffic
safety and operations programs, where annually for safety and biennially for operations staff prioritizes
28 B1-35
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MAJOR CITY GOALS�-`
TRAFFIC CONGESTION RELIEF
and ranks all facilities throughout the City and implements measures at the top ranking locations to
improve safety and reduce traffic congestion. These programs have been recognized internationally as the
most effective in the industry. Since the safety program began in 2002, the City has reduced collisions by
over 45%, the traffic operations program began in 2009 however staff is expecting similar results in
congestion relief as the program matures.
In addition to these programs, the City has also developed a state of the art user desktop based Traffic
Signal Management System for operations, management, monitoring and maintenance of the City's 66
traffic signals, 4 flashing beacon systems, and 4 active speed feedback facilities. This system also
provides automated alerts for critical system failures and errors. It's important to note that currently the
City operates its traffic signals with operations and maintenance staffing significantly below minimum
industry recommended levels, it is however still possible to maintain acceptable service levels most of the
time because this state of the art signal system buffers staff resource demands. However, maintenance and
operations staff resources are occasionally not available for response to various issues. For example signal
outages, malfunctions, and software errors often take several days to correct causing unacceptable
congestion and delays during those downtimes.
Project Work Completed
Traffic Congestion Relief is a broad goal with associated project work being completed in numerous
projects and programs. The most notable project work completed as part of the City's 2009-11 Capital
Improvement Program,Traffic Safety Program, and Traffic Operations Programs are summarized below
• Update of the City's Travel Demand Model • Laurel&Orcutt Signalization w/Bicycle Phasing
• Hwy 1 Major Investment Study • Madonna Inn Bike Path
•2009 Annual Traffic Safety Report • Railroad Safety Trail Phase 4a Construction Progress
•2008109 Biennial Traffic Operations Report • Marsh Street Signal Upgrades
•South Street Road Diet •50+Traffic Signal Operation Optimizations per year
•Los Osos Valley Road Capacity Improvements •200+Customer Service Traffic Requests per year
•Aero Drive Realignment&Signal Installation . Laguna Village Shopping Center Negotiations
•Double Decker Bus Transit Service • Pismo&Buchon NTM Progress
•Marsh Street Interchange Pedestrian Trail • S. Chorro Street NTM Progress
• Downtown Pedestrian Signal Upgrades • Palm &Nipomo Parking Structure Study
• Hawthorne Safe Routes to School Improvements • US 101 &Grand Ave. Signalization Design
•SLO High School Safe Routes to School Improvements
Due to the impacts of the current economic climate, many infrastructure improvements associated with
development projects have not occurred. Most notably the Prado Road extension between Higuera and
Broad Street is the responsibility of development and will likely happen in a reduced or phased approach
due to the delay in residential development in that specific plan area.
CONSTRAINTS AND LIMITATIONS
I. With acquisition of Highway 227 the Transportation Division is currently operating at approximately
103% of its current staffing resource capacity. The Division can deliver this Major City Goal and
maintain services levels at this staffing level if no new significant work efforts are introduced. There is
limited ability to add significant new work efforts, unless new resources are allocated or core service
tasks are reprioritized.
2. Any new work efforts not already identified will require reallocation of staffing resources away from
Major Council Goal projects and programs.
29 B1-36
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MAJOR CITY GOALS"
TRAFFIC CONGESTION RELIEF
3. If the SOPC request to maintain the proposed Engineer 11 position for the full FY 2011-13 period is
not approved, the Transportation Division will no longer have the staffing capacity to maintain full
efforts on the Traffic Safety, Operations, and Neighborhood Traffic management programs which are
the primary mechanisms for delivering this goal.
4. Estimated project costs for this work program are based on recent bids for funding currently
anticipated to be available to complete the work. Depending upon final general fund allocations, the
current financial situation could impact the City's ability to fund the Capital Improvement Plan as
currently recommended.
5. It is anticipated that several projects will require additional funds for construction to begin. If
additional grant funds are not acquired, and General Fund dollars are not available, the projects will
not begin construction and will have to wait for future funding.
6. Significant reductions in transit operational funding will make it difficult to maintain current service
levels, let alone implement new service recommendations of the Short Range Transit Plan.
7. Because of funding commitments to keep the Los Osos Valley Road Interchange on schedule, other
projects must wait for accumulated Transportation Impact Fee(TIF) funds for design and construction.
The revised TIF program better reflects the new costs of capital projects and passes on the appropriate
share to new development. Unfortunately, the projected state of the development industry makes it
unlikely that TIF revenue will be secured in its historical pattern.
8. Infrastructure improvements tied to new growth areas will be delayed due to the economy and may be
implemented in a phased approach when development activity returns to historical levels.
9. Approval of the construction documents for the LOVR Interchange is subject to Caltrans and federal
review timelines, defense of the legal challenge to environmental determination and therefore the date
of approval cannot be guaranteed.
10. Given the projections for the 2011-13 City budget, funding available for traffic congestion relief
projects such as sidewalks, curb ramps,traffic calming devices, and bicycle facilities may be limited or
not available until a later fiscal year.
STAKEHOLDERS
The stakeholders in this program are largely users of the circulation system that include: motorists,
bicyclists, transit riders, pedestrians and residents. Other stakeholders include the business and
development community, transportation providers such as freight carriers and transit operators, and the
disabled community.
ACTION PLAN
Transit Service Levels `
1. Maintain existing transit levels for local and regional services with uncertain levels of State Ongoing
and Federal funding.
2. Implement recommendation in the Short Range Transit Plan if funding is available. Ongoing
3. Work with RTA and other transit providers to identify potential cost savings and sharing to Ongoing
reduce costs and improve efficiency
4. Explore alternative fuel and vehicle type to offset operational costs. Ongoing
30 B1-37
ATTACHMENT
• • - CITY GOALS
TRAFFIC CONGESTION RELIEF
Transit Improvements
1. Use federal and state capital funding to replace and upgrade transit vehicles. Ongoing
Prado Road Extension
1. Work with west side Margarita area property owners to implement phased improvements to Ongoing
Prado Road.
Madonna/Los Osos Valley Road Improvements
1. Complete minor intersection widening and restriping as part of Prefumo Creek Commons Off- 7/11
Site improvements.
Broad Street/South Street Intersection Improvements
1. Begin minor intersection widening, installation of NB Dual Left Tum Lanes and restriping as 7/11
part of Village At Broad improvements
2. Complete Village At Broad improvements on Broad Street 11/11
Traffic Safety & Operations Programs
1. Complete and present 2010 Annual Traffic Safety Report and 2010/11 Biennial Traffic 11/11
Operations Report to Council for approval.
2. Implement Safety&Operations Report Recommendations 06/12
Grand & 101 Traffic Signal Installation
I. Complete Design Completed
2. Acquire Caltrans Permit&Authorization/Begin Construction 08/11
Widening,Signal Reconfiguration,and RR Crossing at Foothill& California
1. Complete Design Completed
2. Acquire RR Approvals/Begin Construction TBD
Conversion of Relinquished Route 227 Traffic Signal Facilities
I. Complete design. Completed
2. Begin Construction. 7/11
3. Complete Traffic Signal Timing and Operations Optimization 1/12
Mid Higuera Widening and Signal Upgrades
1. Complete design. 7/11
2. Begin Construction. 10/11
Los Osos Valley Road Interchange
I. Complete construction plans and specifications. 12/11
2. Complete right of way acquisition. 12/11
3. Pursue additional funding. Ongoing
4. Implement phased improvements as new development occurs and fees are collected in the Ongoing
LOVR sub area.
5. Complete Detailed preparation of Bonded Indebtedness of Local funding Component TBD
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ATTACHMENT
MAJOR CITY GOALS
TRAFFIC CONGESTION RELIEF
Pismo&Buchon Neighborhood Traffic Management Improvements
1. Complete design. 5/11
2. Begin Construction. 7/11
3. Complete Post Project Studies 6/13
Bicycle Transportation Plan Update
1. Begin Update of the Bicycle Transportation Plan 6/11
2. Update the City's Bicycle Transportation Plan to maintain eligibility for State grant funding. 12/12
Tank Farm Road Intersection Improvements
1. Complete project design. 6/11
2. Begin construction. 10/11
Railroad Safety Trail—Hathway to Taft
1. Complete construction documents. 7/12
2. Pursue additional funding. Ongoing
3. Award contract and begin construction. 6/13
Railroad Safety Trail—Taft to Pepper(Replaces Highway 101 Crossing project)
1. Obtain CHP, UPRR, and PUC approvals 6/12
2. Complete project design 6/13
3. Pursue additional funding Ongoing
4. Complete construction drawings. 6/14
5. Begin Construction TBD
Bob Jones City-to-Sea Trail Connection to LOVR
1. Pursue outside funding for trail connections. Ongoing
2. Complete construction drawings. TBD
Bob Jones City-to-Sea Trail Connection to Octagon Barn
1. Seek/obtain funding for study Ongoing
2. Complete project study TBD
3. Pursue additional funding Ongoing
4. Complete project design and environmental review TBD
5. Complete construction drawings TBD
6. Complete construction TBD
Other Projects That Reduce Traffic Congestion
1. Complete curb ramps, sidewalks, on-street bicycle facility paving, and striping Ongoing
improvements in conjunction with City street paving projects.
