HomeMy WebLinkAbout06-12-2013 b1 preliminary 2013-15 financial plancounctL
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Meeling Date
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CITY OF SAN LUIS OBISPO
FROM: Katie Lichtig, City Manager
Prepared By: Wayne Padilla, Interim Director of Finance & Information Technology
Michael Codron, Assistant City Manager
Brigitte Elke, Principal Administrative Analyst
SUBJECT: PRELIMINARY 2013-15 FINANCIAL PLAN
RECOMMENDATION
Review and consider the Preliminary 2013-15 Financial Plan at the budget workshops and public
hearings scheduled for June 10, 11, and12,2013, and consider adoption ofthe budget at the June
17 , 2013 City Council meeting (continued to June 25 , 2013 , if needed).
REPORT-IN-BRIEF
As City revenues continue to make a slow and steady recovery from the Great Recession, and
cost containment measures have the desired impact, the Preliminary 2073-15 Financial Plan
presents opportunities for important investments in the future of the City of San Luis Obispo.
The Preliminary Financial Plan identifies and funds vital services important to the community,
enables the implementation of the seven Major City Goals and three Other Important Objectives
outlined by Council, reinvests in infrastructure, and provides City staff with the tools and
equipment to deliver services in the most effective way. The Preliminary Financial Plan reflects
the priorities of the Council, residents and the other members of the community. Importantly the
proposed plan represents a balanced approach to the provision of essential services with the
resources avallable now and in the future. Of note, all of this is done without any budget
reductions, the first time in five fiscal years. All of this affirms the City's on-going commitment
to delivering a high level of municipal services to our community in a f,rscally prudent manner.
2013-15 Financial Plan include:
o Ensures all Funds meet their approved Fund Reserve balance (as an example, in the case
of the General fund the policy undesignated reserve minimum of 20%o of operating costs
is achieved);
o Uses fund balance above the required minimums for one-time, not ongoing, purposes;
o Invests in the future by funding maintenance and improvements to City essential
infrastructure, fleet, existing facilities, and information technology; and
o Honors and implements Measure Y priorities, the Yz-cent local sales tax approved by
voters in2006.
Overall, the Significant Operating Program Changes (SOPCs) proposed to accomplish Major
City Goals and other service delivery objectives total approximately $1.35 million in 2013-14
and $976,000 in 2014-15 for all funds. For the General Fund the total is approximately $850,000
in 2013-14 and $768,000 in 2014-15. These include service enhancements such as a ne\¡/ Patrol
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Preliminary 2013-15 Financial Plan Paqe 2
Off,rcer to assist with the Downtown Renewal Major City Goal, new Park Ranger staff, a recruit
academy for new firefighters, and increased support for homeless services in the community.
Proposed Capital Improvement Plan (CIP) expenditures include $21,073,100 in 2013-14 and
$38,218,100 in 2014-15 for all funds. Specifically, the CIP includes full funding for the Santa
Rosa Skate Park, new bicycle facility improvements, new investments in Downtown
infrastructure, investments in water and sewer infrastructure, the Los Osos Valley Road
interchange project, neighborhood traffic improvements, and open space acquisition, among
many other projects.
Financial highli ghts include :
a
a
a
a
o
The City's top three General Fund revenue sources, sales tax, property tax and transient
occupancy tax (TOT), are all projected to increase during the 2013-15 Financial Plan
period.
Consistent with the multi-year rate setting strategy previously approved by the Council to
improve the City's water distribution and treatment systems, as well as fund participation
in the Nacimiento water project, the Council will consider rate increases of 7 .5o/o in July
2013 and 5 .5o/o in Júy 2014. These increases are less than prior proj ections for 20 1 3 - I 5 .
The Sewer Fund also uses a multi-year rate-setting strategy. In order to continue
supporting an adequate capital improvement plan and meet high wastewater treatment
standards, the Council will consider rate increases of 4Yo in July 2013 and 3Yo in July
2014. These increases are on target with prior projections for 2013-15.
For the Parking Fund, parking fine and fee modifications are proposed in 2013-i5 for the
County's disabled linkage surcharge ($50 per paid citation), and residential lO-hour
meter permits (increase from $5 annually to $120 annually to recover the costs of
administering the program).
There are no modif,rcations to the Transit Fund service fare rates projected for 2013-15.
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Changes included in the Preliminary Financial Plan following the April 9 Strategic Budget
Direction Hearing include:
The Park Ranger program SOPC was amended to reflect the addition of a fuIl-time
permanent Ranger position in place of the proposed use of part-time staff. This increased
the value of the SOPC by $33,600 per year starting in20I3-I4 and $49,600 in 2014-15.
The SOPC to enhance police services was amended to add one new police officer to
focus on comprehensive strategies for Downtown renewal. The total cost of the proposal
identified in the SOPC is $i78,200 in2013-14 and $155,200 in 2014-15.
The Affordable Housing Fund will begin contributing $17,000 per year, which represents
5Yo of its average collected revenues from housing in-lieu fees, to the General Fund to
reimburse costs associated with the administration of housing programs. The city has not
previously received such reimbursement.
Funding for the School Resource Officer from the San Luis Coastal Unified School
District has been reduced by $60,000 annually.
To accommodate these changes and ensure that revenues continue to exceed expenditures,
reductions in the Capital Improvement Plan averaging approximately $200,000 annually are
a
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Preliminary 2013-15 Financial Plan Page 3
proposed. The projects reduced to accommodate increased operating costs include storm drain
culvert repairs, street paving and open space acquisition.
Policy changes proposed in the Preliminary 20I3-I5 Financial Plan include the threshold for
Capital Improvement Plan projects was increased, the threshold for Significant Operating
Program Changes (SOPCs) was increased, an IT Replacement Fund is established, a Major
Facility Replacement Fund is established for General Fund supported facilities, 'Water Fund and
Sewer Fund rate stabilization reserves were established, and the membership of the Investment
Oversight Committee was changed.
Document formatting changes include
o Revised organization of content in the financial plan document;
o A new section with City Department summaries;
o Publication of complete project descriptions for all five years of the Capital Improvement
Plan; and
. Enhanced project descriptions for Significant Operating Program Changes within each
operating program narrative, and links to additional online resources (no separate
appendix is being printed although this was material was provided as part of the April 9,
2013 Council Agenda packet).
The hearing schedule has been published in the Tribune, and the agenda includes
o June 10,2013,5:00 PM: Key Budget Issues, Departmental Overviews and General Fund
Operating Programs
¡ June ll, 2013,5:00 PM: Capitallmprovement Plan
o June 12,2013,5:00 PM: Enterprise Fund and Water and Sewer Fund Rate Reviews
o June 17,2013,6:00 PM: Budget Adoption
¡ June 25,2013,6:00 PM: Budget Adoption continued if needed
Each of these areas is covered in the body of this report.
DISCUSSION
Financial Plan Introduction and Summary
Enclosed for City Council review and consideration is the City of San Luis Obispo Preliminary
2013-15 Financial Plan, and 2013-14 budget. The Preliminary Financial Plan identifies the
funding and work programs needed to provide municipal services to City residents, and achieve
the Council's Major City Goals. This Preliminary Financial Plan represents continued progress
on the path to financial sustainability, allows the City to maintain its assets and infrastructure,
and enables important investments in the future of the City.
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Preliminary 2013-15 Financial Plan Page 4
Financial Highlights
As shown in the following table, total proposed appropriations for 2013-14 are $111.3 million
Operating revenues are equal to or greater than operating expenditures, including debt service,
across all City funds. The City's top three General Fund revenue sources (sales tax, property tax
and transient occupancy tax), are all projected to increase during hhe 2013-15 Financial Plan
period.
The City operates enterprise funds for Water, Sewer, Transit, and Parking operations. These four
enterprise funds comprise 42%o of the City's overall budget. The two largest are the Water and
the Sewer Fund, which are L8o/o and I5Yo respectively. The enterprise funds are recovering from
the impacts of the economic downturn with increased funding for capital improvement projects
and are conservatively projecting a positive future revenue outlook.
Changes to Financial Plan Since April9 Strategic Budget Direction Meeting
The Preliminary 2013-15 Financial Plan contains several changes from the information presented
to Council on the April 9,2013. The City Council provided staff with input and feedback on a
variety of issues that have resulted in revisions to Major City Goal work programs, SOPC
descriptions, Capital Improvement Plan projects, and other changes.
The City Council achieved consensus on a number of items during their discussion, and the
associated areas of the Preliminary Financial Plan were updated accordingly, if necessary and
feasible. These include:
o The Council did not support the proposal to create a City Council subcommittee, or the
hiring of a homeless services advocate.
o There was consensus on the funding proposed for construction of the skate park.
¡ There was consensus on pursuing further study of an expansion of Mission Plaza.
. The Council wanted to see progress on the wayfinding sign program, and expressed
concern about the proposed funding amounts.
. Council supported additional analysis of cost recovery for Affordable Housing Program
administration.
In addition to the items listed above where the Council achieved consensus, there were some
issues discussed where Council Members expressed differing opinions on how to change the
proposed work program, but it was clear that modifications \¡/ere desirable. In each of these
cases, staff has modified the work programs to propose solutions that balance available financial
resources, competing priorities, community input, and the feedback received from Council
Operating Programs
clP
Debt Service
52,144,000
9,677,900
2,760,200
30,230,200
11,395,200
5,1 17,600
82,374,200
21,073¡00
7,877,800
Total $64.582.100 $46.743,000 $1 1 1 ,325.100
Total
Governmental
Funds
Enterprise and
Other Funds
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Preliminary 2013-15 Financial Plan Paqe 5
member and community input at prior goal setting and budget meetings and outreach efforts
These issues include:
r Downtown Police resources
o Expedited action needed on public restrooms downtown
o Increased Park Ranger staffing
o Amount of cost recovery charged to Affordable Housing Fund
More detailed description of the four changes noted above follows
1. Downtown Police Resources
As part of the Homelessness Major City Goal, the Police Department originally proposed
560,000 annually in funding for overtime to augment the specialized two-person unit known as
the Community Action Team (CAT) with supplemental focused enforcement details. The
primary mission of CAT is to reduce the number of adverse and illegal behaviors
disproportionally committed by subgroups within the transient population that are adversely
impacting the community. The CAT approach will combine the efforts of enforcement,
interuention, and education in partnership with other stakeholders. Examples of duties include
liaison with the Transient Task Force, and coordinating with the County, CAPSLO, Transitions
Mental Health Association and other service providers to ensure that individuals in need are
aware of and connected with appropriate social services should they choose to avail themselves
to such services . CAT officers will also partner with the District Attorney, Probation, Parole and
other law enforcement agencies to maximize efforts to investigate and enforce existing laws, and
reduce the number of offenses committed by this population.
There was support from the City Council for the CAT concept and use of public safety cameras;
however, there was also a consensus to focus more law enforcement resources on the Downtown
area. As a result, staff has modified its proposal to hire one police officer position, using the SRO
during the summer and then overtime while recruitment and training takes place. These proposed
funding changes will also be presented as part of the work program for the Downtown Renewal
Major City Goal.
Beginning July 1, 2013, the Police Department is proposing to enhance directed dalime
Downtown patrol efforts. The Downtown Daytime Patrol will begin with the assignment of the
School Resource Ofhcer (SRO), who is not committed to the school district during the summer
months, to the Downtown. In September, when the SRO returns to the school district, daytime
overtime coverage will still allow for resources to be focused on the Downtown, T days a week
for 5 hours each day through December of 2013.
If Patrol staffing levels are filled as expected the Police Department anticipates deployment of
the CAT team in early June 2013.It will be the intent to provide directed CAT enforcement and
contact in the Downtown as well as other problem areas identified across the City. Allowing
CAT to focus on these issues globally throughout the City will affect the ability of individuals
that migrate into the Downtown core and engage in adverse behavior.
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Preliminary 2013-15 Financial Plan Page 6
The CAT team will work with current existing resources, such as the SRO and overtime patrols,
to mitigate problems Downtown, but they will also continue to work cooperatively with the
Downtown Dalime Officer in January 2014 once that position is filled.
Ultimately, the Police Department intends to hire a full time police officer that would be focused
on daytime patrol in the Downtown area four days a week, ten hours a day starting in January
2014. This resource will continue to be supplemented with CAT time and attention. This would
be the deployment plan unless other core public safety needs arise such as staffing shortages in
the Patrol Division. Redeplo¡rment is within the operational control of the Police Chief. In order
to have this resource in place it will be necessary to hire and train a new officer position by
October of 2013.
The new Downtown Daytime Patrol, supported by the CAT, will allow the Police Depaftment to
more effectively address illegal and adverse behaviors in the Downtown and provide proactive
enforcement, visible police presence as well as Patrol Division support. The Police Department
will also continue to provide a nighttime bicycle patrol, consisting of two officers and a sergeant,
in the Downtown area to address nightlife and the adverse behaviors associated with this area.
The total cost of the proposal will be $178,200 in 2013-14, and $155,200 of ongoing costs
beginning in2014-15.
2. Expedited Action on Public Restrooms Downtown
The Downtown Renewal Major City Goal identified a work plan to study and evaluate
alternatives for increasing accessibility to safe and sanitary public restrooms downtown. The
timeframe associated with reporting back to the City Council on alternatives was too long and
there was consensus among the Council to explore expedited action. As a result, the work
program will be modified to include retrofitting and opening one of the existing restrooms
located in Parking Lot 2 on Broad Street by Septemb er 2013.In addition to this change, the City
will extend the hours of operation of the Mission Plaza restrooms to improve accessibility.
Additional restroom janitorial services will cost $4,000 in2013-14 and $8,000 2014-15. This has
been reflected in the Public 'Works Department operating budget. As a result of this operational
change Public Works and the Police Department will be working together closely to monitor
vandalism and ensure these locations are patrolled by the Downtown detail.
3. Increased Park Ranser Staffins
The recommendations provided to the City Council for discussion on April 9 included a proposal
to enhance City Park Ranger staffing resources. Additional ongoing funding in the amount of
$26,100 was requested to support enhanced ranger services for a total of 28 hours per week.
During its discussion, by consensus the Council recognized the need for ongoing, additional
ranger staffing and indicated that a new full-time ranger position would be desirable if the City
were able to find away to afford it.
Staff has modifred the work program for the Open Space Other Important Objective to include
funding of $59,300 in 2013-14 and ongoing costs of $75,700 in 2014-15 for a full-time
permanent staffing addition of 1 FTE to the Ranger Services Program. These funding resources
would be used to hire a Cíty Maintenance 'Worker II to assist the Ranger Service Supervisor with
overseeing maintenance (trail construction, mitigation projects, mowing and clean-ups associated
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Preliminary 20'13-1 5 Financial Plan Paqe 7
with illegal activities) as well as enforcement and patrol, allowing for the new employee to build
relationships with facility users and patrons.
To address the additional cost associated with the position, the General Fund contribution to the
Open Space Acquisition CIP would be reduced by approximately $35,000 in 2013-14 and
$50,000 in 2014-15 to $150,000 (this change does not affect grant funding). This trade-off is
recommended to provide the appropriate balance between the City's expenditures on acquisition
of new open space lands, and the Ranger Services needed to maintain and patrol existing open
space.. Staff does not believe that the reduction in the acquisition CIP will be a significant
detriment to future open space conservation effofts, which are expected to be heavily reliant on
grant funding and funding through partnerships with other agencies such as the State, County,
and private resource conservation agencies such as the Land Conservancy.
4. Affordable Housins Fund Administration Cost Recovery
If approved by the City Council, the Affordable Housing Fund will begin contributing $17,000
per year, which represents 5o/o of its average collected revenues from housing in-lieu fees, to the
General Fund to reimburse costs associated with the administration of housing programs. The
city has not previously received such reimbursement. This proposal is intended to reduce the
impact to the General Fund of fully funding Housing Programs in an environment of decreasing
grant revenue. Staff is proposing the City have the ability to recover some of the administrative
costs of the City's affordable housing program from the Affordable Housing Fund. This is
consistent with the way other jurisdictions manage the administrative cost of in-lieu fee
programs. For example, the County of San Luis Obispo allocates 5o/o of its inclusionary housing
fee to cover administration costs. Going forward, staff is proposing to use SYo of the Inclusionary
Housing Fees collected in each fiscal year to offset the administrative costs of the program. This
new proposal for administrative cost recovery will reduce the burden on the General Fund for
administering the Affordable Housing Program by approximately $17,000 per fiscal year.
Finally, additional information has now become available regarding the San Luis Coastal Unified
School District proposed funding reduction for the School Resource Officer (SRO) position. The
School Board has decided to reduce funding for this position and staff has updated budget
documents to the loss of $60,000 in funding for the position. The Police Chief continues
discussions with the School Superintendent over the operational and service impacts of this
change. When those discussions have concluded staff will report back to the City Council.
Fund Reviews
On June 12,2013, the City Council will consider the proposed revenues and expenditures, and
the financial condition of its four enterprise funds for water, sewer, parking and transit. In
addition to the fund reviews, the Council will consider adopting the new water rate structure and
increased water service charges, based on the new water rate structure previously adopted by the
City Council, and increased sewer service charges (provided there is not a majority protest
against such increases). The proposed rate increases are less than prior projections for water and
on target with prior projections for wastewater, and consistent with the multi-year rate setting
strategy previously approved by the Council. Parking fine and fee modifications are proposed in
2013-15 for the County's disabled linkage surcharge ($50 per paid citation), and the City's residential 10-
hour meter permits (increase from $5 to $120 annually to recover the administrative costs of the
81 -7
Preliminary 2013-15 Financial Plan Paqe I
program). For transit, no service fare rale increases are currently projected for 2013-15. Agenda reports
for each of these funds are provided under separate cover.
Policy Changes Reflected in Financial Plan
Based on City Council direction provided on December 18, 2012, and April 9, 2t03, the
following policy changes have been reflected in the Preliminary Financial Plan.
1. The definition of a Capital Improvement Plan project increased from $15,000 to $25,000.
Minor capital projects below $25,000 are included in department operating budgets.
2. The threshold for Signif,rcant Operating Program Changes (SOPCs) was increased from
$5,000 to $7,500. Based on this change, operating budget increases greater than $7,500
require description and documentation in the financial plan, and smaller increases are
included in department operating budgets.
3. An IT Replacement Fund is established for the General Fund to provide for the timely
replacement of information technology hardware and software. The policy includes direction
to begin building the fund balance with the long-term objective of maintaining a minimum
balance of 20o/o of the original purchase costs of the items accounted for in the fund.
4. A Major Facility Replacement Fund is also established for the General Fund to develop the
resources necessary to replace major City facilities or pieces of equipment as they end their
useful life. Facilities such as fire stations, the police headquarters, the Sinsheimer Stadium
building, the Senior Center and other important community resources are extremely diffrcult
to replace on a "pay as you go" basis. The creation of a fund will allow the City to reinvest in
these community assets in a systematic way.
5. Water and sewer rate stabilization reserves were established for the purpose of offsetting
unanticipated fluctuations in Water Fund or Sewer Fund revenues. The rate stabilization
reserves are intended to provide financial stability, including the stability of revenues and the
rates and charges related to each enterprise. The funding target for the Rate Stabilizafion
Reserve is set at I0% of sales revenue in the Water Fund and 5o/o of sales revenue in the
Sewer Fund.
6. The membership of the Investment Oversight Committee will be changed to include one City
Council Member and one member of the public. Although the City is limited by law in the
types of investments it can make with its fund balances, increasing the membership of the
Committee will improve arù/areness and transparency regarding the City's investments. In
general, the City's investment objective is to achieve a reasonable rate of return while
minimizing the potential for capital losses. For this reason, the following factors are
considered in priority order when determining individual investments: (1) Safety, (2)
Liquidity, (3) Yield.
81 -8
Preliminary 2013-15 Financial Plan Page 9
Format of the Preliminary Financial Plan
The 2013-15 Financial Plan consists of two documents, the PreliminaryFinancial Plan andthe
C apital Improvement P lan.
1. Preliminarry Financial Plan. This includes
Section A. City Manager's Budget Message, Financial
Highlights, Measure Y Funding Summary, and
Process Overuiew
Section B. About the City, Organizational Chart, Mission
Statement, Or ganizational Values
Section C. Major City Goals, Other Important Council
Objectives, Status of Past Major City Goals
Section D. Revenue Summary, Expenditure Summary,
Depaftmental Summary
Section E. Staffing Information and Operating Program
Natratives
Section F. Capital Improvement Plan (CIP) Summary
Section G. Debt Service Requirements
Section H. Budget Reference Materials including budget
and f,rscal policies, changes in financial
position, pension obligation cost trends, retiree health care obligations and
appropriations limit history
2. Capital Improvement Plan. This document provides supporting documentation and
descriptions for each of the CIP projects proposed in the Preliminary Financial Plan. An
introduction is included that further describes its purpose, organization and content. The
Council will note that the CIP document is larger this year than it has been in the past. This is
because for the first time complete project descriptions are provided for all frve years of the
CIP. Although the Council is only making funding decisions about the first two years of the
CIP, 2013-15, the City's sustainability strategy calls for us to closely align available
resources with reinvestments in critical infrastructure. Therefore, the City has now moved to
a 5-Year CIP that is aligned with the financial resources identified in the General Fund 5-
Year Forecast. The CIP will be reviewed by the Planning Commission on May 22,2013 to
determine if the CIP is consistent with the General Plan as required by Government Code
Section 6540I. The Commission's recommendation will be reported to the City Council as
part of the budget deliberations.
Focus of the Budget Workshops and Budget Adoption
fune 70 Budget l(orkshop (Størts øt 5:00 PM)
1. Overview of key budget issues, financial highlights, Major City Goals and
Other Important Council Objectives
2. City Department presentations of operating programs
3. Public Comment and City Council discussion/direction (focus on General
Fund operating programs)
81 -9
Document Format Changes
In December 2012, the Cþ
Council reviewed format
changes to the City's
Financial Plan documents.
The table of contents reflects
changes to make the
document more accessible to
the public. In addition, City
Department summaries are
included for the first time.
When the final budget
documents are published,
online versions will be
enhanced with links to
additional information and
resources.
5:00 PM
Preliminary 2013-15 Financial Plan Page 10
June 11 Budget lüorkshop (Størts øt 5:00 PM)
5:00 PM 1. Capital Improvement Plan presentation
2. Public Comment and City Council discussion/direction
June 12 Budget úl'orkshop and Public Hearing (Størls at 5:00 PM) - Enterprise Fund
Reviews, programs, projects, revenues ønd røtes or fees
5:00 PM 1. Parking Fund Review
a. Presentation
b. Public Comment and City Council discussion/direction
2. Transit Fund Review
a. Presentation
b. Public Comment and City Council discussion/direction
3. Sewer Fund Review and Rate Adoption
à. Presentation
b. Public Hearing
c. City Council action on proposed sewer rates for 2013-14
4. Water Fund Review and Rate Adoption
a. Presentation
b. Public Hearing
c. City Council action on proposed water rates for 2013-14
5. Continue meeting to June I7,2013
Mondøy, June 17 Budget Adoption Puhlíc Hearìng (Starts at 6:00 PM)
Adoption of the Preliminary 2013-15 Financial Plan is scheduled for Monday, June 17,2013
Tuesday, June 25 Continued Budget Adoption Public Hearing, if needed (Størts at 6:00 PM)
Continuation of adoption of the Preliminary 2013-15 Financial Plan is scheduled for Tuesday,
June 25, 2013, if needed.
ATTACHMENT
1. Updated Significant Operating Program Change descriptions
2. Draft Resolution adopting the 2013-15 Financial Plan
ENCLOSURES
1. 2013-15 Preliminary Financial Plan
2. 2013-18 Capital Improvement Plan
T:\Council Agenda Reports9013\2013-06-1O\Preliminary Budget (Lichtig-Codron-Padilla)\Agenda Report - Preliminary
Financial Plan 2013-l 5.docx
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Attachment 1
SIGNIFICANT OPERATING PROGRAM CHANGE - LEISURE, CULTURAL & SOCIAL SERVICES
RANGER SERVICE STAFFING
KEY OBJECTIVES
1. Provide added full-time pefinanent staffing to the Ranger Services Program.
2. Provide necessary staffing to maintain and enhance open space quality and amenities.
3. Provide necessary staffing to patrol open space, creeks, and parks.
4. Provide added staffing to address illegal activities in the City's open space, creeks, and parks that are appropriately
patrolled by Park Rangers.
5. Provide added staffing to address the impacts of illicit activities in the City's open space, creeks, and parks that
impact the City's natural resources and its compliance with storm water mandates.
6. Assist the Natural Resources program with the management of mitigation areas and resource protection projects.
7. Maintain and enhance City infrastructure specific to open space, predominately trails.
8. Assist with patrol of the expanding bicycle and pedestrian paths to improve connectivity and safety.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
History of the Ranger Services Program and fncreases in Areas Covered
The Ranger Service program came into existence in 1995. The program, as was typical of the time, was primarily focused
on park patrols to address inappropriate activities in City parks, as well as to educate park users about the natural
environment. By 1995 the City also had a fulI time Natural Resources Manager and program dedicated to the acquisition
oflands; focused on expanding the City's greenbelt and protecting natural resources. Pre-1996 the City had acquired 939
acres in fee and 115 easement acres of open space; however since 1995 the City has acquired 3,500+ in fee and 3,000+ in
easement acres of open space. With the open space expansion came increasing demands on Park Rangers. Presently, the
City has 48 miles of trails and 3,600 acres of open space that it patrols in addition to its creek corridors. During this time,
the City has also added new pocket parks like Eto and Cheng Parks, as well as larger community parks such as Damon-
Garcia Sports Fields and Islay Park.
Primary Activities and Staffing Levels
The Ranger Service program is responsible for the maintenance of the City's open space and specializes in the
construction and maintenance of trails, the patrol of the same, as well as the maintenance and monitoring of the City's
creeks from a natural resource management perspective. Throughout the years, the City has become increasingly involved
in the maintenance and monitoring of riparian creek corridors in response to the endangered steelhead trout residing in the
system and increased storm water regulations. This has also come at a time where illegal camping and illicit activities in
the creeks have increased annually in the open space areas requiring significant and routine clean-up by Park Rangers of
trash, discarded fuiniture, drug paraphernalia and human and animal waste. All of these materials' entry into the creek
) system are damaging to the fragile and protected ecosystem.
Summary of Change: The Parks and Recreation Department is seeking an increase in the staffing levels for the Ranger
Service Program with request for a full-time permanent Maintenance Worker II to continue with a sustainable program
and to address several 2U3-f 5 Major City Goals and Other Important Objective.
Fiscal Impact: Ongoing cost of $59,300 in 2013-l 4 and$75,700 Ln2014-15.
Service Level Impact: The added staffrng resources will assist the City's Ranger Service in meeting program demands
and the growing needs of maintaining and patrolling the City's parks, creeks and open space on a daily basis.
81 -11
Attachment I
SIGNIFICANT OPERATING PROGRAM CHANGE - LEISURE, CULTURAL & SOCIAL SERVICES
RANGER SERVICE STAFFING
Presently, the City has one fuIl-time regular Recreation Supervisor, seruing as a Park Ranger and the program manager.
This position is supported by two limited-benefit City Worker 6 positions that are part-time temporary employees working
an average of 30 to 35 hours a week and functioning as part-time Parks Rangers. Additionally, funding for one or two
part-time temporary employees exists to assist the Ranger Seruice program. Further assistance comes from volunteers. In
2012, the program recorded over 3,500 hours in service by volunteers. Volunteers predominately assist with trail
maintenance and construction. The program typically has one to two unpaid college interns per quarter, often working 40
hours per week. The Ranger Service also partners with the Central Coast Concemed Mountain Bikers (CCCMB) on trail
maintenance and construction. Additional volunteer efforts include 65 trail workdays a year. A robust docent program
also exists with the Land Conservancy. The Park Rangers also continue to build relationships with users who often serve
as "watch dogs" over specific sections of the creek.
Existing Staffing Need and Response to 2013-15 Major City Goals and Other Important Objectives
Based on the present staffing levels of the program, all members of the Ranger staff team wear many hats each day
including patrol, education, natural resource protection and maintenance. The program is staffed seven days, a week
predominately during daylight hours. Patrolling the City's parks and open space is a daily responsibility, but it is a task
often completed by one Park Ranger - which in practice means only a finite number of areas are patrolled each day. If an
issue arises a Park Ranger will respond, however when deep into open space lands it can take 45 minutes or more before a
Park Ranger is able to arrive at the scene of the incident. The Rangers respond to complaints and change patrol pattems to
address ongoing issues (e.g. dogs off leash every evening at 5 p.m. at Meadow Parþ, but can only cover limited issues at
a time. As the open space and park areas of the City have expanded the Park Rangers have more issues to address and
more areas to patrol on foot, in vehicles or on bikes. In addition while the program is admirably supported by volunteers
for maintenance there are daily projects which require staff s attention and work to prevent health and safety issues to the
public as well as the natural resources. Today staff triages its priorities.
Since the inception of the Ranger Service Program there has been little expansion in the staffing levels. This has been in
marked contrast to the expansion of the number of parks, acres of open space, miles of trail, and illicit activities in the
creeks.In order to address current and future staffing needs as well as the 2013-15 Major City Goals and Other Important
Objectives, an increase in the staffing levels for Park Rangers is warranted. An added component to the proposed
expansion of staffing budget to this program also includes a reallocation of resources to focus on the development of
added volunteer services, which requires a dedicated staffperson to achieve this objective.
Proposed Addition of Staff Resources
Final analysis and required documentation will be completed by the Human Resources Department to verify
compensation is commensurate with the duties and responsibilities of the position and it is classified equitably compared
to other positions within the organizalion. The assumptions at this time include the addition of one full-time regular
Maintenance Worker II managed by the Ranger Service Supervisor. Ranger Service staff anticipate that this position
would assist the Ranger Service Supervisor with overseeing maintenance (trail construction, mitigation projects, mowing
and clean-ups associated with illicit activities) and enforcement and patrol (building relationships with associated and
impacted users and patrons).
Year l at 3 with a hire date October 2013.
Associated Operating Expenditures
It is expected that any addition to the Ranger Service staffing will also result in added costs associated with education and
training (PC 832), uniforms and Department of Justice clearances; resulting in a non-staffrng expenditure increase of
$200.
34.600 8.900 15.000 100 500 59,100Maint. Worker II fr.¡)40
15.000 200 700 7s,s00Maint. Worker II fv2)40 47,400 12,200
PF-RS Ins UI Medicarc TotalJob Classification IlrsrWk Sal
81 -12
Attachment 1
SIGNIFICANT OPERATING PROGRAM CHANGE _ LEISURE, CULTURAL & SOCIAL SERVICES
RANGER SERVICE STAFFING
2.
GOAL AND POLICY LINKS
Major City Goals or Other Council Objectives.
a. Implement comprehensive strategies to address homelessness.
b. Enhance bicycle andpedestrianpaths.
c. Commit funding to expand open space and provide adequate staffing, planning, and other resources to
maintain and enhance open space quality and amenities.
d. Enhance maintenance of City infrastructure.
