Item 4.1 FY 13/14 Midyear Eval & Financial Amendments and Dept. GoalsOF PoW
�y City ®t Poway
COUNCIL AGENDA REPORT
r
APPROVED
APPROVED AS AMENDED ❑
(SEE MINUTES)
DENIED ❑
REMOVED ❑
CONTINUED
RESOLUTION NO. /�I�DOsr
DATE: February 18, 2014
TO: Honorable Mayor and Members of the City Council
Honorable Chairman and Members of the Successor Agency
to the Poway Redevelopment Agency
FROM: Tina White, Interim City Manager /Interim Executive Director qmu
INITIATED BY: Scott Edwards, Director of Administrative Serviceticl�
Peter Moote, Assistant Director of Administrative
Andrew White, Finance Manager
SUBJECT: FY 2013 -14 Midyear Evaluation and Financial Program Amendments
FY 2013 -14 Midyear Update of Department Goals and Objectives
Summary:
This report provides findings for FY 2013 -14 first half financial activity, and approves the midyear
budget amendments.
The General Fund is projected to close with an operating surplus of approximately $1.8 million. In
addition, one -time revenues of approximately $951,972 have been received due to the dissolution
of the former Redevelopment Agency. Staff recommendation includes appropriating the one -time
funds to the Community Facilities Projects fund, transferring the $641,251 balance of the Special
Projects Fund to Capital Equipment Replacement to address increased costs for fire apparatus,
and a discussion regarding an update to the City's Financial Policy to address post
Redevelopment conditions.
Recommended Action:
It is recommended that the City Council receive this report, adopt the attached resolution
approving the midyear budget amendments for FY 2013 -14, and provide direction regarding the
Financial Policy update.
Background:
FY 2013 -14 Adopted Budget
On June 18, 2013, the City Council approved the FY 2013 -14 Financial Program (Budget), which
projected $37.55 million in General Fund sources in support of $36.81 million for operations. The
adopted Budget reflected the elimination of the former Redevelopment Agency (Agency), with the
exception of revenues in the form of the City's share of distributions from the unobligated
remainder of the former Agency's tax increment.
Notable changes with adoption of the FY 2013 -14 Budget included: restoring funding for Economic
Development staffing and programming; further investment in technology, including website
1 of 30 February 18, 201 �J Item # 4.1
Mid -Year Budget Report
February 18, 2014
Page 2
upgrades and an agenda management system; partial restoration of funding for staff training; and
funding for 500 hours of additional part-time support for Community Services. Taking all changes
into account, a modest $742,000 operating surplus for the General Fund was projected at the time
of Budget adoption.
FY 2013 -14 1St Quarter Update
With the first quarter update presented on
General Fund revenues were anticipated
midyear adjustments to expenditures would
and benefit agreements, as well as incr
effective December 1, 2013.
Findings:
November 5, 2013, staff reported slight adjustments to
for the Midyear Budget. The report also cited that
be necessary to reflect the negotiated employee salary
eased costs associated with medical plan renewals
FY 2013 -14 Midyear
The midyear evaluation reflects the second consecutive year of overall stabilizing General Fund
revenues. The areas that continue to be the most challenging to project include sales tax and
distributions from the Redevelopment Property Tax Trust Fund ( RPTTF). For sales tax, staff is
limited to the first fiscal quarter of data at the time of preparing the midyear report. Coupled with
prior fiscal year actual revenue, which closed about 3% below last year's midyear projection, staff
is reducing projected sales tax in the current year by $406,000, or roughly 3 %. This reduction is
offset by projected increases of $295,000 in property tax and $180,000 in standard RPTTF
distributions. Additionally, the projected administrative allowance (attributable to the wind -down of
redevelopment) has increased by $335,000. Overall, General Fund operating sources are
estimated to increase by about $1.27 million over the adopted Budget.
The midyear recalculation of expenditures to reflect implementation of the employee agreements
and medical plan renewals came close to initial projections. Also, approximately $100,000 is
added for Public Works to cover the cost of channel cleanup attributable to equipment failure, and
additional investment in facilities maintenance. The City continues to realize savings from
implemented cost containment measures and, after adjusting for Development Services costs that
are offset by user fees, overall General Fund operating expenditures are virtually unchanged.
Other noteworthy items include the following:
Public Works Staffing
The breadth of responsibility and span of control for the Director of Public Works is
substantial. The department provides vital public health, safety and quality of life services
including water and sewer, streets, storm water and flood control, facilities, waste and recycling,
and parks, trails and open space maintenance, with a current workforce of more than 75
employees. Additionally, the director has played an increasingly responsible and active role in
regional issues such as indirect potable reuse and water pricing, and with regional agencies such
as the San Diego County Water Authority and the San Diego Metro Wastewater JPA. Recent
staffing changes, including the departure of the Utilities Administrator, present the opportunity to
return to an organizational structure that includes the position, of Assistant Director to Public
Works. Accordingly, the midyear budget reflects the elimination of the vacant Utilities
Administrator position and the re- establishment of the Assistant Director of Public Works position.
2 of 30 February 18, 20'i q Item # 4.1
Mid -Year Budget Report
February 18, 2014
Page 3
Poway High School Synthetic Tun` Replacement
Due to the age of the synthetic turf field at Poway High School, Poway Unified School District
(PUSD) will be replacing the turf in June 2014. The field was originally installed twelve years ago
via a joint project with the former Poway Redevelopment Agency, and PUSD is seeking the City's
assistance once again to complete the replacement. The total replacement cost is $300,000,
which would be equally shared by PUSD ($150,000) and the City ($150,000). With a Finding of
Completion issued to the City of Poway's Successor Agency in May 2013, the state Department of
Finance (DOF) has authorized the use of remaining Tax Anticipation Bond proceeds (TABS) for
eligible expenses. The Successor Agency has sufficient TABS available for this expense, and staff
recommends the appropriation of $150,000 at this time. The expense would be reflected as an
enforceable obligation on the next Recognized Obligation Payment Schedule (ROPS) to be
submitted to the DOF in March 2014.
Operatinq Surplus
After total uses of approximately $37 million, an operating surplus of approximately $1.8 million is
projected for the General Fund. The final results for FY 2013 -14 will be provided to Council with
the year -end closing report in October 2014. The Financial Policy section of this report provides a
discussion concerning post - redevelopment capital financing and a recommendation for the
General Fund operating surplus.
One -time Revenues
The City has received additional one -time revenue of $951,972, which is attributable to a state
required reconciliation of the Successor Agency's remaining fund balances. Following this
reconciliation, the state directed the Successor Agency to utilize approximately $4.4 million in other
funds on -hand to pay for ongoing enforceable obligations. This action resulted in- a $4.4 million
residual RPTTF distribution to taxing entities, with roughly 21.7% returned to the City of Poway as
a one -time distribution. Consistent with last fiscal year's non - recurring funds, staff recommends
setting aside the residual RPTTF distribution in the Capital Facilities Projects Fund for future
reinvestment in the Poway community.
