Quarterly Performance Report 08-05-14

8/12/2019 Quarterly Performance Report 08-05-14

1/23

City of Carmel-by-the-Sea, California

Quarterly Performance Report

Fourth Quarter

Fiscal Year 2013-2014Presented to the City Council

August 5, 2014

August 5, 2014 Regular City Council MeetingPage 62


2/23

FOURTH QUARTER

This report provides a quarterly update of the Citys Key Initiatives as well as a current

look at our fiscal, operational and capital projects based on the adopted fiscal year2013-2014 operating plan and budget. The fourth quarter ended June 30, 2014.

Information on where things stand with Key Initiatives and additional fiscal reportingcan be found here. The financial summary, departmental summaries, and status ofcapital projects remain as sections of this report.

Key Initiatives: The City Council adopted the 2014 Key Initiatives at the start of the fiscalthird quarter for calendar year 2014. You can find the status of each on Pages 3 - 7 of

this report. The city is progressing on each of the 2014 Key Initiatives that the CityCouncil adopted in January with certain initiatives funded and undertaken as part of thefiscal year 2014-2015 operating plan and budget.

Financial summary: General Fund revenue received is at 97.35 percent as of June 30,2014 with additional revenue of $1.4 million anticipated but not yet received. Revenuesare explained in more detail on page 8 of this report. General fund expenditures are at97.23 percent, slightly below budget, as of June 30, 2014 with less than an additional$450,000 accrued expenditures anticipated. Accounting for accrued revenues and

expenditures, revenues are anticipated to be at 105.71% of budget and expenditures at99.93% for a projected year end surplus of approximately $1 million.

Department summary: The highlights of each city departments activities can be foundon Pages 9-18. In each of these summaries you will find notable budget variances,performance data, activity, and key trends. Reported performance measures reflectthose that were included in the operating plan and budget for the 2013-2014 fiscal year.

Capital projects: Starting on Page 19, we have included a summary of the funded fiscal

year 2013-2014 capital projects. Work progressed on all funded projects. Elevenprojects are complete.

Summary of Report



3/23

Develop a comprehensive list of parking solutions and implement solutions in accordance

with Parking Management Plan priorities and goals.

In 2013 staff completed an analysis of the state of the Citys public parking. The CityCouncil provided parking management policy goals and guidance at its meeting ofDecember 3, 2013 and subsequently adopted this 2014 Key Initiative. 2014 activitiesinclude implementation of various parking solutions in accordance with City Councilgoals and guidance. A parking management plan was developed based on inputfrom the public and presented at the April 1 City Council meeting. The plan includesrecommended policies and technology that are responsive to the needs of the publicand parking options that provide value and service to our visitors, employees,business owners, and residents. As a follow up to the recommended policies, atimeline to implement the following polices was presented and approved by councilat the May 6, 2014 City Council meeting.

1) Extend current permitted parking enforcement time from 6:00 pm to 7:00pm. This change was implemented on July 1st.

2) Provide more convenient and attractive parking options for employees byallowing unrestricted parking at the Sunset Center north lot, and eliminatingtime restrictions along Junipero Street between 3rd and 6th including thecenter medians. This change is anticipated to be implemented on August 4.

3) Implement a paid parking multi-space pilot program on both sides of OceanAve between Junipero Ave and Monte Verde Street. This change isanticipated to be implemented on October 13th.

Maintain a leadership role in developing a long-term solution to the regions water supply

and develop additional local water conservation and water supply alternatives.

Supplyo

Mayor Burnett serves as President of the Monterey Peninsula Regional WaterAuthority (MPRWA). The goal of the MPRWA is to find a solution to thePeninsula Water Shortage due to the over-drafting of the Carmel River. Atest well for the desalination plant portion of the Monterey Peninsula WaterSupply Project is in the permitting process with the City of Marina. GroundWater Replenishment is another component of a water solution and workcontinues on issues such as the source water negotiations, the drought

2014 Key Initiatives



4/23

strategies including identification of other water sources, storage ofdifferential flows, improvement of water quality and salt mitigationstrategies.

o Carmel-by-the-Sea is analyzing other local source water supply alternatives

and quantifying potential local need. The City testified at a State hearing toconsider licensing of the Odello Ranch water rights. Carmel asked the StateWater Resources Control Board to approve the petition and issue adetermination that the water delivered for municipal purposes is consistentwith the cease and desist order issued upon the California American WaterCompany. Circulation of environmental documents by the Water Board isexpected to occur soon. A decision will follow.

Conservation: The annual water conservation plan is scheduled to be presented tothe City Council in September 2014. It will include the status of several water

conservation and non-potable water supply alternatives. City facilities are compliantwith water conservation fixtures. Staff is analyzing opportunities for the City to takea more active role in water leak prevention and mitigation.

Implement the Shoreline Management and Forest Management Plans focusing on beach

fires and the key priorities and including the Del Mar Master Plan and Mission Trail

Nature Preserve Master Plan.