Other major policies and plans include:
a. Measure Y: Restoring funding for open space preservation.
b. Conservation and Open Space Element.
c. Parks and Recreation Element.
d. Open Space Conservation Plans Including: Agricultural Master Plan for Calle Joaquin Reserve, Bishop
Peak Natural Reserve, Cerro San Luis Conservation Plan, Irish Hills Conservation Plan, Johnson Ranch
Conservation Plan, South Hills Conservation Plan, Stenner Springs Natural Reserve Draft Conservation
Plan.
e. Storm Water.
f. Mitigation Projects Associated with Various EIRs.
Operating Program Goals:
a. Continue to design, construct, and maintain the City's open space trail system including the construction
of informational kiosks.
b. Continue to patrol parks, open space, creeks and San Luis Obispo Unified School District sites
c. Continue to coordinate with the Police Department on various issues and encounters in the Open Space,
i.e. posting illegal encampments and cleaning up after them.
d. Serve as department representative for Neighborhood Service Team issues and the Major City Goal
related to addressing homelessness.
e. Continue to assist in compliance with the City's Storm Water Program by assisting in creek and
watershed issues.
f. Continue to assist in maintenance activities to facilitate mitigation projects in the City's open spaces.
g. Continue to work closely with CCCMB and other volunteers on collaborative projects to maintain and
enhance the City's open space trail network.
h. Continue to expand upon the annual Junior Ranger camps offered as an environmental education
opportunity for youth.
PROGRAM \üORI( COMPLETED
The Ranger Service has assessed the increased needs and has generated efficient ways to address the growing workload.
1 The scope of workload has been developed utilizing careful review of conservation plans, Natural Resources management
and Ranger Service approved projects, patrol needs, volunteer projects and supervision, among others. The staffing
options outlined in the "Existing Situation: Factors Driving the Need for Change" were developed through analysis of
3
81 -13
Attachment I
SIGNIFICANT OPERATING PROGRAM CHANGE _ LEISURE, CULTURAL & SOCIAL SERVICES
RANGER SERVICE STAFFING
staffing statistics from like-agencies with similar program goals
ENVIRONMENTAL REVIE\ry
No environmental review required.
PROGRAM CONSTRAINTS AND LIMITATIONS
The constraints and limitations to this program stem from the amount, if any of expanded staffing that can be achieved.
With the ideal solution proposed above staff believes that employee retention will continue to an issue as there is only one
fuIl time permanent position budgeted for. Many of the temporary Park Rangers, of whom considerable training and
investment has been made, and who have spent years working for the division, have eventually (some sooner than others)
departed for fuIl time permanent positions with the City or other agencies. By continuing to staff this program with only
one full time Park Ranger, staff would anticipate retention to continue as an issue.
STAKEHOLDERS
A wide range of stakeholders are affected by this program, including community members, residents, trail users (hikers,
runners, bikers) and visitors. Intemal stakeholders include the Park Rangers, the Natural Resources program, SLOPD,
SLO Fire and Public Works. The Ranger Service program also offers support to other Parks and Recreation programs for
special events, skate park and community gardens.
IMPLEMENTATION
KEY PROGRAM ASSUMPTIONS
Ongoing staffing is based on constant program evaluation by the Parks and Recreation Director and Ranger Service
Supervisor. The model proposed assumes that added volunteers exist to be trained and are willing to lend their time to
support the City's open space, parks and creek corridors to augment staffresources.
PROGRAM MANAGER AND TEAM SUPPORT
Progrøm Manager:
The Ranger Service Supervisor is responsible for ensuring mission critical services necessary to ensure successful
completion of the Open Space Other Important Objective and staffing levels associated.
Project Teøm:
Natural Resources, SLOPD, SLO Fire and Public Works
l. Work with Human Resources to create a new job description and recruitment plan
2. Recruit and Interview Eligible Candidates
3. Orientation
4. Fingerprint Clearance
5. Enter new employees into required safety trainings
6. Submit City Manaeer Report for Patrol Citation Approval
July 2013
Aug-Sept 2013
Sept 2013
Oct 2013
Nov 2013
Nov 2013
DateTask
81 -14
Attachment I
SIGNIFICANT OPERATING PROGRAM CHANGE _ LEISURE, CULTURAL & SOCIAL SERVICES
RANGER SERVICE STAFFING
ALTERNATIVES
l. Addition of Temporary Staff Only. With this altemative the addition of one part-time temporary City V/orker 5,
working 28 hour or less a week, managed by the Ranger Service Supervisor is proposed. Ranger Service staff
anticipate that the City Worker 5 would participate in both maintenance and enforcement and patrol. This would result
in an average of 28 hours a week of additional staff hours to the Ranger Service's existing staffing levels the costs for
which are described below. This alternative does not address the ongoing issues of retention and training that are
associated with staff who are not fulltime permanent employees.
2. Contìnuþ the Status Quo. By continuing with the current Ranger Service staffing structure, the program will continue
to fall behind on parks and open space goals and objectives, as well as continue with inefficient park and open space
patrol causing safety concems.
3. Implementation ín a Dífferent W'øy. When, in seldom times, contract resources are available for these specialized
Ranger Service projects, the services are not cost effective.
OPERATING PROGRAM
60290 - Ranger Service
COST SUMMARY
The Cost Summary below outlines staffing costs associated with added full-time permanent staff for the Ranger Service
Program with a hiring in early fall 2013.
28 20.700 4.800 100 300 25,900City Worker 5
.lohC-lassifical"iorr l-lrs'Wl',\nrr ual
Sa lan
I'I-,RS lns IJl Vlcclicalc 'T'olal
201Line Item ,A.ccount No.2013-14
Regular Salaries
PERS
Health Insurance
Medicare
Insurance
I 7010
t00-60290-7040
100-60290-7042
100-60290-7044
100-60290-7046
34,600
8,900
15,000
500
100
47,400
12,200
I 5,000
100
200
200Contract Services 100-60290-7227 200
700CostsTotal
81 -15
Attachment 1
SIGNIFICANT OPERATING PROGRAM CHANGE - PUBLIC SAFETY
Summary of Change: Increasing the Patrol overtime budget to allow focused police presence in the Downtown while
hiring one FTE Police Officer position to accomplish comprehensive strategies to renew the downtown, all of which will
cost $178,200 in2013-14 and $155,200 in 2014-15.
Fiscal Impact: Onetime costs of $70,800 for overtime and officer equipment in 2013-14. Ongoing cost of $ 107,400 in
2013-14 and $155,200 in 2014-15.
Service Level Impact: Increasing public safety service levels will enable the Police Department to effectively support
the Downtown Renewal Major City Goal.
ENHANCING POLICE RESOURCES
KEY OBJECTIVES
1. Accomplish the Downtown Renewal Major City Goal.
2. Increase service levels to address concerns with adverse behaviors and criminal activity in the downtown.
3. Provide additional public safety resources to the community.
4. Support partnerships with the community and other service agencies.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
Police Department staff has developed a work program to partner with other City departments, the community and service
organizations to strategically address Major City Goals as presented by the City Council. The Police Department has
developed strategies to address the goals of Homelessness, Neighborhood Wellness and Downtown Renewal. The Police
Department's new Community Action Team will provide an enhanced level of presence in the Downtown (supplementing
the existing three-member Downtown Bike Patrol) and will allow for a comprehensive city-wide focus desired in other
Major City Goals. Additionally, the Downtown Bike Patrol will be expanded to add a fourth officer who will be assigned
to a daytime shift.
Community Action Team (CAT)
In November 2012, the City Manager approved the Police Department's efforts to designate a permanent specialized two
officer unit known as a Community Action Team (CAT). This team was formed by shifting assignments and resources as
opposed to adding new officers. One CAT officer has been reassigned from the Special Enforcement Team (SET), and
one from Patrol.
The mission of the CAT team is to focus a directed effort to provide service to the community's homeless population. In
any given day police calls for service or self-initiated activity dealing with this populous accounts for up to 30% of all
calls. The CAT team approach will combine the efforts of enforcement, intervention and education. Some examples of
CAT duties include:
o Liaison with the City Transient Task Force to circulate information, identify trends and address concerns
regarding the transient population.
. Coordinate with outreach groups including Prado, Maxine Lewis, Transitions Mental Health and Adult Protective
Services.
o Develop a caseload of frequent contacts and criminal offenders.
o Work with the District Attorney, Probation, Parole and other Law Enforcement agencies to investigate, enforce
and track offenders.
o Work closely with City Park Rangers to locate and identiff individuals living in illegal campgrounds, vehicles
and other illegal locations Including creeks or open space.
81 -16
Attachment I
SIGNIFICANT OPERATING PROGRAM CHANGE - PUBLIC SAFETY
ENHANCING POLICE RESOURCES
Act as a liaison and trainer for the San Luis Obispo Police Department to provide consultation, education and
training with regard to the transient and mentally ill population.
Participate in various crime preventìon activities that could include education, marketing and public speaking
throughout the community and in collaboration with community stakeholders such as neighborhood associations,
the Downtown Association, Chamber of Commerce and others.
The CAT program is currently a part of the Police Department's operating budget, which is being carried forward into the
2013-15 Financial Plan. In order to operate the CAT program as intended and retain its ability to impact adverse behavior,
the Police Department recommends the hiring of one new full-time Downtown daytime police officer to address the Major
Cify Goal of Renew the Downtown. The CAT team will provide significant support for this the new police officer, and
will have partial crossover into the Neighborhood Wellness and Homelessness Major City Goals.
Daytime Downtown Patrol Officer
The Police Department will enhance directed daytime Downtown patrol efforts starting July 1, 2013. The School
Resource Officer (SRO) is not committed to the school district during the summer months and this position will be
reallocated to provide a consistent presence in the Downtown area four days a week, ten hours a day for the months of
July and August 2013. In addition to this coverage the department will designate overtime patrol for the remaining three
days a week, five hours a day, for directed Downtown patrol. Starting in September when the SRO returns to their school
resource duties the department will provide daytime overtime coverage dedicated to the Downtown area seven days a
week, five hours a day. This coverage will be utilized through the month of December,2013.
Overtime Coverage Cost
3 Davs oer Week (Julv - Ausust)$ 10.600
7 Days per Week (September - December)$49,900
Total 860,s00
The department intends to hire a full time police officer position that would be dedicated to daytime patrol in the
Downtown area four days a week, ten hours a day starting in January 2014.In order to have this resource in place it will
be necessary to hire a new officer position by October of 2013.
*Salary range reflects Step 4 in the first year, and Step 5 in the second year
with Full Education Benefit; cost pro-rated for 9 months in first year.
The newly formed CAT team will work a flexible schedule. It is anticipated that CAT will have the ability to provide
additional Downtown coverage on the days the daytime Downtown officer is not working. CAT will also work in
conjunction with the daytime officer to provide directed enforcement to address continuing adverse behaviors in the
Downtown. Additionally, Patrol resources will be directed to provide proactive enforcement and support for the daytime
downtown officer and CAT. The Police Department will continue to provide nighttime bicycle patrol, consisting of two
officers and a sergeant, in the Downtown area to address nightlife and the adverse behaviors associated with this area.
a
FY 2013-14 FY 2014-15
Salary & Benefits*$ 103,900 $r47,300
Equipment/Supplies $ 10.300 $800
Total 8114,200 81 48,1 00
81 -17
Attachment I
SIGNIFICANT OPERATING PROGRAM CHANGE - PUBLIC SAFETY
ENHANCING POLICE RESOURCES
Downtown
Police
Volunteer
Program
Downtown
Bicycle Team
- Night Patrol
Public Safety
Cameras
Patrol
Services
Day and Night
Community
Action Team
(cAT)
Downtown
Officer -
Day Patrol
SRO* &
Overtime
Downtown
Patrol * "
Overview of police services provided to the Downtown:
*This resource will be limiled lo July and August 2013.
**This resource will end in December 2013.
GOAL AND POLICY LINKS
L Major City Goal: 2073-15 Assess and renew the Downtown consistent with the adopted Land Use and Circulation
Element update, revitalize Mission Plaza (including consideration of eliminating dogleg), support the continued
development of cultural attractions, enhance lighting/safety components, reduce incidents of illegal activity and
adverse behaviors through enhanced public safety presence and enforcement, provide pedestrian-friendly walkways,
and address limits on alcohol establishments.
2. Patrol Services Operating Program Goal: Continue to develop and implement proactive policing strategies focusing
on neighborhood safety and quality oflife.
3. Patrol Services Operating Program Goal: Continue efforts with the current Park Team; partnering officers and park
maintenance workers to more effectively collaborate and resolve issues surrounding City parks.
4. Patrol Services Operating Program Goal: Develop strategies to assign officers designated areas of the City to address
neighborhood and business concerns.
5. Patrol Services Operating Program Goal: Continue to develop and deploy the Community Action Team to address
adverse behavior in the downtown.
PROGRAM WORI( COMPLETED
Staff has developed a proposed work program to address concerns identified in the Major City Goals. Additionally, the
department has discussed the impacts of the additional resources and the anticipated outcomes.
ENVIRONMENTAL REVIEW
Existing Resources
New Resources
No environmental review required.
81 - 18
Attachment 1
SIGNIFICANT OPERATING PROGRAM CHANGE - PUBLIC SAFETY
ENHANCING POLICE RESOURCES
PROGRAM CONSTRAINTS AND LIMITATIONS
The Police Department anticipates that the presence of Patrol, CAT, police volunteers, and a dedicated daytime offrcer
will provide sufficient visibility and enforcement in the Downtown area most days of the week. Generally, the police
department is always susceptible to periodic deployment constraints due to injuries, sick and leave time, training time, and
other unforeseen vacancies.
STAKEHOLDERS
Police Department
Community
Other Ciry Staff
IMPLEMENTATION
1. Community Action Team Downtown Deployment (CAT)
2. Dedicated School Resource Officer Daytime Downtown Deployment
3. Dedicated Daytime Overtime Downtown Deployment
4. Dedicated Daytime Downtown Officer FTE
KEY PROGRAM ASSUMPTIONS
Key assumptions are based on identiffing the needs to fulfill the Council's Major City Goals. Staff has also created work
programs in conjunction with other City departments that outline work efforts to meet these goals.
PROGRAM MANAGER AND TEAM SUPPORT
Progrøm Mønager:
Steve Gesell, Chief of Police
Chris Staley, Police Captain
Keith Storton, Police Captain
Project Team:
Police Department
ALTERNATIVES:
1. Continue the Støtas Quo. The Police Department will continue to address Major City Goals within the departments
existing resources.
OPERATING PROGRAM
80200 - Patrol Services
July 2013
July 2013
Sept.2013
Jan.2014
Task Date
81 - 19
Attachment 1
SIGNIFICANT OPERATING PROGRAM CHANGE - PUBLIC SAFETY
ENHANCING POLICE RESOURCES
COST SUMMARY
*Note: Overtime is used to accelerate the implementation of this program in the first year. In 2014-15, no
additional overtime is allocated for this program enhancement.
Line Item Description Account No.2013-14 20'14-15
Staffins 167,900 154,400
Daytime Downtown Overtime Patrol*
Overtirne Associated with new Officer Position
Regular Salaries
Holiday
PERs
Health & Disability
Medicare
Unemployment Insurance
100-80200-1024
100-80200-7034
100-80200-7010
100-80200-7016
100-80200-7040
100-80200-7042
100-80200-7044
r00-80200-7046
60,500
3,500
63,350
2,950
24,900
11,475
1,000
225
0
7,100
89,500
4,200
36,400
15,500
1,400
300
Other Oneratins Expenditures 10,300 800
Initíal Issue Equipment for Officer
Arnmunition (per MOU rnonthly allotrnent)
Operating Materials and Supplies
Safety Supplies
Protective Clothing
Unifonns & Identification
Bicycle Purchase and Maintenance
Bicycle Uniform & Equipment
100-80200-11 51
100-80200-7843
100-80200-7875
100-80200-7861
100-80200-7913
t00-80200-1233
1 00-80200-7875
500
4,000
1,400
1,800
100
1,800
100
500
0
0
0
0
300
0
Total Operating Costs 178,200 1ss.200
81 -20
Attachment 1
SIGNIFICANT OPERATING PROGRAM CHANGE - COMMUNITY DEVELOPMENT
Summary of Change: Fully funding the Housing Programs will require the City to augment Community Development
Block Grant (CDBG) funds.
Fiscal Impact: Ongoing cost of $18,214 beginning in2014-15.
Service Level Impact: Continuing to fully fund the City's Housing Programs Manager ("Manager") will support the
Major City Goal to implement comprehensive strategies to address homelessness, support efforts to encourage homeless
services and facilitate the development of affordable housing. The Manager is vital to achieving affordable housing goals,
administering the CDBG grant program and updating the Housing Element, a mandated work program for 2013-2015.
HOUSING PROGRAMS
KEY OBJECTIVES
l. Support and assist achievement of the 2013-15 Major City Goal to address homelessness.
2. Continue to accomplish ongoing Council direction to facilitate affordable housing.
3. Administer the CDBG grant program in accordance with Federal guidelines.
4. Maintain the affordable housing program that monitors affordable unit compliance, prepares revised notes and deeds
to support refinancing opportunities and sales.
5. Evaluate and make recommendations for use of affordable housing funds to leverage other grant and tax credit
financing to assist affordable housing development.
6. Implement Housing Element programs
1. Update the Housing Element in compliance with state requirements.
EXISTING SITUATION: FACTORS DRIVING THE NEED FOR CHANGE
As part of the 2013-15 Financial Plan the City is facing an on-going budget gap for funding the Housing Programs. The
Community Development Department currently funds the program through Community Development Block Grant
(CDBG) funds. The City participates with four other cities (Anoyo Grande, Atascadero, Grover Beach, and Paso Robles)
and the County to qualify for these Federal funds. This participation allows the County and associated cities to be
considered an entitlement Urban County. This means that the respective jurisdictions do not need to compete for these
grant funds but rather the County receives an amount based upon the demographics of the collective communities and
distributes the funds accordingly.
CDBG regulations allow up to 20%o of the funds to be used to administer the grant program and implement housing
programs that support housing for low income constituents. The City has designated the full 20Yo to support the Housing
Programs. Due to reductions in the Federal budget, grant funds awarded through the CDBG program have been
diminishing nationwide over the last ten years. In the past, 20%o of the City's yearly award fully covered the cost of the
program, which includes the salary and benefits of the Manager position in addition to non-staffing costs such as training,
computer supplies and publications and subscriptions. FY 2012-2013 was the first year the 20o/o allowed did not fully
cover the cost of the Housing Programs and the Council used one-time unrestricted CDBG savings to fill the $16,000 gap.
Looking forward, it is anticipated that CDBG grant amounts will continue to diminish and require the City to commit
additional funding in order to maintain a fulI time position. The chart below shows the amount of CDBG funding the City
has received over the last five years and how the grant amounts have been allocated to the Housing Programs:
Fiscal Year CDBGAward 207o Allowed for
Administration
GAP for Housing
Programs
2014-15 est $4ss929 $ 91,186 $ 3s,214
2013-74 est $s06.588 $ 101.3 l8 $ 24^082
2012-73 $ 506,s88 $ 101,318 $ 16,000
20r1-12 $ 568.370 $ 113,674 $0
2010-1 1*$ 681.597 $ 136.319 $o
2009-10 $ 629,608 $ 125,922 $0
81 -21
Attachment I
SIGNIFICANT OPERATING PROGRAM CHANGE - COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
2008-09 t7r$$ r24 $0
* Included additional ARRA funds from Federal Stimulus package
During years past when the City received larger CDBG allocations, the 20Yo administrative allowance helped cover costs
not only for the Housing Programs, but also defrayed costs for portions of positions in Finance and Public Works where
staff was assisting with billing and/or overseeing CDBG-funded projects. For example, in2003, the year the Manager
position was created, the City received approximately $875,240 (20% of which was $175,048). As the funding has
diminished, this administrative amount has been focused on funding the Manager position because it is directly
responsible for managing the grant program and for administering the affordable housing program.
Future tr'orecast
Several factors will affect funding both in the near future and in the longer term. Based on recent discussion with the
County, staff anticipates that CDBG funding for 2013-14 will be similar to what the City received inFY 2012 - roughly
$506,588. The final amount will not be known until the Federal Government adopts its budget for 2013-14. The financial
situation at the Federal level will affect future funding to the County and hence the amount of pass-through funds received
by the City. Early input is that this could result in reductions in funding of up to I0 o/, in FY 2014-15.
County staff is responsible for the urban county grant management and direct reporting to the Federal Government as well
as monitoring local grantees - the cities and their respective grantees. A recent audit of the County by the Federal
government revealed the need for more robust monitoring and reporting actions on the part of the Urban County program.
County staff alerted the respective cities participating in the program that the County will most likely need to retain more
of the overall CDBG 20o/o administrative funds for its own staffing needs to address this requirement. Counfy staff is still
in the process of evaluating the dollar amount required to suppott their staff needs. The City and County have a three-
year cooperation agreement that details the distribution of CDBG funds and this agreement is valid until June 2015. The
County is bound by this agreement until that time and staff does not anticipate the County requesting to renegotiate the
agreement earlier than 2015 to reflect the lower administrative funding passed through to the City.
Administrative Cost Recovery
This proposal includes administrative cost recovery from the City's Affordable Housing Fund to reduce the impact to the
General Fund of fully funding Housing Programs in an environment of decreasin g grarfi revenue. Staff is proposing the
City have the ability to recover some of the administrative costs of the City's affordable housing program from the
Affordable Housing Fund. This is consistent with the way other jurisdictions manage the administrative cost of in-lieu fee
programs. For example, the County of San Luis Obispo allocates 5Yo of its inclusionary housing fee to cover
administration costs. Going forward, staff is proposing to use 5olo of the Inclusionary Housing Fees collected in each fiscal
year to offset the administrative costs of the program. This new proposal for administrative cost recovery will reduce the
burden on the General Fund for administering the Affordable Housing Program by approximately $17,000 per fiscal year.
GOAL AND POLICY LINKS
1. The Council identified a 2013-15 Major City Goal to implement comprehensive strategies to address
homelessness.
2. The Council identified the Affordable Housing Program as a Major City Goal in the FY 2007-2009 Financial Plan
and as a continuing program of the City.
3. Housing Element Policies and programs identifu a work program that requires staffing to accomplish. There are
approximately 91 programs in the Housing Element, including policies that support City participation in
achieving the Ten Year Plan to end Chronic Homelessness (Ten Year Plan). The Manager is the point person for
leading the implementation of these programs.
4. The State of California Housing and Community Development requires jurisdictions to document implementation
of their Housing Element programs and to conduct a public process to update the Housing Element every five
years to address their assigned Regional Housing Needs Allocation (RHNA). The RHNA will be assigned in the
81 -22
Attachment 1
SIGNIFIGANT OPERATING PROGRAM CHANGE - COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
Spring of 2013 and the Housing Element must be updated by June 2014. The Manager is the project lead for this
update effort.
5. Federal CDBG guidelines/requirements for sub-recipient performance require the attention of a dedicated staff
person to ensure that monitoring, reporting, environmental review, the public process, and contracting are
conducted according to Federal requirements. The Manager provides this grant oversight.
PROGRAM WORK COMPLETED
The Manager continues to provide CDBG management, oversight, and reporting. The Manager works with developers
and affordable housing providers in an effort to achieve more affordable housing for the City. The Manager provides a
Cify presence on the Housing Trust Fund Commission - a funding non-profit dedicated to assisting development of
affordable housing - and the Friends of Prado Board - the support arm for the daytime homeless services facility. The
Manager also serves on the Workforce Housing Coalition Board and is the City's liaison to the Homeless Services
oversight Council. The Manager seeks grant funds to assist with or leverage other funds to accomplish affordable housing
projects, completes the City portion of the tax credit applications for affordable housing projects, and helps evaluate
requests for Affordable Housing Funds. This staff position is also responsible for monitoring existing inclusionary
housing units, and assists homeowners and prospective homeowners in the transfer documents required when affordability
agreements are in place. The Manager has been involved in helping start the Safe Parking pilot program and in crafting a
draft ordinance for Council review.
ENVIRONMENTAL REVIEW
The City's Housing Programs already exist and no environmental review is required to fill this funding gap.
PROGRAM CONSTRAINTS AND LIMITATIONS
There are no constraints or limitations to implementing the program, such as regulatory permits, significant public
involvement, or special review considerations. The Housing Programs have been staffed for years and this request is
intended to continue staffing the program by securing unrestricted CDBG savings (Park Hotel Fund), Affordable Housing
Fund administration fee and General Funds to augment CDBG funds where a gap exists going forward.
STAKEHOLDERS
Developers (to encourage provision of affordable housing); Counfy staff, HUD contacts, and grant recipients (for
monitoring and management of the CDBG grant program); social services providers, community members, homeless
individuals, and decision-makers (to assist in the implementation of The 10 Year Plan); Low income households (for
purchasing or refinancing housing units in the City's inclusionary housing program); Housing groups and the financial
community (for funding affordable housing providers and to evaluate use of affordable housing funds) and City staff (for
review ofdevelopment projects and efforts to achieve affordable housing).
IMPLEMENTATION
The implementation will occur immediately. No changes are proposed other than fully funding the Housing Programs
with additional unrestricted CDBG savings (Park Hotel Fund), Affordable Housing Fund administration fee and General
Fund dollars to cover any gap in funding in the CDBG grant going forward.
July 2013
July 2014
I
2
Allocate funding to fill the funding gap for the Housing Programs
Allocate Proto fill the for the
Task Date
81 -23
Attachment I
SIGNIFICANT OPERATING PROGRAM CHANGE _ COMMUNITY DEVELOPMENT
HOUSING PROGRAMS
KEY PROGRAM ASSUMPTIONS
Estimate of the gap in funding were derived by coordinating with County staff and information provided by Federal
Government contacts. The funding gap could change depending on the overall amount of CDBG funding awarded to the
County.
PROGRAM MANAGER AND TEAM SUPPORT
Progrøm Manøger:
If this request is approved, the current Manager ("Manager") will continue as firll time staff in the position.
Project Teøm:
The Manager reports to the Long Range Planning Division Manager and the Community Development Director to ensure
programs are implemented within grant limitations and Council priorities are addressed. The Finance Department is
involved in accounting for CDBG funds and in being responsive to yearly audits.
ALTERNATIVES
Conlìnue the Statas Quo. The grant funding to support the Housing Programs has decreased. Continuing the status
quo means the Manager position would become a part-time position and support for housing programs would decline.
This would have negative impacts on the affordable housing program and the City's ability to complete the required
Housing Element update.
2. Defer or Re-Phase the Reqaest. The programs being supported by this grant funding are on-going and hence the
request cannot be deferred or re-phased. Unrestricted CDBG savings (Park Hotel Fund), Affordable Housing Fund
administration fee and General Funds will be needed to augment grant funding in order to maintain a full time
Manager position.
3. Chønge the Scope of Request, The Manager is a fuIl-time staff position. If less funding is approved, the position
allocation will need to be reconsidered þerhaps to 3/+ time) and the scope of work able to be completed by this
position will be negatively impacted (including CDBG grant reporting, environmental review and monitoring; on-
going administration of inclusionary housing units; required Housing Element update; affordable housing fund
administration; participation on Housing Trust Fund Board; work with development community to achieve affordable
housing; collaboration with non-profit partners).
4. Implementation ín u Different W'ay. The request supports maintaining a full time staff position that has been
effective in administering the City's affordable housing and CDBG grant programs as well as leveraging grant funds
for many years. The effectiveness of this position is directly attributable to constructive relationships developed
within the community - the Manager works with stakeholder groups, the financial community, developers, the County
(as the urban county CDBG grant recipient and distributor), social services providers, residents, and low income
families.
One option would be to create a contract position and advertise the position's compensation at a rate that could be
supported by CDBG funding alone. This type of position would not have these same established relationships in the
community and the contract would need to be reduced when CDBG funding is reduced. Training a contractor to
understand the local context and culture as well as the history of decisions within the Housing Programs in order to
adequately represent the City on the various boards would require staff resources that would impact the ability of
other staff in Community Development Department to accomplish identified Council goals. In addition, it is doubtful
that the reduced amount of funding would secure enough contract staff time to address all of the program
requirements and would require re-assignment of existing staff in order to accomplish work associated with this high
81 -24
Attachment I
SIGNIFICANT OPERATING PROGRAM CHANGE - COMMUNITY DEVELOPMENT
/ HOUSING PROGRAMS
priority position.
Finally, the City could determine to pursue CDBG funds independentþ from the entitlement currently obtained
through participating under the Urban County. This approach would change the City's CDBG grant program status
from entitlement to competitive since the City lacks the required 50,000 in population required to be considered a
metropolitan area by HUD. Independent requests by non-entitlement jurisdictions for CDBG funds are highly
competitive and must be much more closely tied to the fundamental beneficiaries for this particular grant. Currently
street projects are augmented with approximately $100,000 in CDBG funds yearly to construct handicap ramps.
Since these types of projects most likely would not be competitive in the grant process, this cost would shift to the
General Fund. There would be no guarantee of yearly grant awards and the City would be responsible for the detailed
reporting and monitoring that is currently the County's responsibility (in addition to the work required of the City as
sub-recipient). In addition, this approach is inconsistent with recent HUD direction for jurisdictions to consolidate
into Urban Counties to reduce program administration costs. Therefore, opting out of the Urban County as an
entitlement jurisdiction and pursuing CDBG funds independentþ on a competitive basis is not recommended.
5. Exísting Program Evaluutíon. The Manager is responsible for administering CDBG funds in accordance with
federal guidelines in addition to managing the City's affordable housing programs. Loss of this position would result
in the need to abandon other work efforts so that reassigned staff could conduct the work required to maintain the
current affordable housing program (inclusionary units, affordable housing fund request evaluation, Housing Program
implementation, required Housing Element update, etc.). The City would need to make substantial changes in on-
going programs in order to continue to participate in the Urban County's yearly CDBG award because existing staff
would need to abandon other work efforts in order to absorb all position duties.
OPERATING PROGRAM
60650 - Housing Programs
COST SUMMARY
Maintaining the City's Housing Programs will create $18,214 in ongoing costs to the General Fund beginning in the 2014-
15 fiscal year. In the future, if CDBG funding increases or decreases, the amount of General Fund dollars will be reduced
or increased. Going forward, adjustments to revenue projections for the program will be recommended to the City Council
as new information becomes available.
Item Account N 2013-14 2014-15
&,60650-7010 123 1
Housing Program (Computer Supplies)
Housing Program (Publications & Subscriptions)
&,
60650-74t3
60650-7427
60650-7459
500
500
1
500
500
Housing Fund 50Á Administration Fee
Operating Costs
Cosl Søvings or Revenues
CDBG Grant Funds
HotelUnrestricted CDBG
125,400
(1
(101
126,400
(91,186)
(17,000)
Costs l41
81 -25
Attachment 2
RESOLUTTONNO. (2013 SERIES)
A RESOLUTION OF THE COLINCIL OF THE CITY OF SAN LUIS OBISPO
APPROVING THE 2OI3-15 FINANCIAL PLAN AND 2013-14 BUDGET
WHEREAS, the City Manager has submitted the 2013-15 Financial Plan to the Council
for its review and consideration in accordance with budget policies and objectives established by
the Council; and
WHEREAS, the 2013-15 Financial Plan is based upon extensive public comment and
direction of the Council after fourteen scheduled budget workshops and public hearings.