2. Implement Neighborhood Traffic Management program and projects. Ongoing
32 B1-39
ATTACHMENT
MAJOR CITY GOALS "
TRAFFIC CONGESTION RELIEF
3. Conduct bi-annual vehicle,bicycle traffic counts, speed surveys and travel time studies. Ongoing
4. Complete miscellaneous bicycle facility improvements identified in the Bicycle Ongoing
Transportation Plan, as resources permit.
5. Develop a list, in conjunction with the Bicycle Committee, of streets that would benefit Ongoing
from increased street sweeping and coordinate with Street Maintenance to use
miscellaneous sweeping hours, when available,to increase frequency.
6. Seek funding for the design and construction of bikeways and pedestrian paths within the Ongoing
City.
7. Seek funding to educate and promote bicycling, walking and transit as alternative forms of Ongoing
transportation.
8. Provide more bicycle parking through the City's"Racks with Plaques" program. Ongoing
KEY ASSUMPTIONS
1. The contract Engineer II position that was part of the budget balancing strategies for FY 2011-13
which is currently funded half through grants and half thorough the general fund will be converted
back to permanent general fund status as of July 2011 and annually thereafter. Please refer to the
associated SOPC for this position.
2. Updates of the Land Use & Circulation Element updates are approved and necessary funding for
contract services is allocated to backfill regular staffing to perform other important objectives. Please
refer to associated SOPC for the Land Use& Circulation Element Updates.
3. Overall staffing reductions as a result of budget balancing strategies will not reduce the ability to
design and inspect projects in a timely manner or to do Community outreach and consensus building
on controversial projects.
4. Approvals by other jurisdictions and entities such as UPRR, Caltrans, Air Pollution Control District,
US Army Corp of Engineers,etc. will be obtained within reasonable time frames.
RESPONSIBLE DEPARTMENT
The Public Works Department, traffic engineering section will be primarily responsible for achieving
much of this goal and completion of the identified steps. The Natural Resources Manager, City Biologist,
and Community Development Department and Public Works Engineering will assist with various issues
that may arise on each of the various projects.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
The financial and staffing resources required to achieve this goal are summarized in the table below.
Essentially, in order to fulfill this Major City Goal the Transportation Staffing SOPC retaining a contract
Engineer II in the Transportation Division must be approved in addition to all associated CIP's. Also due
to the current staffing capacity in the Transportation Division there is limited ability to add significant new
work efforts, unless additional resources are allocated or priorities are shifted within the proposed action
plan.
33 B1-40
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MAJOR CITY GOALS
TRAFFIC CONGESTION RELIEF
Cost Summary
Operating Programs Capital Improvement Plan
2011-13 2012-13 2011-12 2012-13
Bicycle Facility Improvements 25,000 25,000
Bob Jones Bike Bridge Connection to LOVR 181,000 0
Bob Jones Bike Trail: Octagon Barn to LOVR 0 40,000
LOVR Interchange 0 0
Neighborhood Traffic Management 20,000 20,000
RR Safety Trail: Hathway to Taft 50,000 250,000
RR Safety Trail: Taft to Pepper 158,000 0
Traffic Counts 48,000 0
Traffic Operations Report Implementation 30,000 0
Traffic Safety Report Implementation 25,000 25,000
Sign Maintenance 3,000 3,000 66,500 66,500
Traffic Engineering Staff 116,600 123,200 0 0
Total $ 119,600 1 $ 126,200 $ 603,500 1 $ 426,500
Funding Sources
Operating Programs Capital Improvement Plan
2009-10 2010-11 2009-10 2010-11
General Fund 119,600 126,200 322,500 111,500
Transportation Impact/LOVR Sub-Area Fee 0 0
Transportation Impact Fee 73,000 25,000
State Bicycle Transportation Account Grant 50,000 250,000
State Highway and Other Grants 158,000 40,000
Total $ 119,600 1 $ 126,200 $ 603,500 1 $ 426,500
GENERAL FUND REVENUE POTENTIAL
There is no direct potential for General Fund revenues from these projects, however traffic congestion
relief will improve access within the City which can increase sales tax and transient occupancy tax
revenues. Also traffic congestion relief projects have a direct economic benefit to the traveling public in
terms of the societal costs (fuel consumption, pollution, value of personal time, etc...) associated with
driving in the City.
OUTCOME,FINAL WORK PRODUCT
These programs and projects should result in significant improvements in reducing traffic congestion in
key locations in the City.
34 B1-41
ATTACHMENT
OTHER 013itzCTIVES
OPEN SPACE PRESERVATION
OBJECTIVE
Continue efforts to acquire, preserve, protect, and maintain open space in our greenbelt. Begin implementation of
the master plan for City-owned agricultural lands at Calle Joaquin. Complete and begin implementation of the
updated conservation plan for Irish Hills Natural Reserve. Prepare a Conservation Plan for Reservoir Canyon
Natural Reserve. Create a plan for maintenance of Laguna Lake and Park, including potential funding.
Measure Y Relationship: This major City goal for open space preservation directly supports a top priority for
the use of Measure Yfund.
OUTCOME—FINAL WORK PRODUCTS
Anticipated final products from the successful implementation of this objective include:
1. A formal agreement for easement or fee ownership of the Chevron Tank Farm open space lands(plus a
sizable restricted fund to pay for maintenance thereof),resulting in the addition of 260 acres of ecologically
significant open space lands on both sides of Tank Farm Road. Title transfer would occur after completion of
remediation projects and a certain level of infrastructure development there, which will take several years.
2. One or possibly two new conservation easements(held either by the City or by the Land Conservancy)on
agricultural land near Camp San Luis Obispo.
3. A new conservation and public access easement at Righetti Hill in the Orcutt Specific Plan Area,totaling
about 50 acres, with future additions, allowing for trail use there.
4. Possible fee ownership of large portions of the Upper Goldtree Vineyard Tract lots(King and Filipponi/
Twissleman properties), where proposed residential development has been controversial for the past several
years, adding up to 140 acres to the greenbelt and to Reservoir Canyon Natural Reserve.
5. Preparation and completion of a Conservation Plan for Reservoir Canyon Natural Reserve.
6. Possible trail connections from the Froom Ranch to Calle Joaquin and Johnson Ranch.
7. Progress on implementation of the master plan for the farmland acreage at the Calle Joaquin site.
8. Measurable increases in trail lengths usable to the public.
9. Measurable improvements in conditions on the City's waterways, such as length of near-stream areas thinned
and pruned, volume of debris removed, and amounts of exotic vegetation removed and native species planted
or established; and
10. Development of a maintenance plan for Laguna Lake, including potential funding sources..
The City Council has consistently supported the growth and maturation of the Natural Resources Protection
Program as one of the City's signature programs.
35 B1-42
ATTACHMENT
OPEN SPACE PRESERVATION
ACTION PLAN
Continued Open Space Acquisition,Preservation,and Protection
1. Continue participation in planning and acquisition efforts that at a minimum include:(a)the Ongoing
Chevron Tank Farm property and adjacent open space lands;(b)City-or Land Conservancy-held
conservation easements on lands near Camp San Luis Obispo;(c)Righetti Hill in the Orcutt
Specific Plan Area;(d)"Upper Goldtree Vineyard Tract"lots(King and Filipponi/Twisselman
properties)above Johnson Avenue;and(e)the Filipponi/Denbow and Mountainbrook Church
properties at the end of Calle Joaquin.
2. Support actions to implement the Agricultural Master Plan for the Calle Joaquin Agricultural Ongoing
Reserve.
3. Complete Update of the Conservation Plan for Irish Hills Natural Reserve,and begin Ongoing
implementation activities.
4. Continue implementation of elements of City adopted Conservation Plans for: Johnson Ranch; Ongoing
South Hills; Stenner Springs; and the Bob Jones Trail.
5. Continue efforts to improve signage,trail conditions,and environmental restoration programs. Ongoing
6. Continue to participate and oversee City-sponsored or directed mitigation projects, including the Ongoing
Los Osos Valley Road interchange, Bob Jones Trail environmental enhancements,and various
private mitigation and enhancement projects throughout the city.