Shoreline and Forest Master Plans: Security patrols of the beach have beenenhanced to coincide with the increased amount of people visiting and recreating atCarmel beach. Weekly charcoal cleanup has begun and the contract with CaliforniaConservation Corps is being finalized for increased cleaning. Signage consultants arebeing evaluated, with the goal of retaining a consultant by August to begin work on acomprehensive assessment and design of signs for the shoreline (a FY 14-15 fundedproject). A structural engineer has been retained to assess the condition of thebeach stairs. Sand redistribution efforts to cover revetments and assist withimproved access to the beach occurred in June. During the 4th quarter, 16 stumpsand 37 trees were removed and four trees were planted. A comprehensive stump

survey was completed to be used to develop a stump removal plan (increasedfunding in FY 14-15 for stump removal) and ivy was removed on 10 trees alongCamino del Monte Avenue.

Del Mar Master Plan: A professional services agreement is being negotiated with abotanist to begin implementation of the Dunes Habitat Plan. Staff are evaluating



5/23

additional paver options for the Del Mar sidewalk project and preparingrecommendations for the August Planning Commission meeting.

Mission Trail Nature Preserve Master Plan: Staff and Friends of MTNP arecollaborating on a work plan of activities that includes trail maintenance and other

minor improvements at the Preserve. The Friends continue to conduct weed pullsand other invasive removal to augment staff efforts. Seasonal fuel abatement hasoccurred and the options for the timing and use of the goats for vegetationmanagement are being explored. New trail signs have been installed at MTNP. Thecontract with a landscape architect for the Mtn. View entrance is being finalized. Aconceptual design will be brought forth for the review by the Friends, the Forest andBeach Commission and the Planning Commission.

Revitalize the Scenic Pathway and improve Rio Park and Rio Road entrance to the Mission

Trail Nature Preserve and begin development of a regional trail plan. Scenic Pathway: Installation of a wireless transmitter to improve irrigation of the

Scenic Pathway is anticipated to be complete by the end of August, after theASBS Dry Weather Diversion Project is completed. This will enable irrigation androutine maintenance to recommence. Minor maintenance activities haveoccurred such as the placement of fencing, plants and updated access signs toprevent access to the beach from the pathway banks and slopes. A ScenicPathway revitalization project was added to the Capital Improvement Plan as a

fiscal year 2016-2017 project. Rio Park: This is included as a multi-year a capital project in the Capital

Improvement Plan. Rio Road entrance to MTNP: This is included as a Fiscal Year 2016-2017 capital

project in the Capital Improvement Plan. As design moves forward on the Mtn.View entrance project, the landscape architect will be made aware of thepossibility of this project so that similar design elements may be incorporatedinto both the Mtn. View and Rio Road entrances as appropriate.

Regional trails planning: The City Council created an ad hoc committee toexamine regional trails connectivity. The group had several meetings andidentified a list of suggested trails improvements presenting its findings to theCity Council. Staff is examining the list to determine which are scheduled to becompleted, which will need to be brought to the City Council for inclusion in theCapital Improvement Plan, and which will require interagency cooperation. City



6/23

Council authorized a consultant to help facilitate the entitlement work neededfor the Rio Park/Larsen Field Pedestrian and Bicycle Trail Project.

Implement year 1 of the Information Technology Strategic Plan.

Administrative Services began implementation of Year 1 of the IT Strategic Plan. OnFebruary 4 th . Implementation of Phase I of the Information Technology StrategicPlan is a 2014 City Council Key initiative. Phase I encompasses four key projects thatlead to the accomplishment of the Plans short and long range objectives as outlinedin the Strategic Plan. The four projects undertaken in Phase I are the websiteupdate (online City Hall initiative), ERP upgrades, including the financial, payroll andhuman resources systems, the legislative management system and technologyupgrades starting with the Emergency Operations Center. Progress is occurring onall four projects as described in the capital project section of this report on page 19.

Adopt a Facility Use Plan and consider long-term highest and best use of the Citys

facilities.

Staff is in the process of gathering additional assessments by structural andmechanical engineers and waterproofing/roofing consultants. When the Planreturns to Council, the information can be used in evaluating and determining thelong-term highest and best use of the City's facilities.

Coordinate a campus plan and transition corridor with the update of the Sunset Centers

strategic plan.

The Sunset Center operator has begun a strategic planning process. It will provideinsight into future use and needs of the Sunset Center campus. The October CityCouncil workshop is a potential date for Sunset Center to discuss the strategicplanning process and to receive feedback from the City Council and public about theprocess and its findings.

The transition corridor project is pending.

Complete the design of the Forest Theater renovation to enable construction documentsand fundraising to commence for future year construction.

The City released a statement of qualifications in June for architectural services.Respondents were evaluated and a recommendation to enter into an agreementwith an architectural firm to develop repair documents for the facility is on theAugust, 2014 City Council agenda.