Special Projects Fund
Staff is also recommending the appropriation of funds remaining in the Special Projects Fund,
which is currently $641,251. This balance represents sales -tax proceeds associated with the
expired tax - sharing agreement with Gateway, Inc. To date, use of these proceeds was limited to
the purchase of fire apparatus, consistent with the City's intent to limit use of the fund for one -time
investments. In recent years, the replacement cost of fire apparatus has risen significantly higher
than manufacturer product cost indexes, primarily due to more restrictive environmental
requirements. Appropriation of the Special Projects Fund balance and transfer to the Capital
Equipment fund would mitigate significant future increases to Safety Services' annual equipment
replacement expenditures.
Water and Sewer Funds
Based upon year -to -date activity, and assuming water consumption were to continue at its current
level, FY 2013 -14 water. consumption could exceed last year's total consumption. However, at the
time of preparing this report, the available water supply is under close scrutiny at both the state and
regional levels due to ongoing drought conditions. Given the potential for voluntary conservation
measures, staff is not recommending any changes to the midyear budget concerning water utilities.
3 of 30 February 18, 2011 Item # 4.1
Mid -Year Budget Report
February 18, 2014
Page 4
Between 2011 and 2012, the City Council reduced sewer commodity charges by 20 %, followed by
no rate changes in 2013. These actions have resulted in a reduction in the Sewer Fund balance
over time, as reserves supported operations and allowed absorption of increased Metro pass -
through charges. For FY 2013 -14, the Sewer Fund balance is projected to be reduced by $1.48
million. This is consistent with the City's plan for strategic use of the Sewer Fund balance to cover
a portion of annual operating costs pending the determination of the City's share of regional sewer
system improvements, now nearing the end of the planning stage.
The next rate workshop for water and sewer utility services is scheduled for December 2014, at
which any proposed rate adjustments would be reflected in a February 2015 public hearing for
rates effective March 2015.
Financial Policy
Beyond financing capital improvements and infrastructure, former redevelopment agencies were
major financial partners in economic development while funding shared administrative costs. With
the Agency's dissolution, the City has lost capital improvement monies in the form of bond
proceeds supported by property tax increment. To' replace the loss of property tax increment, the
City now receives General Fund operating revenue in the form of RPTTF distributions. Excluding
one -time residual RPTTF distributions that will cease as redevelopment winds down, the City's
ongoing annual RPTTF distribution is roughly $3 million, including the administrative cost
allowance.
The City's Financial Policy (Policy) was formed without contemplating such a significant structural
change in the City's finances. That said; by setting -aside one -time residual RPTTF distributions,
the City is adhering to the following tenet found in the Policy under Revenue Management:
One -time and non - sustainable revenues will be excluded as a source to fund
ongoing programs, debt service or other long -term obligations.
However, in its current form, the Policy does not address the ongoing General Fund revenue the
City now receives in the form of annual RPTTF distributions. Since these distributions are
intended to replace property tax increment used for both operating and capital improvement
programming, staff recommends adding a Policy statement to address this new revenue source.
Specifically, the statement would govern ongoing revenue received in' place of former Agency
financing tools, recognizing those revenues as a necessary substitute source for capital
programming to the extent needed for facilities and infrastructure revitalization. In practice, the
updated Policy would call for allocating a significant portion of our annual RPTTF distribution for
mid and long-term capital investment, recognizing the lack of any other sustainable source to meet
this need. Staff recommends applying this practice to the current year surplus, currently projected
at $1.8 million, which would be appropriated at year -end to a fund established for this purpose.
With Council's direction, staff would bring this matter to the Budget Review Committee for
discussion as part of their process for review and recommendations for the FY 2014 -15 Budget.
Goals and Obiectives
Departments have assessed their progress toward FY 2013 -14 goals. The updated Goals and
Objectives are attached to this report.
4 of 30 February 18, 201q Item # 4.1
Mid -Year Budget Report
February 18, 2014
Page 5
Midyear Adiustments
The attached resolution authorizes adjustments and appropriations to operating budgets.
Fiscal Impact:
This report is based on a comprehensive review of revenue and expenditure activity for all City
operations for the first six months of the fiscal year. The fiscal impacts are stated throughout this
report and as shown in the amending resolution.
Environmental Review:
This action is not subject to CEQA review.
Public Notification:
None
Attachments:
1. City Budget Amendment Resolution
2. Goals and Objectives Update
5 of 30 February 18, 201t) Item # 4.1
RESOLUTION NO. 14-
A RESOLUTION OF THE CITY COUNCIL AND SUCCESSOR AGENCY TO THE
POWAY REDEVELOPMENT AGENCY OF THE CITY OF POWAY, CALIFORNIA
APPROVING MIDYEAR AMENDMENTS TO THE CITY'S FINANCIAL PROGRAM
FOR FISCAL YEAR 2013 -2014
WHEREAS, on June 18, 2013, the City Council of the City of Poway adopted
the Poway Financial Program for Fiscal Year 2013 -14; and
WHEREAS, a midyear review of revenue and expenditure activity has
determined that certain amendments to the Fiscal Year 2013 -14 Poway Financial
Program are necessary.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Poway
as follows:
Section 1: The additional appropriations listed in Exhibit "A" and authorized by
Resolution No. 14- are to be made.
PASSED, ADOPTED, AND APPROVED by the City Council of the City of Poway
at a regular meeting this 18th day of February, 2014.
ATTEST:
Sheila R. Cobian, CMC, City Clerk
Attachment 1
Don Higginson, Mayor
6 of 30 February 18, 201; Item # 4.1
Resolution No. 14-
Page 2
STATE OF CALIFORNIA )
) SS
COUNTY OF SAN DIEGO)
I, Sheila R. Cobian, City Clerk of the City of Poway, do hereby certify under
penalty of perjury that the foregoing Resolution No. 14- was duly adopted by the
City Council at a meeting of said City Council held on the 18th day of February, 2014,
and that it was so adopted by the following vote:
AYES:
NOES:
ABSENT:
DISQUALIFIED:
Sheila R. Cobian, CIVIC, City Clerk
City of Poway
Attachment 1
7 of 30 February 18, 204 Item # 4.1
Resolution No. 14-
Recommended Midyear Adjustments to Financial Program for Fiscal Year 2013 -14 Page 3
Operating Budgets
;Administrative Services
Division',
-'Fund`
Account
I
'Amount
Human Resources (0101
General Fund (100)
1110
Regular Salaries
20,200
Finance (0103)
General Fund (100)
1110
Regular Salaries
4,000
1300
Benefits
2,000
Information Technology (0104)
General Fund (100)
1110
Regular Salaries
7,000
Support Services (0106)
General Fund (100)
2110
Gas & Electricity
! 9,170
4308
Equipment R & M
8,260
Equipment Replacement (0108)
Equipment Replacement (611)
6104.