7. Continue leadership role in management of the City's natural waterways through Zone 9 projects, Ongoing
and provide administrative oversight to the Stormwater Management Program.
8. Preparation and completion of a Conservation Plan for Reservoir Canyon Natural Reserve. 6/12
Develop a Plan for Maintenance of Laguna Lake and Park,Including Potential Funding
I. Conduct and complete research on public and private grant and loan sources. 10/11
2. Identify interested parties and groups. Begin a series of public workshops to develop a community 10/11
supported maintenance plan for Laguna Lake and for Laguna Lake Park as it is affected by the
maintenance plan. Develop an email group of participants and provide electronic information
updates to this group
3. Complete public workshops for the maintenance plan. 2/12
4. Draft the maintenance plan,and begin circulation. 6/12
5. Presentations of Draft Plan to: Stakeholders, Parks and Recreation Commission,and Planning 11/12
Commission for review,comment, and recommendations to the City Council.
6. Adoption of Maintenance Plan by Council. 12/12
36 B1-43
ATTACHMENT
OPEN SPACE PRESERVATION
RESPONSIBLE DEPARTMENT
Administration will be the department primarily responsible for implementation of both of the above programs,
with support from the Parks and Recreation and Public Works Departments. The Natural Resources Manager will
be the lead staff person involved in the programs, supported primarily by the City Biologist.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL
By approving the recommended City budget allocation ($175,000) to the Greenbelt Acquisition CIP and the
recommended allocation to the Froom Ranch CIP ($85,000), the financial resources deemed necessary and
available from the City will be in place to successfully complete the two to three anticipated transactions, and to
install the improvements anticipated at the Irish Hills Natural Reserve. In addition, the current level of
expenditure for contractors and consultants for the Natural Resources Program or from Zone 9 funding will be
sufficient to cover costs of preparation of the Laguna Lake Maintenance Plan.
Cost Summary
Operating Programs Capital Improvement Plan
2011-12 2012-13 2011-12 2012-13
Greenbelt Acquisition 175,000 0
Froom Ranch Improvements 62,500 22,500
Total $0 $0 $237,500 $22,500
Funding Sources
Operating Programs Capital Improvement Plan
2011-12 2012-13 2011-12 2012-13
General Fund 237,500 22,500
Total $o $0 $237,500 $22,500
37 B1-44
ATTACHMENT
1^7W
OPEN SPACE PRESERVATION
Blank Page
38 B1-45
ATTACHMENT
INFRASTRUCTURE MAINTENANCE
OBJECTIVE
Measure Y Relationship: This objective directly supports infrastructure maintenance including neighborhood
street paving and pothole repair, a top priority for the use of Measure Y funds.
Increase infrastructure maintenance and investment. Sustain an effective level of core existing infrastructure and
proactively protect and maintain physical assets (such as the downtown, streets, bikeways, sidewalks, flood
protection facilities, recreation facilities, City owned historic resources, and the urban forest). Infrastructure
Maintenance is a designated Measure Y priority.
OUTCOME—FINAL WORK PRODUCT
Resources will be invested in the City's infrastructure at an increased level to address deterioration of
infrastructure. The Capital Improvement Program will include projects that accomplish this objective, and those
projects will be completed using a combination of City engineering staff and consultants. Infrastructure
maintenance not only provides a better appearance for visible structures, but also delays the need to completely
replace the infrastructure. Complete replacement is more costly and disruptive to the users of the facility. Regular
infrastructure maintenance is important to reduce future liability to the City by mitigating the higher costs for
replacement and by reducing the risk of failure of the infrastructure.
ACTION PLAN
Work completed under the action plan is a combination of major maintenance activities accomplished through the
Capital Improvement Plan and ongoing maintenance through the operating programs in Public Works, Utilities
and Parks & Recreation. Work managed by Capital Improvement Plan Engineering Staff will have a critical path
project schedule developed by May 2011. Staff will work off these schedules to meet target dates for delivery.
These schedules will be based on the best available information at the time of scheduling and the schedules will
be updated as the project work solidifies. Factors that could change the delivery schedules are, revised project
scopes, changed project priorities, and new and higher priority work being added to the project list.
Task Date
BUILDINGS& FACILITIES
1. Exterior Painting of Parks and Recreation Building 6/12
2. Fire Station#3 Engine Bay Slab Replacement 6/13
3. Police Facility Air Volume Control Modifications 6/12
CREEK& FLOOD PROTECTION
4. Silt Removal 6/13
5. Broad Street Bank Reinforcement Design 6/13
6. Storm Drain Culvert Repair Design 6/13
7. Storm Drain Pipe Replacement—Year 1 &Year 2 6/12&6/13
8. Toro Street Bank Stabilization 6/13
39 B1-46
Adak ATTACHMENT
INFRASTRUCTURE MAINTENANCE
Task Date
PARKING SERVICES
9. Marsh Street Parking Structure Painting 6/13
10. Downtown Parking Lot Resurfacing Design 6/13
PARKS& PUBLIC PLACES
11. Playground Equipment Replacement 6/13
12. Meadow Park Roof Replacement 6/12
13. Warden Bridge Deck/Mission Plaza Walkway Rehabilitation 6/13
STREETS
14. Traffic Sign Maintenance Program—Year 1 &Year 2 6/12 & 6/13
15. Pavement Maintenance —Year 1 &Year 2 6/12 &6/13
16. Sidewalk Repair—Year I &Year 2 6/12 & 6/13
WASTEWATER
17. Laguna Lift Station 6/13
18. Calle Joaquin Lift Station Replacement 6/13
19. Wastewater Collection System Improvements—Year I &Year 2 6/12 & 6/13
20. Water Reclamation Facility Major Maintenance—Year 1 &Year 2 6/12 & 6/13
WATER
21. Water Distribution System Improvements—Year 1 &Year 2 6/12 & 6/13
22.
REGULAR MAINTENANCE
23. Operating program regular maintenance through: Ongoing
Building, Flood Control, Golf Course, Landscape & Parks Maintenance,Natural
Resources Protection, Parking Operations, Ranger Program, Reservoir Operations, Streets
& Sidewalk, Swim Center, Traffic Signals & Lighting,Tree, Vehicle & Equipment,
Wastewater Collection, Water Distribution, Water Reclamation Facility, Water Treatment
RESPONSIBLE DEPARTMENT
Operating program managers and departments are responsible to complete ongoing maintenance at levels
determined by program resources. Current proposed budget reductions in the various programs, such as small
40 B1-47
ATTACHMENT
INFRASTRUCTURE MAINTENANCE
reductions in janitorial services or reductions in maintenance materials and supplies,coupled with reductions from
prior years, are expected to have some negative impact on the ability of staff to complete needed maintenance
activities.
Capital improvement project work will be managed through the CIP Engineering program in the Public Works
Department with support from the associated project program staff, with the exception of the two lift station
projects which are anticipated to be managed by the Wastewater Division of Utilities. Staff anticipates being able
to deliver the proposed capital improvement projects in the most cost effective way, utilizing an innovative
approach with contract employees.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIVE
The Building, Flood Control, Golf Course, Landscape & Parks Maintenance, Natural Resources Protection,
Parking Operations, Ranger Program, Reservoir Operations, Streets & Sidewalk, Swim Center, Traffic Signals &
Lighting, Tree, Vehicle & Equipment, Wastewater Collection, Water Distribution, Water Reclamation Facility,
and Water Treatment operating programs will provide the staff and resources to support the ongoing regular
maintenance at levels dictated by the Council, including allowance for program reductions. The remaining
support for this objective will come from the Capital Improvement Plan for major work efforts.
Cost Summary
O eratin t Programs Capital Improvement Plan
2011-12 2012-13 2011-12 1 2012-13
Exterior Painting of Parks&Recreation Building 25,000
Fire Station#3 Engine Bay Slab Replacement 20,000 80,000
Variable Air Volume Control Units 28,200
Silt Removal - 250,000 280,000
Broad Street.Bank Reinforcement 35,000
Storm Drain Culvert 35,000
Storm Drain Infrastructure 350,000 350,000
Toro Street Bank Stabilization 35,000 30,000
Marsh Street Parking Structure Painting 175,000
Parking Lot Resurfacing 20,000
Playground Equipment Replacement 84,000 520,000
Meadow Park Roof Replacement 25,000
Bridge Deck/Walkway Rehabilitation 7,500 57,500
Sign Maintenance 66,500 66,500
Pavement Maintenance 1,700,000 1,500,000
Sidewalk Repair 25,000 35,000
Calle Joaquin Lift Station Replacement 500,000 1,500,000
Laguna Lift Station 1,200,000
Wastewater Collection System Improvements 1,380,000 500,000
WRF Major Maintenance 310,000 370,000
Water Distribution System Improvements 200,000 200,000
Water Reuse System Major Maintenance 50,000
Total $0 $0 $6,256,200 5,754,000.