NOW, THEREFORE, be it resolved by the Council of the City of San Luis Obispo that
the 2013-15 Financial Plan is hereby approved and that the operating, debt seryice and capital
improvement plan budget for the fiscal year beginning July 1, 2013 and ending June 30, 2014 is
hereby adopted.
On motion of
and on the following vote:
AYES:
NOTE:
ABSENT:
seconded by
the foregoing Resolution was passed and adopted on June 17,2013.
Mayor Jan Marx
ATTEST:
Maeve Kennedy Grimes, City Clerk
APPROVED:
Christine Dietrick, City Attorney
81 -26
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2015-152016-1720t7-L8 60,017,071 62,247,692 64,498,23I 3,009,051 20,407 623,95]-165,458 100,000 3,777,6252,999,103 475,407 623,951 165,458 100,000 3,777,6252,816,2I9 475,407 823,951 700,000 450,000 4,O77,62540,299,445 1.4,772,600 46,00039,223,839 L4,046,905 46,00038,1O1.,777 14,063,328 46,000 59,907,597 61,458,288 64,467.247 LO9,474 783,404 36,984 !0,703,366 t'J,,486,770 1]-,523,754 10,437,1o5 70,749,230 1,7,109,491-10,593,892 tO,7O3,366 ]-1,486,770 100,000 100,000 100,000aMEETTNG17,064,471 7,72L,066 314,009 9,704,!90 3,98t,32t 6,806,789 5,244,246 2,768,339 2,323,901 192,5161.6,408,145 7,424,702 301,932 9,385,096 3,850,407 6,437,777 5,086,s63 2,692,936 2,260,604 187,27215,634,996 7,!38,560 293,1-38 9,1,7r,745 3,738,259 6,092,835 4,948,O18 2,6!9,588 2,203,3t8 183,600 L,407,680 286,598 2,531,650 1,651,359 r.,869,400 181,696 349,0007,407,680 283,97!2,434,279 1,606,38r.1.,864,400 776,747 334,000\,407,680 281,721,2,340,653 1,562,627 1,859,400 771,,933 329,000
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Page intentionally left
blank.
26
JUN I Z 2013
EIVË
RK
Heather
From:
Sent:
To:
Cc:
Subject:
Attachments:
Grimes, Maeve
Wednesday, June L2,2013 4:04 PM
Goodwin, Heather
'debcash@ macservices.net'
FW: RED FILE
Memo Council PD.doc Date (/
AGËNDA
PONDENCE
Item
Heather, please distribute the attached as Council correspondence for tonight's meeting. lt will be an Agenda
Correspondence for 6/1J/1,3 81.. Thank you.
Maeve Kennedy Grimes
City Clerk
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Phone: (805178t-7t02
Email: mgrimes(ôslocitv.org
-----Original Message-----
From: Debora h Cash Imailto:debcash@ macservices.net]
Sent: Wednesday, June L2, 2013 3:55 PM
To: Grimes, Maeve
Subject: RED FILE
Maeve, good afternoon
I am hoping it is not too late to get this item to Council via Red File
I just learned that an item I understood would be discussed on Monday may be discussed tonight and wanted the
opportunity to address that.
Thank you !
Deborah Cash
1
12 June 2013 RED FILE
To: Mayor Jan Marx and City Council Members
From: Deborah Cash, Executive Director
San Luis Obispo Downtown Association
Re: "Parking Lot" item "Downtown Police"
The Downtown Association, at its Tuesday, June 1l Board meeting reviewed the Council
activity of June 10 whereby some items requiring further discussion were placed in a
"parking lot." The Board's discussion then turned to the upcoming June l7 meeting
when the final budget hearings are scheduled. It was generally understood that this
would be the appropriate opportunity for the Board to make public comment regarding its
position on its request for Downtown police.
However, today, I learned that the Downtown police item was discussed last evening and
is predicted to be discussed again tonight. Because the item was not on the agenda nor
did I have an offrcial notification, at this late juncture organizing a coordinated effort is
not possible.
My hope is that perhaps it is not the case that the item will be decided tonight and that the
Downtown Association Board and business owners in the Downtown will be afforded an
opportunity to speak on Monday.
Thank you for your consideration of this request.
CC: Pierre Rademaker, President, Board of Directors
Therese Cron, Promotions Chair, Board of Directors
Goodwin, Heather
From:
Sent:
To:
Subject:
Attachments:
Codron, Michael
Tuesday, June LL, 2013 l-0:30 AM
Goodwin, Heather
Fwd: Council Budget ldeas
June l-0 Budget Ideas.docx
Agenda correspondence. Thx.
Sent lìorn nr,v- Vt'riz-on Wile less 4C l.lE Srnartphone
Original message
From: "Codron, Michael" <mcodron@slocity.org>
Date: 06/1112013 8:58 AM (GMT-08:00)
To: "Lichtig, Katie" <klichtig@slocity
Cc: "Padilla, Wayne" <wpadilla@slocity.
Subject: Council Budget Ideas
Mayor Marx and Council Members,
l've attached the list of budget ideas for discussion from last night. We will also distribute this via agenda
correspondence.
Thank you,
Michs-ç"I-Çodp-n
Assistant tity Moneiger
City of Scrn Luis Obispo
990 Fslm Street
Son Luis Öbispo, ÇA 93401
(sö5)7SX-7112 office
(Sos)54o*o767 cell
mcodron@slocity.org
Bcc: CC
RECETVED
JUN I I 2013
CLËR.K
^ uffiffifiil M ætfi eæs
June tO,20t3
1J.
!2.
t
2
Offer 2 CERT classes per year.
Find an alternative to using Open Space CIP as a source for funding of
new Ranger Services position.
What is frequency of response to Cal Poly for fire and life safety
services?
Fund the Jack House Gazebo project in the current financial plan.
How would an addition of 1.0 FTE be allocated in the Community
Development Depa rtment?
Should Council increase the proposed t% allocation to buffer future
PERS increases?
Should City Council salaries be increased?
Add two police officers instead of the one currently proposed.
Should separate fund be created for major facility replacement? What is
the flexibility for how these funds are spent?
Should Council create a priority list of CIP projects to allocate over-
realized revenue to fund?
Level of investment in bikeway improvements.
Possibility of City increasing its contribution on CIP projects to I%.
3
4
5
6
7
8
9
10.
JUN 1 2 2013
RECÉTVE
LO
Goodwin, Heather
From:
Sent:
To:
Cc:
Subject:
Attachments:
Codron, Michael
Wednesday, June L2,201-3 4:43 PM
Goodwin, Heather; Padilla, Wayne
Grimes, Maeve
Agenda Correspondence (Council Budget Direction)
June Ll- Council Direction.pdf
AGENDA
CORRESPONDENCE
Heather, please see the attached list of Council Budget Direction items from last night and distribute as agenda
correspondence.
Thank you,
Michoel Codron
Assistunt tity Mqncger
City of Ssn Luis Obispo
99o Þslm Streot
$on Luis Obispo, CA 93401
(sos)7$r*ï12 office
(s05)s4o-o767 cefl
mcodron@slocity.org
Bcc: CC
1
&ffiffi€fiü ffi @€ #recft$æm
June LL, 2Ot3
Find an alterndtive to using Open Space CIP as a source for funding of new
Ranger Seruices position,
Council decided to fund the Ranger Services position using General Fund
resources, and fund the Open Space CIP at the amount of SZOO,OOO annually in
the 20L3-1-8 ClP.
Fund the Jqck House Gozebo project in the current financial plon.
Council moved up the Jack House Gazebo maintenance project from 2018-19 to
2Ot4-15. The project will be funded with one-time funds available above The 20%
General Fund reserve.
Should Council increase the proposed 7% qllocøtion to buffer future PERS
increases?
Council amended Page H-69 of the Preliminary Financial Plan as follows:
Should these increases not become effective during these
years, the City will set aside the value of the t%o rate
increases within the lnsurance / Benefit Trust Fund in order
to make available the resources needed +eçay-ferfu
inereases in the €alPERS empleyer eentributien rates when
Should separate fund be creoted for møjor facility replacement? Whdt is the
flexibility for how these funds are spent?
Council discussed the issue and directed staff to move forward with the creation
of the new fund, based on the policíes included on Page H-L5.
June 11, 2013 Council Budget Direction
Level of investment in bikeway improvements.
The Council directed staff to increase fundíng for the Bicycle Facility
lmprovements CIP project from 525,000 annually to 5L00,000 annually.
Accelerate funding for Fire Stotion 2 remodel (3-72, proposed $Z,ZOO in 2075-76
qnd $27,800 in 2016-17).
Councíl directed staff to move funding for the Fire Statíon 2 remodel to the 2013-
L5 Financial Plan (52,700in20L3-14 and 527,800 in 20I4-L5]|. The project will be
funded with one-time funds available above the 20% General Fund reserve.
Accelerate City Woyfinding Sign project to complete more sign installations in
the first three yesrs (3-267).
The City Council directed staff to provide funding for the Wayfinding Sign Program
at the amount of 56S,000 in each year of the 20L3-15 Financial Plan. This changes
increases the proposed project funding by SZs,OOO in 20L3-14 and by 5+0,000 ¡n
2OL4-I5. The project will be funded with one-time funds available above the 20%
General Fund reserve.
Council directíon regarding proposed ongoing costs associøted with funding the
Open Spoce CIP at $200,000 annually and funding Bicycle Facility lmprovements
at 5700,000 onnudlly.
After review by the Finance Director regarding the amount of available, ongoing
funding in the budget, Council directed staff to reduce the General Fund transfer
to the Fleet Replacement Fund by Sgt,gOO annually. Staff will identify the
associated reductions in fleet replacement projects prior to budget adoption.
REC
JUN I 0 2013
SLO CTTY RK
counctl memopânòum
June 10,2073
TO: City Council
FROM: Katie Lichtig, City Manager
Prepared by: Brigitte Elke
SUBJECT: Council Correspondence April 9,2013 and June 10, 11 , and 12,2013
In response to the Mayor's request, below please find a list of Council agenda correspondence
from members of the public. The list contains correspondence from the April 9,2013 Strategic
Budget f)irection hearing, as well as all correspondence received for the June Budget hearings.
Public Requests April 9, 2013 - Strategic Budget Direction
Greg and Mary Bettencourt Additional funding for Ranger Staff Email
Lea Brooks Sacramento County Measure A-lz cenl
measure to support transportation including
one million for bikeway network improvements
Email
Deborah Cash - Downtown
Assoc.
Dedicated Police Resource for Downtown in
form of two uniformed officers
Letter including
Petition
Allan Cooper - Save Our
Downtown
Additional funding for staff time in CDD Email
Allan Cooper More police downtown Email
Steve Davis Additional funding for Ranger Staff Email
Steve Davis - PRC Chair Construction of Santa Rosa Skate Park Email
Barbara Frank 1. Study correct size of homeless shelter
2. hold off new shelter until study is done
3, Add police presence downtown
Email
John Grady 1. Oppose new police presence downtown
2. Oppose "Measure Y Education & Outreach"
3. Oppose funding for CAPSLO until allegations
have been investigated
Email
John Grady CJPIA Retro Pay - ROI and verification of Email
accuracy of request
Sandra Rowley - RqN Ensure that proposed work programs support
well-maintained, quiet neighborhoods
Email/Letter
Brent Vanderhoof -
Downtown Assoc.
Petition Packet - Downtown Officers Email/ PDF
BillWhelan Street light installation on Venable Street Email
Christine Willies
Mark Canaan
Downtown Safety - Research USC's
"Ambassado/' program to provide security
downtown
Residential Parking Fee lncrease - opposed
Email
Email
Dan Rivoíre lncrease annual investment for bikeway
improvements from 525,000 to S100,000
Email/ PDF Letter
Richard Schmidt Water Rate lncreases Email
councrl memopânòum
June 11,2813
TO: City Council
FROM: Katie Lichtig, City Manager
Prepared by: Brigitte Elke
SUBJECT: Council Budget Items - June 10,2013
During the budget hearing on June l0,2013,the City Council made note of several items to be further
discussed. Below is the list as it was noted during the public meeting.
AGENDA
c
Date
l.
)
J.
4.
5.
6.
7.
8.
9.
Offer 2 CERT classes per year. , r
Find an alternative to using Open Space CIP as a seurce for funding of new Ranger Services
position,
What is frequency of response to Cal Poly for fire and life safety services? x
Fund the Jack House Gazebç project in the current financial plan,
How would an addition of 1.0 FTE be allocated in the Community Development
Department?
Should Council increase the proposed Io/o allocation to buffer future.PERS increases?
Should City Council salaries be increased?
Add two police offrcers instead of the one currently proposed,
Should separate fund be created for major facility replacement? What is the flexibility for
how these funds are spent?
Should Council create a priority list of CIP projects to allocate over-realized revenue to fund?
Level of investment in bikeway improvements.
Possibility of City increasing its contribution for Public Art on CIP projects to 1%.
10.
11.
12.
Attached to this memo is a matrix that includes additional information for Council consideration
addressing each item in the above list.
* The number of responses to Cal Poly over the last ten years were:
20t2
20tr
20r0
2009
2008
244
210
231
r82
177
2007 r37
2006 76
2005 68
2004 106
2003 tt2
JUN 1t 2013
DR
CLER
Fiscal
s
es Yes No Yess49,600 564,500 S zao.ooo
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3.
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st
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s
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.
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s
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s
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e
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a
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is
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q
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e
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to
se
r
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s
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a
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s
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5
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th
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p
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t
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p
r
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.
5.
Ho
w
wo
u
l
d
an
ad
d
i
t
i
o
n
of
1.
0
FT
E
be
al
l
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t
e
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th
e
Co
m
m
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t
y
De
v
e
l
o
p
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t
De
p
a
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t
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t
?
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c
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be
in
c
l
i
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to
ad
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ad
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t
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a
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re
s
o
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r
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to
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p
p
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r
t
th
e
pe
r
m
i
t
pr
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s
s
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st
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f
f
re
c
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m
m
e
n
d
s
th
a
t
th
e
ex
i
s
t
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n
g
Pe
r
m
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t
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c
h
n
i
c
i
a
n
s
in
Bu
i
l
d
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an
d
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b
l
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r
k
s
be
in
c
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e
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s
e
d
Ír
o
m
/o
to
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l
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i
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pe
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n
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.
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Ci
t
y
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it
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h
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on
g
o
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s
t
.
6.
Sh
o
u
l
d
Co
u
n
c
i
l
in
c
r
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a
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e
th
e
pr
o
p
o
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d
1%
al
l
o
c
a
t
i
o
n
to
bu
f
f
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r
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t
u
r
e
PE
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in
c
r
e
a
s
e
s
?
Se
e
se
p
a
r
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t
e
me
m
o
YesS 1ss,2oo
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rr
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o
7.
Sh
o
u
l
d
Ci
t
y
Co
u
n
c
i
l
sa
l
a
r
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e
s
be
in
c
r
e
a
s
e
d
?
Ac
c
o
r
d
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g
to
Ci
t
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Ch
a
r
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Se
c
t
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41
0
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o
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a
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)
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a
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r
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l
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d
Pr
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d
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Ma
n
u
a
l
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Ci
t
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u
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c
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m
p
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a
t
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o
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is
re
v
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w
e
d
bi
e
n
n
i
a
l
l
y
,
in
ev
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n
nu
m
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e
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e
a
r
s
.
ln
2O
t
2
,
t
h
e
Co
u
n
c
i
l
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a
n
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m
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s
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m
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s
s
.
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e
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t
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e
r
k
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r
r
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a
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m
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me
m
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s
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De
c
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r
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1
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.
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s
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l
d
al
l
o
w
fo
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p
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m
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n
t
of
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fi
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r
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m
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re
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o
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e
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d
a
t
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d
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t
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by
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e
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Ç
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u
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l
to
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r
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t
e
Sp
r
i
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g
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1
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.
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a
n
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e
s
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r
e
c
t
e
d
by
th
e
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u
n
c
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as
a
re
s
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of
th
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s
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s
ca
n
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in
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o
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bu
d
g
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as
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r
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.
8.
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d
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o
po
l
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c
e
of
f
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r
s
in
s
t
e
a
d
of
th
e
on
e
cu
r
r
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n
t
l
y
pr
o
p
o
s
e
d
:
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or
d
e
r
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r
th
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l
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c
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p
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r
t
m
e
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Do
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of
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r
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r
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t
o
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1
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.
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s
e
ne
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r
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tr
a
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p
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e
ab
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t
y
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as
s
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r
s
as
th
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s
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d
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c
a
t
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d
re
s
o
u
r
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e
in
Ja
n
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of
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t
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o
u
l
d
se
p
a
r
a
t
e
fu
n
d
be
cr
e
a
t
e
d
fo
r
ma
j
o
r
fa
c
i
l
i
t
y
re
p
l
a
c
e
m
e
n
t
?
Wh
a
t
is
th
e
fl
e
x
i
b
i
l
i
t
y
fo
r
ho
w
th
e
s
e
fu
n
d
s
ar
e
sp
e
n
t
?
Th
i
s
it
e
m
wi
l
l
be
ad
d
r
e
s
s
e
d
du
r
i
n
g
th
e
6-
1
1
-
1
3
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p
i
t
a
l
lm
p
r
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v
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m
e
n
t
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a
n
pr
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n
t
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t
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o
n
.
10
.
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o
u
l
d
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u
n
c
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l
cr
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a
t
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a
pr
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o
r
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t
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s
t
of
CI
P
pr
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c
t
s
to
al
l
o
c
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t
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ov
e
r
-
r
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a
l
i
z
e
d
re
v
e
n
u
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to
fu
n
d
?
ln
th
e
ev
e
n
t
th
a
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th
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Ci
t
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Co
u
n
c
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ch
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to
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t
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p
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t
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at
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it
ma
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o
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a
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n
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(s
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t
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re
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o
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p
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e
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n
e
r
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ta
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a
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h
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e
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lf
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t
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t
o
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c
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at
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t
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me
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s
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.
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v
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m
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t
in
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k
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a
v
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p
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m
e
n
t
s
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l
o
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pl
e
a
s
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n
d
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li
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t
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th
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k
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a
v
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s
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b
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v
in
c
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a
s
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it
s
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r
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u
t
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o
n
fo
r
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t
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t
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pr
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e
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t
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s
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s
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d
on
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pe
t
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re
c
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v
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.
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i
s
wo
u
l
d
in
s
t
a
l
l
a
li
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t
mi
d
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k
on
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n
a
b
l
e
be
t
w
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n
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o
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d
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n
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n
.
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s
t
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li
g
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t
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e
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e
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t
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o
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k
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w
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t
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:
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JUN 0 7 ?013
CLËRKcouncrl memoRân
TO
June 3, 2013
FROM:
VIA:
City Council
Daryl Grigsby, Public Works Director
Katie Lichtig, City Manager
SUBJECT: Wayfinding Program Status
During the April 9th Major City Goal review the City Council asked for a status report on the
existing Wayfinding project. The following provides an update on the current status of the
program as well as some information about what is ahead.
Background
The City-wide Wayfinding Program provides a uniform approach to a range of monuments,
directional signs, trail markers, building signs, and other various city identifìers. The City-wide
program is consistent with national models whereby signage directs visitors and residents to
local assets and destinations. The two primary elements of the City's program are directional
signs and entry monument signs. The two projects are being handled and funded very differently.
The entry monument project, scheduled for construction at Highway I and Highland Drive, is
grant funded and is to be administered and constructed by the San Luis Obispo Council of
Govemments along with monuments for other agencies in the same grant program. At this time,
the City has not received confirmation of a construction start date. The directional sign project is
supported by the Promotional Coordinating Committee and is being managed by City staff.
Completed Actions to date
The Wayfinding Program was developed with the assistance of RRM Design and Rademaker
Design after completion of an inventory of current City signage. The directional signs and
monuments were reviewed by the Promotional Coordination Committee, Cultural Heritage
Committee, Architectural Review Commission, and Parks and Recreation Commission.
On October 18, 201 l, the City Council approved the Wayfinding Program, including conceptual
designs for the directional signs, implementation plan for installation of both vehicular and
pedestrian signs, and future development of conceptual designs for the remaining range of signs
and monuments identified in the program. Orientation maps were identified at that time as a vital
component of the overall program to work in conjunction with the other signage. These are
planned as a future element, needing design and funding. The Program is funded with $140,000
as recommended by the Promotional Coordination Committee, $65,000 from the General Fund
and $75,000 from the Promotional Coordinating Committee's general fund allocation, Of this
funding, $50,000 has been committed to the design efforts, leaving $90,000 to support
installations.
Wayfinding Sign Program Update Page 2
A City-wide destination list was developed with input from Chamber of Commerce staff and the
Promotional Coordinating Committee. In addition, sign placement locations for the highest
priority destinations have been developed by staff and the consultant. High priority destinations
include the Downtown, downtown parking structures, the Mission, Cal Poly/PAC, Airport and
the Amtrak Station. These highest priority signs are located on the major entry points/arterials
used by tourists and visitors.
Allowable sign information is regulated by the Manual of Urban Traffic Control Devices
(MUTCD). In addition, the number of destinations on a sign is limited, and signs are intended for
civic, cultural, visitor, recreational and other destinations within the community, excluding for-
profit businesses. The only destinations outside the City limits are significant regional locations
such as Cal Poly, the airport, and the wine region.
The font type driving test was completed in January 2013. The driving test was required as the
City intends to use a font different from what is specified by Caltrans standards. Signs with just
text (not final sign design) were temporarily installed and volunteers were used to determine if
the text was legible and could be followed to take a driver to an unfamiliar destination. Staff also
completed the Pedestrian sign legibility test in April 2013. This test was to ensure the signs were
visible to pedestrians walking at a normal pace from a reasonable distance. These preliminary
sign tests were successful.
The plan for the prototype signs (9 total) is complete, including their location and text. These
prototype signs include at least one of each style of vehicular and pedestrian sign. The prototypes
will be installed so that users, including residents and decision-makers, can review the overall
look and quality of the signs. A review period of two months will allow consideration of input on
the quality and placement of the signage. If the prototype signs prove successful, they will
remain in place to be supplemented by additional signs at other locations. Additionally, working
with Mr. Rademaker, the prototype signs will include a sample of a less costly option of a
vehicle sign. If the lower cost sign is functional, the resulting cost savings could increase the
total number of future signs that can be installed using currently budgeted funding. Exhibits A
and B show the sign graphics and their locations for the prototype signs.
Next Steps
The designer has just finished preparing the final design details of the prototype signs for the
sign fabricator. The three month fabrication stage will start in June, The signs will be installed
upon receipt from the fabricator. A Press Release will be issued when the prototype signs go up
to notify every one of the installation and the purpose. Feedback will be collected during the first
two months of sign installation and use.
If the prototype signs are well received, the project will move forward, including a request for
Council action to approve the final sign text and placement, and for approval of advertising for
bids. Exhibit C shows the citywide destination list developed to guide the sign text and locations
of the directional signs. Exhibit D shows the proposed locations for 42 signs; the 32 highest
priority vehicular signs and the l0 highest priority downtown pedestrian signs.
Wayfinding Sign Program Update Page 3
Funding
There is approximately $90,000 currently available to support installation of the 9 prototype
signs and those to be included in the first installation project. It is anticipated that approximately
27 of the 42 signs can be fabricated and installed with this current budget. This will leave
approximately l5 high priority signs that will be installed in future phases as budget becomes
available.
Upcoming Financial Plan Project
The project work proposed as part of the 2013-15 Financial Plan includes $65,000 for
Wayfinding ($40,000 in2013-14 and $25,000 in 2014-15). This provides first-year funding for
the development of downtown orientation maps (you-are-here,) identified as a key component of
the program in the October l8,20ll approval, and second-year funding for installation of the
maps andlor more directional sign installations. These additional signs, estimated at seven,
would be added to the approximately 27 signs to be installed as described above. Once these
initial two groups of directional signs are installed, the PCC and City staff will assess the
program and determine if the goals have been achieved or if additionalsignage is necessary.
Existing Budget ($140,000)
1. Existing Logo Inventory Complete
Complete2. Sign Family Design
3. Destination List Complete
4. Council& Committee
Program Approval
Complete
Complete5. Font Test
6. Pedestrian Readability Test Complete
7. Notification of Test Sign
Installation
Council & Public August 2013
2 double sided signs August 20138. Pedestrian Test Signs
August 20139. Vehicular Test Signs 7 signs
10. Sign Text Approval Council November 2013
I l. Authorization for
Construction
Council May 2014
5 double sided signs January 201412. Pedestrian Signs
13. Vehicular Signs l3 signs January 2014
14. Monument Sign I Entry (@ Highland / Hwyl Managed by SLOCOG
2013-15 Proposed Budget ($65,000)
Design only15. Orientation Sign Aug2014 (Yr l Funding)
16. Pedestrian Signs 2 double sided signs Aug20l4 (Yr 2 Funding)
17. Vehicular Signs 5 signs Aug20l4 (Yr 2 Funding)
l:lenre'nt Sctl rx 4)InstaIlationt.\
Wayfinding Sign Program Update Page 4
Staff will work through final priorities for the project once acceptance testing is complete, so
actual numbers of pedestrian versus vehicular signs may change.
EXHIBITS
Exhibit A
Exhibit B
Exhibit C
Exhibit D
CC: PCC
Test Signs - Appearance
Test Signs - Location
City-wide Destination List
I't priorty Locations
\\chstore4\tem\budget folders\2013-15 financial plm\communications\oucil merc-wayfinding-revl docx
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CITY WAYFINDING PROGRAM
Destination List
for
City-wide Vehicular and Downtown Pedestrian Signs
DRAFT
Destination Guidelines :
l. Per federal Manual of Uniform Traffic Control Devices, (MUTCD) community wayfinding is
intended for Civic, Cultural, Visitor, Recreational and other destinations within a community.
2. Destinations should target Tourists and Visitors not familiar with our town.
3, Per MUTCD, vehicle signs should only have 3 destinations per sign.
4. Outlying sign descriptions can be general and then become more descriptive as you approach
the destination. Example: Sports Fields vs, Damon Garcia Sports Field
5. Per MUTCD, destinations are within SLO community only - not intended for outside of our
community unless signifìcant destination is contiguous to City such as the County Airport or
CalPoly.
6. Destinations may include public facilities and non-profìts such as museums, performing art
center but should not direct visitors to individual "for profit" businesses.
Destinations for Vehicular Signs:
. "Parking" (as you approach the downtown - direct to structures only)
. "Downtown"
. "Mission/Mission Plaza"
. "Museums/Cultural Venues"
. "Airport"
. "Train Station"
. "Railroad Museum"
. "Railroad Historic District" (only if room on a sign)
. "Cal Poly State University"
. "Cuesta College" (Not in community. Low priority. Only if space is available on sign as heading
north on Santa Rosa.)
. "Performing Arts Center"
Page 1 of2
a
Exhibit C
"SLO High School" (Low priority. Include if sign available nearby.)
Sports Field & regional type parks where large events might be held (as you get closer to the park)
o "Sinsheimer Sports Complex"
o "Laguna Lake Park"
o "Santa Rosa Park"
o "Damon Garcia Sports Fields"
o "Laguna Lake Golf Course" (Low priority but include if sign near by.)
"County Courthouse"_
"City Hall"
"Visitors Center"
"Highway l0l" (Try to focus on getting vehicles to major on/off ramps such as at Marsh, Santa
Rosa and maybe Monterey. Do not guide to the smaller ramps)
"Highway 1"
"Wine Region" (Limited since outside of community. Possibly at Broad/Higuera, Broad/Marsh
and at Airport)
"Lodging" (Only if it can be located so that no lodging opportunity is left out)
Destinations for Pedestrian Signs in Downtown.
. "Mission/MissionPlaza"
. "Visitors Center"
. "Public Restroom"
. "History Center of San Luis Obispo County"
. "Children's Museum"
. "Museum of Art"
. "Public Library"
. "City Hall"
. "Post OfÍìce"
. "County Courthouse"
. "County Government Center" (Limited. Only if sign available)
. "Parking Structure"_
. "Transit Center"
. "Bubblegum Alley"
. "Creek Walk"
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Page 2 of 2
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Tlte
n,AY 22 2013
Iotk lfouse & Garden;'"
cTY.LERK
May 8,2013
The Honorable KathY Smith
Vice Mayor, San Luis Obispo City Council
990 Palm St.
San Luis ObisPo, CA 93401
Dear Vice MaYor Smith:
The members of the Jack House Advisory committee wish to thank you for the support you expressed regard-
ing the future funding for the Jack House Garden Gazebo. The Gazebo has become an important and unique
symbol to both ttre Gädens and the city and remains such a positive memory for those participants who have
used it in past celebrations.
The JH Committee has done a lot of work over the past three years to insure that the Gazebo be properly re-
stored and the committee maintains that it is absolutely necessary to include the funding for the Gazebo testo-
ration in the out years I a¡d2as a part of the cIP budget. Please keep in mind that financing for architechfal
and engineering fees have been paid for out of the JH committee's own fund and the Gazebo restoration plans
have been given final approval by the city'
The Gazebo scale and proportions achieved by architect cadton winslow are unique and a perfect match for
the Ga¡dens. The committee looks forward tå tn. day the temporary bracing will be replaced by the planned
restoration insuring a lasting future for many years to come'
Thank you for serving as key advisor and liaison to the Jack House Committee'
Sincerely youls,
Members of the Jack House Committee:
Ron Batterson, Chair <
Kathi Settle,
Bob Gordon
Toni Kincaid
Susan Updegrove
Gerry Johnson ,JL /,-- à
Marcia Nelson ,/2 ,r'/¿r4 a¿,¿)
Mayor Jan Howell Marx
Council Member Dan CaPenter
Council Member John Ashbaugh
Cc:
536 Marsh Street - MAILING ADDRESS: I34l Nipomo Street, San Luís Obispo, CA 93401
councrl memopânòum
June 11,2013
TO:
FROM:
Prepared by:
SUBJECT: Council Budget Items - June 10,2013
During the budget hearing on June l0,20l3,the City Council made note of several items to be further
discussed. Below is the list as it was noted during the public meeting.
City Council
Katie Lichtig, City Manager
Brigitte Elke
Offer 2 CERT classes per year. ,
Find an altemative to using Open Space CIP as a source for funding of new Ranger Services
position.
What is frequency of response to Cal Poly for fire and life safety services? *
Fund the Jack House Gazebo project in the current financial plan,
How would an addition of 1.0 FTE be allocated in the Community Development
Department?
Should Council increase the proposed lo/o allocation to buffer future PERS increases?
Should City Council salaries be increased?
Add two police offlrcers instead of the one currently proposed.
Should separate fund be created for major facility replacement? What is the flexibility for
how these funds are spent?