Autos & Trucks
179,500
Total Administrative Services
230,130
Benefits
480
z.,C6mmunity5ervices
Division
Fu'n'd. -
Account
°-
Amount
_
Director (0200)
General Fund (100)
1110
Regular Salaries
7,960
4120
Other Contractual Services
15,000
Recreation (0201)
General Fund (100)
1110
Regular Salaries
1,480
1130
Part Time Salaries
3,330
1300
Benefits
2,980
Old Poway Park (0205)
General Fund (100)
2110
Gas & Electricity
3,840
4120
Other Contractual Services
1,810
4822B
Computer Hardware <$1,000
260
4904
Community Relations
16,200
Interpretive Services (0207
General Fund (100)
1300
Benefits
1,000
Community Park (0208)
General Fund (100)
4118
Leisure Services
9,260
7625
Leisure Contracts Program Revenue
19,760
Total Community Services - Expenditures
I 63,120
Total Community Services - Revenues
19,760
Services �.
Planning (0301)
General Fund (100)
1110
Regular Salaries
8,590
1130
113art Time Salaries
23,630
Building & Safety Inspection (0303)
General Fund (100)
1706
Building Inspection Fees
180,750
7734
Building Inspection Fee Revenue
241,000
1707
Building Inspection Fees Other
52,000
7740
Building Inspec. Fees Other Revenue
52,000
Capital Improvements (0304)
General Fund (100)
1110
Regular Salaries
7,050
1197
Labor Redistribution
7,460
1300
Benefits
6,830
Land Development (0305)
General Fund (100)
1110
Regular Salaries
14,920
1300
Benefits
480
Engineering Inspection (0306)
(General Fund (100)
1110
Regular Salaries
5,960
11300
Benefits
940
Total Development Services Expenditures
308,610
Total Development Services Revenues
293,000
8 of 30 Exhibit A February 18, 201q Item # 4.1
Resolution No. 14-
Recommended Midyear Adjustments to Financial Program for Fiscal Year 2013 -14 Page 4
Public.Woriks
Division •,: ,
Fund _
Acciunt
Amount• '
Director (0400)
lGeneral Fund (100)
11130
(Regular Salaries
30,750
1130
Part Time Salaries
15,600
Utility Systems O & M (0401)
Water Fund (510)
6199
(Other Equipment
5,960
Water Supply, Treatment (0402)
Water Fund (510)
j
1110
j Regular Salaries
15,000
1300
;Benefits
19,000
2140
IPurnping
33,190
4120
Other Contractual Services
47,250
Sewer Pumping/Disposal (0403)
Sewer Fund (520)
i
1726
Ispecial Studies
71,260
5740
jRefunds
22,500
Water Transmission /Dist (0404)
Water Fund (510)
12900
Trash Removal
20,420
Maintenance Operations (0410)
Water Fund (510)
4928
[Uniforms & Laundry
340
5730
Intergovernmental Fees
630
Storm Water & Flood Control (0412)
!Drainage (231)
j
1110
lRegular Salaries
6,300
1140
Overtime Salaries
3,900
1300
Benefits
9,700
2900
Trash Removal
7,000
4120
Other Contractual Services
35,000
4760
Operating Supplies
2,500
4928
!Uniforms & Laundry
810
(6199
`Other Equipment
2,380
Environmental Programs (0417)
General Fund (100)
1300
JBenefits
7,000
Facilities Maintenance (0419)
General Fund (100)
1110
Regular Salaries
2,750
4120
Other Contractual Services
13,610
4304
Building R & M
20,230
4720
Janitorial Supplies
15,600
4899
10ther Equipment < $1,000
310
Landscape Maint. District Admin (0420)
Assessment District Admin. (261)
1110
Regular Salaries
1,290
LMD 83- 01(0421)
i
LMD 83 -01 Fund (263)
2730
Treated Water
14,750
4120
Other Contractual Services
15,380
4770
Landscape Supplies
5,580
LMD 86 -03 (0422) 1LMD
!
86 -03 Fund (264)
2730 ITreated
Water
26,250
4120 !Other
Contractual Services
10,040
4770 {Landscape
Supplies
5,820
4932
Advertising
230
LMD 86 -02A (0423)
[
LMD 86 -02A Fund (265)
2730
Treated Water
1,800
4116
Landscape Maintenance
1,430
4770
Landscape Supplies
440
LMD 86 -03A (0424) 1LMD
i
86 -03A Fund (267) 12730
-Treated
Water
6,060
4120 [Other
Contractual Services
270
LMD 86 -02B (0426)
LMD 86 -02B Fund (266)
2730 (Treated
Water
2,010
LMD 86 -03B (0428)
LMD 86 -03B Fund (268)
2730
Treated Water
1,680
LMD 83 -01C (0429)
j
LMD 83 -01C Fund (271)
2730 [Treated
Water
640
4120 [Other
Contractual Services
820
Total Public Works Expenditures I
503,480
9 of 30 Exhibit A February 18, 201'41 Item # 4.1
Resolution No. 14-
Recommended Midyear Adjustments to Financial Program for Fiscal Year 2013 -14 Page 5
Safety Services _
Division _'. -
_, Fund-
Account
t.`•
., Amount . -.
Director (0500)
General Fund (100)
1110
lRegular Salaries
6,530
Fire Suppression (0501)
General Fund (100)
2110
Gas & Electricity
14,220
4120
Other Contractual Services
9,500
Fire Prevention (0502)
General Fund (100)
4112A
Building Inspection
46,970
7753
Safety Services Plan Check Fees
73,610
Paramedics (0503)
lGeneral Fund (100)
4740
Medical Supplies
41,100
Law Enforcement (0504)
IGeneral Fund (100)
6199
Other Equipment
7,960
Total Safety Services Expenditures
126,280
Total Safety Services Revenues
73,610
Teansfeirs /Loans
Transfer /Loan from-Fund
Transfer /Loan To Fund
Amount
General Fund (100)
Transnet 70% Fund (223A)
(150,000)
General Fund (100)
Capital Improvement Fund (106)
951,972
Special Projects Fund (102)
Equipment Replacement Fund (611)
641,251
Community Services Trust Fund (716)
Library Endowment Fund (712)
17,924
Total Transfers /Loans
I 1,461,146
'Capitallmproyemenf`Projects
/Programs
-
Project Descnption_
Fund
Proj #.
,`
1 Amount
Housing Park Grant Project
Facilities Repair /Replacement (617)
1631B
9,780
Poway High Sports Field Turf
Poway SA 2003 TABS (720D)
56548
150,000
Law Enforcement Equipment
Asset Forfeiture (718)
1152A
2,450
Law Enforcement Equipment
CLEEP Fund (256)
1152B
1,871
2010 Winter Storms
General Fund (100)
1180A
4,632
Cert Program
General Fund (100)
1187A
7,500
FY 13 -14 ADA Project
CDBG (241)
15481
1,994
HomeShare Program
CDBG (241)
5961G
4,000
Valle Verde Traffic Calming
General Fund (100)
12006A
(13,316)
Valle Verde Traffic Calming
Street Development (222)
12006B I
(48,278)
Valle Verde Traffic Calming
State Grants (242)
12006C
(45,394)
I
Total Multi -Year Programs & Capital Improvements
75,238
10 of 30 Exhibit A February 18, 201 � tem # 4.1
CITY OF POWAY
Organizational Goals and Objectives
2013 —2014 Midyear Update
To be completed through collaborative efforts by the City Manager,
individual departments, and the entire organization.