41 B1-48
ATTACHMW
INFRASTRUCTURE MAINTENANCE
Funding Sources
Operating Programs Capital Improvement Plan
2011-12 2012-13 2011-12 2012-13
General Fund 2,616,200 2,709,000
Zone 9 Grant 280,000
Water Fwd 250,000 200,000
Sewer Fund 3,390,000 2,370,000
Parking Fund 195,000
Total $0 $0 $6,256,200 $5,754,000
42 Bl-49
AOL ATTACHMENT
mom,
PLANNING: UPDATE LAND USE AND CIRCULATION ELEMENTS
OBJECTIVE
Within the scope of the Strategic Growth Council (SGC) Grant, undertake an update of the Land Use and
Circulation Elements; including"Healthy Cities",complete streets,and pedestrian circulation policies.
OUTCOME—FINAL WORK PRODUCT
At the end of the 2011-2013 Financial Plan,the City will be part-way through the process of updating two
elements of the General Plan. Within the subsequent 2013-2015 Financial Plan, the final work product will
consist of updated elements that have been adopted through the public hearing process.
ACTION PLAN
In addition to addressing the anticipated demographic changes over the upcoming 20 years, the General Plan
update will require the City to address: greenhouse gas emissions related to the land use scenarios; development
of the sphere of influence areas; fiscal feasibility of the identified scenarios; complete streets; storm water and low
impact development requirements; distribution of housing, businesses, industry and open space; and identification
of sensitive areas (such as flood hazard or noise-sensitive areas). In addition, the SGC Grant emphasizes several
key aspects of land use and circulation planning: access to healthy food.sources; consistency with the Regional
Blueprint; pedestrian and bicycle improvements and linkages; focus on neighborhoods, infill and affordable
housing; looking at disadvantaged areas of the City; incorporation of climate action plan strategies; and ensuring a
robust community involvement process.
The areas to be discussed and evaluated through the update process are addressed in tasks listed below. The
update process will continue beyond the 2011-2013 Financial Plan hence the high level tasks listed below are only
those that will be accomplished in the current Financial Plan.
Task PaPe
1. Develop RFP for consultant services July 2011
2. Program initiation–Planning Commission and Council meetings Dec 2011
3. Task Force formation and public participation plan Dec 2011
4. Background report–current program evaluation,demographics,regulatory framework, interviews, April 2012
and outreach
5. EIR–environmental Sening/Existing conditions report April 2012
6. Policy updates–community workshops August 2012
7. New issues, including neighborhood identification, healthy cities,greenhouse gas reduction,
pedestrian circulation, and complete streets policies and programs–community workshops November 2012
8. Policy document–Draft set of goals,policies and implementation measures. February 2013
9. Land use plan recommendations–community workshops April 2013
10. Circulation pian recommendations–community workshops June 2013
11. EIR–project description and impact analysis including a fiscal analysis for the updated elements June 2013
RESPONSIBLE DEPARTMENT
Community Development will take the lead role in coordinating this effort but staff from Public Works will also
play key roles in the update of both Land Use and Circulation Elements. The project will involve staff resources
from all departments because any changes to land use or circulation scenarios will impact all aspects of City
services including safety response, utility capacity and location, and parks and recreation needs, to name a few.
Staff from all departments will need to participate in the internal team responsible for reviewing and providing
input on the various land use and circulation scenarios as well as potential mitigation measures to address any
resulting impacts.
43 B1_50
ATTACHMENT
PLANNING: UPDATE LAND USE AND CIRCULATION ELEMENTS
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIVE
The City was successful in seeking grant assistance for the project in the amount of$880,000. The grant may be
used for assistance in developing the land use and circulation element scenarios however it cannot be used for
environmental review. With diminishing staffing resources, it will be vitally important to ensure that adequate
resources are in place to accomplish this objective and this will entail additional funds for consultant assistance
with environmental review. An SOPC has been developed to address the need for supplemental staffing in Public
Works and Fire Department and environmental review costs associated with the project. The complete cost of the
update has been shown in the cost summary, however, the project expenses and funding will be spread over
several years and will extend beyond FY 2011-2013.
Cost Summary
O eratin Programs Capital Im rovement Plan
2011-12 2012-13 1 2011-12 1 2012-13
Land Use and Circulation Element Updates 1,247,500 67,500
Total 1 $1,247,500 1 $67,500 $0 1 $0
Staffing resources required:
Community Development 1 FTE
Public Works Department .5 FTE
Utilities Department .20 FTE
Fire Department .02 FTE
Police Department .02 FTE
Finance& IT Department .05 FTE
Administration (NR& ED) .05 FTE
Parks& Recreation Department .05 FTE
Funding Sources
Operating Programs Capital Improvement Plan
2011-12 2012-13 2011-12 2012-13
SGC Grant 880,000
General Fund 367,500 67,500
Total $1,247,500 $67,500 $0 $0
44 B1_51
ATTACHMENT
AFFORDABLE HOUSING/HOMELESS SERVICES
OBJECTIVE
Continue to facilitate provision of affordable as well as market-rate housing and provide leadership in
implementing the County's 10-Year Plan to End Chronic Homelessness.
ACTION PLAN
The proposed work program includes implementing Housing Element programs; working with existing non-profit
and for-profit development groups to facilitate construction of affordable housing; leveraging the City's
affordable housing funds and proactively looking for new ways to use these funds to increase affordable housing
production; and applying for grants. This work effort will be directed by the Housing Programs Manager as part
of his assigned duties.
The second part of this objective includes promoting collaborative efforts and opportunities to address the needs
of the homeless population. The actions called for in the 10 Year Plan to End Chronic Homelessness (aka 10-
Year Plan) outline strategies to coordinate homeless services and address housing and service needs. A director
has been hired by the countywide Homeless Services Oversight Council (HSOC)to implement the plan.
Task Date
I.
. -
1. Seek grants to facilitate affordable housing projects Ongoing
2. Work with developers to include affordable housing units in projects and to complete housing Ongoing
projects in process
3. Continue to implement Housing Element programs Ongoing
4. Look for new opportunities to use Affordable Housing Fund and grant monies to leverage other Ongoing
funds for affordable housing projects.
5. Work with service providers and the HSOC director to understand needs of homeless population Ongoing
6. Continue HSOC participation to further the implementation of the 10 Year Plan Ongoing
RESPONSIBLE DEPARTMENT
The Community Development Department will take the lead on this objective with assistance from
Administration and the Police Department. The Housing Programs Manager (CDD) is tasked with facilitating
provision of affordable housing while a City Council member and the Police Department Chief serve on the
Homeless Services Oversight Council (HSOC) Board to implement the 10-Year Plan. In addition, staff from the
Administration Department represents the City on the Friends of Prado Board.
FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIVE
Accomplishing this objective will require ensuring staff resources are available to work on these efforts;
continuing to provide both Community Development Block Grant(CDBG)and General Fund financial support to
the Maxine Lewis Shelter and Prado Day Center; and considering ways to augment that support to assist in
developing the design and plans for a consolidated homeless services center. The latter may be achieved by
committing to a Section 108 loan through CDBG funds or by seeking other grants.
45 B1_52
Adlhk ATTACHMENT
AFFORDABLE HOUSING/HOMELESS SERVICES
The Housing Manager position is a regular position that is funded by the CDBG program (just as regular Utilities
positions are funded through the Water and Sewer Funds). The work performed by this position is an eligible cost
under the CDBG program; and the Council recently approved using CDBG funds for this position in 2011-2013
in the amount of $129,500. With dwindling CDBG awards, however, the 20% maximum allowance for
administration of the program doesn't cover the entire cost of salary and benefits associated with the Housing
Programs Manager position. As such, the full cost is shown in the cost.summary below with the understanding
that CDBG funds will off-set all but approximately $5,000 of the position costs.
Cost Summary
The following costs are as estimates of commitments required during the Financial Plan to support the existing
shelter and day center. These funds are in addition to the maximum support allowed through CDBG grant funds
for public services. Traditionally, the Council has committed CDBG public service funds to the Maxine Lewis
Homeless Shelter.