Should Council create a priority list of CIP projects to allocate over-realized revenue to fund?
Level of investment in bikeway improvements.
Possibility of City increasing its contribution for Public Art on CIP projects to 1%.
1
2
aJ
4
5
6
7
8
9
l0
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Attached to this memo is a matrix that includes additional information for Council consideration
addressing each item in the above list.
* The number of responses to Cal Poly over the last ten years were
20r2
20tr
20t0
2009
2008
244
2t0
231
r82
177
2007
2006
2005
2004
2003
r37
76
68
106
tt2
JUN I I 2013
CITY RK
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re
q
u
i
r
e
an
ad
d
i
t
i
o
n
a
l
S4
,
O
O
O
.
O
O
to
ou
r
bu
d
g
e
t
.
2.
Fi
n
d
an
al
t
e
r
n
a
t
i
v
e
to
us
¡
n
g
Op
e
n
Sp
a
c
e
CI
P
as
a
so
u
r
c
e
fo
r
fu
n
d
i
n
g
of
ne
w
Ra
n
g
e
r
Se
r
v
i
c
e
s
po
s
i
t
i
o
n
.
Th
e
Pr
e
l
i
m
i
n
a
r
y
Fi
n
a
n
c
i
a
l
Pl
a
n
re
c
o
m
m
e
n
d
s
ap
p
r
o
v
a
l
of
a
ne
w
Ci
t
y
Ma
i
n
t
e
n
a
n
c
e
Wo
r
k
e
r
ll
po
s
i
t
i
o
n
to
au
g
m
e
n
t
th
e
Ra
n
g
e
r
Se
r
v
i
c
e
Pr
o
g
r
a
m
,
an
d
pr
o
p
o
s
e
s
to
pa
y
fo
r
a
po
r
t
i
o
n
of
th
e
co
s
t
of
th
i
s
po
s
¡
t
i
o
n
th
r
o
u
g
h
re
d
u
c
e
d
fu
n
d
i
n
g
al
l
o
c
a
t
e
d
to
th
e
Op
e
n
Sp
a
c
e
Cl
P
.
lt
is
im
p
o
r
t
a
n
t
to
no
t
e
th
a
t
th
e
am
o
u
n
t
of
re
d
u
c
t
i
o
n
pr
o
p
o
s
e
d
fo
r
th
e
Op
e
n
Sp
a
c
e
CI
P
is
th
e
di
f
f
e
r
e
n
c
e
be
t
w
e
e
n
st
a
f
f
'
s
or
i
g
i
n
a
l
fu
n
d
i
n
g
pr
o
p
o
s
a
l
fo
r
a
pa
r
t
-
t
i
m
e
Ci
t
y
Wo
r
k
e
r
5
(2
8
ho
u
r
s
pe
r
we
e
k
)
,
an
d
th
e
co
s
t
of
th
e
fu
l
l
-
t
i
m
e
po
s
i
t
i
o
n
.
Th
i
s
is
eq
u
i
v
a
l
e
n
t
to
53
3
,
2
0
O
in
2O
L
4
-
!
5
,
an
d
54
9
,
6
0
0
in
20
1
5
-
1
6
.
lf
a
ma
j
o
r
i
t
y
of
th
e
Ci
t
y
Co
u
n
c
i
l
di
r
e
c
t
s
st
a
f
f
to
re
s
t
o
r
e
th
e
or
i
g
i
n
a
l
am
o
u
n
t
of
fu
n
d
i
n
g
pr
o
p
o
s
e
d
fo
r
op
e
n
sp
a
c
e
ac
q
u
i
s
i
t
i
o
n
of
52
0
0
,
0
0
0
an
n
u
a
l
l
y
,
th
e
n
ot
h
e
r
CI
P
pr
o
j
e
c
t
s
wo
u
l
d
ne
e
d
to
be
re
d
u
c
e
d
.
Al
t
e
r
n
a
t
i
v
e
l
y
,
re
d
u
c
t
i
o
n
s
in
op
e
r
a
t
i
n
g
pr
o
g
r
a
m
s
co
u
l
d
be
pr
o
p
o
s
e
d
by
th
e
Ci
t
y
Co
u
n
c
i
l
,
ho
w
e
v
e
r
,
th
e
s
e
re
d
u
c
t
i
o
n
s
wo
u
l
d
re
s
u
l
t
in
a
co
m
m
e
n
s
u
r
a
t
e
re
d
u
c
t
i
o
n
in
a
le
v
e
l
of
se
r
v
i
c
e
to
th
e
co
m
m
u
n
i
t
y
.
St
a
f
f
is
pr
e
p
a
r
e
d
to
wo
r
k
wi
t
h
th
e
Ci
t
y
Co
u
n
c
i
l
re
g
a
r
d
i
n
g
an
y
tr
a
d
e
-
o
f
f
s
it
wo
u
l
d
li
k
e
to
ex
p
l
o
r
e
to
fu
n
d
bo
t
h
a
fu
l
l
-
t
i
m
e
Ra
n
g
e
r
Se
r
v
i
c
e
st
a
f
f
po
s
i
t
í
o
n
,
an
d
th
e
Op
e
n
Sp
a
c
e
Ac
q
u
i
s
i
t
i
o
n
Cf
P
at
a
hi
g
h
e
r
le
v
e
l
th
a
n
pr
o
p
o
s
e
d
.
3.
Wh
a
t
is
fr
e
q
u
e
n
c
y
of
re
s
p
o
n
s
e
to
Ca
l
Po
l
y
fo
r
fi
r
e
an
d
li
f
e
sa
f
e
t
y
se
r
v
i
c
e
s
?
We
ar
e
ab
l
e
to
se
r
v
e
Ca
l
Po
l
y
wi
t
h
ex
i
s
t
i
n
g
FD
st
a
f
f
an
d
re
s
o
u
r
c
e
s
.
Th
e
s
e
re
s
o
u
r
c
e
s
ar
e
a
st
a
n
d
i
n
g
-
f
i
x
e
d
co
s
t
th
a
t
is
al
r
e
a
d
y
re
q
u
i
r
e
d
to
se
r
v
e
th
e
ci
t
i
z
e
n
s
,
re
g
a
r
d
l
e
s
s
of
t
h
e
co
n
t
r
a
c
t
.
3-
5
0
6
in
th
e
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
5.
Ho
w
wo
u
l
d
an
ad
d
i
t
i
o
n
of
1.
0
FT
E
be
al
l
o
c
a
t
e
d
in
th
e
Co
m
m
u
n
i
t
y
De
v
e
l
o
p
m
e
n
t
De
p
a
r
t
m
e
n
t
?
Sh
o
u
l
d
th
e
Ci
t
y
Co
u
n
c
i
l
be
in
c
l
i
n
e
d
to
ad
d
ad
d
i
t
i
o
n
a
l
re
s
o
u
r
c
e
s
to
su
p
p
o
r
t
th
e
pe
r
m
i
t
pr
o
c
e
s
s
,
st
a
f
f
re
c
o
m
m
e
n
d
s
th
a
t
th
e
ex
i
s
t
i
n
g
Pe
r
m
i
t
Te
c
h
n
i
c
i
a
n
s
in
Bu
i
l
d
i
n
g
an
d
Pu
b
l
i
c
Wo
r
k
s
be
in
c
r
e
a
s
e
d
fr
o
m
l
o
t
o
fu
l
l
ti
m
e
an
d
hi
r
e
a
ha
l
f
-
t
i
m
e
te
m
p
o
r
a
r
y
Pl
a
n
n
i
n
g
Te
c
h
n
i
c
i
a
n
to
ma
i
n
t
a
i
n
se
r
v
i
c
e
ex
p
e
c
t
a
t
i
o
n
s
at
th
e
pu
b
l
i
c
co
u
n
t
e
r
an
d
pr
o
c
e
s
s
mi
n
o
r
ap
p
l
i
c
a
t
i
o
n
s
.
Th
i
s
ap
p
r
o
a
c
h
wo
u
l
d
pr
o
v
i
d
e
so
m
e
ad
d
i
t
i
o
n
a
l
ca
p
a
c
i
t
y
fo
r
pl
a
n
re
v
i
e
w
an
d
mi
n
o
r
pe
r
m
¡
t
s
su
c
h
as
si
g
n
s
,
fe
n
c
e
s
,
an
d
sm
a
l
l
re
s
i
d
e
n
t
i
a
l
ad
d
i
t
i
o
n
s
.
On
g
o
i
n
g
co
s
t
of
S6
3
,
5
0
0
in
FY
20
1
3
-
1
4
an
d
56
4
,
5
0
0
in
FY
2O
L
4
-
1
5
.
St
a
f
f
co
n
t
i
n
u
e
s
to
re
c
o
m
m
e
n
d
th
a
t
th
e
Ci
t
y
ma
n
a
g
e
s
it
s
el
e
v
a
t
e
d
wo
r
k
l
o
a
d
wi
t
h
on
-
c
a
l
l
ou
t
s
i
d
e
re
s
o
u
r
c
e
s
ra
t
h
e
r
th
a
n
st
a
f
f
wi
t
h
fi
x
e
d
on
g
o
i
n
g
co
s
t
.
6.
5
h
o
u
l
d
Co
u
n
c
i
l
in
c
r
e
a
s
e
th
e
pr
o
p
o
s
e
d
1%
al
l
o
c
a
t
i
o
n
to
bu
f
f
e
r
fu
t
u
r
e
PE
R
S
in
c
r
e
a
s
e
s
?
Se
e
se
p
a
r
a
t
e
me
m
o
YesS 1ss,2oo
5
LL
7
]
0
0
7.
Sh
o
u
l
d
Ci
t
y
Co
u
n
c
i
l
sa
l
a
r
i
e
s
be
in
c
r
e
a
s
e
d
?
Ac
c
o
r
d
i
n
g
to
Ci
t
y
Ch
a
r
t
e
r
Se
c
t
i
o
n
41
0
(C
o
m
p
e
n
s
a
t
i
o
n
)
,
an
d
Ch
a
p
t
e
r
Tw
o
of
th
e
Co
u
n
c
i
l
Po
l
i
c
i
e
s
an
d
Pr
o
c
e
d
u
r
e
s
Ma
n
u
a
l
,
Ci
t
y
Co
u
n
c
i
l
co
m
p
e
n
s
a
t
i
o
n
is
re
v
i
e
w
e
d
bi
e
n
n
i
a
l
l
y
,
in
ev
e
n
nu
m
b
e
r
y
e
a
r
s
.
ln
2O
t
2
,
th
e
Co
u
n
c
i
l
un
a
n
i
m
o
u
s
l
y
de
c
i
d
e
d
to
de
f
e
r
th
e
en
t
i
r
e
Co
u
n
c
i
l
Co
m
p
e
n
s
a
t
i
o
n
pr
o
c
e
s
s
.
Th
e
Ci
t
y
Cl
e
r
k
is
cu
r
r
e
n
t
l
y
pl
a
n
n
i
n
g
to
br
i
n
g
an
ag
e
n
d
a
it
e
m
to
th
e
Co
u
n
c
i
l
to
co
n
s
i
d
e
r
Co
m
p
e
n
s
a
t
i
o
n
Co
m
m
i
t
t
e
e
me
m
b
e
r
s
h
i
p
in
De
c
e
m
b
e
r
20
1
3
.
Th
i
s
wo
u
l
d
al
l
o
w
fo
r
ap
p
o
i
n
t
m
e
n
t
of
th
e
fi
v
e
-
m
e
m
b
e
r
co
m
m
i
t
t
e
e
,
re
c
o
m
m
e
n
d
a
t
i
o
n
s
an
d
ac
t
i
o
n
by
th
e
C¡
t
y
Co
u
n
c
i
l
to
oc
c
u
r
in
la
t
e
Sp
r
i
n
g
20
7
4
.
An
y
ch
a
n
g
e
s
di
r
e
c
t
e
d
by
th
e
Co
u
n
c
i
l
as
a
re
s
u
l
t
of
th
i
s
pr
o
c
e
s
s
ca
n
be
in
c
o
r
p
o
r
a
t
e
d
in
t
o
th
e
bu
d
g
e
t
as
di
r
e
c
t
e
d
at
th
a
t
ti
m
e
.
8.
Ad
d
tw
o
po
l
i
c
e
of
f
i
c
e
r
s
in
s
t
e
a
d
of
th
e
on
e
cu
r
r
e
n
t
l
y
pr
o
p
o
s
e
d
:
ln
or
d
e
r
fo
r
th
e
Po
l
i
c
e
De
p
a
r
t
m
e
n
t
to
de
p
l
o
y
tw
o
da
y
t
i
m
e
Do
w
n
t
o
w
n
pa
t
r
o
l
of
f
i
c
e
r
s
it
wo
u
l
d
be
ne
c
e
s
s
a
r
y
to
hi
r
e
tw
o
ne
w
of
f
i
c
e
r
s
in
Oc
t
o
b
e
r
of
2O
!
3
.
On
c
e
th
e
s
e
ne
w
of
f
i
c
e
r
s
ar
e
tr
a
i
n
e
d
th
e
de
p
a
r
t
m
e
n
t
wo
u
l
d
ha
v
e
th
e
ab
i
l
i
t
y
to
as
s
i
g
n
tw
o
of
f
i
c
e
r
s
as
th
i
s
de
d
i
c
a
t
e
d
re
s
o
u
r
c
e
in
Ja
n
u
a
r
y
of
20
t
4
.
9.
Sh
o
u
l
d
se
p
a
r
a
t
e
fu
n
d
be
cr
e
a
t
e
d
fo
r
ma
j
o
r
fa
c
i
l
i
t
y
re
p
l
a
c
e
m
e
n
t
?
Wh
a
t
is
th
e
fl
e
x
i
b
i
l
i
t
y
fo
r
ho
w
th
e
s
e
fu
n
d
s
ar
e
sp
e
n
t
?
Th
i
s
it
e
m
wi
l
l
be
ad
d
r
e
s
s
e
d
du
r
i
n
g
th
e
6-
1
1
-
1
3
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
pr
e
s
e
n
t
a
t
i
o
n
.
10
.
Sh
o
u
l
d
Co
u
n
c
i
l
cr
e
a
t
e
a
pr
i
o
r
i
t
y
l¡
s
t
of
CI
P
pr
o
j
e
c
t
s
to
al
l
o
c
a
t
e
ov
e
r
-
r
e
a
l
i
z
e
d
re
v
e
n
u
e
to
fu
n
d
?
ln
th
e
ev
e
n
t
th
a
t
th
e
Ci
t
y
Co
u
n
c
i
l
ch
o
o
s
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Date:
TO:
FROM:
VIA:
SUBJECT:
June 12,2013
City Council
Shelly Stanwyck, Parks and Recreation Director
Katie Lichtig, City Manager
Laguna Lake Golf Course Budget Question
RECEIVED
6t12t13
SLO CITY CLERK
AGËNDA CORRËSPONDËNCË
DATË: 6111113 lïËM 81
In response to questions asked by Mayor Marx regarding the Laguna Lake Golf Course budget.
As reflected in the table below, the overall program budget for the Laguna Lake Golf Course from 201 I -
12 to 2012-13, had a budgeted increase of l.7Yo which reflected slight increases in operational costs
including utilities. In the 2013-2014 fiscal year, there is a proposed 0%o change to the program budget for
the Golf Course. Also shown below is the proposed budget change from 2013-l4to2014-15; there is a
60á increase in the overall golf course budget (page E-122,2013-15 Financial Plan) primarily due to the
anticipated 2014 retirement of the a long term golf course employee and the potential associated costs
with that retirement. In addition, the increase includes projected rise in utility costs for the Golf Course
including the onsite food concessionaire.
In 2011-l2,the expenditures for the golf course were below the projected budget. 20ll-12 expenditures
were less than budgeted primarily due to increased water efficiencies from a new irrigation wells control
system, which staff has become more and more familiar with over time. In addition, water was shut off
for a week during a line breakage repair. Also adding to costs savings, was an evaluation and adjustment
of merchandise needs and purchases coinciding with changes in demand at the pro shop. For 2012-13 the
expenditures are tracking along with the $555,100 budget, again, mainly due to the growing utility costs
which are reflected in future
I-AGUNA I-AKE
GOLF COURSE 2011,-12 2072-73
Change from
Prior Yr
Ptoposed
2013-14*Change from
Prio¡ Yr
Proposed
2074-15*
Change from
Prior Yr
Program Budget 534,300 547,600 546,500 582.400
Minor Capital Budget 7,500 7,500 7,500 7,500
total 541,800 555,100 1..70o/o 554.000 0%589,900 6o/o
2011-t2 2012-13
Cbange from
Prio¡ Yr
Revenues 322,083 318,000
Cell Tower Revenue 57,000 57,000
lota/ reaenae 379,083 375,000 1,o/o
Expenditures 51.7,375 555,100 6.5o/o*
RËCEiVËD
JUN I I 2013Grimes, Maeve
From:
Sent:
To:
Subject:
Follow Up Flag
Flag Status:
Eric Meyer <frenchbicycles@gmail.com >
Sunday, June 09, 2OL3 4:28 PM
Grimes, Maeve
budget vs city goals
Follow up
Flagged
AGENDA
CORRESPONDENCE
Maeve, Can you have following added to the letters of record to council regarding the budget meetings this
week?
Eric Meyer
Council,
SLO's budget prioritizes "vehicles purchases" over "public bike infrastructure".. almost 100 to 1
SLO General Fund allocation for:
- new bicycle infrastructure: $50,000 (25k per year)
- purchasing new vehicles: $4,000,000
You will spend just 1.25 cents on new public bike infrastructure... for every dollar you spend buying new
vehicles.
SLO's budget line items are misleading... no city funds are really being spent:
For instance:
Railroad Safety Trail -Taft to Pepper... 0 dollars from General Fund,
$1,759,000 TIF funds (state transportation improvement funds) and "future" grants as yet undetermined
1
Bob Jones Trail at LOVR... 0 dollars from General Fund
600,000 from a State Highway Grant
Bob Jones connection to Octagon Bam... 0 dollars from General Fund
165k from federal and state grants
According to staff,
Only 25k of our general fund per year will go to new bike infrastructure.
Realizing a major city goal means allocating funds from OUR general fund dollars. All we are doing is funding
bike projects with whatever grant funds come along. There is no proactive funding of bike projects being done
by slo that couldn't be done if we completely ignored funding bikes altogether. We need to create additional
funding above and beyond grants available to anyone if we want to say we are prioritizing bikes as a major city
goal.
Simply using funds that would be available no matter what is NOT prioritizingbikes.
there was no public outcry for more new city trucks... and I do understand the need for more city trucks... but I
suspect that you could cut the vehicle budget by 25% by extending the vehicle service life by 6 months... and
take the funds saved and thereby increase the bicycle budget twenty fold to 1 million per year. I suspect that
adding six months to the service life of a city vehicle before replacing it wouldn't destroy the city.... yet more
connecting bike paths sooner will change things quite a bit.
)
Eric Meyer
San Luis Obispo
2
RE EIVED
SLO
Goodwi Heather
From:
Sent:
To:
Subject:
Attachments:
Codron, Míchael
Wednesday, May 29,2013 11:52 AM
Grimes, Maeve; Goodwin, Heather
FW: Conformity of CIP Program for 2013-15 Financial Plan
PC-Conformity.pdf
Please distribute the attachment as agenda correspondence for June 1L, 20L3, Thank you!
Michcel Codron
Assistont City MqnoEer
Çity of Son Luis übispo
990 Polm $treet
San Luis Öbispo, eA 93401
(sos)7sl*ïrz offiee
(sös)s4o-0762 cell
mcodronQslocity.org
AGENDA
CORRESPONDENCE
oate hf t,f s nem*--Õ-.|-
From: Murry, Kim
Sent: Wednesday, May 29, 2013 11:14 AM
To: Lichtig, Katie; Codron, Michael; Elke, Brigitte; Padilla, Wayne
Cc: Johnson, Derek; David, James
Subject: Conformity of CIP Program for 2013-15 Financial Plan
Katie:
Attached please find results of the Planning Commission review of the ClP. Please let me know if you have
any questions.
Kim Murry
Deputy Director, Long Range Planning
City of San Luis Obispo, Community Development
919 Palm Street
San Luis Obispo CA 93401
Ph: 805-781-7274 FAX: 805-781-7173
Web : r¡A,vw. slocitv.org
Email: kmurry@slocitv.org
1
cffy o[sârì luls ontspo Comm un ity Development Department
PlannÍng Division
May 28,2Q13
TO:City Council
VIA:Katie Lichtig, City anager
FROM: Derek Joh nity Development Director
SUBJECT: PJanning Commission Meeting Update
Attached for your information is a summary of the actions taken at the Planning
Commission meeting on May 22,2013.
I
I
ACCEPTANGE OF AGENDA: Agenda was accepted as presented.
MINUTES: Minutes of April 24th were approved as presented. The Commissíon
asked staff to verify page 4 of May 8tn minutes and return them for
consideration,
Meeting Update
SAN LUIS OBISPO PLANNING COMMISSION
May 22,2013 Wednesday
CALL TO ORDER/PLEDGE OF ALLEGIANCE
6:00 p.m.
ROLL CALL:Commissioners John Fowler, John Larson, Michael Multari, Airlin
Singewald, Charles Stevenson, Vice-Chairperson Eric Meyer, and
Chairperson Michael Draze
Chairperson Draze was absent.
PUBLIC COMMENT: None
PRESENTATION: Post-Construction Storm Water Requ irements (Barbara Lynch)
Barbara Lynch provided an update on upcoming post-construction requírements
likely to be adopted by the Regional Water Quality Control Board ín September.
PUBLIC HEARINGS:
Çitv-W¡de. GPC 67'13: General Plan Conforrnity Report for Capital lmprovement
Plan to be considered as part of the 2013-2015 Financial Plan; City of San Luis
Obispo - Communíty Development Dept,, applicant. (James David)
RECOMMENDATION: Fínd the Capital lmprovement Plan projects proposed as
part of the 2013-15 Financial Plan to be in conformance with the General Plan.
AGTION: Moved by Singewald/MultarÍ to find the Capital lmprovement Plan
projects proposed as part of the 2013-15 Financial Plan to be in conformance with
the General Plan (6:0).
COMMENT AND DISCUSSION:
2. Staff
1
a. Agenda Forecast - Staff pcoming two agendas and
inãicated the June 12th r of the Commislion will be
moved to June 13th to ac etings where the budget is
being discussed.
3. Commission - none.
ADJOURNMENT - The meeting adjourned at 7 p.m
Co
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s
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d
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response.
Th
e
r
e
sh
o
u
l
d
be
ad
e
q
u
a
t
e
planning,
or
g
a
n
i
z
a
t
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o
n
an
d
re
s
o
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r
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e
s
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pr
e
p
a
r
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d
n
e
s
s
an
d
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e
r
g
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n
c
y
response.
Th
e
r
e
sh
o
u
l
d
be
ad
e
q
u
a
t
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plannlng,
or
g
a
n
i
z
a
t
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o
n
an
d
re
s
o
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for emergency
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p
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ne
s
s
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s
9.
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L
LU
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a
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To
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l
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4
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5
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5
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Fu
n
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be
g
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n
s
FY
20
1
5
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To
t
a
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20
1
3
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1
4
87
7
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5
0
0
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3
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P
Na
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(p
.
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.
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1
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Plan Policy:
Th
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pr
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im
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code enforcement efforts.
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e
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sh
o
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l
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e
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o
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q
u
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d
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FI
R
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&
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F
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Th
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LU
2.
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5
s
9.
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s
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s
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s
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1
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t
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20
1
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FY
20
1
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a
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p
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g
e
2
Co
n
f
o
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s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
Th
e
r
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sh
o
u
l
d
be
ad
e
q
u
a
t
e
planning,
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g
a
n
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z
a
t
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o
n
an
d
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r
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e
s
for emergency
pr
e
p
a
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d
n
e
s
s
an
d
emergency response.
Th
e
r
e
sh
o
u
l
d
be
ad
e
q
u
a
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e
planning,
or
g
a
n
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z
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t
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o
n
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d
re
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s
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pr
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p
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ne
s
s
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d
emergency response.
Th
e
r
e
sh
o
u
l
d
be
ad
e
q
u
a
t
e
planning,
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g
a
n
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z
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t
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o
n
an
d
re
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o
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s
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n
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s
s
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e
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o
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e
q
u
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s
s
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emergency response.
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e
r
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sh
o
u
l
d
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e
q
u
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t
e
planning,
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a
n
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n
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d
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s
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d
n
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s
s
an
d
emergency response.
Th
e
r
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sh
o
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l
d
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ad
e
q
u
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e
planning,
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d
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s
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p
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s
s
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emergency response.
Th
e
r
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sh
o
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e
q
u
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planning,
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p
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ne
s
s
an
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emergency response.
WA
T
E
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SE
R
V
I
C
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Ma
n
a
g
e
Ci
t
y
op
e
r
a
t
i
o
n
s
for energy efficiency,
in
c
l
u
d
i
n
g
pu
r
c
h
a
s
e
and use of vehicles,
eq
u
i
p
m
e
n
t
an
d
ma
t
e
r
i
a
l
s
.
s
9.
1
s
9.
1
s
9.
1
s
9.
7
s
9.
1
s
9.
1
.
s
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1
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o
s
4.
6
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1
To
t
a
l
20
1
4
-
1
5
Fu
n
d
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n
g
be
g
i
n
s
FY
20
1
5
-
1
6
53
,
9
0
0
Fu
n
d
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g
be
g
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s
FY
2O
t
6
-
1
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Fu
n
d
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g
be
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s
FY
20
1
7
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1
8
12
6
,
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O
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3
0
,
0
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To
t
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l
20
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3
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4
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2
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2
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,
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2
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m
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of
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s
&
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.
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)
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(p
.
69
)
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p
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.
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8
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Ai
r
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p
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p
l
a
c
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m
e
n
t
s
at
th
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WT
P
(p
.
s
2
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Do
c
u
m
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n
t
Or
d
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r
t6 17 18 19 20 21 22 23
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
3
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
Ma
n
a
g
e
th
e
Ci
t
y
'
s
water resources to meet
th
e
cu
r
r
e
n
t
an
d
fu
t
u
r
e
water demand
re
q
u
i
r
e
m
e
n
t
s
as
s
o
c
i
a
t
e
d
with development
en
v
i
s
i
o
n
e
d
by
th
e
Ge
n
e
r
a
l
Plan.
Th
e
ef
f
i
c
i
e
n
t
us
e
of
the City's water resources
to
pr
o
t
e
c
t
bo
t
h
sh
o
r
t
-
and long-term water
su
p
p
l
y
re
l
i
a
b
i
l
i
t
y
.
Th
e
ef
f
i
c
i
e
n
t
us
e
of
the City's water resources
to
pr
o
t
e
c
t
bo
t
h
sh
o
n
-
and long-term water
su
p
p
l
y
re
l
i
a
b
i
l
i
t
y
.
Th
e
Ci
t
y
wi
l
l
im
p
l
e
m
e
n
t
water-efficiency
pr
o
g
r
a
m
s
wh
i
c
h
ar
e
consistent with accepted
be
s
t
ma
n
a
g
e
m
e
n
t
pr
a
c
t
i
c
e
s
and comply with
an
y
St
a
t
e
-
m
a
n
d
a
t
e
d
water use reductions.
Ma
n
a
g
e
th
e
Ci
t
y
'
s
water resources to meet
th
e
cu
r
r
e
n
t
an
d
fu
t
u
r
e
water demand
re
q
u
i
r
e
m
e
n
t
s
as
s
o
c
i
a
t
e
d
with development
en
v
i
s
i
o
n
e
d
by
t
h
e
Ge
n
e
r
a
l
Plan.
Th
e
ef
f
i
c
i
e
n
t
us
e
of
the City's water resources
to
pr
o
t
e
c
t
bo
t
h
sh
o
r
t
-
and long-term water
su
p
p
l
y
re
l
i
a
b
i
l
i
t
y
.
Ma
n
a
g
e
th
e
Ci
t
y
'
s
water resources to meet
th
e
cu
r
r
e
n
t
an
d
fu
t
u
r
e
water demand
re
q
u
i
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e
m
e
n
t
s
as
s
o
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i
a
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e
d
with development
en
v
i
s
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e
d
by
th
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n
e
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Plan.
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43
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1
.
WW
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A
6
.
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46
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2
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1
WW
43
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7
WW
46
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1
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A3
.
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To
t
a
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20
1
4
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1
5
50
,
0
0
0
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0
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0
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0
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0
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t
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20
1
3
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.
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)
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Ra
w
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(p
.
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Ut
i
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l
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m
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(p
.
10
a
)
Wa
t
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Di
s
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(p
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)
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&
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Do
c
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Or
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24 25 26 27 28 29 30
2O
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3
-
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5
Ca
p
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p
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n
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Re
p
o
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g
e
4
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policv:
Ma
n
a
g
e
th
e
Ci
t
y
'
s
water resources to meet
th
e
cu
r
r
e
n
t
an
d
fu
t
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r
e
water demand
re
q
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e
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t
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as
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d
with development
en
v
i
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d
by
th
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n
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r
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l
Plan.
Ma
n
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e
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'
s
water resources to meet
th
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r
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d
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re
q
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m
e
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s
as
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d
with development
en
v
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e
d
by
th
e
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n
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r
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l
Plan.
Ma
n
a
g
e
th
e
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t
y
'
s
water resources to meet
th
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r
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t
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d
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re
q
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t
s
as
s
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d
with development
en
v
i
s
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e
d
by
th
e
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n
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r
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Plan.
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n
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t
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'
s
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with development
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v
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d
by
t
h
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n
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Plan.
Ma
n
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'
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th
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re
q
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m
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d
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v
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d
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th
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n
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Plan.
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n
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d
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d
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n
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WW
43
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1
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43
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43
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43
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1
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43
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43
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To
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20
1
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1
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Fu
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14
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31 32 33 34 35 36
20
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p
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5
Co
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f
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s
wi
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th
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Ge
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Plan Policy:
WA
S
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W
A
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SE
R
V
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Th
e
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y
wi
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l
ma
n
a
g
e
the collection system to
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s
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th
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th
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r
level of maintenance is
pr
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v
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d
.
.
.
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Ci
t
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wi
l
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ma
n
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level of maintenance is
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.
.
.
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s
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w
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e
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y
re
q
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m
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s
and ensures the
pr
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t
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of
pu
b
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health and the
en
v
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m
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n
t
.
Ma
n
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t
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e
r
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s
for energy efficiency,
in
c
l
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g
pu
r
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h
a
s
e
and use of vehicles,
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t
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d
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r
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s
.
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t
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r
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.
.
.
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3
1
3
)
(p
.
L8
8
)
Do
c
u
m
e
n
t
Or
d
e
r
37 38 39 40 4t
42 43 44 45 46
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
6
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
Th
e
Ci
t
y
wi
l
l
ma
n
a
g
e
the collection system to
en
s
u
r
e
th
a
t
th
e
pr
o
p
e
r
level of maintenance is
pr
o
v
i
d
e
d
.
.
.