1. Administer the Dissolution Process of the City's Former Redevelopment
Agency.
The City Manager's Office will continue to lead the effort to manage the
dissolution of the former Redevelopment Agency. In coordination with the
Oversight Board, prepare and implement the Successor Agency's Long Range
Property Management Plan (LRPMP), including the strategic and efficient
disposition of assets.
Status: The Oversight Board approved the Agency's Long Range Property
Management Plan on September 25, 2013 and staff submitted it to the State
Department of Finance on November 15, 2013. We are still awaiting a
determination on the Plan. Once a determination is received, a disposition plan
will be considered. Additionally, staff will seek Oversight Board approval in
February 2014 of outstanding loan agreements between the former
redevelopment agency and the City. AB 1484 allows such loans to be repaid
(over time) upon a finding by the Oversight Board that the loan was for
legitimate redevelopment purposes.
2. Website and Information Systems Update
Update the City's website, including an updated homepage to improve
functionality, design and increase the amount and quality of information
available to the public. This effort will also include a new mobile -ready format
for the increasing number of smart phone users. In addition to overall website
improvements, the City will launch new social media sites (e.g. Facebook and
Twitter) to enhance the City's communication with the community.
Status: Following the Request for Proposals (RFP) process, the City selected
CivicPlus for the implementation of a Government Content Management System
(GCMSO). CivicPlus will design a new website for both the main City webpage
and the Poway Center for the Performing Arts. Using the GCMSO, the City's
website will function more reliably with current Internet browsers and will also
include responsive design features to address the increasing number of mobile
users (e.g., smartphone, tablet computers). The project is expected to begin in
February 2014, with completion by August 2014.
The City launched social media in early November via Twitter and Facebook to
announce community events, job openings, city hours and other news. To date,
there have been more than 200 "likes" on Facebook, and more than 100
followers on Twitter.
11 of 30 February 18, 20tQ Item # 4.1
3. Advocate for Protection of Revenues and Local Control
The City will monitor State and Federal legislation that could potentially affect
the City of Poway's operations and municipal affairs. In addition to the
protection of local revenues and local land use control, staff will follow special
bills of interest which include efforts to expand infrastructure financing districts
and /or additional authorizations for public - private partnerships in order to spur
economic development. The City will also carefully watch for potential
legislation to clarify or alter the way in which ABx1 26 and AB 1484 are
implemented, including procedural changes and clarifications as implementation
issues arise.
Status: While the State has finally achieved a balanced budget, it has only been
achieved through the destruction of Redevelopment and through seven years of
new tax revenues provided by Proposition 30. Wisdom and prudence should be
the order of the day given the extent of the State's long -term liabilities. These
liabilities include past borrowing, deferred infrastructure maintenance,
underfunded retirement obligations, and the cost of bond payments.
It remains critical to protect City revenues and defend local control through
monitoring and advocating legislation. The City actively participates in League
of California Cities legislative activities including providing staff representation
on the League's Policy Subcommittee. In addition, this past year City staff
advocated in support of AB 564 to uphold the Finding of Completion provided by
the Department of Finance as final.
4. Strengthen Poway's Pro - Business Environment
Continue to work closely with the Poway business community, and those looking
to relocate in Poway, to ensure personal attention and speed -to- market. Staff
will continue to provide companies with information, assistance, and focused
problem solving to strengthen the business community.
Status: In September 2013, the City hired an Economic Development Manager
to oversee the Economic Development division of the City Manager's office.
The Manager is working closely with the Poway business community and has
provided personal attention for companies in the form of information, assistance,
and focused problem solving.
Since September, 31 businesses have been contacted and provided with
individualized information on available business assistance resources such as
sales tax exemptions, strategic business -to- business contacts, and no -cost
trainings. Additionally, staff has been able to identify opportunities and
resources for Poway businesses through strategic outreach. These resources
include government contract opportunities, utility cost savings, increased
internet exposure and industry support.
The Economic Development Manager has also promoted Poway's strategic
business advantages and location opportunities through a number of
12 of 30 February 18, 2014 Item # 4.1
communications channels. Such promotional venues include a radio show,
publication of an online newsletter and presentations to business groups and
industry associations. In January 2014, the Economic Development Manager
facilitated the San Diego North County Economic Development Council bus tour
to several Poway businesses for a group of journalists.
13 of 30 February 18, 201 Item # 4.1
CITY ATTORNEY
Goals and Objectives
FY 2013 -14 Midyear Update
1. To Remain Accessible and Responsive to City Officials and Staff
a. Provide office hours two afternoons per week;
b. Attend Directors' meetings when necessary or appropriate;
c. Provide access to the City Attorney for advice and consultation by electronic
mail, telephone and fax at times not conducting City Hall office hours;
d. Provide all requested advice in a timely manner, based on the urgency of the
request; and
e. Identify for the City Council and the City Manager one or more responsive
and responsible deputy city attorneys to assist the City in the absence of the
City Attorney.
Status: Each of these goals has been achieved for the first half of the Fiscal
Year. Responses to inquiries are timely; relationships with City staff are strong
as a result of accessibility and responsiveness. Deputy City Attorney Michael
Reid has become more involved in City business and with City staff, and has
successfully filled in for the City Attorney in office hours and one City Council
meeting, when the City Attorney was unable to attend.
2. Expedite Municipal Code Updates
Draft ordinances to update and supplement key provisions of the Municipal
Code in response to changing legal requirements and operational needs. Of
particular focus will be updates to the City's ordinances that are outdated or no
longer relevant through changes in State laws (e.g., the elimination of the
Redevelopment Agency).
Status: This objective has been minimally met during the first half of the Fiscal
Year. However, the City Attorney has been working closely with Staff to develop
an ordinance to a present to the community and the City Council to attempt to
address changes to limitations on amateur radio antennas. Work has also
commenced (1) to amend the City's massage therapist ordinance, and (2) to
amend the City's Municipal Code to regulate the possession and use of
electronic cigarettes in specific buildings, parks, and trails. It is also anticipated
that before the end of the current Fiscal Year the office will bring to the City
Council an ordinance to extend the prohibition of medical marijuana
dispensaries to include mobile dispensaries.
3. Provide Litigation Updates
Provide the City Manager and City Council with written updates regarding the
status of all active litigation, including those involving the City, the City as the
successor agency to the Poway Redevelopment Agency, and the Poway
Housing Authority, on a quarterly basis.
14 of 30 February 18, 201LI Item # 4.1
Status: Quarterly litigation updates to the City Council have been completed in
a timely manner.
4. Provide Legal Review and Advice
Monitor changes in the law affecting the City and provide the City Manager and
City Council with written updates on an as needed basis. When appropriate,
updates and training can be provided in a workshop setting. The City Attorney
will also follow up with any necessary implementation for new laws that affect
City operations.
Status: The first half of this Fiscal Year saw a limited number of significant
changes to State laws. A change to the Brown Act requiring the public
announcement of each vote of the City Council was identified, announced to the
City Council in a public meeting, and implementation was ready for the first City
Council meeting in January.