Operating Programs Capital Improvement Plan
2011-12 2012-13 2011-12 2012-13
Maxine Lewis Shelter 45,000 45,000
Prado Day Center 60,000 60,000
Housing Programs Manager 134,000 134,000
Total $239,000 $239,000 $0 $0
Funding Sources
Operating Programs Capital improvement Plan
2011-12 2012-13 2011-12 2012-13
General Fund 105,000 105,000
Community Development Block Grant 134,000 134;000
Total $239,000 $239,000 $0 $0
OUTCOME—FINAL WORK PRODUCT
Implementation of the 10-Year Plan will close gaps in the continuum of care for homeless families and will link
and improve the use of limited funding resources to achieve the plan goal of ending chronic homelessness.
Increasing the amount of housing and affordable units available to the community will enable more citizens who
work in the community to live in the community and will meet General Plan goals for residential development.
46 B1-53
rd copy: emalilb
a-COUNCIL a CDD DIR
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From: Carolyn[SMTP:KE6HNG@ATT.NET] a CLERsroRIG aPOLICE CHU
Sent: Sunday, April 10, 2011 3:05:06 PM a TRMM " a VMDI RBCDIR
To: Council, SloCity a NEWTIMM aERDIR
Subject: Report on Major City Goal Work Programs a swcrrYNm aCOUNCIL
Auto forwarded by a Rule a CLM
Dear Mayor Marx and Council Members Ashbaugh, Carter, Carpenter, and Smith,
I have reviewed the CAO's report to Council on the Major City Goal Work
Programs -- specifically, the #3 Goal, Neighborhood Wellness. Needless to say, I
am very disappointed with Staffs recommendations which I believe are
extremely inadequate to resolve the many problems that plague our
neighborhoods.
PARKING ENFORCEMENT: Staff has recommended hiring one new parking
officer position, on a contract basis. A new parking patrol officer will certainly be
a helpful addition to enforce parking violations, especially if this employee will be
on patrol exclusively in the neighborhoods from Thursdays through Sundays
(particularly weekend mornings). It will be imperative, however, that this officer
cannot be moved or"reassigned" from neighborhood enforcement to the
downtown area, as has occurred with promised neighborhood patrols in the past.
NEO ENFORCEMENT AND SNAP: Staffs recommendations for NEO
enforcement improvement fall far short of what is truly needed. They have
recommended hiring 3 additional SNAP personnel to allow for more hours of NEO
patrol. We have been relying on SNAP as our primary NEO responders for many
years during which our neighborhoods have sharply deteriorated. I do not
believe hiring 3 more temporary, part-time students will solve our problems.
SNAP is a great program and I certainly do not want to minimize their
importance. They do a great job and their role as assistants to our enforcement
personnel is invaluable. However, they are temporary, part-time young_
individuals who have limited training and limited time in the job. To utilize them
as our primary NEO enforcement.is insufficient and ineffective.
It is my understanding that it takes approximately 5 months to train a SNAP
employee but because they are students, they usually only stay in the program
for an average of 2-3 years. Our neighborhoods need and deserve permanent,
mature, full-time neighborhood specialists who will be thoroughly trained and
educated to deal with the varied types of problems that occur in our
neighborhoods. Their permanency will provide them with the time to become
familiar with specific neighborhood dynamics, allowing for more comprehensive,
consistent, and uniformed enforcement. Therefore, I urge you to include the
hiring of 2 full-time specialists to perform NEO enforcement in the next budget.
They could be hired under the Community Development Department which
would allow for a more cost-effective position.
RED FILE
MEETING AGENDA
DATE LIA11 ITEM # I
Further, I believe there needs to be changes to the NEO enforcement policies.
Many residents become extremely frustrated (and give up) when their complaints
get entangled in the convoluted bureaucracy that has been created before a NEO
citation can actually be issued. This has resulted in extremely delayed and/or
oftentimes no enforcement. The process would be more effective if the.
neighborhood specialist could handle the entire process, from posting the Notice
of Correction to sending out the letter to the owner of the property to issuing the
citation, without having to wait for any other bureaucratic approvals. For
example, the City of Azusa has 7 full-time and part-time Community Service
Officers who assist with their neighborhood problems and are able to issue
citations for code and noise violations. So, perhaps a discussion with the Code
Enforcement Supervisor for the City of Azusa would be helpful as a resource in
attempting to streamline our NEO process. While they most likely have the same
legal constraints, perhaps they have found a way to make the process more
efficient.
NOISE COMPLAINT ENFORCEMENT AND SNAP: I strongly do not agree
with Staffs assessment that nothing further needs to be done to improve noise
enforcement. While the noise complaints have been reduced, there are still over
2,000 calls per year and we should not be satisfied with that large number. SNAP
employees are currently utilized to issue warnings (they are not allowed to issue
citations). While I'm not a big fan of the"warning" system, I agree that SNAP
does a great job in issuing warnings to noise violators. On the other hand, the
police officers' percentage of issuing noise citations is significantly lower. I'm not
sure why, but it is a fact. Since neighborhood specialists would be able to issue
noise citations, they could be dispatched to a premised location, freeing up the
police patrols for more serious calls. The City of Davis has had great success in
reducing their noise complaints utilizing their specialists. Therefore, I hope you
will consider hiring 2 half-time neighborhood specialists who could be the first
responders for many of the noise complaints from Thursday through Saturday
evenings.
Effective enforcement of our neighborhood codes has been placed on the back
burner for too many years, resulting in some residents becoming irresponsible,
inconsiderate, and complacent. In fact, I was surprised to see that there is a
concern among staff that if the City enforces ordinances that have been
previously ignored, residents will feel that the enforcement is "inappropriate" and
"intrusive" (see last paragraph of page 131-30). I imagine there may be some
individuals who will feel that way, but should we disregard our codes because
some might be upset and/or there may be complaints if we enforce them? I
certainly hope that is not the criteria we are using in determining our code
enforcement policies.
i
I realize that our city is in a financial bind and that consideration of hiring new
personnel is very difficult, to say the least. However, residents were promised
neighborhood patrols and pro-active enforcement under Measure Y but that did
not happen. This upset many of the voters who expected that to happen. I
believe our neighborhoods will continue to deteriorate and if we don't step up
and do what is needed to improve our problems now, we will look back and wish
we had done something.
Thank you for your consideration of these most important matters.
Carolyn Smith
1568 Cucaracha Court
San Luis Obispo, CA 93405
544-3397
l
From: "Sandra Rowley" <macsar99(a,yahoo.com>
To: "Jan Marx" <janmarxaa slocity.org>, "Carter, Andrew" <ancarter,lslocity.org>,
"Carter, Andrew" <ancarter ,slocity.org>, "Ashbaugh, John" <jashbaug(a,slocity.org>,
"Smith, Kathy" <ksmith jslocity.org>, "Carpenter, Dan" <dcarpent(@slocity.org>
Cc: "Lichtig, Katie" <klichtig(a,slocity.org>
Subject: Major City Goals
Dear Mayor Marx and Members of the City Council,
Reference the portion of page B1-3 of the April 12, 2011, Staff Report, Major City Goals
and Other Important Objectives Work Programs for 20.11-2013,that refers to Measure Y.
Measure Y was passed by city voters on Tuesday,November 7, 2006 and became
effective on April 1, 2007.
Yet again history has been re-written. If you compare the seven goals listed on page B1-
3 of the Staff Report (purported to be the same goals that were the community's top
priorities for the use of Measure Y funds) with the seven key areas listed on page 1 of the
attached Budget in Brief, Responding to Measure Y Priorities, you will note that the
"goals" listed in the Staff Report have been revised to eliminate any mention of
neighborhood patrols.
Similarly, if you review the Budget in Brief, Approved 2008-09 Budget, you will note
that,although neighborhood patrols are not specifically named on the first page, the
second page shows that $1,629,700 was allocated to Neighborhood Patrols and Traffic
Safety. Additionally, once Measure Y had passed, I attended several meetings where
Chief Linden briefed attendees on the progress of a)hiring personnel to fill the positions,
and b) results of meet-and-confer meetings with union representatives regarding a
modified work schedule for officers selected for these patrols. Regrettably, all of this
ended when the recession hit.
I find it extremely disingenuous of staff to pick and choose only parts of the history of an
item or event to convey to you, leaving other parts out. I should think that would make it
more difficult for you to make informed decisions.
I have not finished reviewing the Neighborhood Wellness portion of the report and, thus,
cannot as yet provide you with any input on this very important item. Please be assured
that I will carefully study this section of the report along with previous input from
community members, and will provide my comments within the next two days.
Thank you for your time and attention.