7/23

Focus on community beautification projects including trash can replacement, median

beautification, and signage updates; adopt a new waste hauler franchise agreement.

Trash can replacement: About 30 new replacement cans have been placed onOcean Avenue; plans are underway to identify locations for additional cans atMission Trail Nature Preserve and to refurbish existing cans in the commercial area.

Median beautification: A capital project is included in the proposed capital budgetto improve the Ocean Avenue median. During the third quarter the City Councildiscussed Ocean Avenue median lighting. The Planning Commission has asubcommittee to examine the lighting issue.

Signage: The City received seven proposals in response to a statement ofqualifications it released for a signage consultant. The firms are being reviewed anda signage consultant should be in place by the end of August to begin the

assessment and initial phase of the shoreline signage project. New waste hauler franchise agreement: The City Council approved a new hauler

franchise agreement during its July 17, 2014 meeting. A transition is underway toenable the new hauler, Green Waste, to begin serving the community in 2015.

Investigate the five options for Flanders to move toward reaching a final resolution.

The five options of the City Council include: lease as single-family residence, re-examine the historic designation and consider demolishing or moving the facility,sale for use as a single-family residence, hold occupied with minimal improvements,and hold unoccupied.

o Lease: The long-term lease RFP remains active and the City continues toactively show the property.

o Re-examine historic designation: Staff continues to search for a viable pathforward regarding this option

o Sale: Staff is providing walk-throughs with real estate agents.o Hold occupied: Staff has completed an initial building habitability assessment

to determine what minimum improvements would be necessary to allow foroccupancy by a caretaker. Next, the City will need to develop a cost estimatefor the initial repairs, and an action plan for longer-term maintenance.

o Hold unoccupied: This option has been the status quo. Staff still needs toconfirm how long this option is feasible given other maintenance and upkeeprequirements.



8/23

Financial SummaryMAJOR FUND BUDGET SUMMARY 100% of the Fiscal Year

4th Qtr

Actu al Actu al Revi sed B ud ge t Actu al Ado pte d B ud ge t Actu al % of ad ju sted

Descripti on FY 2010-11 FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14 FY 2013-14 Budget

GENERAL FUND

Source of FundsTaxes 10,368,322 11,216,500 11,472,163 11,979,023 14,298,618 13,808,451 96.5Franchise Fees 476,597 491,674 512,698 500,965 547,402 519,265 94.8

Fees & Permits 390,738 430,250 430,500 451,241 435,000 465,630 107.04Fines & Forfeit 19,314 17,907 25,200 16,648 25,960 31,525 121.44Intergovernmental 450,778 189,458 143,715 352,610 419,134 397,060 94.7Other 394,465 604,616 428,266 917,802 196,956 518,199 263.10Transfers from Other Funds 724,566 548,534 585,002 159,700 812,456 551,765 67.9

12,824,780 13,498,939 13,597,544 14,377,989 16,735,526 16,291,895 97.3

Uses of FundsPolicy & Executive 1,214,436 1,359,940 1,278,218 1,051,034 1,354,911 1,377,291 101.65Public Safety 4,850,572 4,701,255 5,012,695 4,773,680 5,007,091 5,068,240 101.22Public Services 2,113,969 2,098,402 2,596,133 2,438,583 2,436,077 2,257,675 92.6Library 969,482 910,722 956,427 954,747 986,177 915,425 92.8Administrative 891,592 1,000,749 1,197,166 1,302,323 1,629,063 1,637,333 100.51Planning & Bldg 571,994 599,918 600,960 578,670 935,185 1,003,141 107.27Non-Dept 753,845 781,289 923,318 769,129 692,426 695,008 100.37Transfers for Debt Service 536,609 537,771 710,048 709,765 1,245,206 1,241,565 99.7Transfers for Cap Ex 220,932 - 472,607 1,918,994 1,581,437 82.4Other Uses 493,830 456,898 322,579 1,328,295 483,886 450,216 93.0

12,617,261 12,446,944 13,597,544 14,378,833 16,689,016 16,227,331 97.2

GAS TAX FUND

Source of FundsTaxes 64,117 114,833 72,450 103,425 124,256 106,765 85.9Interest - 554 2,500 -

64,117 115,387 74,950 103,425 124,256 106,765 85.9

Uses of FundsSalaries and Benefits 44,674 28,939 - - - - Materials & Supplies 5,600 - - - Trans. To Capital - - - - Transfer to General - 100,000 74,950 78,121 124,256 106,765 85.9

50,274 128,939 74,950 78,121 124,256 106,765 85.9

CAPITAL PROJECTS FUND

Source of FundsGrants - 247,978 465,632 35,632 705,000 272,437 38.6Intergovernmental - 291,000 370,000 96,000 - Fees - 305,600 180,000 202,200 224,727 111.14Transfer in 220,932 110,000 2,058,994 1,581,437 76.8Use of Prior Funds - 1,058,918 651,758 426,178 - Interest