5. Municipal Code Enforcement
Act on cases referred by Code Compliance involving code violations that need
additional review to obtain compliance. Remedies such as civil lawsuits and
nuisance abatement will be used to gain compliance in the case of serious
violations that cannot be resolved through more informal means.
Status: The office continues to provide support to staff in handling code
enforcement matters. Once again, significant enforcement efforts have occurred
in the prosecution of the City's "social host" ordinance, where adults in control. of
homes allow minors to consume alcohol, and are cited by the Sheriff's
Department. Prosecutorial discretion is exercised after appropriate consultation
with the City Manager's office.
6. Comprehensive Modification of Basic City Contracts
Completely review the basic City contracts for public works, professional
services, right -of -way access, encroachment permits, and others, to improve on
their format and substantive provisions.
Status: This goal is ongoing, being most effective on a contract -by- contract
basis, and with the assistance of those on the City staff charged with
preparation of contracts and agreements. It remains, however, an important
task for the second half of the Fiscal Year.
15 of 30 February 18, 2014 Item # 4.1
ADMINISTRATIVE SERVICES DEPARTMENT
Goals and Objectives
FY 2013 -14 Midyear Update
1. Council Meeting Video Archive
Coordinate with the City Clerk's Office to implement video archiving and
indexing for the City's website, allowing the public to access and view past City
Council meetings and review actions taken.
Managed by: Brad Rosen, Information Technology Manager
Sheila Cobian, City Clerk
Status: Following a Request for Proposals (RFP) process, the City has selected
Swagit Productions, LLC (under a contract with Novus Agenda) to implement
Council meeting video archiving. Implementation is currently underway with the
goal of having the system operational by June 2014.
2. Council Meeting Agenda Management
Coordinate with the City Clerk's Office to implement Legislative Management
software to provide comprehensive and automated tools for managing City
Council meeting agenda processes, including the ability to track agenda items;
enhance organization; improve storage and retrieval of electronic
documents; provide consistent workflow to publish agenda and minutes
documents on -line; and ensure records availability for the public.
Managed by: Brad Rosen, Information Technology Manager
Sheila Cobian, City Clerk
Status: Following a Request for Proposals (RFP) process, the City selected
Novus Agenda ( Novus) to implement Agenda Management software. Novus
software is web - based, and it will streamline the City's agenda creation and
management process through more efficient workflow and enhanced tracking.
Implementation is currently underway with the goal of having the system
operational by summer 2014. Once operational, training will be provided to City
staff on the use of the new system.
3. UUggrade City Website
Upgrade the City's website and content management system, including an
updated homepage to improve functionality and design, a mobile -ready format,
customer relations management, homepage module editing, social media, an
improved search engine, file and page management, and page editing.
Managed by: Brad Rosen, Information Technology Manager
Status: Following the Request for Proposals (RFP) process, the City selected
CivicPlus for the implementation of a Government Content Management System
16 of 30 February 18, 2014 Item # 4.1
(GCMS®). CivicPlus will design a new website for both the main City webpage
and the Poway Center for the Performing Arts. Using the GCMS®, the City's
website will function more reliably with current Internet browsers and will also
include responsive design features to address the increasing number of mobile
users (e.g., smartphone, tablet computers). The project is expected to begin in
February 2014, with completion by August 2014.
4. Utility Billing System Implementation and Public Awareness
Complete the conversion to the new water and sewer utility billing system,
including a public information campaign and the implementation of electronic
banking services used by "Customer Connect," the web -based customer service
portal for on -line payments, consumption information, and account
management.
Managed by: Peter Moote, Assistant Director, Administrative Services
Lorie Hamilton, Customer Services Supervisor
Status: The City's new utility billing application, NorthStar, is scheduled to go-
live in January 2014. Using the new system, the City anticipates the
implementation of a revised utility bill format. The new bill format will provide
customers with more information and include a graphical depiction of their water
consumption. Additionally, a web -based customer service portal (with an
improved, highly integrated electronic banking component) is anticipated to be
available for customers by the end of the fiscal year.
5. Former Redevelopment Agency Asset and Property Disposition Process
Implement the timely disposition of assets and properties of the former Poway
Redevelopment Agency as directed by the Oversight Board.
Managed by: Scott Edwards, Administrative Services Director
Andrew White, Finance Manager
Status: In September 2013, staff submitted a Long Range Property
Management Plan ( LRPMP) to the Oversight Board, and subsequently to the
State Department of Finance (DOF) in November 2013. DOF review of the
LRPMP is still pending. Once DOF review and approval are secured, the City
can move forward to develop a disposition strategy.
6. Hiring Process Automation
Implement an online certification and notification system, allowing hiring
departments to receive eligibility lists and applications on -line, schedule
interviews online, and send notifications to applicants via electronic mail.
Managed by: Lisa Torres, Human Resource Manager
Status: The City has implemented NEOGOV as its Human Resources
17 of 30 February 18, 20VA- Item # 4.1
Management System, with on -line enhancements that include: publishing class
specifications via the City's website; posting job openings and accepting job
applications; generating e-mail notices to applicants; and creating and routing
position requisitions. Staff anticipates the implementation of an online hiring
managers' portal by the end of the fiscal year, which would include further web -
based enhancements for the hiring process such as accessing referred
applicants; updating an applicant's status; and generating notices and
scheduling interviews.
18 of 30 February 18,201Y Item # 4.1
COMMUNITY SERVICES
DEPARTMENT
Goals and Objectives
FY 2013 -14 Midyear Update
1. Promote Teen Programming
Provide opportunities for Poway's teen population, 12 -15 years of age, to
recreate, participate in positive activities, and grow their leadership abilities.
Promote teen programming, such as supervised sessions at the Skate Park,
lifeguard and Counselor -in- Training programs, teen -only activities, and volunteer
opportunities.
Managed by: Robin Bettin, Director of Community Services
Belinda Romero, Community Services Manager
Status: Teen programs consist of exciting new activities and repackaged
current offerings at diverse locations, such as the gymnasiums, Lake Poway, the
Skate Park, and the Swim Center. From July through December 2013, the
department offered two Teen Night Out events, one teen special event, 47
contract camps and 66 contract classes geared towards teens, 45 supervised
bike sessions, and one late -night bike session.
Several other teen programs are planned for the remainder of the fiscal year
including three Teen Night Out events, two teen special events, a teen
excursion trip, many more contract camps and classes, 49 supervised bike
sessions, three late -night bike sessions, and a Youth Fishing Derby.
In addition, the department offered Lifeguard training and Counselor -in- Training
programs for teens. These programs are designed to provide youth with an
opportunity to develop leadership skills and potentially help them compete for
future aquatics and recreation jobs.
Staff has been marketing teen programs through the Poway Unified School
District and at the Poway Library. In addition to marketing, the City will be
partnering with the Library in February to host a Teen Mystery Night.
Additionally, staff has planned presentations to the After School Education and
Safety (ASES) programs and to 5th grade classrooms to market teen
programming opportunities.
To date, 149 teens have gained valuable experience while participating in
positive activities through volunteering 641 hours at various special events and
program sites.
