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CC 2016-06-13 Agenda Special Mtg_Goal Setting PPTCouncil Goal Setting June 13, 2016 1 Overview Council Goal Setting Process Taking stock of where we are Departmental presentations Council feedback Community comments Additional comments Next steps 2 1. Council Goal Setting Process June 13, 2016: Taking stock of where we are; laying the groundwork for Council goal setting. Opportunities for Public input to the Council: by attending goal setting meetings and by email to: agcity@arroyogrande.org Collecting input from City Council June 27, 2016: Council goal setting 3 2. Taking stock of where we are Midway through the 2015-2017 Biennial Budget General Fund relies upon $250K of reserves as short-term measure to balance the budget while economic development activities are being implemented Priority on preparing an assessment of our critical infrastructure; other needs (2) year time period focused on obtaining, analyzing and presenting information so that Council can make thoughtful, data-driven decisions for the 2017-19 Budget 4 Timeline: what we’ve done so far June 2015 Adopt 2015-17 Biennial Budget Sept 2015 Increased economic development activity Oct 2015 Infrastructure report: Parks Jan 2016 Infrastructure report: Buildings April 2016 Revenue Plan June 2016 Council goal setting process (6/13 & 6/27) 5 Timeline: more input to come July 2016 Governor’s budget: gas tax revenues Summer 2016 Infrastructure reports: drainage, sidewalks, information technology, equipment/vehicles Summer 2016 Economic development plan Aug 2016 User fee study implementation Nov 2016 Election: SLOCOG measure Jan 2017 Compensation/classification study Jan - Feb 2017 Preparations for 2017-19 Biennial Budget June 2017 Adopt 2017-19 Biennial Budget 6 Critical Needs Action Plan and Citywide Goals (FY 2015-17 Biennial Budget) Refocused comprehensive Economic Development Plan Complete design and pursue approval of State and Federal funding for the Brisco Road Interchange project. Fully fund and construct the pavement management program to establish and maintain a schedule of improving all streets in the City on a 7-year cycle. Continue an escalated sidewalk repair program. 7 Critical Needs Action Plan and Citywide Goals Address the Recreation Department’s facility needs. Implement recommendations to address the City’s water needs through a combination of conservation measures, potential recycling efforts and additional water supply that may become available. Develop a long-range financial plan with a focus on ensuring operational effectiveness and revenue generation opportunities to help ensure long-term fiscal sustainability. 8 Citywide Revenues 9 Citywide Expenditures 10 11 12 3. Department Presentations 13 City Manager’s Office Accomplishments Initiated Financial Sustainability Plan consisting of: Revenue Plan (completed), Economic Development Plan (in process/ underway), and Expenditure Analysis/ Control Plan (in process). Economic Development: initial research and planning; meeting with developers, business and property owners; draft economic development plan; partnership with other organizations for small business workshops; measures to streamline entitlements process. Community outreach: presentations to the Chamber, business organizations and service groups; “Coffee with the City Manager” Program. 14 City Manager’s Office Accomplishments Oversight for water-related projects including drought response, recycled water and water conservation Initiated interdepartmental committees/ activities on safety in the workplace, special events and economic development Developing/emerging issues as directed by Council (medical marijuana, styrofoam, Council Operations, etc.). 15 City Manager’s Office Current Financial Sustainability Plan: Economic Development and Expenditure Analysis/ Control Enhance public outreach, engagement and transparency Long-range planning for community water needs Major Capital Project oversight Identify funding needs for infrastructure Review of Administrative Policies and Procedures 16 City Manager’s Office Anticipated Projects Financial Sustainability Plan: Economic Development and Expenditure Analysis/ Control Enhance public outreach, engagement and transparency Long-range planning for community water needs Major Capital Project oversight Identify funding needs for infrastructure Review of Administrative Policies and Procedures Reformatting budget 17 City Manager’s Office/ Citywide Trends Service level expectations of community Highly engaged citizenry Increased dependence on community groups and volunteers Increased demand to use and to keep up with technology Recruitment and retention of employees Unfunded State and Federal mandates Reduction in State funding Positive business environment, increase