Sincerely,
Sandra Rowley
SLO resident
Budget4n®Brief
2007-09 Financial Plan
Responding to Measure YPriorities
The purpose of this"budget-in-brief' is to summarize This'/2-cent sales tax measure,which was adopted
the City's 2007-09 Financial Plan by highlighting the with 65%voter approval, results in $5.1 million
City's budget process, key budget features,.major annually in added General Fund revenues in the
City goals and basic"budget facts." It also highlights 2007-09 Financial Plan Combined with carryover
how added resources available because of Measure revenues from 2006-07 due to Measure Y's April 1,
Y will be used over the next two years. If you have 2007 effective date,this means that$11.3 million in
any questions about the City's budget or would like a added General Fund resources will be available in
complete copy of the Financial Plan, please call us this two-year budget.
at 781-7125 or visit our web site at www.slocity.org.
If there was ever any question about the wisdom
Purpose of the City's Two-Year Financial Plan of Measure Y,this budget fully answers that
question. This added revenue supports major
The fundamental purpose of the City's Financial improvements in the key areas the community told
Plan is to link what we want to us are municipal service
accomplish for the community Responding roMeasure YPWorides concerns for them:
with the resources necessary toT . r-__ • Improving public safety
do so. Our two-year Financial
Plan process does this by: service levels, with an initial
emphasis in police services
clearly setting major City goals on neighborhood patrols and
and other important objectives; ., ,. - _ traffic safety by adding
establishing reasonable
timeframes and organizational _-_ ___ seven new police positions;
responsibility for achieving and in fire services on
them; and then allocating the prevention and training by
resources required for „. .. ;:_ ;- adding time training
implementation. �_: «.. officer anndd a full-time Fire
�„.... Marshal.
While appropriations are still • Restoring the
made annually under this two- i i' neighborhood street
year process, the Financial Plan =! paving program and
is the foundation for preparing catching-up on deferred
the budget in the second year. street maintenance.
Responding to Measure Y Priorities • Reducing and managing traffic congestion.
• Improving flood protection,including silt
When all is said and done, that's what this budget is removal in our creeks and better maintenance of
mostly about: responding to community priorities storm drains.
that campaign.
surfaced before and after the Measure Y
9n. , Enhancing senior services, including
remodeling the existing Senior Center and
Following five straight years of service cutbacks,the planning ahead for the future.
City is facing its best fiscal outlook in many years. • Strengthening neighborhood code
While there are several reasons for this, including a enforcement by adding a code enforcement
structurally balanced budget to begin with due to officer and expanding the"SNAP"program.
past budget actions along with strong beginning
reserves, by far the most important is the passage of • Restoring funding for open space
Measure Y in November 2006. preservation.
aq of san luis om spo
KEY BUDGET FEATURES
Better Services, Balanced Budget As reflected above, about 20% of the funds are
proposed for public safety(police and fire)
Balanced budget. The 2007-09 Financial Plan improvements; and 70%for infrastructure
presents a balanced budget over the next two years: improvements to our street, traffic and flood
operating revenues fully cover operating costs; and protection systems.
fund balances are maintained at policy levels.
The following summarizes uses of Measure Y
Responds to Council priorities and community resources over the next two years.
input. The 2007-09 Financial Plan is also balanced
from a service perspective.Along with Measure Y Two-Year
priorities, it reflects the results of Council goal- Budget Total
setting as well as the community input received Public Safety
through a number of outreach programs and public Neighborhood Patrols&Traffic Safety 1,629,700
workshops beginning in November 2006. Fire Prevention&Training 654,800
Neighborhood Paving&
Preserves our long-term fiscal health. Achieving Deferred Street Maintenance
a balanced budget in light of rising expectations Paving Crew Productivity 297,600
presents different but equally challenging Neighborhood,Downtown&
circumstances compared with the cutback mode we Arterial Street Paving(Note 1) 2,667,000
have been in for the past five years. In preparing Traffic Congestion Relief
the 2007-09 Financial Plan,we worked hard to Traffic Signal Operations 224,100
respond to current community priorities on one Johnson&Buchon Intersection Improvements 100,000
hand,while ensuring that the budget makes sense South Higuera Widening:Margarita to Elks Lane 135,000
for the long run as well. Bob Jones City-to-sea Bike Trail Bridges 220,000
Other Traffic Congestion Projects 230,000
In short, while it provides for better services and Creek&Flood.Protection
facilities,this budget also maintains our long- Storm Water Management Plan Implementation 1,553,300
standing commitment to long-term fiscal heath and Storm Drain Replacements 1,362,400
responsible stewardship of the resources that have Creek Silt Removal 325,000
been entrusted to us. Andrews Creek Bypass Improvements 125,000
Storm Sewer&Culvert Repairs 200,000
Use of Measure Y Revenues Senior Services and Facilities
Senior Center Fumlture Replacement 9,000
Over the next two years, about 40% of the uses are Senior Center Window Replacement 9,000
allocated to operating programs and 60%to capital Senior Center Remodel 235,000
improvement plan projects. This reflects a Senior Center Needs Study 30,000
reasonable balance between day-to-day delivery of
key services like police and fire protection, and Neighborhood Code Enforcement
Enhanced Building&Zoning Code Enforcement 263,100
infrastructure maintenance and improvements like "SNAP"Enhancement 32,500
street paving and flood protection.
Open Space Preservation
The following chart summarizes the proposed uses Open Space Acquisition 400,000
of added General Fund revenues due to the Open Space Maintenance&Enhancements 277,400
passage of Measure Y over the next two years. Downtown Improvements
Sidewalk Repairs 60,000
2007-09 Use of Measure Y Revenues Sidewalk Scrubbing 40,000
Pedestrian Lighting 56,000
0 open space
❑Neighbonrood PreservatiE3Downtown Pedestrian Traffic Signals 80,000
on M rovements
Code 6% p Mission Plaza Stair Replacement 75,000
3% Downtown Urban Forest Maintenance 50,000
Enforcement
2% D Public Safety Comprehensive Signing Program 40,000
■ Send 20% Total(Note 2) 11,581,100
Services
2% 1. This reflects the Increase in funding for this purpose from the
2005-07 Financial Plan of$1,025,000 annually:the total street
t7 creek&Flood ■NeiPbomoW paving budget for 2007-09 is$5.0 million.
Protection Pig
32% 27% 2. This total of$11.5 million is slightly greater than projected
Measure Y resources of$11.3 million In 2007-09,but reflects the
congesstion
❑ 7re tI service and infrastructure improvements we would not be able to
Relief make without these added General Fund revenues.
8%
2
MAJOR CITY GOALS
The 2007-09 Financial Plan sets major City goals for the next two years and links them with the programs,
projects and resources necessary to achieve them. Detailed work programs have been prepared for each of
these goals, including its relationship to Measure Y priorities, challenges we will face in achieving the goal, action
plans and resource requirements. As reflected below,these goals are closely linked to Measure Y priorities.
Public Safety Service Levels. Roller Hockey Rink and
`. Improve public safety service Skate Park Improvements.
levels,with an emphasis in Complete major upgrades to the
police services on existing roller hockey rink and
neighborhood patrols _— skateboard park facilities at Santa
(particularly at night)and traffic T-T Rosa Park.
safety; and on prevention and
training in fire services.
Neighborhood Paving Homeless Services. Work with
and Deferred Street social services partners to
Maintenance. Restore the ? develop improved homeless
neighborhood and downtown -�— sheltering and services.
paving program, and catch up
with deferred street
maintenance.
Traffic Congestion Relief. Affordable Housing.
Expand efforts to reduce and _ Strengthen efforts to increase
manage traffic congestion _ affordable housing, including
'- throughout the City, including ways of augmenting existing
the Los Osos Valley Road funding.
corridor and interchange
x Bikeway Improvements. Neighborhood Wellness.
Continue to work towards Increase building and zoning code
completion of the Railroad fln enforcement to promote
Safety Trail; improve I"I neighborhood wellness and
maintenance of existing s community appearance.
-�, bicycle trails, lanes and
byways; and consider
additional bike trails.
Flood Protection. Reduce Downtown Improvements.
i flood risk by opening the Los Strengthen support for the
Osos Valley Road/Highway Downtown in multiple areas, such
101 area of San Luis Obispo as maintenance,economic
Creek, pursuing improvements _ development, public safety,
to San Luis Obispo Creek in parking,tourism promotion,
the Mid-Higuera area and progress on the installation of
implementing the Storm Sewer pedestrian lighting and
Master Plan. comprehensive directional sign
program and other improvements
as resources allow.
Senior Citizen Facilities. Open Space Preservation.
Enhance senior center �{ : Restore open space acquisition
r facilities through improvements -' program funding to at least
t� to the current senior center $200,000 per year and bring
and pursuit of plans for a .,. forward opportunities should they
future senior center. arise that further leverage City
funds through grant programs.