Th
e
Ci
t
y
wi
l
l
ma
n
a
g
e
the collection system to
en
s
u
r
e
th
a
t
th
e
pr
o
p
e
r
level of maintenance is
pr
o
v
i
d
e
d
.
.
.
Th
e
Ci
t
y
wi
l
l
ma
n
a
g
e
the collection system to
en
s
u
r
e
th
a
t
th
e
pr
o
p
e
r
level of maintenance is
pr
o
v
i
d
e
d
.
.
.
Th
e
Ci
t
y
wi
l
l
ma
n
a
g
e
the collection system to
en
s
u
r
e
th
a
t
th
e
pr
o
p
e
r
level of maintenance is
pr
o
v
i
d
e
d
.
.
.
WH
A
L
E
RO
C
K
RE
S
E
R
V
O
I
R
Ma
n
a
g
e
th
e
Ci
t
y
'
s
water resources to meet
th
e
cu
r
r
e
n
t
an
d
fu
t
u
r
e
water demand
re
q
u
i
r
e
m
e
n
t
s
as
s
o
c
i
a
t
e
d
with development
en
v
i
s
i
o
n
e
d
by
th
e
Ge
n
e
r
a
l
Plan.
Ma
n
a
g
e
th
e
Ci
t
y
'
s
water resources to meet
th
e
cu
r
r
e
n
t
an
d
fu
t
u
r
e
water demand
re
q
u
i
r
e
m
e
n
t
s
as
s
o
c
i
a
t
e
d
with development
en
v
i
s
i
o
n
e
d
by
th
e
Ge
n
e
r
a
l
Plan.
ww
84
.
2
.
1
_
ww
84
.
2
.
1
ww
84
.
2
.
7
ww
84
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ww
43
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A3
.
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To
t
a
l
20
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4
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5
Fu
n
d
i
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g
be
g
i
n
s
FY
20
1
5
-
1
6
Fu
n
d
i
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g
be
g
i
n
s
FY
20
1
5
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1
6
Fu
n
d
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g
be
g
i
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s
FY
2O
t
6
-
1
7
Fu
n
d
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g
be
g
i
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s
FY
20
1
5
-
1
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6
To
t
a
l
20
1
3
-
1
4
26
,
8
0
0
36
2
,
3
0
0
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
WR
F
Cl
u
b
Ca
r
Ut
i
l
i
t
y
Ve
h
i
c
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e
s
(0
8
5
5
,
08
5
6
,
08
5
7
)
(p
.
19
2
)
WR
F
Co
m
p
a
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t
Pi
c
k
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p
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u
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k
(0
3
0
2
)
(p
.
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6
)
WR
F
Se
d
a
n
(0
4
1
2
)
(p
.
20
0
)
Wa
s
t
e
w
a
t
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r
Co
l
l
e
c
t
i
o
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s
Va
c
-
C
o
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w
e
r
Ro
d
d
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r
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d
r
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e
a
n
e
r
(0
2
0
4
)
(p
.
2
0
a
)
Wh
a
l
e
Ro
c
k
Re
s
e
r
v
o
i
r
4x
4
SU
V
(0
1
2
3
)
(p
.
20
8
)
Fu
l
l
-
S
i
z
e
4-
W
h
e
e
l
Dr
i
v
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r
v
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c
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d
y
Tr
u
c
k
(0
2
2
4
)
(p
.
2
1
2
l
'
Do
c
u
m
e
n
t
Or
d
e
r
47 48 49 50 51 52
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
T
Co
n
f
o
r
m
s
w¡
t
h
th
¡
s
Ge
n
e
r
a
l
Plan Policv:
ST
R
E
E
T
S
Pr
o
v
i
d
e
a
sy
s
t
e
m
of
streets that are well-
ma
i
n
t
a
i
n
e
d
an
d
sa
f
e
for all forms of
tr
a
ns
p
o
r
t
a
t
i
o
n
.
Th
e
Ci
t
y
wi
l
l
ad
o
p
t
a plan and standards for
th
e
in
s
t
a
l
l
a
t
i
o
n
an
d
maintenance of
la
n
d
s
c
a
p
e
d
me
d
i
a
n
s
,
parkways, signs, utilities,
st
r
e
e
t
fu
r
n
i
t
u
r
e
,
si
d
e
w
a
l
k
s
and bicycle lanes.
Do
w
n
t
o
w
n
sh
o
u
l
d
provide safe, exciting
pl
a
c
e
s
fo
r
wa
l
k
i
n
g
an
d
pleasant places for
si
t
t
i
n
g
.
.
.
Pr
o
v
i
d
e
a
sy
s
t
e
m
of
streets that are well-
ma
i
n
t
a
i
n
e
d
an
d
sa
f
e
for all forms of
tr
a
n
s
p
o
r
t
a
t
i
o
n
.
Th
e
Ci
t
y
wi
l
l
co
n
t
i
n
u
e
its annual program of
re
p
l
a
c
i
n
g
ex
i
s
t
i
n
g
cu
r
b
s
with handicapped
ra
m
p
s
.
Th
e
Ci
t
y
sh
o
u
l
d
co
m
p
l
e
t
e
a continuous
ne
t
w
o
r
k
of
si
d
e
w
a
l
k
s
and separated
pe
d
e
s
t
r
i
a
n
pa
t
h
s
.
.
.
Pr
o
v
i
d
e
a
sy
s
t
e
m
of
streets that are well-
ma
i
n
t
a
i
n
e
d
an
d
sa
f
e
for all forms of
tr
a
ns
p
o
r
t
a
t
i
o
n
.
Pr
o
v
i
d
e
a
sy
s
t
e
m
of
streets that are well-
ma
i
n
t
a
i
n
e
d
an
d
sa
f
e
for all forms of
tr
a
n
s
p
o
r
t
a
t
i
o
n
.
Pr
o
v
i
d
e
a
sy
s
t
e
m
of
streets that are well-
ma
i
n
t
a
i
n
e
d
an
d
sa
f
e
for all forms of
tr
a
n
s
p
o
r
t
a
t
i
o
n
.
Ci
r
c
.
Go
o
l
3
c
9.
7
.
4
LU
4.
5
Ci
r
c
.
Go
a
l
3
c
5.
7
.
3
c
s.
0
.
2
Ci
r
c
.
Go
a
l
3
Ci
r
c
.
Go
a
l
3
Ci
r
c
.
Go
a
l
3
To
t
e
l
20
1
4
-
1
5
1,
2
0
0
,
0
0
0
40
,
0
0
0
s2
s
,
0
0
0
18
0
,
0
0
0
10
s
,
0
0
0
25
,
0
0
0
1r
_
6
,
8
0
0
To
t
a
l
20
1
3
-
1
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1,
2
0
0
,
0
0
0
40
,
0
0
0
20
,
0
0
0
11
5
,
0
0
0
25
,
0
0
0
62
,
3
0
0
39
,
L0
0
93
,
0
0
0
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P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
St
r
e
e
t
Re
c
o
n
s
t
r
u
c
t
i
o
n
an
d
Re
s
u
r
f
a
c
i
n
g
(p
.
21
,
6
1
Tr
a
f
f
i
c
Si
g
n
Ma
i
n
t
e
n
a
n
c
e
(p
.
22
2
)
Do
w
n
t
o
w
n
Re
n
e
w
a
l
lp
.
22
5
)
Pr
a
d
o
Br
i
d
g
e
De
c
k
Ov
e
r
l
a
y
(p
.
2
2
7
l
,
Si
d
e
w
a
l
k
Ra
m
p
Co
n
s
t
r
u
c
t
i
o
n
(p
.
23
L
)
Si
d
e
w
a
l
k
Re
p
a
i
r
s
(p
.
23
a
)
St
r
e
e
t
Ma
i
n
t
e
n
a
n
c
e
Tr
u
c
k
s
(0
0
3
0
,
00
2
5
,
0!
L
6
,
0
2
2
3
)
(p
.
2
3
7
1
St
r
e
e
t
Ma
i
n
t
e
n
a
n
c
e
Eq
u
i
p
m
e
n
t
(9
6
0
1
,
08
1
7
,
06
1
5
,
02
1
3
,
97
t3
)
(p
.
2a
2
)
Si
g
n
a
l
an
d
Li
g
h
t
i
n
g
Ma
i
n
t
e
n
a
n
c
e
Li
f
t
Tr
u
c
k
(0
4
1
4
)
(p
.
2
a
7
)
Do
c
u
m
e
n
t
Or
d
e
r
53 54 55 56 57 58 59 60 61
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
8
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
PE
D
E
S
T
R
I
A
N
&
BI
C
Y
C
T
E
PA
T
H
S
Th
e
Ci
t
y
sh
o
u
l
d
ob
t
a
i
n
railroad right-of-way
an
d
ea
s
e
m
e
n
t
s
to
establish a separated bike
pa
t
h
an
d
pe
d
e
s
t
r
i
a
n
trail through San Luis
Ob
i
s
p
o
.
Bi
k
e
w
a
y
s
sh
o
u
l
d
be designed and maintained
to
im
p
r
o
v
e
bi
c
y
c
l
i
n
g
safety, convenience, and
en
c
o
u
r
a
g
e
pe
o
p
l
e
to use bicycles to commute
to
wo
r
k
or
sc
h
o
o
l
.
Th
e
Ci
t
y
sh
a
l
l
co
m
p
l
e
t
e
a continuous network
of
sa
f
e
an
d
co
n
v
e
n
i
e
n
t
bikeways that connect
ne
i
g
h
b
o
r
h
o
o
d
s
wi
t
h
major activity centers and
wi
t
h
co
u
n
t
y
bi
k
e
ro
u
t
e
s
.
Th
e
Ci
t
y
sh
a
l
l
co
m
p
l
e
t
e
a continuous network
of
sa
f
e
an
d
co
n
v
e
n
i
e
n
t
bikeways that connect
ne
i
g
h
b
o
r
h
o
o
d
s
wi
t
h
major activity centers and
wi
t
h
co
u
n
t
y
bi
k
e
ro
u
t
e
s
.
CR
E
E
K
AN
D
FL
O
O
D
PR
O
T
E
C
T
I
O
N
Th
e
Ci
t
y
wi
l
l
de
v
e
l
o
p
and carry out
en
v
i
r
o
n
m
e
n
t
a
l
l
y
se
n
s
i
t
i
v
e
programs to reduce
or
el
i
m
i
n
a
t
e
th
e
po
t
e
n
t
i
a
l
for flooding in
pr
e
v
i
o
u
s
l
y
de
v
e
l
o
p
e
d
,
flood-prone areas of the
ci
t
y
.
c
4.
7
.
6
c
4.
0
.
5
c
4.
0
.
3
c
4.
o
.
3
s
2.
1
A
To
t
a
l
20
1
4
-
1
5
't
,
2
3
4
,
O
0
O
25
,
0
0
0
40
,
0
0
0
To
t
a
l
20
1
3
-
1
4
52
5
,
0
0
0
25
,
0
0
0
60
0
,
0
0
0
12
5
,
0
0
0
19
0
,
0
0
0
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
Ra
ì
l
r
o
a
d
Sa
f
e
t
y
Tr
a
i
l
-
Ta
f
t
to
Pe
p
p
e
r
(p
.
2s
1
)
Bi
c
y
c
l
e
Fa
c
i
l
i
t
y
lm
p
r
o
v
e
m
e
n
t
s
(p
.
25
5
)
Bo
b
Jo
n
e
s
Tr
a
i
l
Co
n
n
e
c
t
i
o
n
at
LO
V
R
(p
.
2s
8
)
Bo
b
Jo
n
e
s
Tr
a
i
l
Oc
t
a
g
o
n
Ba
r
n
Co
n
n
e
c
t
i
o
n
(p
.
2
6
2
)
Jo
h
n
s
o
n
Un
d
e
r
p
a
s
s
Pu
m
p
(p
.
2
6
6
)
Do
c
u
m
e
n
t
Or
d
e
r
62 63 64
65 66
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
9
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
Th
e
Ci
t
y
wi
l
l
ma
n
a
g
e
the collection system to
en
s
u
r
e
th
a
t
th
e
pr
o
p
e
r
level of maintenance is
pr
o
v
i
d
e
d
.
.
.
Th
e
Ci
t
y
wi
l
l
de
v
e
l
o
p
and carry out
en
v
i
r
o
n
m
e
n
t
a
l
l
y
se
n
s
i
t
i
v
e
programs to reduce
or
el
i
m
i
n
a
t
e
th
e
po
t
e
n
t
i
a
l
for flooding in
pr
e
v
i
o
u
s
l
y
de
v
e
l
o
p
e
d
,
flood-prone areas of the
ci
t
V
.
Th
e
Ci
t
y
sh
o
u
l
d
al
l
o
w
flood waters to move
th
r
o
u
g
h
na
t
u
r
a
l
ch
a
n
n
e
l
s
.
Flow should be
ac
c
o
m
m
o
d
a
t
e
d
by
re
m
o
v
i
n
g
debris and man-
ma
d
e
ob
s
t
r
u
c
t
i
o
n
s
.
Th
e
Ci
t
y
wi
l
l
de
v
e
l
o
p
and carry out
en
v
i
r
o
n
m
e
n
t
a
l
l
y
se
n
s
i
t
i
v
e
programs to reduce
or
el
i
m
i
n
a
t
e
th
e
po
t
e
n
t
i
a
l
for flooding in
pr
e
v
i
o
u
s
l
y
de
v
e
l
o
p
e
d
,
flood-prone areas of the
ci
t
y
.
Th
e
Ci
t
y
wi
l
l
mi
n
i
m
i
z
e
stormwater and
gr
o
u
n
d
w
a
t
e
r
in
f
i
l
t
r
a
t
i
o
n
and inflow into the
se
w
e
r
sv
s
t
e
m
.
PA
R
K
I
N
G
Ma
n
a
g
e
Ci
t
y
op
e
r
a
t
i
o
n
s
for energy efficiency,
in
c
l
u
d
i
n
g
pu
r
c
h
a
s
e
an
d
use of vehicles,
eq
u
i
p
m
e
n
t
an
d
ma
t
e
r
i
a
l
s
.
Th
e
Ci
t
y
wi
l
l
co
n
s
i
d
e
r
including features of "A
Co
n
c
e
p
t
u
a
l
Ph
y
s
i
c
a
l
Plan for the City's Center,"
in
it
s
ca
p
i
t
a
l
im
p
r
o
v
e
m
e
n
t
program.
Pr
o
v
i
d
e
a
sy
s
t
e
m
of
streets that are well-
ma
i
n
t
a
i
n
e
d
an
d
sa
f
e
for all forms of
tr
a
n
s
p
o
r
t
a
t
i
o
n
.
ww
84
.
2
.
1
s
2.
1
_
A
s
2.
7
8
s
2.
1
_
A
ww
84
.
2
.
2
c/
o
s
4.
6
.
1
LU
4.
1
9
Ci
r
c
.
Go
o
l
3
To
t
a
l
20
1
4
-
1
5
90
,
0
0
0
Fu
n
d
i
n
g
be
g
i
n
s
FY
20
1
5
-
1
6
50
0
,
0
0
0
Fu
n
d
i
n
g
be
g
i
n
s
FY
2O
1
7
-
I
8
To
t
a
l
20
1
3
-
1
4
20
7
,
9
0
0
19
0
,
0
0
0
90
,
0
0
0
35
0
,
0
0
0
13
0
,
0
0
0
95
,
0
0
0
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
Ma
r
s
h
St
r
e
e
t
Br
i
d
g
e
Re
p
l
a
c
e
m
e
n
t
(p
.
26
8
)
Mi
d
-
H
i
g
u
e
r
a
By
p
a
s
s
(p
.
27
L
l
Si
l
t
Re
m
o
v
a
l
(p
.
2
7
5
)
Br
o
a
d
St
r
e
e
t
Ba
n
k
Re
i
n
f
o
r
c
e
m
e
n
t
(p
.
2
7
8
)
St
o
r
m
Dr
a
i
n
Sy
s
t
e
m
Re
p
l
a
c
e
m
e
n
t
(p
.
2
8
1
)
Ma
r
s
h
St
.
St
r
u
c
t
u
r
e
Li
g
h
t
i
n
g
Re
p
l
a
c
e
m
e
n
t
(p
.
28
a
)
Pa
l
m
-
N
i
po
m
o
Pa
r
k
i
n
g
St
r
u
c
t
u
r
e
(p
.
2
8
7
)
Pa
r
k
i
n
g
Lo
t
Re
s
u
r
f
a
c
i
n
g
(p
.
29
1
)
Do
c
u
m
e
n
t
Or
d
e
r
67 68 69
-t
o 7I
72 73 74
2O
L
3
-
L
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
10
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
Ne
w
or
re
n
o
v
a
t
e
d
commercial and
go
v
e
r
n
m
e
n
t
bu
i
l
d
i
n
g
s
should provide
co
n
v
e
n
i
e
n
t
pe
d
e
s
t
r
i
a
n
access...
Th
e
Ci
t
y
wi
l
l
mo
n
i
t
o
r
the use of public parking
in
th
e
co
m
m
e
r
c
i
a
l
core.
Th
e
Ci
t
y
wi
l
l
mo
n
i
t
o
r
the use of public parking
in
th
e
co
m
m
e
r
c
i
a
l
core.
Th
e
Ci
t
y
wi
l
l
mo
n
i
t
o
r
the use of public parking
in
th
e
co
m
m
e
r
c
i
a
l
core.
TR
A
N
S
I
T
Th
e
Ci
t
y
sh
o
u
l
d
im
p
r
o
v
e
and expand City bus
se
r
v
i
c
e
to
ma
k
e
th
e
system more attractive,
co
n
v
e
n
i
e
n
t
an
d
ac
c
e
s
s
i
b
l
e
.
Th
e
Ci
t
y
sh
o
u
l
d
im
p
r
o
v
e
and expand City bus
se
r
v
i
c
e
to
ma
k
e
th
e
system more attractive,
co
n
v
e
n
i
e
n
t
an
d
ac
c
e
s
s
i
b
l
e
.
Th
e
Ci
t
y
sh
o
u
l
d
im
p
r
o
v
e
and expand City bus
se
r
v
i
c
e
to
ma
k
e
th
e
system more attractive,
co
n
v
e
n
i
e
n
t
an
d
ac
c
e
s
s
i
b
l
e
.
Pa
r
a
t
r
a
n
s
i
t
se
r
v
i
c
e
for the elderly and
ha
n
d
i
c
a
p
p
e
d
sh
o
u
l
d
continue to be provided
by
pu
b
l
i
c
an
d
pr
i
v
a
t
e
organizations.
Th
e
Ci
t
y
sh
o
u
l
d
im
p
r
o
v
e
and expand City bus
se
r
v
i
c
e
to
ma
k
e
th
e
system more attractive,
co
n
v
e
n
i
e
n
t
an
d
ac
c
e
s
s
i
b
l
e
.
c
5.
0
.
4
c
73
.
1
_
.
2
c
73
.
7
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2
c
1_
3
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1
_
.
2
c
3.
0
.
2
c
3.
0
.
2
c
3.
0
.
2
c
3.
0
.
3
c
3.
0
.
2
To
t
a
l
20
1
4
-
1
5
Fu
n
d
i
n
g
be
g
i
n
s
FY
20
1
6
-
1
7
31
,
3
0
0
48
4
,
9
0
0
To
t
a
l
20
1
3
-
1
4
50
,
0
0
0
27
,
10
0
78
,
8
0
0
23
,
2
0
0
34
6
,
6
0
0
43
,
1
0
0
58
,
3
0
0
47
4
,
I
O
O
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
Re
t
r
o
f
i
t
of
91
9
Pa
l
m
St
.
Pa
r
k
i
n
g
St
r
u
c
t
u
r
e
St
a
i
r
s
(p
.
29
4
)
Pa
r
k
i
n
g
Ad
m
i
n
Ut
i
l
i
t
y
Ve
h
i
c
l
e
(0
0
2
6
)
(p
.
2
s
7
l
Pa
r
k
i
n
g
En
f
o
r
c
e
m
e
n
t
Sc
o
o
t
e
r
s
(0
5
0
3
,
05
0
a
)
(p
.
3
0
1
)
Pa
r
k
i
n
g
Se
r
v
i
c
e
s
Ut
i
l
i
t
y
Ve
h
i
c
l
e
(0
4
0
9
)
(p
.
3
0
s
)
Bu
s
St
o
p
Eq
u
i
p
m
e
n
t
Pr
o
j
e
c
t
s
(p
.
30
9
)
Bu
s
St
o
p
Sh
e
l
t
e
r
Re
p
l
a
c
e
m
e
n
t
s
(p
.
3
1
2
)
Tr
a
n
s
i
t
Fa
c
i
l
i
t
y
Ex
p
a
n
s
i
o
n
(p
.
31
5
)
SL
O
Tr
a
n
s
i
t
Se
d
a
n
wi
t
h
Wh
e
e
l
c
h
a
i
r
Li
f
t
(p
31
8
)
SL
O
Tr
a
n
s
i
t
Bu
s
e
s
(0
2
0
1
,
02
0
2
,
O2
O
3
l
(p
.
3
2
2
)
Do
c
u
m
e
n
t
Or
d
e
r
75 76 77 78 79 80 81 82 83
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
11
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policv:
TR
A
N
S
P
O
R
T
A
T
I
O
N
MA
N
A
G
E
M
E
N
T
Th
e
Ci
t
y
wi
l
l
co
n
s
i
d
e
r
establishing tourist
in
f
o
r
m
a
t
i
o
n
fa
c
i
l
i
t
i
e
s
near highway entries to
th
e
Ci
t
y
.
.
.
Wh
e
n
tr
a
f
f
i
c
re
a
c
h
e
s
LOS "E", the City will
co
n
s
i
d
e
r
th
e
se
l
e
c
t
i
v
e
widening of Arterial
St
r
e
e
t
s
,
Re
g
i
o
n
a
l
Ro
u
t
e
s
and Highways...
Th
e
Ci
t
y
wi
l
l
ad
o
p
t
neighborhood traffic
ma
n
a
g
e
m
e
n
t
pl
a
n
s
for residential areas shown
on
Fi
g
u
r
e
#3
in
or
d
e
r
to protect neighborhood
ar
e
a
s
fr
o
m
in
t
r
u
s
i
v
e
traffic problems.
Wh
e
n
tr
a
f
f
i
c
re
a
c
h
e
s
LOS "E", the City will
co
n
s
i
d
e
r
th
e
se
l
e
c
t
i
v
e
widening of Arterial
St
r
e
e
t
s
,
Re
g
i
o
n
a
l
Ro
u
t
e
s
and Highways...
ln
th
e
do
w
n
t
o
w
n
,
install textured cross walks
an
d
la
n
d
s
c
a
p
e
d
bu
l
b
-
o
u
t
s
,
where appropriate.
Wh
e
n
tr
a
f
f
i
c
re
a
c
h
e
s
LOS "C", the City will
li
m
i
t
in
c
r
e
a
s
e
s
in
al
l
traffic via traffic
ma
n
a
g
e
m
e
n
t
pr
o
g
r
a
m
s
.
.
.
Th
e
Ci
t
y
wi
l
l
es
t
a
b
l
i
s
h
an on-going and
co
m
pr
e
h
e
n
s
i
v
e
tr
a
n
s
p
o
r
t
a
t
i
o
n
monitoring
pr
o
g
r
a
m
.
.
.
Pr
o
v
i
d
e
a
sy
s
t
e
m
of streets that are well-
ma
i
n
t
a
i
n
e
d
an
d
sa
f
e
for all forms of
tr
a
n
s
p
o
r
t
a
t
i
o
n
.
Pr
o
v
i
d
e
a
sy
s
t
e
m
of streets that are well-
ma
i
n
t
a
i
n
e
d
an
d
sa
f
e
for all forms of
tr
a
n
s
p
o
r
t
a
t
i
o
n
.
LU
3.
9
.
4
c
8.
0
.
1
8
c
7.
1
_
.
L
c
8.
0
.
1
8
c
5.
0
.
5
8
c
8.
0
.
1
_
A
c
8.
1
.
2
Ci
r
c
.
Go
o
l
3
Ci
r
c
.
Go
a
l
3
To
t
a
l
20
1
4
-
1
5
2s
,
0
0
0
23
,
0
0
5
,
0
0
0
20
,
0
0
0
43
,
5
0
0
25
,
0
0
0
To
t
e
l
20
1
3
-
1
4
40
,
0
0
0
10
0
,
0
0
0
20
,
0
0
0
40
,
0
0
0
30
,
0
0
0
48
,
0
0
0
25
,
0
0
0
35
,
0
0
0
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
Ci
t
y
Wa
y
f
i
n
d
i
n
g
Pr
o
g
r
a
m
(p
.
32
6
)
LO
V
R
I
nt
e
r
c
h
a
n
g
e
lm
pr
o
v
e
m
e
n
t
s
(p
.
33
0
)
Ne
i
g
h
b
o
r
h
o
o
d
Tr
a
f
f
i
c
lm
p
r
o
v
e
m
e
n
t
s
(p
.
3
3
4
)
Pr
a
d
o
Ro
a
d
Br
i
d
g
e
&
Ro
a
d
Wi
d
e
n
i
n
g
(p
.
3
3
7
)
Re
p
l
a
c
e
m
e
n
t
of
Li
g
h
t
e
d
Cr
o
s
s
w
a
l
k
s
on
Ma
r
s
h
&
Hi
g
u
e
r
a
St
s
.
(p
.
3a
0
)
Tr
a
f
f
i
c
Op
e
r
a
t
i
o
n
lm
pr
o
v
e
m
e
n
t
Pr
o
j
e
c
t
s
(p
.
3
a
3
)
Tr
a
f
f
i
c
Co
u
n
t
s
(p
.
3a
5
)
Tr
a
f
f
i
c
Sa
f
e
t
y
I
mp
r
o
v
e
m
e
n
t
Pr
o
j
e
c
t
s
(p
.
3
4
7
)
Tr
a
n
s
p
o
r
t
a
t
i
o
n
En
g
i
n
e
e
r
i
n
g
Tr
u
c
k
/
V
a
n
(s
s
o
e
)
(p
.
3
a
e
)
Do
c
u
m
e
n
t
Or
d
e
r
84 85 86 87 88 89 90 91 92
2O
L
3
-
L
S
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
12
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
PA
R
K
S
&
RE
C
R
E
A
T
I
O
N
De
s
i
g
n
an
d
op
e
r
a
t
e
suitable and efficient
ir
r
i
g
a
t
i
o
n
sy
s
t
e
m
s
.
Do
w
n
t
o
w
n
sh
o
u
l
d
provide safe, exciting
pl
a
c
e
s
fo
r
wa
l
k
i
n
g
an
d
pleasant places for
si
t
t
i
n
g
.
.
.
As
sp
a
c
e
an
d
fu
n
d
i
n
g
are available and as
pu
b
l
i
c
ne
e
d
is
in
d
i
c
a
t
e
d
,
special recreation
ar
e
a
s
sh
a
l
l
be
co
n
s
t
r
u
c
t
e
d
.
Do
w
n
t
o
w
n
sh
o
u
l
d
provide a setting which is
fe
s
t
i
v
e
an
d
co
m
f
o
r
t
a
b
l
e
for public gatherings.
Pa
r
k
s
sh
a
l
l
be
ma
i
n
t
a
i
n
e
d
in such a manner
th
a
t
pr
i
o
r
i
t
y
wi
l
l
be
given to the preservation
of
t
h
e
na
t
u
r
a
l
be
a
u
t
y
and safe use ofthe land
wi
t
h
i
n
th
e
sy
s
t
e
m
.
Ex
i
s
t
i
n
g
in
d
o
o
r
re
c
r
e
a
t
i
o
n
facilities shall be
up
g
r
a
d
e
d
an
d
im
p
r
o
v
e
d
to meet current and
fu
t
u
r
e
re
c
r
e
a
t
i
o
n
a
l
needs.
Pa
r
k
s
sh
a
l
l
be
ma
i
n
t
a
i
n
e
d
in such a manner
th
a
t
pr
¡
o
r
¡
t
y
wi
l
l
be
given to the preservation
of
t
h
e
na
t
u
r
a
l
be
a
u
t
y
and safe use ofthe land
wi
t
h
i
n
th
e
sy
s
t
e
m
.
Pa
r
k
s
sh
a
l
l
be
ma
i
n
t
a
i
n
e
d
in such a manner
th
a
t
pr
i
o
r
i
t
y
wi
l
l
be
given to the preservation
of
t
h
e
na
t
u
r
a
l
be
a
u
t
y
and safe use ofthe land
wi
t
h
i
n
th
e
sy
s
t
e
m
.
Re
c
r
e
a
t
i
o
n
fa
c
i
l
i
t
i
e
s
shall be developed and
op
e
r
a
t
e
d
,
an
d
se
r
u
i
c
e
s
delivered ìn the most
ef
f
i
c
i
e
n
t
an
d
ec
o
n
o
m
i
c
a
l
methods possible.
c/
o
s
70
.
3
.
7
A
3
LU
4.
5
P&
R
3.
1
9
.
1
LU
4.
4
P&
R
i.
7
3
.
2
P&
R
3.
1
6
.
3
P&
R
3.
7
3
.
2
P&
R
i.
7
3
.
2
P&
R
2.
6
.
2
To
t
a
l
2
0
1
¡
t
-
1
5
40
,
0
0
0
30
,
0
0
0
3l
_
0
,
0
0
0
60
,
0
0
0
60
,
0
0
0
s0
,
0
0
0
To
t
a
l
20
1
3
-
1
4
17
5
,
0
0
0
31
0
,
0
0
0
s0
,
0
0
0
30
,
0
0
0
25
,
0
0
0
60
,
0
0
0
29
0
,
0
0
0
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
Ce
n
t
r
a
l
lr
r
i
g
a
t
i
o
n
Co
n
t
r
o
l
l
e
r
Re
p
l
a
c
e
m
e
n
t
(p
.
3
s
3
)
Do
w
n
t
o
w
n
Tr
e
e
an
d
Si
d
e
w
a
l
k
Re
p
l
a
c
e
m
e
n
t
s
(p
.
3
5
5
)
Pl
a
y
g
r
o
u
n
d
Eq
u
i
p
m
e
n
t
Re
p
l
a
c
e
m
e
n
t
(p
.
3s
8
)
Mi
s
s
i
o
n
Pl
a
z
a
Ma
s
t
e
r
Pl
a
n
De
v
e
l
o
p
m
e
n
t
(p
.
3
6
3
)
Mi
s
s
i
o
n
Pl
a
z
a
Ra
i
l
i
n
g
Up
g
r
a
d
e
(p
.
36
6
)
Ol
y
m
p
i
c
Po
o
l
Re
p
l
a
s
t
e
r
i
n
g
(p
.
3
6
9
)
Pe
d
e
s
t
r
i
a
n
an
d
Bi
c
y
c
l
e
Pa
t
h
w
a
y
Ma
i
n
t
e
n
a
n
c
e
(p
.
37
2
)
Re
p
l
a
c
e
Pa
r
k
Pe
d
e
s
t
r
i
a
n
Li
g
h
t
i
n
g
(p
.