in development 18 City Manager’s Office/ Citywide Unmet Needs Long-term financial sustainability Recruitment and retention Adequate staffing (structure and number) to meet the expectations of the Community and increased regulatory requirements Need to increase use of and keep up with technology Infrastructure/ equipment maintenance and replacement 19 Administrative Services Accomplishments Water Conservation Implementation – baseline adjustments, warning/penalty letters, updating billing software, expanded duties of Adjustment Board, etc. GASB 68 and 71 Implementation Processed 25 New Employees Affordable Care Act Implementation including offering/enrolling eligible part-time employees, tracking eligibility, issuing 1095 forms 20 Administrative Services Accomplishments (cont.) Preparation of 2015-16 Mid-Year Budget Update Prepared RFP’s, selected consultants and kicked off User Fee Study and Development Impact Fee Study Prepared CAFR, State Controller Reports, Maintenance of Effort Reports and other financial information as required Completed Banking Services Transition, including merchant services and credit cards 21 Administrative Services Accomplishments (cont.) Completed In-house Water and Sewer Rate Study Update Completed City Revenue Plan and Presentation SEIU Reopener for equity issues Implemented Sick Leave Policy for part-time employees to comply with new State law (AB 1522) 22 Administrative Services Current Projects User fee study Development impact fee study 2016-17 Budget Update Water conservation program changes Water/Sewer rate increase – Prop 218 process and public hearing 23 Administrative Services Current Projects (cont.) Recruitment of Accounting Manager position POA Negotiations FCFA/IAFF Negotiations Property acquisitions – LePoint parking lot properties Property disposals – Faeh and Pearwood Credit card policy update OpenGov launch Completion of CJPIA LossCAP evaluation issues 24 Administrative Services Anticipated Projects Financial Sustainability Plan Reformatting 2017-19 Budget document Cash handling policy update Purchasing policy update Defeasing of bonds Brisco financing 25 Administrative Services Anticipated Projects (cont.) CitizenServe expansion – citizen access portal for paying/renewing licenses RFP for Utility billing printing/mailing services and online payment portal Complete written safety policies HR Administrative policy updates Revamp Safety Committee 26 Administrative Services Trends Aging workforce – retirement and recruitments will occupy a lot of Human Resource’s time Training new supervisors on HR issues Increasing regulatory/reporting requirements – new GASB pronouncements, Affordable Care Act compliance, etc. Transparency in government financial information Technology advancements - Obsolete financial management software, cloud-based applications, electronic banking, online recruitment and HR reporting software 27 Administrative Services Unmet Needs Unfunded liabilities, deferred vehicle and equipment replacements, infrastructure maintenance and replacement Organizational structure assessment – Do we have an appropriate workforce size, structured appropriately for long term success? Recruitment/retention – Achieving appropriate classification and compensation of employees (are the pay and benefits adequate and appropriate for the job duties/responsibilities assigned) Proactive risk management opportunities 28 Community Development Accomplishments Over 100,000 sq. ft. of new commercial/hotel space: Courtland and E. Grand, Fair Oaks Medical Office; Branch Street Inn, Arroyo Grande Shopping Center, Paulding Court mixed-use office building, and a retail warehouse on E. Grand Ave. Significant Remodels: Arroyo Grande Shopping Center with (8) construction phases enabling stores to stay open and new stores to open during development, commercial center on E. Grand near Alpine, and the Chevron Station. EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 29 Community Development Accomplishments (cont.) Commercial businesses that have opened or expanded: Villa Cantina, Marcella's, and the Mason Bar and Restaurant. Housing projects completed or under construction: the Pike and Elm rental units, the Heights at Vista Del Mar and the 12-unit tract on Huasna Rd. Projects in process: E. Cherry Ave. Specific Plan including a 100-room hotel, (58) single family residences, and a cultural component (EIR complete). Completed analysis for target opportunity sites, including those for Hotels and Commercial/Mixed Use development. EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 30 Community Development Accomplishments (cont.) On target to issue over (500) Building permits Implemented online one-day plan check for solar installations Numerous project stakeholder groups for significant projects including