City Qrtrly Report Q1 2013-14.pdf

8/14/2019 City Qrtrly Report Q1 2013-14.pdf

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City of Carmel-by-the-Sea, California

Quarterly Performance Report

First Quarter

Fiscal Year 2013-2014

Presented to the City Council

November 5, 2013


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First Quarter FY 2013-2014 Performance Report 2

FIRST QUARTER

This report provides a quarterly update of the Citys key initiatives and fiscal,

operational and capital project completion performance relative to the adopted fiscalyear 2013-2014 operating plan and budget. The first quarter ended September 30,

2013.

The report has been revised this fiscal year. A status of key initiatives and additional

fiscal reporting has been provided. The financial summary, departmental summaries,

and status of capital projects remain as sections of this report.

Key Initiatives: progress has occurred on each of the 2013 key initiatives with all

anticipated to be achieved in calendar year 2013. A status of each key initiative is onpage 3-4 of this report.

Financial summary: On the whole, actual General Fund revenue received is at 14.73%

but including accrued revenue is estimated to be 25.95% as of the end of the first

quarter. Revenue is explained in more detail on page 5 below. General fund

expenditures are at 23.48% as of the end of the first quarter.

Department summary: Summaries highlighting each departments activities are

included on pages 6-16 below. The beginning of the fiscal year brought many new

activities and projects in each of the departments. Recruitments are underway for

various positions in each of the five operating departments. Reported performance

measures reflect those that were included in the adopted fiscal year 2013-2014

operating plan and budget.

Capital projects: A summary of the funded fiscal year 2013-2014 capital projects begins

on page 17 of this report. Work progressed on most projects; the project manager

position approved as part of the fiscal year 2013-2014 operating plan and budget is

under recruitment and will assist in managing the completion of several projects. Oneproject is complete.

Summary of Report


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Update parking management plans and studies to enable the City to consider parking

policies in 2013 and potential modifications in 2014.

Initial analysis of the state of the Citys public parking is complete. A communityworkshop is scheduled for November 4, 2013 to discuss the findings. Potential

parking management policy recommendations could come to the City Council on

December 3, 2013.

Review implementation of Shoreline Management Plan and Forest Management Plan

and update as necessary, including attention to rights-of-way and trail connectivity.

Implementation of both plans under review by the Forest and Beach Commission.Potential recommendations to the City Council in December or at a special jointmeeting.

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

supply while continuing to pursue a replacement and replenishment regional water

supply and developing additional local water conservation and non-potable water

supply alternatives.

Mayor Burnett serves as Vice President of the Monterey Peninsula RegionalWater Authority (MPRWA) and is Chair of its Technical Advisory Committee. Thegoal of the MPRWA is to find a solution to the Peninsula Water Shortage due to

the over-drafting of the Carmel River. Carmel-by-the-Sea is analyzing other local

source water supply alternatives and quantifying potential local need.

A water conservation update was presented to the City Council on September 10,2013 which included the status of several water conservation and non-potable

water supply alternatives. Staff has been in discussions with the Carmel Area

Wastewater District to treat storm water runoff for reuse. Have conducted water

quality testing of the Del Mar spring water for use in the CalAm system.

Obtain estimates and develop a plan to address the extent to which the Citys pension

assets are insufficient to cover the costs of the benefits.

Estimates have been obtained and are included in the Fiscal Year 2013-2014Adopted Operating Plan and Budget. Several pension reforms were implemented

in 2013 including an agreement with employees to further share the cost of

Key Initiatives


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pension benefits, implementation of the California Public Employees Pension

Reform Act, and financial forecast planning of CalPERS policy revisions designed

to reduce the unfunded liability.

Complete contract update for the effective operation of the Sunset Cultural Center.

City Council adopted a revised operating agreement for Sunset Center on July 2,2013. The Mayor appointed a sub-committee of the City Council to continue

work with the operator in defining applicable performance measures and to

identify the best strategy for liaisoning between the Sunset Center Board of

Trustees and the City.

Update and begin implementation of Information Technology strategic plan including

updating obsolete technology and encouraging interactive government projects.