3
7
s
)
Re
s
t
r
o
o
m
Re
p
l
a
c
e
m
e
n
t
&
Re
m
o
d
e
l
i
n
g
(p
.
37
8
)
Do
c
u
m
e
n
t
Or
d
e
r
93 94 95 96 97 98 99
10
0
10
1
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
13
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
Th
e
ma
j
o
r
un
m
e
t
needs for parks and
re
c
r
e
a
t
i
o
n
fa
c
i
l
i
t
i
e
s
are specialty facilities such
as
di
s
c
go
l
f
,
do
g
pa
r
k
s
,
BMX parks.
ln
pa
r
t
n
e
r
s
h
i
p
wi
t
h
the SLCUSD and other joint
us
e
pa
r
t
n
e
r
s
,
th
e
Ci
t
y
will help provide funding
fo
r
re
n
o
v
a
t
i
o
n
of
ex
i
s
t
i
n
g
athletic fields to
en
s
u
r
e
th
e
y
ar
e
in
playable condition.
Do
w
n
t
o
w
n
sh
o
u
l
d
provide a setting which is
fe
s
t
i
v
e
an
d
co
m
f
o
r
t
a
b
l
e
for public gatherings.
Th
e
Ci
t
y
sh
a
l
l
de
v
e
l
o
p
and maintain a park
sy
s
t
e
m
.
.
.
Th
e
Ci
t
y
sh
a
l
l
de
v
e
l
o
p
and maintain a park
sy
s
t
e
m
.
.
.
Th
e
Ci
t
y
sh
a
l
l
de
v
e
l
o
p
and maintain a park
sy
s
t
e
m
.
.
.
Ex
i
s
t
i
n
g
in
d
o
o
r
re
c
r
e
a
t
i
o
n
facilities shall be
up
g
r
a
d
e
d
an
d
im
p
r
o
v
e
d
to meet current and
fu
t
u
r
e
re
c
r
e
a
t
i
o
n
a
l
needs.
Pa
r
k
s
sh
a
l
l
be
ma
i
n
t
a
i
n
e
d
in such a manner
th
a
t
pr
i
o
r
i
t
y
wi
l
l
be
given to the preservation
of
t
h
e
na
t
u
r
a
l
be
a
u
t
y
and safe use ofthe land
wi
t
h
i
n
th
e
sy
s
t
e
m
.
Ma
n
a
g
e
Ci
t
y
op
e
r
a
t
i
o
n
s
for energy efficiency,
in
c
l
u
d
i
n
g
pu
r
c
h
a
s
e
and use of vehicles,
eq
u
i
p
m
e
n
t
an
d
ma
t
e
r
i
a
l
s
.
P&
R
3.
1
2
.
8
P&
R
3.
1
.
4
.
L
LU
4.
4
P&
R
3.
1
3
.
1
P&
R
3.
7
i
.
1
P&
R
3.
7
3
.
7
P&
R
3.
1
6
.
3
P&
R
3.
7
3
.
2
c/
o
s
4.
6
.
1
To
t
a
l
20
1
4
-
1
5
12
0
,
0
0
0
Fu
n
d
i
n
g
be
g
i
n
s
FY
20
1
7
-
I
8
32
,
7
0
0
13
1
,
0
0
0
48
,
8
0
0
37
,
t
O
O
50
,
0
0
0
To
t
a
l
20
1
3
-
1
4
7,
2
2
6
,
3
0
0
20
,
0
0
0
60
,
0
0
0
64
,
6
0
0
10
0
,
4
0
0
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
Sa
n
t
a
Ro
s
a
Sk
a
t
e
Pa
r
k
(p
.
3
8
3
)
Si
n
s
h
e
i
m
e
r
St
a
d
i
u
m
St
a
i
r
Re
p
l
a
c
e
m
e
n
t
(p
.
3e
s
)
Fa
r
m
e
r
'
s
Ma
r
k
e
t
Po
r
t
a
b
l
e
Re
s
t
r
o
o
m
Re
p
l
a
c
e
m
e
n
t
(0
3
3
3
,
03
3
a
)
(p
.
39
8
)
Pa
r
k
s
Ma
i
n
t
e
n
a
n
c
e
Eq
u
i
p
m
e
n
t
(9
8
2
8
,
03
0
8
,
94
0
5
,
98
3
0
,
06
0
8
,
10
0
7
,
01
3
7
1
(p
.
a0
1
)
Pa
r
k
s
Ma
i
n
t
e
n
a
n
c
e
Pi
c
k
u
p
Tr
u
c
k
s
(0
2
2
5
,
01
2
4
,
02
2
6
,
0
3
1
1
,
03
1
0
,
03
0
9
(p
.
a0
6
)
Ra
n
g
e
r
Pr
o
g
r
a
m
Pi
c
k
u
p
Tr
u
c
k
(0
2
1
9
)
(p
.
a1
0
)
Sw
i
m
Ce
n
t
e
r
Se
r
v
i
c
e
Bo
d
y
Tr
u
c
k
(0
3
3
2
)
þ.
a1
,
a
)
Tr
e
e
Ma
i
n
t
e
n
a
n
c
e
Eq
u
i
p
m
e
n
t
(9
1
0
9
,
02
7
2
,
O
5
7
O
)
b.
ar
T
l
Go
l
f
Co
u
r
s
e
Mo
w
e
r
s
(0
6
0
6
,
10
0
8
,
08
6
2
,
08
6
3
)
(p
.
4
2
2
)
Do
c
u
m
e
n
t
Or
d
e
r
ro
2
10
3
lo
4
10
5
10
6
10
7
10
8
10
9
11
0
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
14
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
NA
T
U
R
A
L
RE
S
O
U
RC
E
PR
O
T
E
C
T
I
O
N
Se
c
u
r
e
an
d
ma
i
n
t
a
i
n
a healthy and attractive
Gr
e
e
n
b
e
l
t
ar
o
u
n
d
th
e
urban area...
CO
N
S
T
R
U
C
T
I
O
N
RE
G
U
LA
T
I
O
N
Sa
n
Lu
i
s
Ob
i
s
p
o
sh
o
u
l
d
be a safe place to live
Sa
n
Lu
i
s
Ob
i
s
p
o
sh
o
u
l
d
be a safe place to live
IN
F
O
R
M
A
T
I
O
N
TE
C
H
NO
T
O
G
Y
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and services can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and services can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and services can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
Th
e
r
e
sh
o
u
l
d
be
ad
e
q
u
a
t
e
planning,
or
g
a
n
i
z
a
t
i
o
n
an
d
re
s
o
u
r
c
e
s
for emergency
pr
e
p
a
r
e
d
n
e
s
s
an
d
em
e
r
g
e
n
c
y
response.
c/
o
s
8.
1
LU
Go
o
l
37
LU
Go
a
l
37
LU
Go
a
l
74
LU
Go
o
l
L4
LU
Go
a
l
74
s
9.
1
_
To
t
e
l
20
1
4
-
1
5
50
0
,
4
0
0
Fu
n
d
i
n
g
be
g
i
n
s
FY
20
1
5
-
1
6
31
,
0
0
0
17
5
,
0
0
0
1.
4
,
2
0
0
22
5
,
O
O
O
To
t
a
l
20
1
3
-
1
4
16
6
,
8
0
0
30
,
5
0
0
94
,
3
0
0
20
0
,
0
0
0
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
Op
e
n
Sp
a
c
e
Ac
q
u
i
s
i
t
i
o
n
þ.
a2
6
)
Bu
i
l
d
i
n
g
I
ns
p
e
c
t
i
o
n
Co
m
p
a
c
t
Tr
u
c
k
s
(o
!
2
7
,
01
2
8
,
02
2
9
,
02
3
0
)
(p
.
a2
9
)
Ca
p
i
t
a
l
En
g
i
n
e
e
r
i
n
g
Pi
c
k
u
p
Tr
u
c
k
s
(9
9
0
5
,
99
0
6
,
00
2
4
)
(p
.
a3
3
)
Fo
x
P
r
o
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Pr
o
j
e
c
t
Ma
n
a
g
e
m
e
n
t
So
f
t
w
a
r
e
Co
n
v
e
r
s
i
o
n
(p
.
43
6
)
Do
c
u
m
e
n
t
Ma
n
a
g
e
m
e
n
t
(p
.
aa
O
)
Mi
c
r
o
s
o
f
t
Of
f
i
c
e
Re
p
l
a
c
e
m
e
n
t
(p
.
aa
5
)
Em
e
r
g
e
n
c
y
Co
m
mu
n
i
c
a
t
i
o
n
Ce
n
t
e
r
Bl
a
d
e
Co
m
p
u
t
e
r
Re
p
l
a
c
e
m
e
n
t
(p
.
a8
)
Do
c
u
m
e
n
t
Or
d
e
r
1.
1
1
17
2
11
3
1.
1
4
11
s
1.
7
6
\1
7
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
15
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
Th
e
r
e
sh
o
u
l
d
be
ad
e
q
u
a
t
e
planning,
or
g
a
n
i
z
a
t
i
o
n
an
d
re
s
o
u
r
c
e
s
for emergency
pr
e
p
a
r
e
d
n
e
s
s
an
d
emergency response.
Ma
n
a
g
e
th
e
Ci
t
y
'
s
water resources to meet
th
e
cu
r
r
e
n
t
an
d
fu
t
u
r
e
water demand
re
q
u
i
r
e
m
e
n
t
s
as
s
o
c
i
a
t
e
d
with development
en
v
i
s
i
o
n
e
d
by
th
e
General Plan.
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and services can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and services can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and seruices can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and services can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
s
9.
L
ww
43
.
1
LU
Go
o
l
1
.
4
LU
Go
o
l
L4
LU
Go
o
l
14
LU
Go
o
l
L4
To
t
a
l
20
1
4
-
1
5
50
,
0
0
0
ss
0
,
0
0
0
To
t
a
l
20
1
3
-
1
4
50
,
0
0
0
18
6
,
5
0
0
12
5
,
0
0
0
13
0
,
0
0
0
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
Em
e
r
g
e
n
c
y
Co
m
mu
ni
c
a
t
i
o
n
Ce
n
t
e
r
Co
m
p
u
t
e
r
Eq
u
i
p
m
e
n
t
Re
p
l
a
c
e
m
e
n
t
(p
.
as
2
)
En
t
e
r
p
r
i
s
e
St
o
r
a
g
e
Gr
o
w
t
h
(p
.
a5
6
)
Fi
r
e
w
a
l
l
Re
p
l
a
c
e
m
e
n
t
(p
.
a5
8
)
Ne
t
w
o
r
k
Se
c
u
r
i
t
y
Up
g
r
a
d
e
s
þ.
a6
2
l
Vi
r
t
u
a
l
Pr
¡
v
a
t
e
Ne
t
w
o
r
k
Re
p
l
a
c
e
m
e
n
t
(p
.
a6
6
)
Ne
t
w
o
r
k
Sw
i
t
c
h
i
n
g
I
nf
r
a
s
t
r
u
c
t
u
r
e
Re
p
l
a
c
e
m
e
n
t
(p
.
a7
1
)
Dæ
u
m
e
n
t
Or
d
e
r
11
8
11
9
12
0
12
7
72
2
12
3
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
16
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and services can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and services can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and services can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
Pr
o
v
i
d
e
hi
g
h
qu
a
l
i
t
y
public services, ensuring
th
a
t
de
m
a
n
d
s
do
no
t
exceed resources and
th
a
t
ad
e
q
u
a
t
e
fa
c
i
l
i
t
i
e
s
and services can be
pr
o
v
i
d
e
d
in
pa
c
e
wi
t
h
development.
BU
I
T
D
I
N
G
S
Pr
o
v
i
d
e
a
sy
s
t
e
m
of
streets that are well-
ma
i
n
t
a
i
n
e
d
an
d
sa
f
e
for all forms of
tr
a
n
s
p
o
r
t
a
t
i
o
n
.
Ma
n
a
g
e
Ci
t
y
op
e
r
a
t
i
o
n
s
for energy efficiency,
in
c
l
u
d
i
n
g
pu
r
c
h
a
s
e
and use of vehicles,
eq
u
i
p
m
e
n
t
an
d
ma
t
e
r
i
a
l
s
.
Pr
o
v
i
d
e
fo
r
hi
g
h
qu
a
l
i
t
y
education and access
to
re
l
a
t
e
d
se
r
v
i
c
e
s
such as museums, art
ga
l
l
e
r
i
e
s
,
pu
b
l
i
c
ar
t
and libraries.
LU
Go
a
l
14
LU
Go
o
l
l
-
4
LU
Go
a
l
L4
LU
Go
a
l
1.
4
Ci
r
c
.
Go
o
l
3
c/
o
s
4.
6
.
7
LU
Go
a
l
23
To
t
a
l
2
0
1
¿
1
-
1
5
Fu
n
d
i
n
g
be
g
i
n
s
tY
2O
L
7
-
1
8
Fu
n
d
i
n
g
be
g
i
n
s
FY
2O
L
7
-
1
8
29
,
9
0
0
Fu
n
d
i
n
g
be
g
i
n
s
FY
20
L
5
-
1
6
40
0
,
0
0
0
40
,
0
0
0
To
t
a
l
20
1
3
-
1
4
5,
0
0
0
39
,
0
0
0
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
Ra
d
i
o
Ha
n
d
h
e
l
d
s
an
d
Mo
b
i
l
e
Re
p
l
a
c
e
m
e
n
t
(p
.
47
6
)
'
St
o
r
a
g
e
Ca
p
a
c
i
t
y
Up
g
r
a
d
e
an
d
Re
p
l
a
c
e
m
e
n
t
(p
.
4
7
9
)
Fi
n
a
n
c
e
&
lT
Te
c
h
n
o
l
o
g
y
Va
n
(9
9
0
3
)
(p
.
4
8
3
)
Fi
n
a
n
c
e
an
d
lT
Ut
i
l
i
t
y
Ve
h
i
c
l
e
s
(0
4
0
3
,
0a
0
a
)
(p
.
a8
6
)
Ci
t
y
Fa
c
i
l
i
t
y
Pa
r
k
i
n
g
Lo
t
Ma
i
n
t
e
n
a
n
c
e
(p
.
ae
O
)
Ci
t
y
Ha
l
l
Pe
r
i
m
e
t
e
r
Dr
a
i
n
Re
p
a
i
r
(p
.
a9
a
)
Ci
t
y
-
C
o
u
n
t
y
Li
b
r
a
r
y
Re
s
t
r
o
o
m
Re
m
o
d
e
l
(p
.
ae
6
)
Do
c
u
m
e
n
t
Or
d
e
r
12
4
r2
5
12
6
12
7
12
8
!2
9
13
0
20
1
3
-
1
5
Ca
p
i
t
a
l
lm
p
r
o
v
e
m
e
n
t
Pl
a
n
Co
n
f
o
r
m
i
t
y
Re
p
o
r
t
Pa
g
e
t7
Co
n
f
o
r
m
s
wi
t
h
th
i
s
Ge
n
e
r
a
l
Plan Policy:
Ma
n
a
g
e
Ci
t
y
op
e
r
a
t
i
o
n
s
for energy efficiency,
in
c
l
u
d
i
n
g
pu
r
c
h
a
s
e
and use of vehicles,
eq
u
i
p
m
e
n
t
an
d
ma
t
e
r
i
a
l
s
.
Th
e
hi
s
t
o
r
i
c
Ja
c
k
Ho
u
s
e
shall be maintained,
op
e
r
a
t
e
d
,
an
d
pr
e
s
e
r
v
e
d
in accordance with
th
e
Gr
a
n
t
De
e
d
ac
c
e
p
t
e
d
by the City in 1975
Ma
n
a
g
e
Ci
t
y
op
e
r
a
t
i
o
n
s
for energy efficiency,
in
c
l
u
d
i
n
g
pu
r
c
h
a
s
e
and use of vehicles,
eq
u
i
p
m
e
n
t
an
d
ma
t
e
r
i
a
l
s
.
Ma
n
a
g
e
Ci
t
y
op
e
r
a
t
i
o
n
s
for energy efficiency,
in
c
l
u
d
i
n
g
pu
r
c
h
a
s
e
and use of vehicles,
eq
u
i
p
m
e
n
t
an
d
ma
t
e
r
i
a
l
s
.
FT
E
E
T
MA
N
A
G
E
M
E
N
T
Ma
n
a
g
e
Ci
t
y
op
e
r
a
t
i
o
n
s
for energy efficiency,
in
c
l
u
d
i
n
g
pu
r
c
h
a
s
e
and use of vehicles,
eq
u
i
p
m
e
n
t
an
d
ma
t
e
r
i
a
l
s
.
Ma
n
a
g
e
Ci
t
y
op
e
r
a
t
i
o
n
s
for energy efficiency,
in
c
l
u
d
i
n
g
pu
r
c
h
a
s
e
and use of vehicles,
eq
u
i
p
m
e
n
t
an
d
ma
t
e
r
i
a
l
s
.
Ma
n
a
g
e
Ci
t
y
op
e
r
a
t
¡
o
n
s
for energy efficiency,
in
c
l
u
d
i
n
g
pu
r
c
h
a
s
e
and use of vehicles,
eq
u
i
p
m
e
n
t
an
d
ma
t
e
r
i
a
l
s
.
c/
o
s
4.
6
.
1
c/
o
s
3.
L
3
.
1
0
c/
o
s
4.
6
.
L
c/
o
s
4.
6
.
L
c/
o
s
4.
6
.
L
c/
o
s
4.
6
.
L
c/
o
s
4.
6
.
7
To
t
a
l
20
1
4
-
1
5
54
,
0
0
0
Fu
n
d
i
n
g
be
g
i
n
s
FY
20
1
5
-
1
6
39
,
0
0
0
10
1
.
,
2
0
0
33
,
4
0
0
To
t
a
l
20
1
3
-
1
4
54
,
0
0
0
25
,
0
0
0
28
,
2
0
0
32
,
8
0
0
CI
P
Na
m
e
an
d
Pa
g
e
Nu
m
b
e
r
Fa
c
i
l
i
t
y
Ma
i
n
t
e
n
a
n
c
e
(p
.
a9
8
)
Ja
c
k
Ho
u
s
e
Ex
t
e
r
i
o
r
Pa
i
n
t
i
n
g
(p
.
50
3
)
Fl
e
e
t
Se
r
v
i
c
e
s
Fo
r
k
l
i
f
t
(8
4
2
6
1
(
p
.
50
5
)
Bu
i
l
d
i
n
g
Ma
i
n
t
e
n
a
n
c
e
Se
r
v
i
c
e
Bo
d
y
Tr
u
c
k
s
(O
3
t
4
,
06
1
2
)
(p
.
50
8
)
Pu
r
c
h
a
s
e
of
Mo
b
i
l
e
Eq
u
i
p
m
e
n
t
Li
f
t
s
&
Sa
f
e
t
y
St
a
n
d
s
(p
.
51
-
L
)
Fl
e
e
t
Ma
i
n
t
e
n
a
n
c
e
Pi
c
k
u
p
Tr
u
c
k
(0
0
2
3
)
(p
.
s1
a
)
Ci
t
y
Po
o
l
Ca
r
s
(0
2
3
2
,
02
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18
Sllcouncrl memopânò
clty o[ san lurs oBrspo, frnance ¡nò l.t. òepantment
DATE May 30, 20L3
Mayor & Council Members
VIA:Katie Lichtig, City M
TO:
,-îFROM:Wayne Padilla, lnterim Director of Finance & lT
SUBJECT Responses to Questions about Fund Balance Requirements
ln response to questions asked by a Council Member, I am pleased to provide information regarding the
fund balance requirements of the General Fund, Enterprise Funds and the Capital outlay Funds.
The first part of the Councilmember's a question was asked whether the City Council wíll be given the
chance to approve proposed policies before they become effective for the lnformation Technotogy Fund
and the Major Facility Replacement Fund. The City Council adopts all Budget and Fiscal Policies before
they are implemented. The Budget and Fiscal Policies can be found in the Preliminary Financial Plan on
pages H-4 through H-28, As previously directed by the City Councíl the polícy regarding the lnformation
Technology Fund can be found on page H-15. There is a new policy related to the Major Facility
Replacement Fund shown on page H-L5 of the Preliminary Financial Plan.
Provided along with this memorandum is a 2-page attachment which contains the responses to the
specific questions that were asked about the various funds and their reserve requirements.
As always, I am happy to address any questions you may have once you've had the chance to review this
information.
II4AY B I Z0t3
R D
,(
L
Minimum Fund & Workins Capital Balances:
Question A:
Current dollar value calculated for operating expenses to determine General Fund 20% reserve amount.
For the 2 forecast years, the values used to moke this colculat¡on are token from Page H-47 of the
Preliminory Finoncial PIan as shown below:
?oL2-r3Totalexpenditures: 553,054,300
Net Amount; 549132,900
20% Reserve Amount: $ 9,906,600
Question B:
Current dollar value calculated for operating expenses to determine the water, sewer & parking
enterprise funds 2Oo/o reserve dollars. Plesse refer to the poges shown below:
Operating Transfers ln:
MOA & Other Adjustmentsl
Expenditure Savings:
Water Enterprise Fund (pg. H-59)
Tota I Operating Programs:
20% Rese¡ve Amount:
Sewer Enterprise Fund (pg, H-60)
Total Operating Programs:
20% Reserve Amount:
Parking Enterprise Fund (pg. H-61)
Tota I Operat¡ng Programs:
20% Reserve Amount:
($ 1,395,500)
($ s40,900)
(s1,585,000)
2Ot2-13
irs,296,zoo
s 3,o5g,2oo
S8,658,300
S1,731,200
S2,509,400
s 521,900
Fleet Replacement Fund:
Question A:
Original purchase cost of items in this category used to calculate the balance threshold?
The current purchase cost of the vehicles to be replaced by this fund ís $9,760,800
20% of this qmount is 51,952,200
Question B:
ls the 20% minimum fund balance in place? Please see page H-56. At the end of 201.2-13, the fund will
hove an estimqted bolance oÍ $2,276,600. At the end of 2073-74 the balance is estimated qt $1,616,900
and at the end of 2014-15 the bolance is estimated to be 57,401.,600, On poge A-12 of the introduction
to the Preliminary Finonciol Plon, the last poragraph stotes that the Fleet Replacement Fund will not be
able to maintain the 20% reserve balqnce level due to the omount of deferred msintenonce thqt is being
funded in 201i-15.
Question C:
Proposed investment in 2013-15 Financial Plan? Pleose see pqge H-56. ln 2073-14 the proposed
investment ¡s 5500,000 and in 2074-15 the proposed investment is 5624,000. These qmounts qre shown
ds trqnsÍers-in, on the Chonges in Financial Position document at poge H-56.
lnformation lgchnoloqv Replacement Fund:
2
Question A:
Original purchase cost of assets used to calculate the reserve threshold?
The originøl purchase cost of oll hardware and software is 53,506,500
Question B:
Prospective 20% reserve in dollars?
The 20% reserve, based on the originol purchase cost shown obove would be $707,300
The lnformotion Technology Replocement Fund, which wqs ueated in the current yeqr, has q bolonce
est¡moted dt the end of 2012-13 of 5200,000. As stated in item C shown on poge H-15 of the Preliminary
Financiol Plqn, the city intends to begin building the fund balonce with the long term objective of
mointaining o minimum fund balance in the lT Replqcement Fund of at least 20% of the originol purchase
cost oÍ the items accounted for in this fund.
Pleose refer to poge H-66 of the Preliminory Finønciql Plon to see the proposed financiql results for this
fund during 20L3-1.5.
On poge A-12 of the introduction to the Preliminary Finønciql Plon, the lost poragroph støtes thot the
lnformotion Technology Replacement Fund will not be able to mointoin the 20% reserve bolonce level
due to the foct thot the fund has only been in existence for one yeor.
Question C:
Proposed investment in the 2013-15 Financial Plan?
The proposed investment ¡s $565,s00 in 2073-1.4 ond 5967,700 in 2074-75. These omounts ore shown os
tronsfers-in, on the Changes in Financial Position document locøted on page H-66 of the Preliminory
FinonciolPlan.
Maior Facilitv Reolacement Fund
Question A:
What dollar amount would "fully fund the improvements included in the five-year Capital lmprovement
Fund" (as per Budget & Fiscal Policies descriptíon)? Please refer to page F-4 of the Preliminory Financiol
Plan, The omount needed to fully fund the S-year total of proposed proJects is 52,809,1.00
Question B:
Prospective 20% reserve in dollars? As shown on page H-L5 of the Preliminary Finonciol Plan, the
proposed policy reløted to the management of this fund does not require a fixed percentoge of the osset
vqlue to determine the fund reserve but states... "The omount retoined in this fund, coupled with annuol
contributions received by it from dny source, shall be odequate to fully fund the improvements included
in the fíve-year Capitol lmprovement Plan."
As staff gøins more experience with the scheduling of eligible projects, a policy recommendation will be
developed ond brought before the City Council to consider ødopting ø reserve requirement for this fund,
Question C:
Proposed investment in the 2013-1.5 Financial Plan? Please refer to page H-64 of the Preliminary
Financiol Plon. The proposed investment ¡s 5600,000 in 2013-1.4 ønd $573,600 in 2074-15 os shown by
the tronsfers-in thot are reported on that page, These amounts ore equal to the proposed project costs
for that some timefrome.
3
councrl memopânÒum COI-INCIL MEETING
ITEM NO ót
June lI,2013
TO:
FROM:
Prepared by:
City Council
Katie Lichtig, City Manager
Wayne Padilla, Interim Director of Finance and IT
Monica Irons, Human Resources Director
SUBJECT: Council Budget Items - June 10,2013 - CaIPERS Information
During the budget hearing on June 10,2013, the City Council made note of several items to be further
discussed. Below is the response regarding CaIPERS allocations.
Q. Should Council increase the proposed lYo allocation to buffer future CaIPERS rate increases?
A. If Council directs staff to do this, the amount needed is approximately $280,000 (1% of salaries).
This would be an ongoing cost.
Q. What is the total unfunded liability for the City's CaIPERS plans?
A. Page H-71 of the Preliminary Financial Plan indicates the 20ll actuarial accrued unfunded liability
of the Tier I CaIPERS plan was $1,816,091,000 for the Safety Risk Pool and$47,259,000 for the
Miscellaneous plan. The Safety Side Fund is$24,284,010 as of June 30,2011. CaIPERS will provide
an Annual Valuation Report as of June 30,2012 in October 2013.
The recent changes to the retirement funding model by CaIPERS are designed to ultimately reduce this
liability so that it is fully funded within 30 years, Changes made by the city to introduce Tier 2 benefits
and the new Tier 3 benefit program created by recent legislation will generate savings for the city that
will offset the higher costs of the Tier I program.
The City is working with CaIPERS to establish a means for identifying the level of savings that will be
achieved from these new benefit programs. CaIPERS short history with these new benefit programs is
causing delays in their ability to provide member agencies with experienced-based data that can be used
to accurately forecast the level of savings that will be derived from these new retirement programs.
Q. How does budget adoption set the stage for future labor negotiations?
A. The 2013-15 Preliminary Financial Plan includes the following assumptions regarding salary and
benefits:
Salary and benefit costs have been budgeted for all authorized positions using the current pay steps and
ranges. The city's contributions to benefits are based on the current rates for each beneht such as PERS,
Medicare, health insurance and unemployment insurance. Positions that are eligible for step increases
have an estimate for the step increase included in the total costs for the position. Based on past
experience, an expected savings estimate has also been determined using 2Yo of total salary and benefits.
The amount of $ 100,000 was also included in the budget for both 2013-14 and 2014-15 to cover
estimated leave payouts. Finally, $37,000 was budgeted in 2013-14 and $111,000 was budgeted in
2014-15 to cover the potential cost that may be incurred as a result of existing contractual obligations for
the city's share of health insurance premiums with employee groups.
These assumptions were included to fund our contractual obligations for step and pay for performance
increases, leave pay outs, and potential increases in health insurance. Included in these assumptions is
funding that will be used to mitigate the anticipated increases in CaIPERS rates that take effect in20l5-
16 (outside this financial plan period). Because the magnitude of those rate increases was not known at
the time the financial plan was developed, staff recommended identifying l%o of salary ($280,000) for
this purpose, starting in2014-15.
Council may develop labor relations objectives, consistent with the adopted financial plan that will
guide future negotiations with employee groups. In support of Council's major city goal to Sustain
Essential Services, Infrastructure, and Fiscal Health, staff assumes these labor relations objectives will
be informed by the data compiled in the Compensation Study to be conducted in accordance with the
Council adopted Compensation Philosophy in 2014, In December 2013, the CaIPERS Board is expected
to make changes to the actuarial assumptions (e.g. mortality, rate of return on investments, age at
retirement, etc.) that will further impact the Tier 1 CaIPERS employer rates beginning in 2015-16. This
information could further inform Council as they develop labor relations objectives.
While resolutions for the unrepresented management and confidential groups expire in December 2013,
prior to the above information being available, staff will seek direction from Council regarding
compensation discussions for those groups and Council could consider a short-term resolution that
allows sufficient time for the full development of labor relations objectives.
More specific parameters may be provided by Council to staff that will guide each bargaining group's
specific negotiation. Parameters may involve Council direction to staff regarding term of the agreement
andlor compensation or benefit adjustments specific to each bargaining unit.
=councrl
memopânÒ
TO
crty of san Lurs osrspo, [rnance anò ¡,1. òepantment
DATE:June 6, 2013 AGËNDA
CORRESFONDENCEMayor & Council Members
r\VIA:Katie Lichtig, City Manager
FROM: Wayne Padilla, Interim Director of Finance & I.T.
SUBJECT: CaIPERS Employer Rate Change Estimates 2015-16 and Beyond
At their April 2013 meeting, the CaIPERS Board voted to approve changes affecting the
employer rates that will become effective in 2015-16. These changes affect the manner in which
market and actuarial gains and losses are recognized so that the l't Tier Pension Plans will be
fully funded within 30 years. Previous methods of gain and loss recognition fell short of
CaIPERS goal to create fully funded plans within a prescribed timeline. The changes adopted by
the CaIPERS Board are expected to provide less rate volatility in extreme years and make faster
progress towards achieving fully funded status. Staff has prepared an estimate (see table on next
page) of the employer rate changes that are likely to become effective over a 5-year period
starting in 2015-16. CaIPERS expects employers to see higher contributions in the short-term
and lower contributions over the long-term (approximately 25 years or more).
2013-15 Financial Plan
'While the CaIPERS Board took action to adopt changes in how they "smooth" gain and losses in
April 2013, they did not provide guidance with respect to the impact of the new policies on
employer rates until late May. That guidance is reflected in the projected rates in the table
below. In examining the increased rates during the 2013-15 Financial Plan I anticipate sufficient
resources are avaílable as the Financial Plan includes a Io/o increase above the projected20I3-I4
PERS employer rate startingin2014-15 and then increasing this to a total of 2%o of payroll in
2015-16 and later years. The Preliminary Financial Plan also recommends that these additional
charges should be set-aside for future application against the actual rate increases,
More Increases Anticipated
In December 2013 the CaIPERS Board is expected to adjust actuarial assumptions such as
mortality rates and the assumed rate of return on the investment portfolio, If an action is taken
by the CaIPERS Board atthat time affecting employer rates, any resulting change is expected to
become effective during 2015-16, The information contained in the table below does not attempt
to quantify the effect that these additional changes may have on employer rates since the Chief
Actuary has not given the member agencies enough concrete information to use for that purpose.