220,932 1,597,896 1,792,990 847,810 2,966,194 2,078,601 70.0

Uses of FundsCapital Expenditure 1,085,637 1,597,896 1,792,990 847,810 2,966,194 2,078,601 70.0Designated for Future - -

1,085,637 1,597,896 1,792,990 847,810 2,966,194 2,078,601 70.0

AMBULANCE FUND

Source of FundsCall Income - 497,636 370,000 695,016 625,000 656,160 104.99County CSA 74 - 12,000 12,106 100.88

Transfer in - 433,179 140,394 447,135 390,112 87.2Debts Recovered - - 2,500

- 497,636 803,179 835,410 1,086,635 1,058,378 97.4

Uses of FundsSalaries and Benefits 339,144 571,944 685,785 953,135 777,118 81.5Materials & Supplies 38,544 210,632 149,625 133,500 281,260 210.68

- 377,688 782,576 835,410 1,086,635 1,058,378 97.4



9/23

REVENUE

Revenue continued strengthening and ended the fiscal year above budget projections. The Big3 revenue sources are exceeded projections by $900,000 when timing variances and revenueaccruals are taken into account.

Actual Transient Occupancy Tax (TOT) receipts received through the fourth quarter total$4,257,930 which represents ten months of revenue; the remaining two months of revenue isestimated to be $800,000 bringing the year end TOT revenue estimate to $5.1 millioncompared to an annual budget of $4.9.

Sales tax advances are provided by the State three times per quarter and a reconciliationpayment is sent to make up the difference between the actual amount owed and the advances.The reconciliation payment normally arrives two months after the fact. Staff anticipates thereconciliation payment for the fourth quarter to be $640,000 bringing sales tax revenue aboveannual budget projections by $600,000. Actual Sales Tax receipts received through the fourthquarter total $4.2 million compared to the annual revenue budget of $4.2 million; the additionof the projected reconciliation payment of $640,000 brings the annual sales tax revenueestimate to $4.8 million compared an annual budget of $4.2 million.

Property taxes are primarily received in December and April with the December paymenttypically slightly higher than 50% of the total. Actual property tax revenue received as of theend of the fourth quarter was $4.8 million, or 102%, of the annual revenue budget of $4.7million.

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

TOTSales TaxProperty Tax

Big 3 Revenue

Q2 Est to Receive

Q4 Actual

Q4 Budget

Department Summary



10/23

EXPENDITURES

The City Council budget is below target as of the end of the fourth quarter with 94%expended. The largest expenditures in City Council are set aside for City membershipdues and Council Discretionary spending primarily allocated to community partners.Performance measures are as expected; City goals and objectives were reviewed duringthe second quarter and adopted in the third quarter of fiscal year 2013-2014, and theaverage length of meetings omits workshops including only the fourteen City Councilmeetings that occurred during the year (one per month and the March special meetingand June 10 budget hearing).

$0

$50,000

$100,000

$150,000

$200,000

City Council

Q4 Budget Q4 Actual

Financial FY 12-13 FY 13-14 Q4 13-14 % spent $ remainCity Council 118,170 171,621 161,376 94% 10,245

Performance FY 12-13 FY 13-14 Q4 13-14 FY 14-15 FY 15-16Set City goals andobjectives Yes Yes Yes Yes YesConduct annualperformance reviews ofstaff appointees 4/4 4/4 3/4 4/4 4/4Agenda items added after

agenda review 12 0 2 0 0Average length of CityCouncil meetings 4:11 4:00 5:26 3:30 3:30



11/23

The expenditures through the end of the year show a positive variance of $13,189.There were no significant variances between actual expenditures and budget. Legalservice trends are to balance the use of outside counsel and in-house counsel whilemeeting the Citys need to comply with the law and protect the interests of theorganization.

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

Legal

Q4 Budget Q4 Actual

Financial FY 12-13 FY 13-14 Q4 13-14 % spent $ remainLegal 250,395 479,719 466,530 97% 13,189

Performance FY 12-13 FY 13-14 Q4 13-14 FY 14-15 FY 15-16Resolve 100% of l itigationcas es without anypayment to plaintiff 100% 100% 100% 100% 100%

Provide advice on anestimated number ofagenda i tems per year 184 225 184 230 230Respond to 100% of legalrequests by negotiatedtarget date 100% 100% 100% 100% 100%



12/23

The key trend in the City Administrators Office is continuing to build capacity within theorganization to effectively meet the goals of the City Council and objectives of adopted policyplans. Performance measures demonstrate significant activity. The demand for Public RecordsAct requests is more than anticipated with the staffing approved in the adopted budget but amanagement process is in place to effectively process requests. Requests beyond the 10-daygoal are indicative of both the volume and complexity of requests.