the Bridge St. Bridge project, E. Branch Streetscape, and Halcyon Rd. Complete Street project, and community meetings for events as needed Expanded training opportunities for Commissions and Committees Restructured Department filling Planning Manager and part-time Planning Permit Technician positions Completed significant update of City Engineering Standards EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 31 Community Development Accomplishments (cont.) Brisco Rd./Halcyon Road Interchange project: all requested information submitted to Caltrans for review and comment Submitted extension of Brisco temporary closure with requested traffic study information to Caltrans. Recycled Water: Coordinated (2) viable project options for South County to work toward a single regional project. Draft study for the Sanitation District will be completed July/August. Bridge St. Bridge - Draft Environmental document complete. (2) viable design alternatives progressing. EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 32 Community Development Accomplishments (cont.) Adopted Housing Element Update Draft Circulation Element completed Adopted State Model Water Efficient Landscaping Ordinance Administered successful Cash 4 Grass program Adopted regulations on medical marijuana to retain local control Adopted regulations to ban Polystyrene Adopted Neighborhood Traffic Calming Guidelines EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 33 Community Development Current Projects Continue development of (2) street infrastructure projects: E. Branch Streetscape and Halcyon Road Complete Streets Project Process Cherry Avenue Specific Plan through entitlement Facilitate current development projects through construction, including Courtland, Medical Office Building, and Branch Street Inn EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 34 Community Development Current Projects (cont.) Implement Citizen Access Portal for enhanced visitor center information Brisco Road/Halcyon Road Interchange Project: alternate selection and project design Recycled Water: continue work with agency partners to bring forward final alternative selection and proceed to design Circulation Element Update: final draft and environmental document Parking Study -surveys developed, survey areas identified, awaiting deployment EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 35 Community Development Current Projects (cont.) Continue water conservation and drought work ADA Transition Plan Work collaboratively with other departments to complete User Fee/Development Impact Fee Studies (Admin. Services): Storm water Program (Public Works): and Special Event Ordinance (Police) EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 36 Community Development Anticipated Projects Conduct RFP process for East Grand Avenue Master Plan Project Develop Economic Strategy and Implementation Plan including development of marketing materials for potential new businesses; invite investment to address primary opportunity sites; and other measures. Comprehensive sign ordinance update Begin Land Use Element Update and Recreation Element Update EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 37 Community Development Anticipated Projects (cont.) Enhance electronic file storage and reduce physical storage needs Increase maps/GIS information Reduce plan check times by increasing over the counter permits, increase use of outside contracts for plan check, add counter kiosk. Streamline business license application process Simplify sign application process EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 38 Community Development Trends Ongoing drought conditions Significant reductions in transportation infrastructure funding Increased development activity; permit processing for dormant projects previously entitled, including the Creekside project in the Village and Tract 1998. Additional staff time required to meet State mandates for storm water and water conservation EC – FC – HE and EDU updates – Concept Phase = Bridge St. Bridge, Fair Oaks, Halcyon corridor grant, E. Branch St. scape) BCC – SAC/ARC running at 2x month 39 Community Development Unmet Needs Congestion issues including E. Branch and W. Branch near the Grande Ave. interchange. Recycled Water Costs Traffic Way Bridge – significant unfunded replacement project Additional staff hours to support increased front counter activity General Plan Update: a comprehensive General Plan update would cost $300,000 to $500,000. The current budget allocates $120,000 in FY 2016-17 to complete the Circulation and Environmental document and begin work on Land Use Elements of the General Plan only. Also utilize our Boards, Commissions and Committees (e.g. Traffic for neighborhood circ issues) Builidng, Engineering and Plannning Water Conservation – cash 4 grass, irrigation contollers, tracking,… SW – annual rpt GIS – Hist Res - designations, Mills Act NS – hoarding, blocked drainage ways, signage HE – CAP – Green Bldg – FM – counter 40 Community Development Unmet Needs (cont.) State storm water mandates are diverting staff from other priorities and consequently impacting ongoing workload. Storm water compliance specialist and/or an in-house storm water construction inspector needed. City vehicle for City Hall staff Replacement of Building Department vehicle Also utilize our Boards, Commissions and Committees (e.g. Traffic for neighborhood circ issues) Builidng, Engineering and Plannning Water Conservation – cash 4 grass, irrigation contollers, tracking,… SW – annual rpt GIS – Hist Res - designations, Mills Act NS – hoarding, blocked drainage ways, signage HE – CAP – Green Bldg – FM – counter 41 Fire Accomplishments Revised Automatic Aid Agreement Initiated Strategic Planning process Ordered replacement Fire Engine Full Cost Recovery - Strike Team Assignments Submitted grant for SCBA replacement 42 Fire Accomplishments (cont.) Increased collaborative emergency planning Awarded grants for Equipment FCFA “FIV Dispatch” app and new website readied for release “Friends of the Five Cities Fire Authority” 501(c)(3) letter of incorporation approved Reduced fleet of support vehicles 43 Fire Anticipated Projects Keep our communities safe and prepared Complete and publish Strategic Plan Maintain adequate staffing levels Increase Community Outreach & Education Support Board – potential JPA revisions Master Fee Schedule – Consistency between partners Explore grant opportunities 44 Increasing service calls drive “demand” and “capacity” constraints (simultaneous calls). Calls for Service 2011 - 3012 2012 - 3311 2013 - 3366 2014 - 3481 2015 - 3679 Fire Trends 45 Three (3) fully depreciated Type I Engines One (1) fully depreciated Type III Engine Current Budget was increased - 110% expended FY 2016/2017 Budget increased $25K ($100K Total) Fire Trends (cont.) I realize this information has been presented repeatedly – but this information is critical. The 2015/2016 budget was increased by $18K to $75K. Due to the age and significant maintenance needs of the fleet, this line item was 110% expended by May, forcing management to restrict other expenditures in other needed programs to maintain cost offsets. FCFA has developed a forecasted tool of “routine” maintenace needs (tires, brakes, DOT inspections, oil samples, etc.), but the numbers listed below the three rigs pictured as “big ticket” repairs that approach 50% of the full year budget. Management would prefer not making these investments if possible. Another replacement engine would have a dramatic effect on maintenance costs; most likely providing an opportunity to reduce this budgeted cost. 46 Fire Trends (cont.) A very basic graph… The red curve is maintenance costs The black horizontal line is the life cycle of a fire engine. The intersection point is approximately 15-20 years from date of purchase, and is labeled as the “Point of Diminishing Return.” Maintenance investment in a fully depreciated asset results in the yellow zone….an inefficient use of taxpayers dollars. We need a second engine. 47 Fire Trends (cont.) - Staffing Staffing levels remain constrained. As with other departments, recruiting candidates from outside of the area is very challenging due to compensation and the cost of real estate. This graph is based on data and indicates the decline and related challenge of maintaining a firefighter program comprised of part time employees. This position is critical in terms of patient care, fire attack, patient extrication from a vehicle accident, and special rescue. Like other fire departments are considering (CAL FIRE), FCFA will be forced to plan for a transition from a part time program (evolved from the day of the volunteer fire department), to a full time / career position. 48 Fire Unmet Needs Equipment and Vehicle Replacement Funding Apparatus Extrication Equipment SCBA Technology and Communications Personal Protective Equipment Maintain adequate staffing required to meet service expectations 49 Legislative and Information Services - City Clerk Division Accomplishments Coordinated biennial ethics training for elected and appointed officials Developed and distributed RFP for Design of Audio/Visual & Cablecasting Upgrades in Council Chambers Responded to 112 public records requests year-to-date Coordinated annual records destruction pursuant to Citywide Retention Schedule Coordinated website content management system training for designated employees 50 Legislative and Information Services - City Clerk Division Accomplishments (cont.) Coordinated and distributed one Municipal Code Supplement (8 Ordinances codified) Distributed