19 of 30 February 18, 2014 Item # 4.1
2. Use Technology to Enhance Marketing
Increase the use of the internet to enhance marketing of programs and services
for the public. Develop and implement a social media presence.
Managed by: Robin Bettin, Director of Community Services
Belinda Romero, Community Services Manager
Status: The City launched social media in early November via Twitter and
Facebook to announce community events, job openings, city hall hours and
other news. To date, there have been more than 200 "likes" on Facebook, and
more than 100 followers on Twitter.
The department utilizes Constant Contact email newsletters to disseminate
information about City programs and classes, which has over 500 contacts.
Staff is in the process of reorganizing and reformatting the Community Services
web pages on the City website. This will make it easier to locate information
about events, facility rentals, and program offerings, and pave the way for a
more efficient transition to new content management software.
Youth and adult sports organizations in Poway were transitioned to an online
field request reservation system, which has resulted in a more efficient process
for both the sports organizations and the City.
3. Coordinate Facility Reinvestment Projects at Parks
Coordinate with the Public Works and Development Services Departments to
ensure the smooth operation of park facilities while major park improvements
are being completed.
Managed by: Robin Bettin, Director of Community Services
Belinda Romero, Community Services Manager
Status: Removal and replacement of fencing and barbecues throughout Old
Poway Park was completed with minimal impact to park patrons and no impact
to wedding rentals. Departments coordinated work to keep park areas open to
the public while other areas of the park were under construction.
Departments successfully coordinated the completion of many improvements at
Community Park with little or no impact to park activities. The Improvements
included: construction of a rentable gazebo; renovations of the bocce court and
baseball fields; resurfacing of the tennis and basketball courts; and painting at
the Poway Senior Center and Swim Center. Furthermore, the installation of new
operable partition walls in the Poway Senior Center will be scheduled to
minimize impacts to daily operations.
Community Services and Public Works have coordinated to ensure that the
Request for Proposal for the needs assessment study for capital repairs and
replacement at the Swim Center was comprehensive and complete. The
departments will continue to work together to prioritize projects, request funding
as needed, and schedule work to minimize the impact on services to the public.
20 of 30 February 18, 2014 Item # 4.1
4. Prepare Operational Estimates for the Community Center
Develop a staffing plan and operational estimates for the future
community center, including costs and revenue projections from both rental and
program opportunities. Work with Development Services to continue the design
process, and bring a conceptual plan forward to the City Council.
Managed by: Robin Bettin, Director of Community Services
Belinda Romero, Community Services Manager
Greg Sundberg, Senior Recreation Supervisor
Status: The department has developed a tentative operations plan for the
proposed Michael P.Cafagna Community Center, including estimated staffing,
operation and maintenance costs, and revenue.
On December 3, 2013, the City Council held a workshop regarding the
schematic design of the proposed community center. The City Council
authorized the completion of the schematic design work.
5. Provide Special Events and Community Programs
Provide safe and secure opportunities to gather, and further strengthen a sense
of community by hosting special events and programs. Partner with businesses
and organizations for special events. Examples include: Christmas in the Park,
fishing derbies, Art in the Park, and Nature Programs at the Blue Sky
Amphitheater.
Managed by: Robin Bettin, Director of Community Services
Belinda Romero, Community Services Manager
Status: Volunteer and financial support have made it possible for the
Community Services Department to enhance community events and
programming. Convenient access to events is provided through a Community
Services Department agreement with the Metropolitan Transit System (MTS) for
shuttle services.
Attendance at Christmas in the Park, an Old Fashioned Fourth of July, and the
Rendezvous in Poway held at Old Poway Park surpassed last year's numbers.
Two Sharp Memorial Summer Concert Series performances were held at Old
Poway Park and three at Lake Poway.
Lake Poway also hosted three sold -out family campouts. Additionally, both the
Lake Poway Summer Day Camp and Counselor -in Training programs filled up
quickly.
This year, a new Nature Hunt was offered at the Blue Sky Ecological Reserve.
In addition, the City and Friends of Blue Sky Canyon co- sponsored a new Solar
Walk/Stargazing event, and is planning a Reptiles Rock event, both of which
were made possible through a grant from SDG &E.
21 of 30 February 18, 201 .14 Item # 4.1
The Swim Center hosted a summer Swim -in- Movie. Community Park offered
Movies in the Park, Kid's Night Out, Art in the Park, teen events, and supervised
youth skate and bike sessions for approximately 3,000 participants. With an "all -
new" event feel in mind, Winter Festival took place in January 2014, and
attendance significantly exceeded prior years. The department partnered with
the Poway special needs community and offered a Winter Festival event for
children and adults with special needs and their families prior to opening to the
general public. Volunteers that work directly with special needs individuals
assisted throughout the event.
6. Volunteer Administration
Provide volunteers an opportunity to be involved in the community and feel
rewarded by their service. Work closely to ensure volunteers receive training to
provide friendly, informed, and professional services. Coordinate with the
Human Resources Division to update volunteer policies and procedures, and
streamline the application process. Ensure partner agreements are updated.
Managed by: Robin Bettin, Director of Community Services.
Belinda Romero, Community Services Manager
Status: On a monthly basis, staff meets with the Old Poway Park Action
Committee to update volunteers on important park - related items,- brainstorm for
upcoming events, coordinate participation, and receive feedback from
volunteers. In addition, staff meets monthly with the Friends of Blue Sky Canyon
and Friends of the Kumeyaay and facilitates monthly meetings with the Blue Sky
docents. Eleven new trainees took part in Blue Sky's eight week docent training
program. Four new docents took part in the Kumeyaay -lpai Interpretive Center
docent training program.
In August, the City hosted the Annual City in The Country Volunteer
Appreciation Picnic at Old Poway Park for over 550 volunteers and guests.
Volunteers were thanked at the picnic for their time and talents for the
betterment of the Community. In addition, the department will facilitate a
Reserve Park Ranger training session in the spring for new volunteers, and will
provide Hazard Communication training to the Poway Midland Railroad
volunteers.
22 of 30 February 18, 2014 Item # 4.1
DEVELOPMENT SERVICES
DEPARTMENT
Goals and Objectives
FY 2013 -14 Midyear Update
1. Poway Road Corridor Study
Prepare a Corridor Study that will address transportation and land use issues
along Poway Road. The Corridor Study will include two components: 1) a traffic
study that will analyze traffic volumes and capacity, turning movements,
driveway access, and medians; and 2) amend the Poway Road Specific Plan to
address land use, design and economic development of the land bordering
Poway Road. This effort will take approximately 18 months to complete.
Managed by: Steve Crosby, City Engineer
Rich Whipple, City Planner
Status: A Request for Proposal (RFP) to identify a qualified consulting firm to
assist with the Poway Road Corridor Study is underway and expected to be
issued in February 2014. Staff expects to identify the best qualified consultant
and take a professional services agreement to the City Council for consideration
in April 2014.
2. Buildina Division Public Outreach
Revamp the Building Division web content so that customers can easily find
relevant information and find answers to the most common questions.