However, we know that these changes will result in additional increases in the employer rate.
While the short-term (through 2015) outlook reflects adequate resources to handle the initial
employer rate increases, there is more work to be done to establish the means for financing these
costs in the long-run. Based on the ratès currently projected, we are estimating the increase in
cost for 2015-16 to be approximately $500,000. Staff will continue to monitor the changes
implemented by the CaIPERS Board, evaluate the impact on the City's financial sustainability,
and bring Council recommendations regarding pension cost containment strategies as they
R ETVED
uN 0 6 2013
i-ËRK
Council Memorandum
June 6,2013
Page2
develop. Council's direction to negotiate lower second tier formulas as well as implementation
of the third tier created by the Public Employee Pension Reform Act (PEPRA) have an ongoing,
positive impact on overall pension costs. Very conservative estimates of these savings were
included in the five year fiscal forecast. As more information is available from CaIPERS
projections of the cost increases as well as the cost reductions from lower tiers will be rehned
and provided to the City Council and community. Once informed by the projected impacts of
PERS rates, and in consideration of cost savings from implementation of the second and third
tier formulas, Council will have ample opportunity to direct staff through the labor relations
process to negotiate changes to wages, hours, and working conditions that support financial
sustainability.
Please feel free to contact me with any questions you may have by calling me at 781-7125 or by
e-mail at wpadilla@slocity.org.
Estimated Tier I Employer Rates: 2015-16 2019-20
Miscellaneous Plan
Forecast Rate for 2074-15
Forecast Rates
25,8%
27,2% 28,6% 30.0% 31.4% 32.8%
Safety Plan Estimated Annual lncrease to 201,4-L5 base rote*
2015-16 20rÇt7 2017-18 2018-19 20t9-20
2.5% 5.0% 7,5% 70.0% 12,5%4,0%
46,s% 49,0% st,s% s4.0% 56.5%
*increases do not reflect potential December'13 actions by CaIPERS to change actuarial and interest assumptions
Forecast Rate for 2014-15
Forecast Rates
Estimoted Annual lncrease to 2074-15 bøse rote*
2015-16 20tct7 20t7-t8 2018-19 20t9-20
r,4% 2,8% 4.2% 5.6% 7.0%
RECEiVED
JUN 0 7 2013
LO CITY C[.ËRKElcouncrl memopânÒu
DATE:
TO:
VIA:
FROM
crty oÊ san lu¡s onrspo, pnance anò rf. ô€pantment
ßL
SUBJECT:
Wayne Padilla, Interim Finance Director $fP
Agenda Correspondence for the June lOth -l2th Agenda, Item B-1
June 6, 2013
Mayor & Council Members
Katie Lichtig, City Manager
Please hnd attached several documents that represent either additional pages or replacement
pages for the Preliminary Financial Plan.
Additional Paees
Interfund Transøctions (pages H-67a - H-67c)
This document reflects all of the transfers into and out of the funds shown. This schedule was
omitted from the original publication of the Preliminary Financial Plan because only one
worksheet from a two worksheet document was printed when the Financial Plan was assembled.
Operating Expenditures By Department (pages D-20a - D-20b)
This document lists the City-wide operating costs for each department.
Replacement Pages
Budget Summary Section D
Expenditure Trends by Type: All Funds Combined (page D-19)
This document breaks out all operating expenses across the entire City for the period from 2010-
ll through 2014-15. The document included in the Preliminary Financial Plan was an earlier
version that was not balanced to the other documents contained in the Financial Plan.
Expenditure Trends by Type: General Fund (Page D-20)
This document breaks out all operating expenses of the General Fund for the period from 2010-
ll through 2014-15. The document included in the Preliminary Financial Plan was an earlier
version that was not balanced to the other documents contained in the Financial Plan.
Chønge in Financiøl Position - Trsnsit Fund (Page H-62)
This document was corrected to reflect a change to the 2012-13 budget amount for Capital
Improvement Plan Projects. The original document reported an amount that omitted the existing
appropriations for bus purchases that had been previouSly approved by the City Council. While
the Mid-Year Budget Update reported the correct budget value, these costs were not included in
the original Preliminary Financial Plan document because staff believed that these costs had been
reported in the prior year.
T:\Council Agenda Reports\zo13\2013-06-10\Agenda correspondence\ltem B-1\COUNCIL MEMO-agenc
Council Memorandum
June 6,2013
Page2
Replacement Pages cont'd
Goals and Objectives Section C
Major City Goals -Action Ptan (pøge C-40)
This document was revised to reflect the new task related to the completion of a cost basis
analysis to evaluate and document the costs and impacts of the City's Utilities operations on
General Fund supported operations and facilities, including but not limited to City streets and
right-of-way, to ensure appropriate and supportable franchise in-lieu or other appropriate charges
to the Water and Sewer funds.
Please feel free to contact me with any questions you may have by calling me at78l-7125 or by
e-mail at wpad illa@slocity.org.
BUDGET REFERENCE MATERIALS
INTERFTIND TRAN SACTIONS - OPERATING TRAN S FERS
Actual
20lt-12
Budget
2012-13 20t3-14 2014-15
General Fund
Operating Transfers In
Gas Tax Fund
TDA Fund
Tourism BID Fund
Affordable Housing Fund
Sewer Enterprise Fund
Parking Enterprise Fund
Insurance Benefit Fund
Total operating transfers in
Operating Transfers Out
Community Development Block Grant
Gençral Purpose CIP
Open Space Protection Fund
Fleet Replacement Fund
Debt Service Fund
Information Technology Fund
Major Facility Replacement Fund
Insurance Benefit Fund
Total operating transfers out
Total Operating Transfers
Community Development Block Grant Fund
Operating Transfer In
Park Hotel Fund
General Fund
Gas Tax Fund
Operating Transfer Out
General Fund
Transportation Developm ent Act Fund
Operating Transfer Out
General Fund
Tourism Business Improvement District Fund
Operating Transfer Out
General Fund
Information Technology Replacement Fund
Operating Transfer In
General Fund
Sewer Enterprise Fund
Operating Transfer Out
. Insurance Benefit Fund
I ,3 I l,2oo
34,800
4l,500
0
0
0
0
l,233,goo
26,200
21,100
0
14,400
100,000
0
1,357,200
49, l 00
23,000
17,000
0
0
99,900
1,357,200
35,000
23,600
17,000
0
0
1,387,s00 1,395,500 1,546,200 1,432,800
(53,600)
(3,417,800)
(305,000)
(500,000)
(2,437,200)
0
0
0
(45,000)
(3,3 84,700)
(22,s00)
(700,000)
(2,637,500)
0
0
(632,800)
(53,1 00)
(4,878,800)
(1 6ó,800)
(500,000)
(2,760,200)
(565,500)
(600,000)
0
(81 ,200)
(2,206,400)
( l 50,400)
(624,000)
(2,963,900)
(967,1 00)
(573,600)
(44s.400)
(6,713,600) (7,422,500)(9.524.40ù (8.012.000)
(5,326,100) (6,027,000) (7,978,200) (6,579,200)
0
53,600
27,200
45,000
17,900
53. l 00
0
81.200
53,600 66,200 71,000 81,200
(1,311,200) (1,233,800) (1,357,200) (1,357,200)
(34,800) (26,200)(49,100) (3s,000)
(41,500) (21,100)(23,000) (23,600)
0 565,500 961,100
0
0
0
2013-'|.5 Financial Plan
H-67a
(14,400)(258,300)
BUDGET REFERENCE MATERIALS
INTERFI.IND TRANSACTION S - OPERATING TRAN S FERS
Actual
20tl-12
Budget
2012-13 2013-14 2014-15
Parking Enterprise Fund
Operating Transfer Out
Insurance Benefit Fund
Water Enterprise Fund
Operating Transfer Out
Insurance Benefit Fund
Transit Enterprise Fund
Operating Transfer Out
Insurance Benefit Fund
Insurance Benefit Fund
Operating Transfer ln
General Fund
Water Enterprise Fund
Sewer Enterprise Fund
Parking Enterprise Fund
Transit Enterprise Fund
Whale Rock Commission
Operating Transfer Out
General Fund
Whale Rock Commission
Operating Transfer Out
Insurance Benefit Fund
General Purpose CIP
Operating Transfer In
General Fund
Open Space Protection Fund
Operating Transfers In
General Fund
Fleet Replacement Fund
Operating Transfers In
General Fund
Debt Service Fund
Operating Transfer In
General Fund
Major Facility Replacement Fund
Operating Transfer In
General Fund
0 (100,000)(83,500)0
0 (253,900)
(17,600)
0 632,800 0 445,400
0 0 253,900 0
0 0 258,300 0
0 0 83,500 0
0 0 17,600 0
0 0 30,800 0
0 632,800 644,100 445,400
(99,900)
0 (30,800)
3,417,800 3,384,700 4,878,800 2,206,400
305,000 22,500 166,800 150,400
500,000 700,000 500,000 624,000
2,437,200 2,637,500 2,760,200 2,963,900
00
000
000
00
2013-15 Financial Plan
H-67b
0 0 600,000 573,600
BUDGET REFERENCE MATERIALS
INTERFLIND TRANSACTIONS - OPERATING TRANSFERS
Actual
2011-12
Budget
2012-13
0 (2t,200)
2013-14 2014-15
(17,900)
Park Hotel Fund
Operating Transfer Out
CDBG Fund
Affordable Housing Fund
Operating Transfer Out
General Fund
NET OPERATING TRANSFERS
0
$0
0
$0
(17,000)
$0
0
(17,000)
$0
2013-'15 Financial Plan
H-67c
BUDGET SUMMARY
OPERATING EXPENDITURES BY DEPARTMENT
2013-14 change 2014-15 change
138,900 4% 142,600 30/o
130,100 133,400 138,900 4% 142,600 3%
llYo
-t2%
2%
-3%
-26Yo
-25Yo
2,397,600 2,562,500 2'368'700 -\yo 2'508'300 60/o
540,t00 I,104,500 548,600 -50% 564,600 3vo
540,100 1'104'500 548'600 '50o/o 564'600 3o/o
741,000
320,500
278,000
38ó,000
260,500
4t 1,600
668,000
424,500
284,000
351,600
3 l 7,900
5 I 6,500
74 I ,500
373,000
290,600
342,800
234,100
386,700
762,800
429,400
295,400
343,400
290,600
386,700
Actual
20tl-12
1 30,1 00
Budget
2012-13
I 33,400
CITY COUNCIL
Legislation & Policy
Total Cify Council
ADMINISTRATION
City Administration
City Clerk Services
Cultural Activities
Natural Resources Protection
Economic Developmenl
Community Promotion
Total Administration
CITY ATTORNEY
Legal Services
Total City Attorney
HUMAN RESOURCES
Human Resources Administration
Risk Management
Human Relations
Total Human Resources
COMMUNITY DEVELOPMENT
Commissions & Committees
Administration
Development Review
Long Range Planning
Housing
Building & Safety
Total Community Development
3%
l5Yo
2o/o
0%
24o/o
0%
FINANCE & INFORMATION TECHNOLOGY
572,800
3,75 5,600
288,400
t%
0%
2o/o
439,100 453,000
60/o
-t%;o
t%
-18%
3%
258%
ïYo
4,276,600 4,964,600 4,832,200 -3% 5,226,200 8yo
690,000
2,253,300
251,200
596,300
2,502,900
237,700
5ó8,700
3,756, I 00
283. l 00
-5o/o
50o/o
r9%
3,194,500 3,336,900 4,607,900 38o/o 4'616'800 0%
Finance & Information Technology Admin
Accounting
Revenue Management
Support Services
Network Services
Non-Departmental
Geographic Information Services
Total Finance
283,000
593,800
808,700
r 00,900
2,05 I, t 00
384,400
636,600
852,300
l 83,500
2,454,800
342,400
621,500
796,700
265,300
2,233,300
I 37,000
436,000
363,300
616,100
808,200
2 I 6,800
2,293,400
491,100
437,300
I lo/o
10t
-7Vo
45o/o
-9%
-4Yo
20,300
396,000
480,600
635,900
25 8,300
988,900
26,900
598,600
550,700
1,63 5,300
9l I ,400
1, 1 79,1 00
34,600
5 10,200
525,500
527,500
472,600
l, I 46,000
34,600
502,700
53 r,400
534,400
432,100
l. I 38,700
29%
-15Yo
-5Yo
-68Yo
-48y;o
-3Vo
ïYo
-lo/o
lo/o
lVo
-9o/o
-t%
2,780,000 4,902,000
lll l -ì- I 5 liirn¡rrti:¡l l'lrur
D-2oa
3,216,400 -34% 3,173,900 -l%
BUDGET SUMMARY
OPERATING EXPENDITURES BY DEPARTMENT
PARKS & RECREATION
Recreation Programs
UTILITIES
Water Services
Wastewater Services
tWhale Rock Reservoir
Total Utilities
PUBLIC WORKS
Administration
CIP Project Engineering
Transportation & Development Review
Engineering Development Review
Transportation Planning & Engineering
Parking
Municipal Transit System
Maintenance Services
Street Maintenance
Creek & Flood Protection
Parks & Landscape Maintenance
Swim Center Maintenance
Tree Maintenance
Building Maintenance
Fleet Maintenance
Total Public Works
POLICE
FIRE
NON-DEPARTMENTAL
Tourism Business Improvement District
Downtown Business Improvement Dishict
Total Non-Departmental
Actual
20ll-12
3,379,600
12,356,700
5,680,000
674.500
Budget
2012-13
3,535,300
13,979,500
7,264,200
9 I 5.000
I 3,075, I 00
6,699,400
842,800
I 3, I 68,200
6,717,400
870,300
2013-14 change 2014-15 change
3,512,900 1% 3,652,800 2%
-6%
-8%
-8%
1%
0%
3o/o
18,711,200 22,158,700 20,617,300 -7% 20,755,900 1%
958,700
1,526,700
407,800
436,100
ri81 7,700
2,617,100
1,691,500
736,800
2,035,600
360,900
398,900
945,000
1,094,700
1,0 r 3,500
1,782,t00
406,100
7r r,900
2, l 00,800
2,826,s00
9 I 8,900
| ,77 t,500
450, I 00
502,900
2,078,900
2,941,400
-9%
-l%o
I lo/o
-29%
-t%
4V"
-lo/o
ao/
0%
3%
5Yo
-t%
t%
93 1,400
1,828,200
452,100
5t2,600
2,009,500
2,930,900
1,845,000
803,900
2,366,400
456,600
429,700
l,l I 8,300
I,180,100
I,847,200
83 8,500
2,333,500
43ó, I 00
407,500
I,lt2,t00
r , l 56,200
1,828,200
822,600
2,324,200
449,000
428,300
l, l 03,800
l, l ó8,000
lo/o
3o/o
0o/o
2o/o
-3o/o
0o/o
1%
-2%
2o/o
2o/o
0%
t%
t%
15,028,100 16,972,000 16,787,800 -l% 16,864,700 0%
14,029,700 15,217,600 14,828,900 -3% 14,761,500 0%
9,923,600 9,898,000 9,5t6,900 -4% 9,563,700 0%
I ,013,200
200,400
t,120,200
20q000
I,128,400
205,000
I ,1 57,5 00
2 I 0,000
tv;o
3Yo
3o/o
2o/o
1,213,600 1,320,200 1,333,400 t% 1,367,500 3%
TOTAL OPERATING EXPENDITURES $75,604,700 $86,105,700 $82,369,900 -4% $83,198,500 1%
ll)l-ì-I5 l,'inanri:rI l'L¡n
o-20b
BUDGET SUMMARY
EXPENDITURE TRENDS BY TYPE: ALL FIINDS COMBINED
Actual
2010,1 I
$29, l 76,900
1,879, | 00
2,J41,300
Actual
20ll-t2
$28,4s2,500
2,01 1,t00
2,964,000
$30,284,500
2,174,300
2,s39,800
$30,453,600
2,032,300
2,299,900
9,688,000
4,254,900
3 14,600
496,s00
I 3 5,900
t% $30,577,700
-7% t,979,700
-9% 2,21s,900
Budget
2012-t3 2013-14 change 2014-15 change
OPERATING PROGRAMS
Staffing
Salaries ønd ll'ages
Regular Salaries
Temporary Salaries
Overtime
BeneJits
Retirement
Group Health & Other Insurance
Retiree Health Care
Medicare
Unemployment Reimbursements
Total Staffing
Contrâct Services
Other Operating Costs
Communications & Utilities
Rents & Leases
Insurance
Other Operating Expenditures
Total Other Operating Costs
Minor Capital
TOTAL OPI,RATING PROGRAMS
CAPITAL IMPROVEMENT PLAN
DEBT SERVICE
TOTAL EXPENDITURES
9,349,000
3,789,300
440,700
445, l 00
43,200
I 0,245,500
4,143,700
55 8,000
502,200
136,400
0%
-3%
-4%
I 0,0 I 8,500
3,80 I ,600
4s7,900
4s0, l 00
3 1,700
-5%
3%
-44%
-t%
0%
6%
3%
-3%
l%
-1%
10,246,300
4,392,600
304,900
502,200
I 34,000
41,464,600
15,676,900
48,187,400
17,629,100
50,584,400
23,532,300
49,675,700
19,313,100
3,71 I,900
1 79,600
3,s88,ó00
5.77s.600
50,353,300
19,344,800
3,882,800
l 80,800
3,580,200
s.779.400
ao/l%
5o/o
t%
0o/o
0%
-l8o/o
3%
t5%
s4%
-l%
0%
2,986,300
t47,400
1,939,500
4,253,100
2,803,900
144,700
2,128,100
4,s92,000
3,606,000
I 5s,900
2,332,900
5,836,500
9,326,300
114,400
9,668,700
I19,500
I1,931,300
51,700
13,255,700
125.400
|%
t17%
13,423,200
77,200
t%
-38o/r
12,642,200
16,724,500
l0,l 10,700
99,477,400
75,604,700
16,970,100
9,040,000
101,614,800
86,105,700
38,968,400
9,455,200
134,529,300
82,369,900
21,073,100
7,817,800
I I I,320,800
83,198,500
38,218,100
1,519,600
128,996,200
-4%
-46%
-17%
-t7%
l%
8r%
t6%
-4%
2013-15 Financial Plan
D-19
BUDGET SUMMARY
EXPENDITURE TRENDS BY TYPE: GENERAL FI.IND
Actual
2010-11
$23,972,400
t,508,600
2,162,500
Actual
20n-12
s23,432,400
1,626,900
2,763,100
Budget
2012-t3
$2s,037,500
1,744,400
2,337,700
$2s,014,300
r,599,600
2,076,000
$25, I 64,400
l,s9ó,900
1,992,000
2013-14 change 2014-15 change
OPERATING PROGRAMS
Staffïng
Saløries and Wages
Regular Salaries
Temporary Salaries
Overtime
Benetits
Retirement
Group Health and Other Insurance
Retiree Health Care
Medicare
Unemployment Reimbursements
Total Staflìng
Contrâct Services
Other Operating Costs
Communications & Utilities
Rents & Leases
Insurance
Other Operating Expenditures
Total Other Operating Costs
Minor Capital
Tolfll Operuting Programs
Reimbursed Expenditures
TOTAL OPERATING PROGRAMS
8,s65,800
3,299,400
44t,900
414,900
I 12,300
8,272,800
J,3t7,400
248,300
409,300
112,200
8,7s7,500
3,4t4,600
240,500
4 I 4,500
I 10,100
0%
-8%
-llYo
t%
0%
-4%
7,899,200
3,002,900
346,900
367,100
35,500
8,444,000
3,441,700
371,200
26,200
-3%
r%
-44%
-l%
j%o
6%
3%
-3%
t%
ao/
39,295,100
3,728,100
I,629,500
1 4 1,800
1,939,500
2,s44,000
40,105,500
4,306,000
r,658,000
1 3 6,800
2,070,000
2,696,400
41,953,900
7,120,700
2,020,600
I 53,900
2332,900
3,162,700
41,049,900
4,796,800
ao/41,690,500
4,876,700-33%
2,053,700 2% 2,t43,900 4%
176,100 t4v, 177,300 t%
2,897,700 24% 3, r 04,800 7%
3,224,000 2% 3,181,800 -l%
ao/
2%
6,254,800
10,800
6,561,200
14,200
7,670,100
41,700
8,351,500
35,500 -l5o/o
8,607,800
50,500
9o/o 3%
42Y"
49,288,800
(4,449,900)
50,986,900
(3,774,900)
56,786,400
(3,732,1 0o)
54,233,700
(3,897,400)
55,225,500
(3,904,000)
-4%2%
0%4o/o
44,838,900
1,743,000
3,023,200
47,212,000
4,222,800
2,437,200
53,054,300
4,012,600
2,637,s00
50,336,300
4,878,800
2,760,200
51,321,500
2,206,400
2,963,900
-5%
1101
ao/
7%5%
-55%CAPITAL IMPROVEMENT PLANT
DEBT SERVICE*
TOTAL GENERAL FUND
EXPENDITURES 49,605,100 53,872,000 59,704,400 57,975,300 -3% 56,491,800 -3%
* Based on operaling lrdnslersfrom the General Fund/or this purpose.
2013-15 Financial Plan
D-20
TRANSIT FUND
Actual
20ll-12
24,100
1,177,500
620,600
t,419,700
626,s00
3s,900
Budget
2012-t3 2013-14 change 2014-15 change
5,800 5,800
Vo%
24%
Revenues
Investment and Property Revenues
From Other GoveÍiments
TDA Revenues
Other Grants
FTA Grants
Sewice Charges
Other Revenues
Total Revenues
Expenditures
Operating hograms
Transportation
General Government
Total Operating Progran s
Capital Improvement Plan Projects
Total Expenditures
Other Sources (Uses)
% PERS Employer Contribution
Estimated Non-Staffi ng Savings
Potential MOA Adjusünents
Other Sources
Expenditure Savings
Total Other Sources (Uses)
Revenues and Other Sources Over (Under)
[xpenditures and Other Uses
Working Capital, Beginning of Year
Working Capital, End of Year
5,800
1,592,000
4,600
1,873,900
639,400
5,000
1,977,400
222,700
1,91 8,700
6s0,800
5,000
1,243,400
30,300
1,764,000
669,500
4,000
4741%
2%
,o/
-37%
-86%
-8%
3%
-20%
3,904,300 4,120,700 4'780'400 160/o 3'717'000 -22%
2,617,000
476,500
2,826,500
4 I ó,900
2,941,400
320,400
2,930,900
329,300
0%
3%
4%
3,093,s00
826,300
3.243.400
1,1 75,800
3,261,800
954,700
3,260,200
528,500
-2f%
t%
-t9%-45%
3,919,800 4,419,200 4,216,500 -5% 3,788,700 -10%
7,400 ( l 7,600)-100%
7,400 ( r 7,600)-100%
(8,r00) (298,s00)
0%
998.700 990.600
s46,300
692,100
-283%
-30%
(7 r,700)
r.238.400
-t13%
79%
$ 990,600 $ 692,100 $ 1,238,400 79% g I,166,700 -6%
l(l l-J-15 liir¿¡rti¿rl l'l¡r¡l
H-62
MAJOR CITY GOALS
SUSTAIN ESSENTIAL SERVICES, INFRASTRUCTURE, AND FISCAL HEALTH
6. Examine feasibility of establishing and monitoring performance measures instead of workload
7. Evaluation ofcost effectiveness ofleasing instead ofpurchasing equipment.
measures.
Onqoing
December
2014
4. Implement benchmark analysis to compare key fìnancial and outcome measures with comparable
jurisdictions,
5. Identifl opportunities for managed competition in City functions as identified from the results of
benchmark analysis and organizational or best practices reviews,
September
2013
Ongoing
Ongoing
Ongoing
Ongoing
Refìne the fìve-year capital improvement program that will responsibly protect the City's
infrastructure assets, including building facilities, and develop a plan for Íùnding as needed.
2. Establish replacement and funding plans for equipment.
3. Establish replacement and funding plans for information technology assets.
4. Periodically review liability and workers compensation claims trends and update a plan of funding if
needed,
5. Monitor liability and workers compensation claims to ensure best practices in prevention are
implemented and costs reduced.
6. Provide preliminary notice to the CJPIA of City's intent to explore other coverage options
7, Thoroughly review liability and workers compensation coverage, claims history, and other services
provided by CJPIA and explore alternatives that ensure appropriate risk management and cost
effectiveness.
8. Engage an outside consultant to initiate a cost basis analysis to evaluate and document the costs and
impacts of the City's Utilities operations on General Fund supported operations and facilities,
including but not limited to City streets and right-of-way, to ensure appropriate and supportable
franchise in-lieu or other appropriate charges to the water and sewer funds.
9. Report options to Council and provide recommendation.
I
October 2013-
February 2014
October 2013-
February 2014
July 2013
July 2013-
April 2014
July 2013-
September
2013
April20l4
Ongoing
Ongoing
Ongoing
Date
10. Continue to monitor personnel costs.
1 l Continue to monitor and support appropriate pension reform
12. Continue to monitor pension costs and consider strategies to effectively reduce liabilities
associated with the pension program,
costs Date
c-40
REC D
JUN I 0 2013
=councrl
memopânò
crty o[ san lurs oBrspo, aòmrnrstnatron òepantm€nt
DATE: June 7,2013
TO: Mayor Marx and Council
FROM: Katie Lichtig, City Manager
SUBJECT: Budget Questions and Response (B-1, PH-1 ,PH-z)
S!-Ö CT]'\'CLEFìK
um
AGENDA
CORRESPONDENCE
A Council Member has asked the several budget-related questions and staff in Public Works,
Parks and Recreation, and Administration have developed the following responses.
1. Is there funding þr the Jack House Gazebo Project?
A. This project is not included in the proposed 2013-18 Capital Improvement Plan.
2, Why is the Ranger maintenance position beingfunded entirely with cuts from the Open Space
CIP fund (#111) when the position meets several other budget gools and departmental work
programsT (81-7, 13) Since it is a Parks and Rec position, why does that department not
contribute to its cost? (E-115) llthy do other departments not contribute?
A. During the April 9 Strategic Budget Direction meeting, a majority of the City Council
expressed support for an increase to the Ranger Service Staffing SOPC to create a new full-
time, permanent position, provided there was available funding. This is a General Fund
supported function and as such is not funded by any particular department. The Council's
direction was made in recognition of the ongoing need to balance City acquisition and
conservation of open space resources with the maintenance and monitoring of these lands.
The Preliminary Financial Plan identifies this balance by making some of the funding for the
proposed staff position available from the Open Space Acquisition Capital Improvement Plan
(CIP) project, In practice, the amount of reduction to the CIP is not considered significant
enough to be detrimental to the City's ability to make high priority open space acquisitions.
As staff continues to pursue acquisition of land in the City's greenbelt, it will work closely
with other local agencies, granting agencies, and conservation groups to leverage City
funding to the greatest extent possible, Staff will also continue to consult with the City
Council regarding its speciflrc budgetary needs as acquisition projects come to fruition.
3. When is the appropriate time for the council to review the parking gorage rates?
A. While the Council has the discretion to set parking rates during an annual fund review, our
process has been to do the financial analysis and do outreach to our downtown stakeholders
before Council has increased rates. This would include the Downtown Association and the
Chamber of Commerce. One assumption we make is that traditionally we have increased
rates by l0% about every three years. This assumption was programmed in 2015- I 6 because
we just raised super core meter rate, added the credit card meters, and expanded to Sundays
June 7,2013
Page 2
this year. In the two year span of this budget we have sufficient revenues to meet our
expenses.
4, During these budget hearings, couldwe consider making only thefirst half hourfree?
A. Yes, but this option has not been evaluated in terms of parking demand management and
fiscal impacts. If the Council wants to consider this option staff will be prepared to respond
to impacts on parking structures, lots and on-street parking at the parking fund review
meeting on June 12.
5. How does the 50% loss of revenue from lots 2, 3 and I1 impact the construction of the Palm-
Nipomo parking structure? (PH I - I 1)
A. As for its impact on the affordability of the Palm Nipomo parking structure, we ran our
analysis for the fund's Changes in Working Capital out another 5 years or to 2022-23 andthe
analysis shows we can afford the structure including operational costs and debt service. This
is our best forecast so it is not an absolute, however, it does include the conservative loss of
50% of the revenues for the parking lots lost to developments.
6. How did we aruive at the figure of 825,000 each yeor for bikeway improvements (#63)?
A. This amount was based on an estimate of historic contributions to this fund. And - is
consistent with past amounts from TDA Article 3. Also this amount was the Bicycle
Advisory Committee recommendation (Attached).
7. Did the Bike Committee submit q list of proposed projects or unmet needs to the budget
committee? If yes, please give council a copy.
A. The bike committee submitted a list of goals for Council consideration as part of the Major
Council Goal process, which is attached for the convenience of the Council.
8. Is the fundingfor bike paths secure, or only in the gront application stage?
A. The Rail Road Safety Trail is dependent on grants that are competitive and not yet secure.
The Bob Jones connection to LOVR grant has already been awarded to the City in an amount
of $600K.
9. What is the dollar amount of the Cal Poly bus subsidy? (PH2-4)
2012-13 2013-14 2014-15 2015-16* 2016-17**2017-18**
$395,200 $403,104 5415,197
*2015-16 is the last contractyear
**2016-17 is 5'% increase projection
***2017-18 is 326 increase projection
s427,653 $449,036 5462,507
The Cal Poly subsidy makes up approximately 62Yo of Transit's total annual service charges
June 7,2013
Page 3
10. What portion of Street reconstruction and Resurfacing (#53) and other CIP items will be
devoted to stripingþr bike lanes and other bike relqted operations?
Staff is working on a response to this question,
t 1, llhat ís the total amou;nt budgeted in all categoriesþr bike paths and rnaintenance?
Staff is still working on a response to this question.
Attachment
Bicycle Advisory Committee 2013-15 Goals for Council Consideration
BICYCLE ADVISORY COMMITTEE
On November 20,2012, the Bicycle Advisory Committee drafted its recommended FY 2013-15
goals for Council consideration. The following table presents the Committee's draft goals which
are designed to implement Measure Y priorities of Traffic Congestion Reliet maintain the City's
silver level "Bicycle Friendly City" designation by the League of American Bicyclists and make
the best use of the City's limited financial resources. Goals are not listed in any specific order.
The Committee recommends that what can be done, should be done.
Recommended Goal Why Goal is Important Measure Y/Major
City Goal
Relationship
Candidate Funding
Maintain Yztime
Principal
Transportation Planner
position and as the City's
fiscal health improves,
restore funding to 1.0
FTE.