3
BUDGET FACTS
2007-08 Budget By Funding Source: 2007-08 General Fund Budget:
$95.2 Million $56.1 Million
O Debt
Service
4%
O Capital
OEnterprise _ Projects
Funds15°h - OOperating
36% OGeneral _ - Programs
_ Fund -; 81%
59%
OOther
Funds
5%
2007-08 General Fund Operating Budget 2007-08 General Fund Operating Budget
By Function:$45.3 Million By Type:$45.3 Million
OGeneral 0 Other
Govt
16% Operating
Costs
O Comm 0 Public 12% D—
Protection
Develop• • Safety
ment (Police& 13Contract13% Fire) Services
49% 10%
OStaffing
78%
O Leisure.Cultural&Social
Services O Streets,
15% Crook&Flood
7%
2007-08 General Fund Revenues: public Safety Improvements $2.1
$52.3 Million Water and Sewer System Improvements 15.5
0 All other Neighborhood&Arterial Street Paving 5.0
O Service Revenues LOVR Interchange: Plans&Specifications 2.5
Charges Pedestrian&Bikeway Improvements 2.0
10% OSalesrax Creek&Flood Protection Improvements 3.7
f7 Other 26%
Park Improvements 3.1
Taxes
9% Open Space Preservation 0.6
These projects total 533.9 million,accounting for 85%of total
O VLFNLF capital project costs of$40.7million in 2007-09.
Swap
7% '• 1 1 I
O Measure Y
o utility Sales Tax Public Safety 146.0
Users Tax - 10% Public Utilities 64.3
6% Transportation 34.5
0 Transient Opropeny Leisure,Cultural&Social Services 33.0
Occupancy Tax Community Development 43.9
Tax 17% General Government 54.9
10%
Total Positions 376.6
4
I .
Budget-In-Brief
2007-09 . . - -
Approved 2008-09 Budget
We're Still Focused on Measure Y Priorities but Fiscal Challenges Ahead
The purpose of this"budget-in-brief" is to summarize Measure Y's April 1, 2007 effective date, this means
the second year of the City's 2007-09 Financial Plan that$12.8 million in added General Fund resources
by highlighting the City's budget process, key budget will be available in this two-year budget. The use of
features, major City goals and basic"budget facts." Measure Y funds is detailed on the following page,
If you have any questions about the City's budget or which reflects community priorities of:
would like a complete copy of the Financial Plan or
Supplement, please call us at 781-7125 or visit our • Restoring the neighborhood street paving
web site at www.slocity.org. program and catching-up on deferred street
maintenance.
Purpose of the City's Two-Year Financial Plan . Reducing and managing traffic congestion.
The fundamental purpose of the City's Financial • Improving public safety service levels.
Plan is to link what we want to accomplish for the . Improving flood protection, including silt
community with the resources removal in our creeks and
necessary to do so. Our two- _ better storm drain
year Financial Plan process ` ' " rV` maintenance.
does this by: clearly setting o Enhancing senior
major City goals and other
important objectives; services, including
establishing reasonable —•. remodeling the existing
Senior Center and planning
timeframes and organizational
ahead for the future.
responsibility for achieving
them; and then allocating the • Strengthening
resources required for .,,,„„„.,: - _ neighborhood code
implementation. = enforcement by adding a
* code enforcement officer
This process results in a two- -^ and expanding the"SNAP"
year budget document that ' program.
emphasizes long range y o Restoring funding for open
planning, budgeting for results, space preservation
effective program management and fiscal
accountability. While appropriations are still made But Fiscal Challenges Ahead
annually, the Financial Plan is the foundation for
preparing the budget in the second year. The Budget Message in the Financial Plan
Staying Focused on Measure Y Priorities Supplement described the City's fiscal situation as
stable but identified three key uncertainties facing
The City's two-year budget continues to be focused
the City at that time:
on responding to community priorities that surfaced • Adverse fiscal impacts on cities as the State
before and after the Measure Y campaign. This'/r addresses its very serious budget problems.
cent sales tax measure, which was adopted with
65%voter approval in November 2006, results in • Direction of the local economy and its impact on
about$5.9 million annually in added General Fund key City revenues like sales and property taxes.
revenues in the 2007-09 Financial Plan. Combined o Results of binding arbitration.
with carryover revenues from 2006-07 due to
aty of San Luis Oil Spo
KEY BUDGET
Since adoption of the 2008-09 Budget, it has As reflected in this chart, about 20%of the funds are
become clear that all of these factors are likely to proposed for public safety(police and fire)
result in adverse impacts on the City's financial improvements; and 70%for infrastructure
condition in both the short and long run. This has improvements to our street,traffic and flood
led to implementation of the City's"Fiscal Health protection systems.
Contingency Plan." In the short-term, this plan calls
for a hiring chill, review of capital improvement The following summarizes budgeted uses of
deferrals, operating cost reductions, possible use of Measure Y resources over the next two years.
reserves and other short-term actions. In the longer- Although some may be subject to revision
term, it calls for preparation of a five-year forecast in depending on the City's revised fiscal outlook in both
better defining the problem facing us and then the short and long term, Measure Y will still support
crafting strategies to close any identified gaps. a wide range of community priorities.
A comprehensive assessment of the impact of these Two-Year
changes on the City's financial condition in 2008-09 Budget Total
is scheduled for Council review on September 30, Public Safety
2008 at 7:00 PM at the Ci Hall Council Chambers. Neighborhood Patrols&Traffic safety 1.629,700
City Fire Prevention&Training 654,800
Longer term strategies will be developed as part of
the 2009-11 Financial Plan. Neighborhood Paving&Deferred Street Maintenance
Paving Crew Productivity 297,800
How Will These Affect Measure Y Uses? Neighborhood,Downtown& Arterial Street Paving 2,867,000
Traffic Congestion Relief
The Short Story: It is too soon to tell. These Traffic Signal Operations 224,100
remain high community and Council priorities. Johnson&Buchon Intersection Improvements 100,000
However,the fact is that we are likely to have fewer South Higuera Widening:Margarita to Elks Lane 135,ODO
Bob Jones City-to-Sea Bike Trail Bridges 220,000
General Fund resources available in responding to Tassajara/Foothill Intersection Improvements 125,000
them. We will have a better idea of the short-term Buena Vista/Garfield Intersection Improvements 35,000
impacts by the September 30 report; and an Los Osos Valley Road Interchange Design 701.900
assessment of the longer term impacts as part of the Other Traffic Congestion Relief Projects 230,000
2009-11 budget process. However, regardless of Creek&Flood Protection
the outcome, Measure Y remains a vital element of Storm Water Management Plan Implementation 1,553,300
the City's ability to meet community priorities. _ Storm Drain Replacements 1,362,400
Creek Silt Removal 325,000
Use of Measure Y Revenues Andrews Creek Bypass Improvements 125,000
Bishop/Augusta Creek Bank Stabilization 38,000
Over the next two years, about 40%of Measure Y Storm Sewer&Culvert Repairs 200,000
resources are allocated to operating programs and CIP Project Management&Inspection 116,900
60%to capital improvement plan (CIP)projects. Senior Services and Facilities
This reflects a reasonable balance between day-to- senior center Furniture Replacement 9,000
day delivery of key services like police and fire Senior Center Window Replacement 9,000
protection,and infrastructure improvements like Senior Center Remodel 334,100
street paving and flood protection. Senior center Needs study 30,000
Neighborhood Code Enforcement
2007-09 Use.of Measure Y Revenues ,_ Enhanced Building&Zoning Code Enforcement 263.100
"SNAP"Enhancement 32,500
o Open Space o Downtown Graffiti Management Enhancements 21,300
a Neighborhood Preservation Improvements
code 5% 3% Open Space Preservation
Enforcement
2% o Public Safety Open Space Acquisition 400,000
16% Open Space Maintenance&Enhancements 277,400
m Senior Services
3% Downtown Improvements
Sidewalk Repairs 60,000
o creek s Flood Sidewalk Scrubbing 40,000
m neighborhood . Pedestrian Lighting 56,000
ProtectionPaMng 9 9
30% 25% Pedestrian Signals 80.000
Mission Plaza Stair Replacement 75,000
Downtown Urban Forest Maintenance 50.000
Comprehensive Signing Program 40,000
Total 51 718300
a Traffic Congestion •Reflects increoso in funding from the 2005-07 Financial Plan or$1.025,000
Relief annually.,the total street paving budget for 1007-09 is$5.0 million.
14%
2
• • R CITY GOALS
The 2007-09 Financial Plan sets major City goals for the next two years and links them with the programs,
projects and resources necessary to achieve them. Detailed work programs have been prepared for each of
these goals, including its relationship to Measure Y priorities, challenges we will face in achieving the goal, action
plans and resource requirements. As reflected below, these goals are closely linked to Measure Y priorities.