$0$100,000$200,000$300,000$400,000$500,000

$600,000$700,000$800,000

City AdministratorOffice

Marketing and Eco Dev Community Services

City Administrator's Office

Q4 Budget Q4 Actual

Financial FY 12-13 FY 13-14 Q4 13-14 % spent $ remainCity Admini strator Office 683,905 703,571 749,385 107% (45,814) Marketing and Eco Dev 304,587 356,800 359,255 101% (2,455) Community Services 73,042 127,086 90,961 72% 36,125 General City Programs 3,279,796 4,340,512 3,968,226 91% 372,286

Performance FY 12-13 FY 13-14 Q4 13-14 FY 14-15 FY 15-16Conduct quarterlyoperational reviewmeetings 24 24 24 24 24Complete Departmentmanager performancereviews before due date 9 6 5 6 6

64/64 50/50 97/124 50/50 50/50

100% 100% 78% 100% 100%% of error free City Councilagendas 39% 80% 93% 100% 100%MarketingConde Naste Reader'sChoice rating/rank 77.6/10% 80/9 79/6 85/8 85/8Opt-in eblas t subscri bers 23,931 30,000 36,023 40,000 45,000 CarmelCalifornia.com webreferrals 539,752 550,000 164,464 550,000 550,000

% Public Records Actrequests processed within10 days



13/23

Key trends include: Rebuilding the Citys IT systems and human resources support tothe departments and developing policies and procedures for purchasing, financialactivities, contract management, and other internal services. Administrative Services isproceeding with Year One IT Strategic Plan activities, a 2014 Key Initiative.

Budget: There are no significant budget variances.

Performance: Data shows continued positive progress on closing out workerscompensation claims. The new safety training program continues to develop, nowindicating 60% of training versus 15% reported in the previous quarter.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

Administrative Services

Q4 Budget Q4 Actual

Financial FY 12-13 FY 13-14 Q4 13-14 % spent $ remainAdmin. Services 1,299,723 1,626,663 1,634,933 101% (8,270) Treasurer 2,600 2,400 2,400 100% -

Performance FY 12-13 FY 13-14 Q4 13-14 FY 14-15 FY 15-16% employee performancereviews completed on time 38% 95% 98% 95% 95%# of worker comp claims(new/open) 3/11 3/8 9/1 0/5 0/5Complete regular

workforce safety training - 80% 60% 85% 85%# of Budget Revis ions 16 10 9 10 10Respond to help desk ca ll s85% of the time within 1 hr - 90% 87% 95% 95%Resolve 90% of level 1 ITservice requests the sa meday - 95% 95% 95% 95%



14/23

Key trends include: There is stable work volume in the three divisions. A total of 65planning permit applications were received. The recently hired Building Officialcommenced work on June 9, and the building safety program is under development.There are a number of Planning Commission sub-committees set up to reviewing theCitys wine tasting policy, median lighting, awnings, dunes, and sign regulations

Budget: The Department budget variance is primarily a result of staffing changes andworkload increases necessitating an increase in contract staff.

Performance: Other than for signs, the vast majority of planning permit applicationsrequired more than two weeks for review. Typical turn-around times were 3 to 4weeks, and 90% were reviewed within 30 days. Code compliance response significantlyimproved during the 4th quarter as reported to the City Council in the monthly reports.

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

Community Planning & Building

Q4 Budget Q4 Actual

Financial FY 12-13 FY 13-14 Q4 13-14 % spent $ remain

Community Planning 578,670 935,185 1,003,141 107% (67,956)

Performance FY 12-13 FY 13-14 Q4 13-14 FY 14-15 FY 15-16Review all design reviewapplications forcompleteness within 2 weeks 85% 90% 42% 95% 95%Provide building permit plancheck corrections w/in 4 wks 90% 95% 90% 98% 98%Avg. 2 days from first codecompla int to investigation 75% 85% 90% 90% 95%Complete 100% ofinspections within threebusiness days of request 90% 95% 100% 98% 98%



15/23

Key trends include workplan alignment of department activities to meet the expectations of theCapital Improvement Plan, other policy plan objectives, and annual Key Initiatives. Completinga robust capital improvement plan is also a key department trend. The waste hauler franchiseservices negotiations culminated in the City Council adopting a franchise agreement. Thisquarter reflected the completion of seasonal activities, including restriping and repainting ofcurbs, parking stalls and other street markings; fuel abatement at Mission Trail Nature

Preserve; sand redistribution; replacement of new trash cans and maintenance of the treesquares downtown and the beginning of weekly charcoal cleanup. Other forest managementactivities included the removal of trees, stumps and ivy and the preventative pruning of trees,with the trend of removal of trees continuing.