The Principal
Transportation Planner
position oversees the
City's bicycle
transportation program
Direct relationship:
Traffic Congestion
Relief
Also supports
Preservation of-
Essential Services
and Fiscal Health
- General Fund
Maintain t/ctime
temporary staffing
position for
Transportation
Programs
Implementation and as
the City's fìscal health
improves, restore funding
to 0.50 FTE and make the
position permanent.
This position seeks out
and applies for grants as
well as assists in the
implementation of the
Bicycle Transpoftation
Plan.
Direct relationship:
Traffic Congestion
Relief
Also supports
Preservation of
Essential Services
and Fiscal Health
- General Fund
Continue improving the
maintenance & safety of
bicycling & pedestrian
facilities in conjunction
with Pavement
Management projects.
($25,000 annually).
Increases the usability &
safety of bicycle &
pedestrian facilities
which promotes
alternative transport.
Including these
improvements in the
Pavement Management
cycle results in
substantial cost savings.
Direct relationship:
Traffic Congestion
Relief
Also supports
lnfrastructure
Maintenance
- Traffic Impact fees
Continue design and
construction of the
Railroad Safety Trail:
Taft to Pepper.
This goal provides a huge
safety enhancement for a
large volume of
bicyclists, a safe bike
route to the University,
schools, & parks:
implements General Plan
goals to increase bicycle
use and supports Grand
Jury recommendations to
close gaps.
Direct relationship:
Traffic Congestion
Relief
Also supports Climate
Protection
- GeneralFund
- BTA grants
- STIP funding
- Cify debt financing
for construction
- Fundraising efforts
Continue desisn and This proiect continues to Direct relationship Grants
5
BICYCLE ADVISORY COMMITTEE
construction of the Bob
Jones City to Sea Trail.
be a high priority among
residents and SLO
County is moving
forward with their section
of the trail.
Traffic Congestion
Relief
Also supports Climate
Protection
Maintain $7,500 in
funding for Bicycling
Safety Education.
Education effofts reduce
collisions. Also supports
Grand Jury goal of
promoting safe cyclins..
Direct relationship:
Traffic Congestion
Relief
Transpoftation
Development Act
(TDA) funds
Fund the design and
construction of Bicycle
Boulevards.
Bike boulevards are
relatively inexpensive to
construct and increase
ridership as they appeal
to risk-averse,
inexperienced and
younger bicyclists.
Direct relationship:
Traffic Congestion
Relief and
Neighborhood
Wellness
Also supports Climate
Protection
- General Fund
- Traffic Impact fees
Implement multiple lower
cost Bicycle
Transportation Plan
projects.
The City's bicycle
infrastructure can be
greatly expanded for
minimalcosts if many
small projects in the
Bike Plan are
implemented.
Direct relationship:
Traffic Congestion
Relief
Also supports Climate
Protection
- General Fund
- Traffic Impact fees
6
Goodwin, Heather
From:
Sent:
To:
Subject:
Attachments:
Heather,
Please circulate to all Council Members,
Thanks - Kathy
Smith, Kathy
Thursday, June 06, 2013 6:25 PM
Goodwin, Heather
FW: Major City Goal, Expand Bicycle and Pedestrian Paths, 20L3-15 Budget
CityCounci I BudgetLetter.pdf
AGENDA
CORRESPONDENCE
From: Dan Rivoire [dan@slobikelane.org]
Sent: Thursday, June 06, 2013 4:48 PM
To: Smith, Kathy
Subject: Major City Goal, Expand Bicycle and Pedestrian Paths, 2013-15 Budget
Dear Councilwoman Smith,
Thank you again for taking the time to meet with me recently. I very much appreciate the opportunity to have a constructive conversation with you regarding the
budget and have prepared the following letter on behalf of the Bicycle Coalition for the Council to rev¡ew.
Please do not hesitate to contact me with any questions, comments, or concerns.
S¡ncerely,
Dan Rivoire, Executive D¡rector
San Luis Obispo County Bicycle Coalition
dan(Aslobikelane. oro
805 547.2055
www.slobikelane. orq
iuN 0 7 2013
R
LO
SLO COUNTY BICYCLE CO.H,LITION I slobíkelane.org
Son Luis Obispo City Council
990 Polm Street
Son Luis Obispo, CA 93401
June ó, 201 3
Deor Council Members,
Thonk you very much for loking lhe time to speok wilh me recenlly regording increosing our City's investment in
complete slreets. The Bicycle Coolition would like to osk for your supporl of our proposol to increose the onnuol
investment in miscelloneous bikewoy improvemenis from $25,000 ro $.l00,000 or more. The specific
infrostructure proiects lhot we believe will hqve the greolest impocl on lhe short term ore included in the
subseguenl poges.
As you know, lhe Bicycle Coolition's efforts ore molivoted directly by the wonts ond needs of locol citizens ond
employers who believe thot sofe occess to qclive tronsporlolion is on essentiol component of communily
wellbeing. At rhe 2013 Community Budget Gools Seiting Forum strong vocol suppori for complete streets come
f rom on incredibly diverse ronge of your constiluenls including members the Downlown Associotion, Chomber of
Commerce, Residents for Quolity Neighborhoods, Sove Our Downlown ond more. ln response, you, our City
Council, voted to moke exponding bicycle ond pedestrion poths to improve connectivity ond sofety o moior Cily
gool for the 20.l3-2015 budgetcycle. The Bicycle Coolilion, our 800 individuol ond business members
countywide, ond qll the kids dreoming of biking ond wolking to school ore very excited obout this gool ond
remoin commÌtled to supporiing the City with o posilive ottilude, smorl feedbock, ond lellers of support for
essentiol gront funds.
We know thol our City musl respond to mony chollenges to moinloin our oword winning hoppiness: preserving
the quolily of our noturol environmenl, prevenling the trqffic congestion thot threotens our smoll town olmosphere,
prolecting the sense of personol sofeiy vilol to our downtown economy, ond more. Meonwhile, opportunities to
oddress lhese concerns vqry in size ond scole when it comes to efforl, expensef ond efficocy. Building o slronger
network of sofe infrostructure for biking ond wolking is obsolutely the mosÌ powerful solulion qt your fingertips.
City stoff, supporled by the Bicycle Advisory Commitiee, hos o proven record of success in this context ond
olreody hos proiecls in mind including cost ond feosibility estimotes. While we ore very much committed to the
proiecls olreody proposed by stoff in preliminory budget documents, we hove chosen to push even horder on
beholf of the strong broqd bqse of supporters lhot ioined us in osking for complele streets ot the Community
Budget Gool Setting forum. We hove therefore prepored ond otloched q lisl of proiecTs bosed on the current
Bicycle Tronsportotion Plon Droft for your review ond opprovol dependenl on increosing the onnuol investment in
miscelloneous bikewoy improvemenls from $25,000 1o $100,000 or more. Thonk you for your leodership in
moking sofe occess to octive tronsporlolion o priority in Sqn Luis Obispo,
Sincerely Concerned,
Don Rivoire, Executìve Director
Son luis Obispo Counly Bicycle Coo/ifion
860 Pacific St, Suite I05 | San Luis Obispo, CA 93401 | (805) 547 2055
SLO COUNTY BICYCLE CO.II'LITION I slobikelane.org
MAJOR CITY GOAL:
Expond Bicycle qnd Pedestrion Poths
Expond bicycle ond pedestrion poihs to improve connectivily ond sofety, including continued progress on the Roil
Rood Bicycle ond Pedeslrion Sofely Troil, Bob Jones Troil, ond pursuit of olher options conloined in the Bicycle
Tronsporlolion Plon.
The follow tqble feotures proiects lhol the Bicycle Coolition believes the Cily of Son Luis Obispo should complete
or pursue in the 2013-20.l5 Budgel cycle, The set of primory proiects feoturing q subtotql ore cost effective short
term proiects wilh o powerful impoct. One or more specific proiects could be pulled from the secondory proiect
list for the second yeor of lhe budget cycle.
All informotion for the loble hos been gothered from the City of Sqn Luis Obispo 2012 Bicycle Tronsportotion
Plon Droft. The subsequent pqges ore ottoched for your reference ond qre extrocted from the Drqft Plqn.
Proiect Name BAC Priority Proiect Type Cost
Coqlilion Primory Proiecls 2Ol3-2Ol 5
Brood Street Bike Boulevord First Bike Route $25,000
Coso Bike Boulevord First Bike Roule $z,soo
Toro Bike Boulevord Second Bike Route $20,000
lsloy Bike Boulevord Second Bike Route f 20,000
Beoch/King Bike Boulevord First Bike Route $20,000
Brood & Soulh lnterseclion Chqnnelizoilon Firsl Bike Lones I ;500
Modonno & South lntersection Chonnelizotion Firsl Bike Lones $ì000
Prìmqry Proiects SUBfOf AL $94,OOO
Coolí¡ion Secondory Proiecls 2Ol3-2OI 5
Jennifer Street Bridge Conneclion lmprovements Second Bike Poth & Lones $ I 20,000
Highlond Bike Lones Second Bike Lones $ I 0,000
Cerro Romouldo Bike Boulevord Firsi Bike Route $ r 5,000
Potricio/Foothill/LoEntrodq lntersection lmprovements Second Bike Route & Lqnes $50,000
Monterey Slreel Bike Lones Second Bike Lqnes $5o,ooo
Tossoioro Shorrows Firsl Bike Route minimol
860 Pacific St, Suite 105 | San Luis Obispo, CA,9340I | (805) 547 2055
-|r cfty of
sån lurs rENs
See overall Project
for:
- Priority
- School Zone
- Class
Project Length (feet):
640
Estimated Cost:
s3,000
2012 Bicycle Transportation Plan
Western Area
Casa to Toro B¡cycle Bouleva rd,
Section 'tBtt
Intent: To provide a low traffic impact connection between the
proposed Section A Grade Separated Crossing of Hwy. 101, and the
proposed Section C, Casa Street.
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Section Description: This section, "B" creates a Bicycle Blvd. along
Lemon, from Hwy 101 to Santa Rosa Park.
Notes: Relationship with "Casa to Toro Bicycle Blvd." sections'A" and
"C'i (Section'4": Grade separated crossing at Hwy. 101 connecting
Lemon and Toro. Section "C": Lemon St. from Hwy. 1 to Santa Rosa
Park. ) Also has a relationship with the proposed Toro St. Bicycle Blvd.
Overall, the grade separated crossing (section "A") is key to this project.
Path through Santa Rosa park necessary to connect Lemon St. with
Casa. This project with its related links of the GSX between Lemon
and Toro and the Casa 5t. BB section, becomes more important if the
proposed Broad 5t. BB is not able to be completed.
lntroduction Northern Area Eastern Area Southern Area
I m p I em entat¡ o n P roj ects A-6
üftv oË"rP sÂri luls oetsno 2012 Bicycle Transportation Plan
Casa to Toro Bicycle Bouleva rd,
Section ttCil
lntent: To provide a low traffic impact connection between the
proposed Section B, Lemon 5t., to Foothill Blvd. Class ll lanes.
Central Area
See overall Project
for:
- Priority
- School Zone
- Class
Project Length (feet):
875
Estimated Cost:
S+,soo
Murray St..no)
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I
Section Description: This section, "C" creates a Bicycle Blvd.
along Casa St. from Santa Rosa Park to Murray St. lt includes a
connection through Santa Rosa Park.
Notes: Relationship with "Casa to Toro Bicycle Blvdi'sections'A" and
"C". (Section'4": Grade separated crossing at Hwy. 101 connecting
Lemon and Toro. Section "C": Lemon St. from Hwy, 1 to Santa Rosa
Park. ) Also has a relationship with the proposed Toro St. Bicycle Blvd.
Overall, the grade separated crossing (section',A") is key to this project.
Path through Santa Rosa park necessary to connect Lemon St. with
Casa. This project with its related links of the GSX between Lemon
and Toro and the Casa 5t. BB section, becomes more important if the
proposed Broad 5t. BB is not able to be completed.
Northern Area Eastern Area Southern Area Western Area
Appendix A: I m plementation Projects A-7
üruv of-'- sån Luls oBtspo 2O12 Bicycle Transportation Plan
Toro Street B¡cycle Boulevard
lntent: To provide a low traffic impact North/South through route
for bicyclists that serves the uptown neighborhoods east of the
downtown core and serves as an alternative to Santa Rosa St.
Central Area
Priority: Second
School Zone:
Hawthorne
Class: Bike Blvd.
Project Length (feet):
3,980
Estimated Cost:
s20,000
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Project Description: Create a Bike Blvd. along Toro St, from lslay St.
to Hwy. 101,
Notes: Connects with proposed lslay St. Bicycle Blvd. Related to the
proposed Casa to Toro St. Bicycle Blvd. and proposed grade separated
crossing of Hwy. 101 at Toro and Lemon. Overall, the grade separated
crossing of the Casa to Toro Bicycle Blvd. (section '4") is key to this
project. The Casa to Toro Bicycle Blvd. (4, B and C) becomes more
important if the proposed Broad St. BB is not able to be completed.
The intersections of Santa Rosa and Walnut and Santa Rosa and Olive
are both ranked 2nd highest for bicycle/motor vehicle collisions within
the 5 year trend of 2005-2010, each having a total of 6 collisions. The
intersection of Santa Rosa and Marsh is ranked 5th highest for bicycle/
motor vehicle collisions within the 5 year trend of 2005-2010, having
a total of 3 collisions. The Toro Bicycle Blvd. will serve as an alternate
route to Santa Rosa St. for bicycle travelers.
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Northern Area Southern AreaEastern Area Western Area
Appe n di x A: I m p I em entat¡ on Proj ects A-8
cruv oÊ*r-
sÅri lurs ob¡.sÐö 2012 Bicycle Transportation Plan
Broad Street Bicycle Boulevatd,
Ramona to Hwy. 101 & Hwy, 101 to Monterey
Intent: To provide the primary low traffic impact north/south through
route for bicyclists and pedestrians serving the downtown core, for
neighborhoods north of downtown core.
Centraf Area
See overall Project
for:
- Priority
- School Zone
- Class
Project Length (feet):
4,835
Estimated Cost:
s25,000
Ramona
Murray
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Project Description: Create a Bike Blvd. along Broad, from Monterey
5t. to Ramona.
Notes:
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Western AreaSouthern AreaEastern AreaNorthern Area
Appen dix A: I mpl ementation Projects A-11
-lt'Çffiv 0Ê
s.\ri ltirs ûBr.sno 2012 Bicycle Transportation Plan
Beach/K¡ng Bicycle Boulevard:
Overall Project
Central Area
Priority: First
School Zone:
Hawthorne
Class: Bike Blvd.
Project Length (feet):
3,595
Estimated Cost:
s20,000
lntent: To provide a low traffic impact north/south through route for
bicyclists that serves the downtown core for neighborhoods south of
the downtown core and west of Broad St.
\
High
Hawthorne
School
South
Project Description: The overall project creates a Bicycle Blvd. from
Meadow Park to Marsh Street.
Notes: Connects with proposed lslay St. Bicycle Blvd. A bicycle/
pedestrian signal or other device to facilitate crossing of South
will be required on South St. Note:One pedestrian death in 2005
at King/South intersection.
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Northern Area Eastern Area Southern Area Western Area
Appendix A: I mpl ementation Projects A- t2
(;ftv oË-r- s.tn Luls oB¡spo 2O12 Bicycle Transportation Plan
Western AreaNorthern Area Eastern Area Soulhern AreaCentral Area
lslay Street Bicycle Boulevard
Intent: To provide
a low traffic
impact East/West
through route for
bicyclists that serves
the downtown
neighborhoods south
of the downtown
core.
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ñ1t\,Park
a
aPriority: Second
School Zone:
Hawthorne
Class: Bike Blvd,
Project Length (feet):
3,580
Estimated Cost:
s20,000
aa
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Project Description: Create a Bicyc e B vd. a ong lslay St, from Beach
a
a
High
to Toro streets.
Notes: Connects with proposed King / Beach Bicycle Blvd. and
proposed Casa to Toro St. Bicycle Blvd. A signal, or other device, may
be needed at Broad and at Osos streets. A traffic control device should
also be considered for Chorro 5t. Along with the previously noted
intersections, trafñc calming and/or bicycle priority treatments may be
necessary along the route to match the definítion/intent of a Bicycle
Boulevard.
City of SLO Bicycle Count Data taken Oct.7 ,2008 show the intersection
of Osos and Leff use as fifteenth highest out of 28 locations surveyed,
with a total count of 95. Counts for the intersection of Morro
and Leff were nineteenth out of 23 locations, with a total of 73.
The intersection of Buchon and Osos is ranked 5th h¡ghest for bicycle/
motor vehicle collisions within the 5 year trend of 2005-2010, having
a total of 3 collisíons. The lslay Bike Blvd. will provide a right-of-way for
cyclists in the downtown area.
The May, 2007 BicycleTransportation Plan listed this project as the Leff
5t. Bicycle Boulevard. For this plan the entire project has been shifted
one block to avoid the more abrupt grade changes on Leff St.
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Appen dix A: I m pl ementation Proiects A-16
"r-üffiv oË
såri lurs obrspo 2012 Bicycle Transportation Plan
Jennifer St. bridge, access to
Morro St. B¡ke Blvd.
lntent: To allow bicycle trafñc to flow between the Railroad Safety
Trail and the Bill Roalman Bicycle Blvd. without having to ride through
Central Area
Priority: Second
School Zone:
Hawthorne
Class: other
Project Length (feet):
390
Estimated Cost :
s120,000
the parking lot, or the traffic circle.
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Project Description: Create a non-motor vehicle connection
between the west side of the Jennifer 5t. bridge and the Amtrak
parking lot entrance/exit at Upham/Santa Barbara/Morro Sts.
Notes: Two potential solutions for this have been discussed in the
past. They are:
- A ramp extending from the lowest tier of the bridge towards Morro
Street. This option has been included in grant applications (unfunded),
but is not supported by the Railroad Museum board.
- Widening/lengthening of the railroad platform under the bridge and
extending along the existing pedestrian walkway to the south of the
bridge ramp. This option may require Union Pacific approval.
City of SLO Bicycle Count Data taken in Oct. 7 ,2008 show the Jennifer
5t. bridge bike use as tied for sixteenth highest out of 28 locations
surveyed, with a total count of B1 . Counts for the intersection of
Morro and Leff were nineteenth out of 28 locations, with a total of 73.
A subsequent special bike count on Morro St. saw a rise to 78 in Oct.
2009.
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Northern Area Southern AreaEastern Area Western Area
Appe n d ix A: I m p I eme ntati on Proj ects A- 17
cffiv oË-r- sdìn lurs olìrsÐo 2012 Bicycle Transportation Plan
Western AreaCentral Area Southern AreaEastern AreaNorthern Area
Priority: Second
School Zone:
Bishop Peak
Class: ll
Project Length (feet):
2,3OO
Estimated Cost:
s10,000
Highland Class ll
Intent: To provide travel lanes for bicyclists. The project will also
provide connectivity to the proposed Class lll lanes on Cuesta and in
turn, to the proposed Cerro Romauldo Bike Blvd.
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Highland
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Project Description: lnstall Class ll bike lanes in each direction on
Highland from SR1 to Cuesta St.
Notes:This project may require removalof parking.lf space
limitations only provide for one bike lane, it should be installed in
the East bound direction to accommodate slower moving uphill
bike traffic. This project was formerly known as Mis 10 in the Bicycle
Transportation Plan dated May 7,2002.|n that plan the project was for
only a Class ll on the North side of Highland with a length of 575 feet
and a "negligible" cost. Note that the project now calls for a class ll lane
on each side with the total length at 1 150 feet. Costs responsibilities
were listed as Developer = 100o/o. "Cal Poly install as part of H-8 site
development'l City of SLO Bicycle Count Data taken in 2008 show the
intersection of Santa Rosa and Highland use as third highest out of 28
locations surveyed, with a total count of 202.
Appen d i x A: I m p I em entat¡ on P rojects A-23
CÉV Õ[-r- sùn lurs oBlstro 2O12 Bicycle Transportation Plan
Western AreaSouthern AreaEastern AreaCentral Area Northern Area
Priority: First
School Zone:
Bishop Peak
Class: BB
Project Length (feet):
2,89O
Estimated Cost:
St 5,ooo
Cerro Romauldo Bicycle Blvd.
lntent: To provide an alternate route to Foothill for E/W travel, directly
serving two elementary schools and connecting neighborhoods to
shopping.
Project Description: Create a Bike Blvd. from Patricia to Ferrini
along Cerro Romauldo. Right-of-way shall be considered atTassajara
to allow for continuous bicycle flow. Traffic calming may be required to
manage motor vehicle speeds along the route.
Notes: Relationship to other projects: Foothill/Ferrini traffic signal,
Cerro Romauldo Class 1 connection from Ferrini to Chorro, Tassajara
lane enhancements, and Class lll routes on Jeffrey Dr. City of SLO
Bicycle Count Data taken in 2008 show the intersection of Foothill and
Tassajara use as sixteenth highest out of 28 locations surveyed, with a
total count of 8t.
Appendix A: I m plementation Projects A-24
cffiv 0Ë*rF sÀri Luls oBtsÐt 2O12 Bicycle Transportation Plan
Northern Area
Patricia/Footh ¡ I l/La Entrada
lntersection
lntent: Provide for easier crossing of this intersection, particularly for
elementary school children.
Priority: Second
School Zone:
Bishop Peak
Class: other
Project Length (feet):
not applicable
Estimated Cost:
s50,000
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Project Description: Re-engineer intersection to more easily allow
bicyclist crossings of Foothill at Patric¡a/La Entrada in all directions.
Notes: The crossing of Foothill Blvd. is a significant barrier for many
traveling to/from Bishop Peak/Teach Elementary school. Currently,
children on bikes are directed to become pedestrians and cross
Foothill in the crosswalk (only on the west side of Patricia). When
traveling North this means they must also cross Patricia if they are
to legally continue riding from this point. Proposed solutions to the
íntersection need to be identified. City of SLO Bicycle Count Data
taken in 2008 show the intersection of Foothill and Tassajara use as
sixteenth highest out of 28 locations surveyed, with a total count of
81.
Central Area Southern AreaEastern Area Western Area
Appendix A: I m pl ementation Projects A-28
ü¡tv o["r- sÀri luls o$tsÐt 2012 Bicycle Transportation Plan
Central Area Southern AreaEastern Area Western AreaNorthern Area
Tassajara Sharrows
Intent: Raise the awareness of all road users as to proper lane
positioning for bicyclists, especially children accessing both Bishop
Peak/Teach and Pacheco Elementary Schools.Priority: First
School Zone:
Bishop Peak
Class: other
Project Length (feet):
820
Estimated Cost:
minimal
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Project Description: Provide a Bikeway network connection from
Ramona, across Foothill at the Tassajara signal, to Cerro Romauldo,
Notes:This was listed as a Class llconnection project in the 2007 Bike
Plan, and would have required on-street parking removal. This option
shall still be considered if traffic volumes warrant. The project has
relationships with the proposed Cerro Romauldo Bike Blvd. City of SLO
Bicycle Count Data taken in 2008 show the intersection of Foothill and
Tassajara use as sixteenth highest out of 28 locations surveyed, with a
total count of 81.
Appendix A: I mplementation Projects A-30
Central Area Northern Area Southern Area
(:üv 0['r- sdtn Luls otltspo
Priority: Second
School Zone:
Hawthorne
Class: ll
Project Length (feet):
9,77O
Estimated Cost:
s50,000
2012 Bicycle Transportation Plan
Eåstern Areä
Monterey Street Class ll
lntent: To provide room for bicycles and motor vehicles to use the
lanes at the same time.
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Project Description: lnstall Class ll bike lanes on Monterey Street
from Santa Rosa to U.S. 101.
Notes:This could be provided by removalof curb parking on one
side of the street. Class ll lanes on both sides are preferred. lf only one
side is possible then it should be on the uphill north bound side with
"shared lane"marking south bound. An interim solution of "shared
lane" markers for both directions have been installed. Additional note,
has a relationship to BVl01X (Buena Vista / 101 crossing widening
project.) See City bike counts for data. This project was formerly known
as Mis 28 in the Bicycle Transportation Plan dated May 7 ,2002.
Western Area
Appe n d i x A: I m p I e m entati on P roj ects A-60
Nortl¡ern AreaCentral Area
-¡r cÉy of
sån lurs or3:spc)
Priority: First
School Zone:
Hawthorne
Class: ll
Project Length (feet):
100
Estimated Cost:
Ssoo
2012 Bicycle Transportation Plan
Southern Area
South Street Channelization
at Broad Street
Intent: lmprove bike travel through the intersection. Reduce conflicts
with vehicles.
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Project Description: lnstall channelization on South @ Broad (227)
in both East and West bound directions.
Notes: Relation to the South Broad Street Corridor Plan. Project
should be funded through the Corridor Plan. This project was formerly
Mis-7 in 2002 Bike Plan.
Eastern Area Western Area
Appen di x A: I mplementation Projects A-91
Central Area Northern Area
-t\-!Lr-L--F
--- s.\r¡ Lu¡s otlrspo
Priority: First
School Zone:
Hawthorne
Class: ll
Project Length (feet):
200
Estimated Cost:
sl,ooo
2012 Bicycle Transportation Plan
Southern Area
Madon na/H i g uera/South
Channelization
lntent: lmprove bike travel through the intersection. Reduce conflicts
with vehicles,
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Project Description: I nstall bi ke channelization th roug h
intersections for South Street and S. Higuera, Madonna and S. Higuera.
This should incorporate all directions.
Notes:The current layout of this multi-intersection presents three
distinct problem areas for bicycles. 1) South bound on S. Higuera
street forces bicyclists into a double wide RHT. 2) North bound on 5.
Higuera needs additional right of way as Class ll bike lane is dropped
forcing bicyclist into vehicle lane.3) North bound on Madonna has
a difficult diverge lane transition prior to the intersection. Prior to
relinquishing the intersection to the City, CalTrans installed a "Bike
Box" at this leg/direction of the intersection in 2010 to assist with
visibility issues related to left turning cyclists and straight through
motorists. This facility is being evaluated for effectiveness. City of
SLO Bicycle Count Data taken in 2008 show this intersection's use as
seventh highest out of 27 locations surveyed, with a total count of
1 54. (This project was formerly Mis-8 in 2002 Bike Plan.)
Eastern Area Western Area
Appendix A: I m plementati on Projects A-92
-t counctl memonånòum
Date:
TO:
FROM:
VIA:
SUBJECT:
June 12,2013
City Council
Shelly Stanwyck, Parks and Recreation Director
Katie Lichtig, City Manager
Laguna Lake Golf Course Budget Question
RECEIVED
6t12t13
SLO CITY CLERK
AGËNDA CORRËSPONDËNCË
DATË: 6111113 lTËM 81
In response to questions asked by Mayor Marx regarding the Laguna Lake Golf Course budget.
As reflected in the table below, the overall program budget for the Laguna Lake Golf Course from 2011-
12 to 2012-13, had a budgeted increase of 1.7%o which reflected slight increases in operational costs
including utilities. In the 2013-2014 flrscal year, there is a proposed ïYo change to the program budget for
the Golf Course. Also shown below is the proposed budget change from 2013-14to2014-15; there is a
67o increase in the overall golf course budget (page E-122,2013-15 Financial Plan) primarily due to the
anticipated 2014 retirement of the a long term golf course employee and the potential associated costs
with that retirement. In addition, the increase includes projected rise in utility costs for the Golf Course
including the onsite food concessionaire.
ln201l-l2,the expenditures for the golf course were below the projected budget. 20ll-12 expenditures
were less than budgeted primarily due to increased water efficiencies from a new inigation wells control
system, which staff has become more and more familiar with over time. In addition, water was shut off
for a week during a line breakage rcpair. Also adding to costs savings, was an evaluation and adjustment
of merchandise needs and purchases coinciding with changes in demand at the pro shop. For 2012-13 the
expenditures are tracking along with the $555,100 budget, again, mainly due to the growing utility costs
which are reflected in future
I-AGUNA LAKE
GOLF COURSE Change from
Prior Yr2071-12 2012-13
Change from
P¡ior Yr
Proposed
2013-t4*Change from
Prior Yr
Proposed
2014-75*
ProEram Budget 534.300 547.600 546,500 582,400
Minor Capital Budget 7,500 7,500 7,500 7,500
tota/541.800 555.100 1..70%o 554.000 0o/o 589,900 6%
2071-12 2072-73
Change from
Prior Yr
Revenues 322,083 318,000
Cell Tower Revenue 57,000 57.000
tota/ reaenae 379,083 375,000 1%
ExÞenditures 51,7.375 555,100 6.5o/oo
Dtt VËD
J;N 0 6 2013
Elcouncrl memopân Ò u ERK
cûy o[ sån Lurs ourspo, poUce ô€påRtment
DATE:June 6, 2013
Mayor and City Council
AGENDA
c
ÞateTO
VIA:Katie Lichtig, City Manager
FROM:Police Chief Steve Gesell and Captain Keith Storton
SUBJECT: School Resource Officer Update
On May 30,2013 a Council Member inquired as to the funding status of the School Resource
Officer in the Fall of 2013 and what approach the Police Department will be taking in light of the
school district reducing its frnancial obligation to this position.
Starting July 1 ,2013 the San Luis Coastal Unified School District will reduce 50% of its funding
for the School Resource Officer (SRO) position to approximately $62,000 a year, absorbing
375% of the share agreement cost with the City. To balance this decline in cost sharing, the City
will fund the SRO position at a rate of approximately $104,000 a year, equaling a 62.5% share of
the position.
The Police Department has a strong desire to continue with a dedicated resource to our school
district in the form of a School Resource Ofhcer. Connectivity with school staff and students has
proven to be a valuable and efficient means to investigate juvenile criminal activity and maintain
a positive influence of support directed specifrcally toward the youth in our community.
The Police Chief proposed the foltowing plan to the SLCUSD Superintendent on May zl't 20!3:
LThe SRO will work a 4ll0 schedule (Tuesday through Friday 0700 - 1700), The
SRO will dedicate on-campus time to a minimum of two days a week
þredominantly at the high school with occasional visits to the Jr, High School or
other public schools as needed). Whenever feasible, the SRO will continue to
dedicate all four work days to the school campuses, however only two days will
be contractually obli gated.
2.The Department will continue to make a concerted effort to provide a police
presence (either by the SRO or other police officers) at school related activities
(e.g., football games) as agreed upon.
3,The Department will use existing resources to provide limited foot, bicycle and
vehicle patrol or other investigative service resources in the event the SRO is
unavailable due to training, vacation or other absences whenever feasible.
d.
Council Memorandum
June 6,2013
Page 2
4. The Department will continue to provide directed traffrc enforcement during
critical commute hours at and around the high school.
Additionally, the Police Department will soon assign patrol officers to designated neighborhoods
to help act as an additional resource and conduit for specialized assistance as part of a
"Neighborhood Officer" program. Our publio schools will be incorporated into several of these
identified areas and will have access to these officers for focused support.
The School Board is expected to make a formal decision and present an MOU to the City by July
I rt.