Public Safety Service Levels. 6!r Roller Hockey Rink and
Improve public safety service Skate Park Improvements.
levels, with an emphasis in Complete major upgrades to the
police services on existing roller hockey rink and
neighborhood patrols skateboard park facilities at Santa
(particularly at night)and traffic =..ate.. .'`t Rosa Park.
safety; and on prevention and
training in fire services.
Neighborhood Paving Homeless Services. Work with
and Deferred Street social services partners to
S Maintenance. Restore the iE develop improved homeless
neighborhood and downtown sheltering and services.
paving program, and catch up
with deferred street
maintenance.
Traffic Congestion Relief. Affordable Housing.
Expand efforts to reduce and Strengthen efforts to increase
manage traffic congestion "P affordable housing, including
_ `- - throughout the City, including ways of augmenting existing
b the Los Osos Valley Road funding.
corridor and interchange
Bikeway Improvements. 4 Neighborhood Wellness.
Continue to work towards ' Increase building and zoning code
completion of the Railroad enforcement to promote
Safety Trail; improve neighborhood wellness and
maintenance of existing community appearance.
bicycle trails, lanes and
byways; and consider
additional bike trails.
Flood Protection. Reduce Downtown Improvements.
flood risk by opening the Los Strengthen support for the
Osos Valley Road/Highway Downtown in multiple areas, such
101 area of San Luis Obispo as maintenance, economic
Creek, pursuing improvements development, public safety,
to San Luis Obispo Creek in parking, tourism promotion,
the Mid-Higuera area and progress on the installation of
implementing the Storm Sewer pedestrian lighting and
Master Plan. comprehensive directional sign
program and other improvements
as resources allow.
Senior Citizen Facilities. Open Space Preservation.
Enhance senior center Restore open space acquisition
,` ems ::
l� z facilities through improvements *- �---r program funding to at least
to the current senior center $200,000 per year and bring
and pursuit of plans for a forward opportunities should they
future senior center. ?x,'.-`;, arise that further leverage City
funds through grant programs.
3
BUDGETFACTS
2008-09 Budget By Funding Source: 2008-09 General Fund Budget:
$96.6 Million $58.9 Million
a Debt
Service
5%
■Capital
a Enterprise Projects
Funds 13% aOpereting
35%
Programs
a General 82%
Fund
61%
■Other
Funds
4%
2008-09 General Fund Operating Budget 2008-09 General Fund Operating Budget
By Function:$48.3 Million By Type:$48.3 Million
aGenerala Other
Govt Operating
16% ' 10
■ Public Costs
a Comm Safety 12%
Develop- (Police& ■Contract
ment Fire) Services
13% 49% 9%
a Staffing
79%
a Leisure,
Cultural&
Social a Streets,
Services Creek&
15% Flood
Protection
7%
00 1'
2008-09 General Fund Revenues: Public Safety Improvements $2.1
Major Capital Projects:All Funds(in Millions)
$53.6 Million Water and Sewer System Improvements 15.5
a All Other Neighborhood&Arterial Street Paving 5.0
a Service Revenues4% LOVR Interchange: Plans&Specifications 2.5
Charges ■sales Tax Pedestrian&Bikeway Improvements 2.0
9% 26% Creek&Flood Protection Improvements 3.7
o Other Park Improvements 3.1
Taxes Oen Space Preservation 0.6
9% These projects total$33.9 million,accounting for 85%of total
a VLFNLF capital project costs of$40.7million in 2007-09.
Swap
6% •Measure Y 2008-09 Regular
a utility sales rax Public Safety 146.0
Users Tax 11Y•
8°h Public Utilities 64.3
Transportation 34.5
o Transient 0Property Leisure,Cultural&Social Services 33.0
Occupancy Tax Community Development 43.9
Tax 17% General Government 55.9
10%
Total Positions 377.6
4
From: RQN of SLO [rgn.board@yahoo.com]
Sent: Monday, April 11, 2011 8:37 AM
To: Marx, Jan; Ashbaugh, John; Carter, Andrew; Smith, Kathy; Carpenter,
Dan
Cc: Lichtig, Katie
Subject: Generic Ltr to Council
Re: Major City Goals and Other Important Objectives Work Programs for
2011-2013, April 12, 2011, Neighborhood Wellness
Dear Mayor Marx and Members of the Council,
Residents for Quality Neighborhoods has identified five major problems
in several of our residential neighborhoods that cause significant
negative impacts to the wellness of those neighborhoods, and a sixth
that could result in physical harm to residents:
1. Party and other noise at all times of the night.
2. Blight conditions (for example, tall grass and weeds, cars parked
in front yards and hanging across sidewalks, trash/debris in yards,
evidence of vandalism, other property maintenance issues) .
3. Two-way residential streets so filled with parked cars that passage
is almost impossible, ingress/egress from driveways difficult, and
street sweeping ineffective.
4. Living space, sun rooms, garages and sheds illegally converted into
bedrooms.
5. Cars parked illegally in parking districts (fake permit or no
permit) .
6. Cars speeding along residential streets.
As mentioned in the Staff Report, some of these problems cross
departmental lines. For example, several cars may be parked side-by-
side on an illegally widened driveway (Code Enforcement) with one or
more in the front yard (Neighborhood Services) and one or more hanging
over the sidewalk (traffic violation) . Additionally, it is sometimes
difficult for residents who do not routinely deal with the city to know
which department to contact for a specific problem.
The Work Plan provided in the Staff Report addressed most of the
problems listed above and did so with some innovative ideas. However,
we wish to pose a different solution.
1. Adding the three full-time equivalent (two full-.time and two �h
time) Neighborhood Services Specialists we proposed in January would
provide the enforcement needed to successfully address most of these
problems.
2. Returning Neighborhood Enhancement Ordinance (NEO) responsibilities
to the Community Development Department, i.e. , combined with Code
Enforcement, would streamline and simplify enforcement in both areas
since the same person could address both code and NEO violations at a
property. It would, also, allow for timely follow-up of the ^7.2-hour
notice to correct" warnings.
3. Supplementing the two current code enforcement positions with two
full-time Neighborhood Services Specialists would provide sufficient
personnel to allow for ,maximum time in the field, i.e. , in the
neighborhoods, and the utilization of flextime to permit a code
enforcement presence on weekends.
4. Supplementing the Police Department with two half-time Neighborhood
Services Specialists to deal with and, when necessary, cite noise
violations in the neighborhoods allows the flexibility to cover noise
complaints during the busiest times of the week while freeing sworn
officers for more serious calls. It allows for increased attention to
be paid to the enforcement of parking districts and provides a
consistent presence in neighbor-hoods for residents to rely upon.
Revenue from parking citations generated by the Neighborhood Services
Specialists should be transferred from the Parking Fund to the General
Fund. This would be similar in practice to the current transfer of
revenue from parking citations generated by SNAP from the Parking Fund
to the Police Department..
5. Implementing this solution will require some staffing matters for
the City to address. Will the Neighborhood Services Manager, also,
return to Community Development (Code Enforcement) ? Will the injured
Code Enforcement Officer return to work, be moved elsewhere or will the
situation be resolved in another manner?
For well over ten years individuals and community groups have asked for
help finding real solutions to ever-growing neighborhood problems. At
one time it appeared this need would be met by neighborhood police
patrols, but, even though they were once a Major City Goal, they never
materialized. Work on other identified goals was carried into
subsequent budget years until the goal was met; for neighborhood
patrols, that did not occur. During this time a frustrating situation
got bad, then a bad situation got worse.
Now is the time to act. The community needs and deserves to have full-
time personnel who can do the necessary follow through to correct
problems and who carry the authority of a regular city employee. SNAP
personnel have been a great help, but they are part-time, transitory,
and can only do so much. Residents deserve more.
RQN is aware of the financial difficulties facing the city. We are
also aware that some things cannot be postponed or ignored
indefinitely, like water and sewer main replacement, water purification
and testing, fire safety inspections - and neighborhood wellness. Some
city neighborhoods are great, but some are deteriorating. Both City
staff and city residents need to take care of the latter like we really
mean it.
Over $200, 000 is paid by residential rental property owners annually; a
sizable chunk of this should be dedicated to improving those
neighborhoods. About $1 million, budgeted but not expended, remains in
city coffers. Allocation of some of these funds to hire two full-time
and two part-time Neighborhood Service Specialists to bring
deteriorating neighborhoods back to health and to address and quiet
nighttime noise would attest to your commitment to quality of life
issues. Many people are staying here because they love SLO, even if
they don't love the environment where their house is located, and
because they are hopeful that those in power will (a) finally notice
their problems and (b) actually do something to fix them.
Thank you for the opportunity to provide our comments. .
Sincerely,
Brett Cross
Chair, RQN