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

Facilities Forest, Park, & Beach Public Works

Public Services

Q4 Budget Q4 Actual

Financial FY 12-13 FY 13-14 Q4 13-14 % spent $ remainFacilities 485,124 655,083 569,835 87% 85,248

Forest, Park, & Beach 464,608 506,636 432,430 85% 74,206 Public Works 1,106,307 1,244,797 1,263,558 102% (18,761) Engineering 4,914 10,613 10,800 102% (187)

Performance FY 12-13 FY 13-14 Q4 13-14 FY 14-15 FY 15-16Custodial expenditure persquare foot 0.95$ 0.85$ 0.62$ 0.80$ 0.80$% of City trees receivingpreventative mai ntenance 5% 7% 1.3% 10% 15%% of lane miles with aPavement Condition Indexof 70 or greater 56% 60% 56% 65% 70%Yards of material removedfrom City streets annuall y 750 775 96 800 825 Avg. rating of cleanl inessof beaches and parks(1=good and 5 = poor) - 3 3 2 2



16/23

Ambulance Trends remain steady with calls for service totaling 167 for the quarter with132 of those calls to areas within Carmel-by-the-Sea. Call income ended the yearslightly better than projected. Ambulance has all six staff positions filled.

Fire The primary trend is stability in service and response time. Fire responded to 167

calls for service within Carmel-by-the-Sea during the fourth quarter. The fire rescueboat is in service available for deployment along the Monterey Peninsula. Thedepartment is examining having an increased number of paramedics on the fire engines.

Police The trend in police is no change in Part One crime (property crime, burglary,larceny) and a decrease (-17%) in Part Two crime (assaults, vandalism, drugs). Therewas a continuing decrease in moving citations. Total calls for service were 3,377 upfrom 3,048 during the prior quarter. Calls for service related to beach fires droppedsignificantly as a result of the extra staffing on the beach devoted to beach fire

management.

$0$500,000

$1,000,000$1,500,000$2,000,000

$2,500,000$3,000,000$3,500,000

AmbulanceExpenditure

Fire Police

Public Safety

Q4 Budget Q4 Actual

Financial FY 12-13 FY 13-14 Q4 13-14 % spent $ remainAmbulance Revenue 695,016 657,525 668,266 102% (10,741) Ambula nce Expenditure 835,410 1,086,635 1,058,378 97% 28,257 Fire 1,766,835 2,039,181 2,044,727 100% (5,546) Police 3,006,845 2,967,910 3,023,512 102% (55,602)



17/23

Performance FY 12-13 FY 13-14 Q4 13-14 FY 14-15 FY 15-16Ambulance

% code-3 ambulance callswithin CBTS with a responsetime of 5 mins or less fromdispatch to arrival 95% 95% 97% 95% 95%% patients in need ofadvanced life support withinCBTS that receive treatmentwithin 5 mins or less fromambulance dispa tch to arri val 95% 95% 97% 95% 95%% full cardiac arrest patientswith a puls e upon deli very tothe hospital 40% 40% 33% 40% 40%Annual ambulance transportfee recovery rate 53% 53% 67% 53% 53%Fire

Total Fire expen per capita(excludes ambulance) 471.39$ 497.28$ 547.01$ 513.86$ 523.83$Annual % of code-3 fire callswithin CBTS with a responsetime of 5 mins of l ess fromdispatch to time of arrival 95% 95% 98% 95% 95%Annual % of structure fireswithin CBTS contained toroom or structure of origin 80% 80% - 80% 80%Annual compliance of 300 lifeand safety fire inspections 98% 98% 65% 98% 98%Police

Annual total police cal ls witha respons e time of 5 mins orless from dispatch to arrival 95% 95% 95% 95% 95%Average dispatch process time 45 sec 45 sec 2:08 45 sec 45 secStudent completion of theCarmel diversion program 90% 90% 90% 90% 90%Maintai n UCR Crimeclearance rate at or above 25% 25% 31% 25% 25%



18/23

The library has a positive budget variances as a result of fewer personnel expendituresthan anticipated. The Departments employee lost time rate of 3.43% remained steadyfrom what it was at the end of the third quarter. Performance data remains strongreflecting the key trends of increasingly strong customer satisfaction ratings and growthin library and program attendance. Activity highlights include:

The art appraisal project is underway as included in the adopted budget Year Two implementation of the Library Strategic Plan is underway Library programs are planned to return to Carpenter Hall for the upcoming

season

$0

$200,000

$400,000

$600,000$800,000

$1,000,000

$1,200,000

Library

Q4 Budget Q4 Actual

Financial FY 12-13 FY 13-14 Q4 13-14 % spent $ remainLibrary 954,747 986,177 915,425 93% 70,752

Performance FY 12-13 FY 13-14 Q4 13-14 FY 14-15 FY 15-16Total Circulation 145,000 148,000 153,227 151,000 154,000Program Attendance 3,000 3,150 4,307 3,300 3,500 Citizen rating of libraryservice 94% 94% 97% 94% 94%Citizen rating of publi cprograms 94% 94% 98% 94% 94%

Note: This Department Summary section reports on variances of actual expenditures compared to budget.The summaries differentiate timing variances from true variances. A timing variance is when an expenditureis anticipated in the adopted annual budget but does not occur at the anticipated time or on an evenquarterly basis (for example a one-time expenditure that occurs in the first quarter). A true variance is anexpenditure that is not anticipated in the adopted budget.