Applications, code requirements, fact sheets, and general information will be
available on the Building Division webpage and linked to a user - friendly home
page.
Managed by: Bob Manis, Development Services Director
Rich Whipple, City Planner
Status: Full implementation of the updated Building Division web page will be
completed by March 2014. A draft has been completed and is currently
undergoing internal beta testing. Some components of the new web page are
already available on -line, such as new kitchen remodel and residential addition
information sheets, and monthly posting of building permit applications received
and permits issued.
3. Update the Floodglain Development Permit Regulations
Complete an update to the City's Floodplain Development Permit Code section
of the Municipal Code to clarify the distinction between major and minor
Floodplain Development Permits and procedures for obtaining both types of
permits. These updates are expected to be complete by the end of 2013.
Managed by: Steve Crosby, City Engineer
Status: This project is now scheduled for completion by the end of June 2014.
23 of 30 February 18, 2011 Item # 4.1
4. Open Space Acquisition Program
Develop a program for acquiring open space lands with mitigation fees that are
collected from approved developments. The program will include a list of
potential properties, criteria for acquisition, and prioritization. The initial list of
properties will be completed by August 2013, and the full program drafted by
October 2013.
Managed by: Rich Whipple, City Planner
Status: This work is underway, with the initial list of properties to be completed
by February 2014, and full program drafted by April 2014.
5. Capital Improvement Project (CIP) Program
Complete construction of active CIP projects, begin construction of projects
currently in design, and identify new projects.
Design of the Michael P. Cafagna Senior Center and Community Facility and
development of a financing plan with Administrative Services
Construction of the Rattlesnake Creek Streambank Stabilization
Construction of the Fire Protection Upgrades Project
Complete the design and construction of the Oak Knoll Sewer Siphon Air
Jumper
Complete the 2013 -2014 Street Maintenance and Street Overlay Projects
Managed by: Steve Crosby, City Engineer
Status: Preliminary design of the Michael P. Cafagna Senior Center and
Community Facility was presented to the City Council in November and the
consultant will be refining the design per the Council's direction. The
Rattlesnake Creek Streambank Stabilization project is complete and is now in
the post construction monitoring phase. The Fire Protection Upgrades Project
was also completed. Design of the Oak Knoll Sewer Siphon Air Jumper is
complete and the project is scheduled for construction in spring 2014. The
2013 -2014 Street Maintenance and Street Overlay projects are complete.
24 of 30 February 18, 2014 Item # 4.1
PUBLIC WORKS
DEPARTMENT
Goals and Objectives
FY 2013 -14 Midyear Update
Solid Waste Recycling Enhanced Public Outreach
Work in partnership with the City's franchise hauler to develop and implement
an enhanced public outreach plan to further encourage waste diversion in all
sectors (e.g. residential, commercial and multi - family). The educational effort
would also seek to increase knowledge regarding recycling options and proper
disposal of special wastes including household hazardous and universal wastes.
Managed by: Pam Gravel, Senior Management Analyst
Status: This goal recognizes the State's new increased waste diversion goal of
75% (up from 50 %). Poway's last diversion percentage totaled an estimated
66% with continued progress. The State's reporting methodology has changed
from waste diversion to waste generated per person. Poway's rate of waste
generated per person per day decreased from 5.7 Ibs per day per person to 5.1
Ibs per day per person over the past two years.
Current waste stream estimates indicate the greatest opportunity for progress is
in the commercial /industrial business waste stream. As a result, outreach will
start there. The first outreach priority will focus on businesses at or above the
state - mandated threshold of 4 cubic yards a week and not recycling with the
City's franchise hauler (EDCO). EDCO and City staff will visit these businesses
to evaluate its waste and recycling stream and gather data required for
mandatory annual reports. Additionally, businesses will receive a full evaluation
of recycling opportunities. Staff will also estimate the amount of recycling
removed by means other than EDCO so that these new diversion credits can be
included in State reports. In a later phase, businesses that can't recycle with
EDCO due.to their end product or other unique circumstances will be identified
for assistance with developing specialized recycling opportunities.
2. Update Department Webpage
Enhance content and streamline department webpage, including preparation for
smartphone work order submittal and incorporation of social media for
enhanced public outreach.
Managed by: Leah Browder, Director of Public Works
Susie Evans, Senior Administrative Assistant
Status: The Department website has been mapped and analyzed for ease of
use and popularity. Development and implementation of revisions is underway.
These modifications will be implemented as smartphone work order submittals
provide additional data about issues of most interest to our customers. At this
time, the Department is contributing appropriate community updates regarding
Public Works' services as part of the City's recently launched social media
presence on Facebook and Twitter.
25 of 30 February 18, 2014 Item # 4.1
3. Cal2ital Asset Reinvestment
Complete next phase of capital asset reinvestment effort, including work on
historic buildings (e.g. Porter House, Templars Hall and Nelson House); Fire
Station #1 roof replacement; and painting projects to include the Library exterior,
Old Poway Park Gazebo and Lake Poway Concession exterior. Traffic signal
system work will include backup battery replacements for 16 intersections
(Phase 3 of 3) and replacement of obsolete video detection units and monitors
(Phase 2 of 4).
Managed by: Pat Ryan, Public Works Operations Manager
Status: Contract painting was completed at 19 facilities, including: the PCPA;
Library; City Hall; Fire Station 1; Community Park and Swim Center; Skate Park;
Old Poway Park buildings; Water Treatment Plant; Lake Poway Concession;
and the Operations Center.
Additional facility repairs were completed through the General Construction and
Repair contract managed by Development Services. Work performed included
roofing repairs and installation of ladder safety equipment at several facilities,
drywall and skylight replacement at the Swim Center; BBQ replacements at Old
Poway Park and Community Park; exterior bathroom repairs at several facilities;
Northcrest Pump Station soffit modifications; bocce court drainage
improvements and construction of a new gazebo at Community Park; and fence
replacements and chimney repairs at Old Poway Park. The Senior Center
operable wall replacement is in progress.
4. Sign Reflectivity Inspection and Replacement Mandate
Complete the inspection and repair of approximately 1,400 regulatory road signs
in Zones 5 and 8, including nighttime retro - reflectivity assessments, as required
by the Federal Highway Administration.
Managed by: Pat Ryan, Public Works Operations Manager
Status: This goal was revised and expanded to coordinate with the annual
asphalt and concrete programs.
To date, nighttime inspections have been completed in Zones 1, 2, 3 and 4. A
total of 2,240 signs were mapped, characterized, inventoried, evaluated and
scheduled for repair or replacement as necessary. Required replacements
totaled 242 and an additional 88 signs were repaired. The program remains on
track to meet the project's 2015 federal deadline for regulatory sign 'reflectivity
and full implementation of this new asset management tool.
26 of 30 February 18, 201 q Item # 4.1
5. Wastewater Collection System Asset Management
Link video inspection data to Geographic Information Systems (GIS) so that
automated asset information includes asset characteristics, site plans, historical
records, work order history and video. Implement virtual field capabilities to
provide work order entry, access to site plans, and video in the field thereby
increasing efficiency, productivity and compliance with State mandates.