and processed Annual Statement of Economic Interest forms for over 70 filers Processed City Council and Successor Agency Oversight Board documents (agendas, deeds, contracts, agreements, resolutions, ordinances, minutes, notarizations, proclamations and Mayor’s commendations) Processed (11) liability claims Conducted (9) bid openings 51 Legislative and Information Services – City Clerk Division Current Projects Upgrade cablecasting and audio/visual equipment in the Council Chambers Prepare for the 2016 General Municipal Election (Nomination Period opens July 18) Prepare required election documents for a November 2016 ballot measure relating to the purchase of State water Coordinate Candidate Orientation for City Council candidates Complete revision and update of the Citywide Records Retention Schedule Conduct biennial review and update of the Conflict of Interest Code 52 Legislative and Information Services - City Clerk Division Anticipated Projects Conduct Commissioners Orientation (2017) Develop recommendation for centralized permanent records storage 53 Legislative and Information Services -City Clerk Division Trends Increase in public information activities (i.e., use of social media, online access to public records, etc.) Increase in digital scanning of records Increase in number of public records requests Need to conduct annual updates to the Citywide records retention schedule to reflect changes in law and to incorporate new records 54 Legislative and Information Services - City Clerk Division Unmet Needs Long-term centralized records storage area for permanent paper records to eliminate need to search and retrieve off-site records stored in multiple locations Administrative staff support due to staffing reductions in City Manager’s Office and City Clerk Division as a result of Citywide reorganizations over past 10 years 55 Legislative and Information Services - Information Technology Division Accomplishments Recruited and filled IT Specialist position Upgraded City server environment from Windows Server 2003 to Windows Server 2012 Implemented enterprise wireless internet access at City Hall and Council Chambers and created associated usage policy Coordinated IT infrastructure for new Corp Yard building Created Disaster Recovery (DR) site at Police Department 56 Legislative and Information Services - Information Technology Division Accomplishments (cont.) Designed and implemented a new IT ticketing and help desk solution Installed additional broadband (internet) connection and established redundancy and quality of service protocols for the City IT environment 57 Legislative and Information Services - Information Technology Division Current Projects Implement Shoretel phone Emergency Alerting System Upgrade MS Office Suite Continue updating IT policies and create new policies for new IT systems Install and configure a dedicated GIS server 58 Legislative and Information Services - Information Technology Division Anticipated Projects Facilitate development of a Citywide IT Master Plan Update network infrastructure connecting Five Cities Fire Authority facilities Assist with recommendations for replacement of antiquated phone system at Five Cities Fire Authority Increase network storage capacity for City, Police, and Five Cities Fire Authority environments Install a new firewall at City Hall to replace aging systems at City Hall and the Police Department Expand wireless access to other City facilities 59 Legislative and Information Services - Information Technology Division Trends Increased reliance and demand on internet for access to IT resources Increased requests for wireless access to the internet and specific network resources Increased network file storage utilization Increased cyber security vulnerabilities associated with Internet, email, and mobile device usage Implementation of new and upgraded technology at Five Cities Fire Authority 60 Legislative and Information Services - Information Technology Division Unmet Needs Fiber/copper network infrastructure to support FCFA facilities Wi-Fi access throughout the City organization 61 Police Accomplishments Relocated Police Department into a reconstructed police facility, including significant technology upgrades, repurposing of space and expansion of the safety and security of the staff and public Installed state of the art interview room audio/video recording system that ensures integrity of the interview process Completed installation of (2) additional communications repeater locations in the City for enhanced public safety communications 62 Police Accomplishments (cont.) Expanded the microwave network between City facility sites to provide a backbone for expanded use of the Blue Watch public video surveillance program Relocated Emergency Operations Center (EOC) to the