19/23

Website Update: The Website Redesign Procurement is approximately 68% complete.The RFQ for the Website redesign was issued and the City received fourteen proposalswhich are being evaluated. The Project is on schedule and it is anticipated that theapproval of a contract for web-design services will be on the September Council Agendafor approval.

Financial System Upgrades - Cloud-based: The ERP Finance/Payroll/ Human Resourcesprocurement process is 81% complete. The RFP was issued, vendor demonstrations andbid evaluations are underway. It is anticipated that the recommendation to awardcontract(s) will be on the September Council Agenda for approval. The project is onschedule.

Legislative Management Suite - Paperless Agenda: The Legislative management systemis 84% complete. The award of the contract for the legislative management systemincluding a citizen engagement component will be on the September City CouncilAgenda. The project is on schedule.

Network Spare/Replacement Equipment: A project plan for the implementation of thetechnology upgrades has been developed. EOC equipment has been ordered and

installation has begun. This project is 37% complete and is on schedule.

Permit Tracking software: Needs have been identified by Community Planning andBuilding and will be refined as the Building Safety program is staffed. AdministrativeServices is including this as a bid component in the overall system upgrade project.

Water Conservation Projects: Water conservation report presented to the City Councilin September. The water conservation plan consists of four elements: City Facilities &Operations, Identify Potential Sources for Additional Water, City Ordinances, and Public

Outreach. A water meter device was installed on the Del Mar tank on 1/2/14 to monitorthe volume of water flow as part of a possible future project between Cal Am and theCity regarding the use of City water from Del Mar spring. A test of the water quality ofthe spring had been completed in September 2013. Funding of approximately $10,000for additional projects remains.

Capital Projects



20/23

Art Appraisal: A request for proposal process to solicit appraisers to conduct the updateof the Citys appraisal and inventory of its artwork is complete. Selection of an appraiseris complete and work is scheduled to begin this Fall.

Park Branch Library Book Return: This project has been scoped and a solution identifiedto maintain service while making it easier for staff to ergonomically transport the books.This project anticipated donations to proceed and a potential donor has been identified.The Library Board of Trustees funded the Book Return in their FY 14/15 budget.

Park Branch Basement Restoration: As part of the facility use plan, City staff has beenworking with a facility assessment consultant to identify possible sources of waterinfiltration. Based upon investigative leak, exterior waterproofing of the building doesnot seem to be a feasible option. Instead, staff have identified options to mitigate

water penetration to the interior of the building to limit property damage from futureleaks including water detection alarms, sump pumps and floor drains and are contactedspecialized consultants for proposals.

Ambulance Lease Purchase: Lease expired in December 2013. The front line service lifeof the vehicle is anticipated until 2018 after which the vehicle is anticipated to serve as areserve unit.

Physio Control LifePak Cardiac Monitor/Defib: This project is complete and theequipment is in service.

Fire Engine Lease Purchase: Lease expires in December 2015. The service life of thevehicle is anticipated to exceed the five-year capital planning horizon.

Diesel Filter System: This project is complete and installed at the fire station.

Self Contained Breathing Apparatus: This is a grant funded project and grantapplications have been awarded. Equipment will be purchased by City of Montereyobviating the need for this as a City project. Project was postponed to meet the

updated 2014 requirements. The equipment has been received, staff are undergoingtraining, and the equipment will be placed into service for both Fire and Ambulance.

Parking Vehicle lease purchase: Lease expires in July 2013. The service life of thevehicle is anticipated to exceed the five-year capital planning horizon.



21/23

Parking Management Study: Field work of the parking study is complete and apresentation of the findings was presented to the City Council on November 5, 2013.Solutions that meet the Citys goals and policy objectives are being implemented. Thisproject relates to the 2014 Key Initiative described on page 3 of this report.

Kenwood Radio Purchase & Encryption: Radios have been acquired and encryptionsoftware is on hold this fiscal year to coordinate technology with partner agencies.

Street Sweeper Lease Purchase: Lease expires in July 2013. The service life of thevehicle is anticipated to exceed the five-year capital planning horizon.

Street and Road Projects: All segments (asphalt overlay, concrete pavement andsidewalk repairs) were completed on time and under budget.

Paint/Sign Truck: The paint/sign truck has been purchased and delivered. Roadrestriping and painting occurred in May.

Santa Fe & 4th Storm Drain: Storm drain relocation work has been completed andpaving has occurred. The project cost was within the approved budget.

Caterpillar Loader Lease Purchase: Lease expires in December 2013. The service life ofthe vehicle is anticipated to exceed the five-year capital planning horizon.

Bikeway Projects: City Council authorized professional services to help facilitate the

entitlement work needed for the Rio Park/Larsen Field Pedestrian and Bicycle TrailProject. The entitlement work is underway.