Managed by: Tom Howard, Public Works Utilities Manager
Status: Update of CarteGraph (the City's work order /asset management
system) will occur in Fiscal Year 2015, and integration of video inspection data
with work order history and asset information will occur at that time. The new
version of CarteGraph includes this functionality, thereby saving the City the
unnecessary expense of a technical solution that would be overtaken by the
CarteGraph update.
The Wastewater Collection Division continues refining virtual office capability.
Field access capabilities have enabled the crew to resolve customer care issues
consistently on a "same -day" basis and reduced office administrative time
necessary for these tasks by nearly 100 %.
6. Inflow and Infiltration Identification and Reduction
Initiate formal inflow and infiltration (I &I) reduction program using portable flow
meters to identify points of inflow (rainwater) and infiltration (groundwater) into
the wastewater collection system. Develop recommended repair list to correct
inflow and infiltration problems thus avoiding expensive, unnecessary capital
improvement projects and increased treatment costs.
Managed by: Tom Howard, Public Works Utilities Manager
Status: Public Works has implemented a multifaceted program aimed at
reducing I &I. In addition to routine video inspection of sewer laterals and the
sewer collection system, which is the most common way of identifying I &I
problems, the program has been expanded with the use of portable flow meters.
These meters are used strategically in the system during significant rain events
to monitor flows and pinpoint suspected cases of I &I. Repairs to date include a
lateral repair on Avenida Florencia. The "through the lateral" repair stopped
about 16 million gallons a year of infiltration and will save approximately
$45,330 annually in treatment costs.
27 of 30 February 18, 2014 Item # 4.1
SAFETY SERVICES DEPARTMENT
Goals and Objectives
July 1, 2013 — June 30, 2014
Provide the Highest Level of Public Safety to the Community
a. Implement rotational assignments of area detectives to broaden the
understanding of community- specific issues, including assignments within the
Poway Criminal Apprehension Team (PCAT).
b. Maximize the use of a Community- Oriented Policing and Problem Solving
(COPPS) strategy.
c. Monitor real -time crime trends through the use of crime analysis software.
d. Focus patrol and traffic enforcement activities according to crime and traffic
offense trends.
e. Continue aggressive gang - related policing, documentation, and prosecution.
Managed by: William Donahue, Captain, Poway Sheriffs Station
Status: This year, two patrol deputies have rotated through temporary
assignments with PCAT. Staffing levels permitting, the plan is to rotate
additional deputies through temporary assignments in both PCAT and area
detectives. The objectives of these temporary assignments are twofold. The first
objective is to bring specialized knowledge and skillsets back to the patrol ranks.
Secondly, these temporary assignments give supervisors the opportunity to
evaluate future candidates firsthand for consideration when positions become
available.
The Poway Station is in the process of implementing Dashboard, a program that
maps crimes and calls for service as close to real time as possible. Users can
use this crime analysis program to get detailed information about a particular
crime and monitor crime trends.
2. Deliver Effective Emergency Response and Service
a. Review Department policies and procedures to ensure they are up -to -date and
current.
b. Maintain a high state of readiness of all Department apparatus with the City
Public Works Vehicle Maintenance Department.
c. Maintain partnerships with existing people, groups, and committees that
contribute to the daily management of the Department's Emergency Medical
Service. This includes ongoing collaboration with our City ambulance billing
personnel and involvement in multiple EMS - focused committees within the
county.
28 of 30 February 18, 2014 Item # 4.1
Managed by: Kevin Hitchcock, Fire Division Chief
Status: Because a fire engine was removed from service. this year, there has
been an increased effort to maintain a state of operational readiness. Staff has
also been diligently evaluating upgrades to the portable devices used to
communicate EMS patient information. Staff continues to monitor EMS care
associated with the Affordable Care Act implementation.
3. Reduce Youth Access to Drugs and Alcohol through Education. Prevention.
and Enforcement
a. Conduct regular Start Smart driving classes at Poway High School. Advocate
for the expansion of the Start Smart program to all high schools within the
Poway Unified School District.
b. Collaborate with the California Department of Alcohol Beverage Control (ABC)
and conduct regular enforcement targeting establishments and persons that
provide alcohol to minors.
c. Expand the juvenile diversion program to include juvenile traffic offenders.
d. Implement an adopt -a- school program that assigns deputies to schools
resulting in regular visits and the sharing of important information.
e. Maintain a partnership with the Poway Unified School District using School
Resource Officers.
Managed by: William Donahue, Captain, Poway Sheriff's Station
Status: This year the Poway Sheriffs Station staff conducted seven Start Smart
presentations at Poway High School. The program's goal is to educate new
teenage drivers and their parents about their roles and responsibilities. Forty -
two juvenile traffic offenders participated in the Juvenile Diversion Program
versus having their traffic cases sent to traffic court, thus focusing on education
rather than punishment.
Poway deputies also conducted two ABC details focusing on enforcement of
ABC laws and educating ABC - licensed establishments with the goal of keeping
alcohol out of the hands of youth.
The Poway Station maintains a close working relationship with the Poway
Unified School District. The School Resource Officer serves all of the schools
located in the City of Poway. Patrol and traffic deputies make regular stops and
security checks at their assigned schools as part of the Adopt -a- School Program
to check in with staff, students, and parents.
29 of 30 February 18, 201 q Item # 4.1
4. Prevent. Red_ uce, and Disrupt Crime within the Community
a. Employ a strategy that uses information -led policing, practices, and
philosophies.
b. Conduct monthly Information Managed Policing Addressing Community
Threats (IMPACT) meetings. Target crimes, criminals, and identified locations
developed from IMPACT meetings. Foster collaborative relationships with
City staff, Narcotics Task Force, and the Drug Enforcement Administration to
address drug trafficking, drug- associated criminal activity, and related
abatement issues.
c. Conduct regular compliance checks of sex offender registrations and
California Department of Alcohol Beverage Control license holders.
Managed by: William Donahue, Captain, Poway Sheriff's Station
Status: As part of a department -wide transition to Information Led Policing,
monthly IMPACT meetings are held to identify criminal activity and offenders
and to develop effective targeting strategies. The Poway Sheriff's continue to
meet monthly with City staff to identify and address community concerns and to
set and formulate strategies.
PCAT has targeted drug and gang - related crimes in our community with
significant success. PCAT's success can be attributed in part to collaborating
with other agencies such as the Federal Drug Enforcement Administration, the
Bureau of Alcohol, Tobacco, Firearms and Explosives, the United States
Attorney's Office and the San Diego County District Attorney's Office.
A recent example of this effective collaboration was the completion of a yearlong
multi - jurisdictional narcotics investigation dubbed Operation Mountain Shadow.
The September 2013 operation resulted in the arrest of 75 suspects in North
County and the seizure of 14 pounds of heroin, 56 pounds of cocaine, and 93
pounds of methamphetamine from around the region, which included a few
Poway arrests. Additionally, 38 registered sex offenders have been .visited this
year to ensure compliance with registration requirements and applicable
conditions of parole or probation.
30 of 30 February 18, 2019 Item # 4.1