The intent of the plan is to guide the City's technology decisions and investmentover the next five years. Initial analysis of the Citys information technology

infrastructure was completed and stakeholder interviews were conducted in mid-

2013. A proposed Information Technology strategic plan was presented at a

community workshop on September 9, 2013 with subsequent public workshops.

The proposed plan was revised and is scheduled to be presented to the City

Council for adoption on November 5, 2013.

Allocate Measure D funds in the spirit in which the voters passed the initiative and

document for the public.

The City Council allocated Measure D revenue with the adoption of the FiscalYear 2013-2014 Operating Plan and Budget. Allocation of Measure D revenue is

clearly stipulated in the budget. Page A-16 of the budget articulates the close link

between the identified needs in the Service Level Sustainability Plan, developed

prior to the Measure D election, and the appropriation of the funding.

Begin the development of a comprehensive facilities use plan and inventory.

The analysis of the Citys facilities is actively in process. Staff, with the assistanceof an expert consultant, are analyzing the City inventory. A draft plan is

anticipated to be presented to the City Council on December 3, 2013.


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MAJOR FUND BUDGET SUMMARY 25% of the Fiscal Y

Preliminary 1st Qtr

Actual Actual Revi sed Bu dget Actual Adopte d Bu dget Actual % of ad ju ste

Description FY 2010-11 FY 2011-12 FY 2012-13 FY 2012-13 FY 2013-14 FY 2013-14 Budget

GENERAL FUND

Source of Funds

Taxes 10,368,322 11,216,500 11,472,163 11,979,023 14,278,618 1,993,515 13.9

Franchise Fees 476,597 491,674 512,698 500,965 547,402 91,271 16.6

Fees & Permits 390,738 430,250 430,500 451,241 435,000 132,590 30.4

Fines & Forfeit 19,314 17,907 25,200 16,648 25,960 2,531 9.7

Intergovernmental 450,778 189,458 143,715 352,610 419,134 6,178 1.4

Other 394,465 604,616 428,266 917,802 435,556 149,426 34.3

Use of Prior Funds 724,566 548,534 585,002 159,700 124,256 20,536 16.5

12,824,780 13,498,939 13,597,544 14,377,989 16,265,926 2,396,048 14.7

Uses of Funds

Policy & Executive 1,214,436 1,359,940 1,278,218 1,051,034 1,254,911 331,115 26.3