Police Department and enhanced functionality of the EOC Developed a formal “Crime Analysis” function within the Police Department to better direct staff and provide information to the public 63 Police Accomplishments (cont.) Restructured the crime reporting process to increase officer time on the street and improve the accuracy of crime information; added full-time Records Clerk Re-engineered the recruitment process to provide for rapid response, sponsorships and evaluation of “fit” to determine success Expanded emergency radio communications systems into Public Works, Police and Fire departments Provided safety training to all City Hall and Recreation Department staff, including instruction and scenario reenactments. 64 Police Current Projects Recruitment and Retention: Currently have (2) Police Officer vacancies with candidates in the hiring process. Actively recruiting so that a list can be developed for any future vacancies anticipated. Staff Development: Currently training and mentoring a Commander, (2) Sergeants, (3) Senior Police Officers and (2) Police Officers in field training. Technology: Designing City-wide employee safety “Lockdown Button” notification system with Information Technology (CIO Solutions) Installation of a City-wide voter-repeater public safety communications component that is designed to eliminate radio transmission “dead spots”. (COPS Funded) 65 Police Current Projects (cont.) Fleet and Equipment: Developing specifications for patrol fleet replacement vehicles and equipment (lease turnover due in fall of 2016) Other Community Projects: Developing “Next Generation” Neighborhood Watch Program Developing “Operation Car Watch,” theft prevention and awareness program 66 Police Anticipated Projects Working with regional law enforcement partners on next generation records management software design Beginning the design process on dispatch back-up communications center as part of the contract communications design plan (COPS Funded) Beginning design process for next generation in-car technology, including body camera integration 67 Police Trends Ongoing recruitment and retention issues Development of succession planning opportunities Increased demand for Neighborhood Services (Code Enforcement) program Continuing technology advancements Enhancement of Crime Analysis function and “Predictive Policing” strategies to make the best use of police officer staffing 68 Police Unmet Needs Expand the Neighborhood Services Program from (2) part-time technicians to (1) full-time and (1) part-time to meet the growing needs. This includes potential medical marijuana permitting and enforcement, Styrofoam, and other probable code violations. Re-introduce part-time parking enforcement position to provide uniform parking enforcement in the Village Provide funding for an Administrative Sergeant position to provide career development and succession planning for future command officers. 69 Public Works Accomplishments Drought Team Response to State Water Conservation Mandate (conservation efforts, baseline adjustment processing, water school, etc.) Completed Asset Evaluations and Replacement schedules for the following assets, Parks, Buildings and Drainage infrastructure In-house Nitrification reduction project Crown Terrace Sewer Replacement Reservoir No. 5 Recoating 2015 Sewer Lining Project Reservoir No. 3 cleaning and painting 70 Public Works Accomplishments (cont.) City-owned landscape area water conservation projects Fire reduction project in Via La Barranca canyon Police Department relocation James Way habitat trail Improvements New tree list, Tree City Program, numerous tree evaluations Auto shop renovation Air Resources Board certification for compliance with dispensing gasoline and diesel at City Corp Yard Air Pollution Control District heavy-duty vehicle compliance Swinging Bridge Repairs 71 Public Works Accomplishments (cont.) Car Corral ADA, Parking Lot and Drainage Improvement Project 2015 Concrete Repair Project 2015 Street Resurfacing Project 2015 Street Repair and Brisco Road Overlay Platino/Oro Storm Drain Improvements and replacement of an ADA concrete ramp Corporation Yard Administration Building construction Kingo Park Play Structure Replacement Soto Complex ADA Improvements - Phase II 72 Public Works- Current Projects CAPITAL PROJECTS Heritage Square Park Restroom Project Oak Park Blvd./W. Branch/101 Traffic Signal Oak Park Blvd. Rehabilitation Oak Park Blvd. Curb Ramps Le Point Area Water Main Upgrades Alpine Street Waterline Replacement Project Council Chambers Restroom and AV Improvements 2016 Street Repairs & Resurfacing ADA Ramps at Midblock Crosswalks (CDBG) 73 Public Works- Current Projects (cont.) CAPITAL PROJECTS (Continued) Corporation Yard Upgrade - Phase II Water Well #11 Facilities 2016 Sewer Lining (AG