PD/PW Roof/Patio Replacement: Staff have received a proposal to conduct a structuralanalysis of the facility and are in the process of executing a professional servicesagreement to have this work performed. The report will outline any structural andnonstructural deficiencies as well as outline the feasibility of constructing additionalstories above the garage. Staff is developing a scope and contract with a qualifiedwaterproofing/roofing consultant to analyze the facility and suggest possible short andlong-term improvements.

Sunset Center Wood Patio Stage Replacement: Awaiting donor opportunity to fundproject or provide volunteer labor and donated material to complete. The project waspresented to the Sunset Board in April 2014 to highlight the partnership opportunity.



22/23

Forest Theater Renovation: Council will consider entering into a contract with anarchitect during the August meeting to develop schematic plans in order to rehabilitatethe facility.

City Hall Renovations: Recommendations regarding the interior redwood finish arebeing incorporated into a solicitation to perform the work. Preliminary design has begunand a space planning consultant has been retained to discuss space options andfurniture options.

Sunset Center Railing Replacement: Obtained proposals to develop plans andspecifications for bidding documents. Examining options to replace with chain link orother materials (estimated at $15,000-20,000) or with like material of solid, custom,powered coated railing (estimated at $40,000). The project is on the August agenda of

the Historic Resources Board to solicit input.

Tennis Court Renovation: The project has been designed, bid, and awarded by the CityCouncil. A pre-construction meeting is being scheduled with the contractor and theproject will commence in August.

Beach Stair Maintenance: Assessment by a structural engineer is underway.

Scenic Rd. Restrooms: Project was awarded by the City Council in April 2014.Construction is underway and anticipated to be complete by the end of October 2014.

4th Avenue Irrigation Meter: Pebble Beach Community Services District is continuing towork on obtaining a permit by State Department of Public Health. Once the permit issecured, the City will solicit bids for the installation of the meter.

Dunes Habitat Restoration: Public Services is identifying components of a work plan,seeking services of biologist/botanist and coordinating with Community Planning andBuilding on permitting.

City Hall Cistern: City staff is reviewing possible grant opportunities for this project. Afunding source has not been identified for this project.

Shoreline Assessment and Implementation: Staff is reviewing the qualifications ofsignage consultants and will retain a design expert to assist with shoreline signage.Installation of a wireless transmitter to improve irrigation of the Scenic Pathway is



23/23

anticipated to be complete by the end of August, to be installed once all of the ASBS DryWeather Diversion project work is completed.

Mission Trail Entrance: A landscape architect has been retained and is developing aconceptual plan.

Trash Can Refurbishment and Replacement: Old cans have been replaced with new onOcean Avenue.

ASBS Dry Weather Diversion: The project is anticipated to be complete by the end ofAugust. A second phase was incorporated based on the results of monitoring, includingthe installation of a CDS unit that will capture runoff and trash on Scenic and Eighth.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

W e b s i t e

F i n a n c i a l S y s t e m

L e g i s l a t i v e M g t

I T N e t w o r k

P e r m i t T r a c k i n g

W a t e r C o n s e r v e

A r t A p p r a i s a l

B o o k R e t u r n

L i b r a r y B a s e m e n t

A m b u l a n c e L e a s e

D e f i b u l a t o r

F i r e E n g i n e L e a s e

D i e s e l F i l t e r

B r e a t h i n g A p p a r a t u s

P a r k i n g V e h i c l e L e a s e

P a r k i n g M a n a g e m e n t

R a d i o s

S w e e p e r L e a s e

S t r e e t s

P a i n t T r u c k

S t o r m D r a i n

L o a d e r L e a s e

B i k e w a y s

P D / P W

R o o f

S C C O u t d o o r S t a g e

F o r e s t T h e a t e r

C i t y H a l l

S C C R a i l i n g

T e n n i s C o u r t s

B e a c h S t a i r s

B e a c h R e s t r o o m

4 t h A v e i r r i g a t i o n

D u n e s H a b i t a t

C i s t e r n

S h o r e l i n e A s s m n t

M i s s i o n T r a i l

T r a s h C a n s

A S B S D i v e r s i o n

% C

o m p

l e t e

Capital Project Completion

About this report format:

This report is produced quarterly to improve transparency and accessibility of the City of Carmel-by-the-Seas fiscal position andoperations. Popular financial reporting, such as this document, is to provide financial data in a form that is not confusing or discouragingto those unfamiliar with accounting and financial reporting. It is not enough that reports are written. People must be able to access them,read them, and understand them if government transparency and community engagement is to have meaning. Fiscal transparency can bedefined to involve ready access to reliable, comprehensive, timely, understandable, and comparable information on the Citys activities.With a user friendly, less technical discussion of City finances, the report is our way of showing the taxpaying public the value of their taxdollar and accomplishments of the City on the publics behalf. These reports are prepared quarterly and distributed in November,February, May, and August so the information can be used for effective public participation and enhanced accountability.

Date post:	03-Jun-2018
Category:	Documents
Upload:	l-a-paterson
View:	216 times
Download:	0 times

Quarterly Performance Report 08-05-14

Documents