Public Safety 4,850,572 4,701,255 5,012,695 4,773,680 5,097,090 1,196,087 23.4

Public Services 2,113,969 2,098,402 2,596,133 2,438,583 2,417,878 607,494 25.1

Library 969,482 910,722 956,427 954,747 966,177 256,844 26.5

Administrative 891,592 1,000,749 1,197,166 1,302,323 1,404,063 575,247 40.9

Planning & Bldg 571,994 599,918 600,960 578,670 725,185 192,085 26.4

Non-Dept 753,845 781,289 923,318 769,129 1,117,536 325,146 29.0

Debt Service 536,609 537,771 710,048 709,765 1,245,206 - 0.0

Capital Outlay 220,932 - 472,607 1,918,994 264,776 13.8

Other Uses 493,830 456,898 322,579 1,328,295 483,886 156,365 32.3

12,617,261 12,446,944 13,597,544 14,378,833 16,630,926 3,905,157 23.4

GAS TAX FUND

Source of Funds

Taxes 64,117 114,833 72,450 103,425 124,256 20,526 16.5

Interest - 554 2,500 -

64,117 115,387 74,950 103,425 124,256 20,526 16.5

Uses of Funds

Salaries and Benefits 44,674 28,939 - - - 9,778

Materials & Supplies 5,600 - - -

Trans. To Capital - - - -

Transfer to General - 100,000 74,950 78,121 124,256 20,536 16.5

50,274 128,939 74,950 78,121 124,256 30,314 24.4

CAPITAL PROJECTS FUND

Source of Funds

Grants - 247,978 465,632 35,632 417,500 -

Intergovernmental - 291,000 370,000 96,000 -

Fees - 305,600 180,000 202,200 62,470 30.9

Transfer in 220,932 110,000 2,076,494

Use of Prior Funds - 1,058,918 651,758 426,178 -

Interest

220,932 1,597,896 1,792,990 847,810 2,696,194 62,470 2.3

Uses of Funds

Capital Outlay 1,085,637 1,597,896 1,792,990 847,810 2,696,194 37,984 1.4

Designated for Future - -

1,085,637 1,597,896 1,792,990 847,810 2,696,194 37,984 1.4

AMBULANCE FUND

Source of Funds

Call Income - 497,636 370,000 695,016 655,025 147,550 22.5

County CSA 74 - -

Transfer in - 433,179 140,394 429,110 120,034 27.9

Debts Recovered - - 2,500

- 497,636 803,179 835,410 1,086,635 267,584 24.6

Uses of Funds

Salaries and Benefits 339,144 571,944 685,785 953,135 227,562 23.8

Materials & Supplies 38,544 210,632 149,625 133,500 40,023 29.9

- 377,688 782,576 835,410 1,086,635 267,584 24.6

Financial Summary


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Note: This section reports on variances of actual expenditures compared to budget. The summaries differentiate

timing variances from true variances. A timing variance is when an expenditure is anticipated in the adopted

annual budget but does not occur at the anticipated time or on an even quarterly basis (for example a one-time

expenditure that occurs in the first quarter). A true variance is an expenditure that is not anticipated in theadopted budget.

REVENUE

Revenue shows increasing strength so far in Fiscal Year 2013-2014. The Big 3 revenue

sources are meeting projections through the first quarter of the fiscal year when timing

variances and accruals are taken into account. Actual Transient Occupancy Tax (TOT)

receipts for the first quarter are only for the first two months of the fiscal year, or 1/6 of

the total year and is thus in line with budget estimates. Sales tax estimates are provided

by the State three times per quarter and a clean-up payment adjustment made to

reconcile actual revenue to the withheld estimates during the previous quarter

(normally 2 months after the fact). Staff anticipates the clean-up payment for July-September 2013 to be in excess of $300,000 bringing sales tax revenue in line with

budget projections. Property taxes are primarily received in December and April,

neither month of which is in the first quarter reporting period. The amount accrued to

the first quarter is $1.125 million. Land use revenue is higher based on increased

planning and construction activity.

-

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

TOT Sales Tax Property Tax

Big 3 Revenue

Q1 Budget

Q1 Actual

Department Summary


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EXPENDITURES

The City Council budget shows a negative variance as of the end of the first quarter with

40% expended at the 25% point of the fiscal year. This is a timing variance as dues,

memberships, and discretionary spending disproportionally occurs during the first

quarter. Performance measures are as expected; City goals and objectives will be

reviewed during the second quarter with anticipated adoption in the third quarter of

fiscal year 2013-2014.

$0

$20,000

$40,000

$60,000

$80,000

City Council

Q1 Budget Q1 Actual

Financial FY 12-13 FY 13-14 Q1 13-14 % spent $ remain

City Council 118,170 171,621 69,277 40% 102,344

Performance FY 12-13 FY 13-14 Q1 13-14 FY 14-15 FY 15-16

Set City goals and

objectives Yes Yes Yes YesConduct annual

performance reviews of

staff a ppointees 4/4 4/4 1/4 4/4 4/4Agenda items added after

agenda review 12 0 0 0 0Average length of City

Council meetings 4:11 4:00 4:06 3:30 3:30


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The expenditures through the first quarter show a positive variance of $14,318. This is

both a true and timing variance. It is true in that there is less expenditure for outside

legal counsel than anticipated and a timing variance in that there are invoices for

services received during the first quarter that were paid during the second quarter.