Creek Sewer Rehabilitation - Include spill segment) Corporation Yard Storm-water Improvements Women's Club Building Kitchen Renovation City Hall Restroom Counter Safety Improvement Project - Phase II E Grand Ave Sidewalk Improvement (US 101) Galvanized Water Service Replacements 74 Public Works - Current Projects (cont.) PLANS AND OPERATIONS Urban Water Management Plan- 2015 Update Revised Governor’s Water Conservation Executive Order Secure new Sanitary Sewer Management Plan; Fats, Oils and Grease Program consultant Prepare Sanitary Sewer Collection System S.O.P.’s Prepare and implement Traffic Sign Reflectivity Policy Water Quality Control Board- Year 3 NPDES Permit requirements Pavement Management Plan Update Create Draft Sidewalk Replacement Program Comprehensive Asset Replacement Report 75 Public Works Anticipated Projects Update Drainage Master Plan Prepare draft Soto Sports Complex Field Use Policy Village area Removable Bollard project Prepare draft Facility Master Plan Open Channel Drainage Maintenance Permitting Safety Program development – Loss CAP projects Develop Recreation Department Facility Plan 76 Public Works - Trends Ongoing drought conditions requiring significant time demands on water conservation and water supply matters Un-funded State and Federal Mandates Storm water, Sanitary Sewer, Water, ADA and Emissions. Reduction in Gas Tax Funding adversely affecting road maintenance funding. Increased training requirements and standards at all levels Routine maintenance tasks suffering due to other demands on Public Works staff and reduced post-recession staffing levels Water Fund revenue reduction due to water conservation 77 Public Works - Trends (cont.) Increased reliance on volunteers and community groups Move to electronic/ GIS-based work systems Documentation requirements necessitate increased reliability on technology and Computerized Maintenance Management Systems All levels of staff must be proficient with technology Heavy load of significant Capital Improvement projects stretching staff Increased development review and processing time with rebounding economy and increased development 78 Public Works- Unmet Needs Potential for Supplemental Water Supply need in 2018 Deferred maintenance: significant backlog of drainage, roads, parks and building repairs Infrastructure Area Total Depreciation Annual set-aside Parks and Open Space $ 4,881,775 $ 209,907 Buildings $ 4,684,874 $ 121,588 Drainage $32,116,707 $ 238,107 Roads To be determined Sidewalks To be determined 79 Public Works - Unmet Needs (cont.) Elm Street Recreation Center Repairs and Renovation Sidewalk Repair back-log ADA improvements Street Tree Maintenance NPDES Storm water Compliance requirements Low staffing levels continue to impact ability to keep up with routine maintenance and repair needs; (4) additional maintenance staff required 80 Recreation Accomplishments Hired Volunteer Coordinator Introduced (2) new family-oriented special events that are revenue neutral. Attracted (4) new youth and adult tournaments to Soto Sports Complex this summer. Will generate $4,000 - $5,000 in direct revenue to the City and indirect revenue of $150,000 - $200,000 to area business community. Introduced new Adopt-A-Park program to partner with individuals, groups and businesses to enhance park and facility maintenance. Will complete 3rd consecutive fiscal year with $700,000+ in revenue generated through program fees. Addition of several activities targeted to senior population 81 Recreation Current Projects Conversion of tennis court #5 to a permanent Pickleball Court Upgrade of Woman’s Club Community Center Kitchen Rollout of Volunteer Program to the community 82 Recreation Anticipated Projects Develop Recreation Department Facility Plan Woman’s Club Kitchen project Promotion of Adopt-A-Park Program Update Department web pages Organization and rollout of Sports Complex Banner Advertising Program 83 Recreation Trends Increased need for programming for growing senior population due to baby boomer retirements Identifying new funding methods 84 Recreation Unmet Needs Recreation Department Facility Plan, including planning and funding for upgrade or replacement of the Elm Street Community Center/Recreation Services offices 85 Citywide Challenges Long-term financial sustainability Recruitment and retention Adequate staffing (structure and number) to meet the expectations of the Community and increased regulatory requirements Need to increase use of and keep up with technology Infrastructure/ equipment maintenance and replacement 86 4. Council Comments 5. Community Comments 6. Additional Comments 87 7. Next Steps Opportunities for public input: by email to City at agcity@arroyogrande.org or by attending meeting Council Goal Setting: Monday, June 27 6:00 pm Council Chambers 88