$70,000

$75,000

$80,000

$85,000

$90,000

$95,000

$100,000

Legal

Q1 Budget Q1 Actual


Legal 250,395 379,179 80,477 21% 298,702

Performance FY 12-13 FY 13-14 Q1 13-14 FY 14-15 FY 15-16Resolve 100% of litigation

cas es without any

payment to plaintiff 100% 100% 100% 100% 100%

Provide advice on anestimated number of

agenda i tems per year 184 225 45 230 230Respond to 100% of legal

requests by negotiated

target date 100% 100% 100% 100% 100%


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The City Administrators Office budget ended the first quarter 26% expended. Savings

are anticipated throughout the remainder of the year that should enable the budget to

end the year with a positive variance. In addition of executive oversight of the

organization and policy formulation and execution in support of City Council direction,

the Office also provides operational oversight of the Marketing program andCommunity Services. The Marketing budget was 38% expended as of the first quarter

with the first quarter push of regional marketing efforts based on the annual destination

marketing program. The City Council adopted a strategic market plan during the first

quarter. One highlight of the marketing program is the Citys improvement in the Conde

Nast Readers Choice Top 10 Cities in the U.S. rank from 9th to 6th

place. 17% of the

Community Services budget was expended as of the end of the first quarter with the

savings primarily in part-time assistance due to a vacancy. The farmers market at

Sunset Center became a fixture on Thursdays during the first quarter.

$0

$50,000

$100,000

$150,000

$200,000

City Administrator

Office

Marketing and Eco Dev Community Services

City Administrator's Office

Q1 Budget Q1 Actual


City Adminis trator Office 683,905 703,571 181,361 26% 522,210

Marketing and Eco Dev 304,587 356,800 135,384 38% 221,416

Community Services 73,042 127,086 20,981 17% 106,105

General City Programs 3,279,796 4,281,736 589,921 14% 3,691,815


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Administrative Services provides support services to the other departments of the City

and had increased activities in all divisions. The department prepared a draft IT

Strategic Plan for community review and comment with the proposed final plan coming

to the City Council in November. Information Technology services continue to provide

Performance FY 12-13 FY 13-14 Q1 13-14 FY 14-15 FY 15-16Conduct quarterly

operational review

meetings 24 24 6 24 24Complete Department

manager performance

reviews before due date 9 6 6 6

64/64 50/50 59/80 50/50 50/50

100% 100% 74% 100% 100%% of error free City Council

agendas 39% 80% 100% 100% 100%

MarketingConde Naste Reader's

Choice rating/rank 77.6/10% 80/9 79/6 85/8 85/8

Opt-in eblast s ubscribers 23,931 30,000 26,398 40,000 45,000

CarmelCalifornia.com web

referra ls to innkeepers 539,752 550,000 117,724 550,000 550,000

% Public Records Act

requests processed within

10 days

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

Administrative Services

Q1 Budget Q1 Actual


Admin. Services 1,299,723 1,401,663 574,647 41% 827,016

Treasurer 2,600 2,400 600 25% 1,800


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activity. The Community Planning and Building Director position was filled during the

first quarter and the assessment of the Department continues. The Code Compliance

activity and reporting has been modified to enhance service to the community. A high

profile code compliance issue is public right-of-way character. The City Council held a

community workshop on the issue on October 7 out of which came a reaffirmation ofsupport to address encroachment issues in a systematic and measured approach. As of

the end of the first quarter the Department had one vacancy, the Building Official

position; recruitment for this position is anticipated to occur during the second quarter.

Performance FY 12-13 FY 13-14 Q1 13-14 FY 14-15 FY 15-16Review all design review

applications for

completeness within 2 weeks 85% 90% 50% 95% 95%

Provide building permit plan

check corrections w/in 4 wks 90% 95% 100% 98% 98%Avg. 2 days from first code

compla int to investigation 75% 85% 85% 90% 95%Complete 100% of

inspections within three

business days of request 90% 95% 100% 98% 98%

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

Facilities Forest, Park, & Beach Public Works

Public Services

Q1 Budget Q1 Actual


Facilities 485,124 641,484 187,207 29% 454,277

Forest, Park, & Beach 464,608 502,036 102,162 20% 399,874

Public Works 1,106,307 1,263,558 317,524 25% 946,034

Engineering 4,914 10,800 600 6% 10,200


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During the first quarter, the Public Services Department finalized several minor projects

and continued to work on the implementation of capital projects funded in fiscal year

2013-14. Interpretative signs regarding the Carmel Beach, the California Coastal Trail

and the Dunes Habitat Restoration were installed at the Del Mar viewing platform and

parking area while the 9/11 Memorial Boulder was installed at Devendorf Park. Weeklycharcoal cleanup occurred during the summer months, averaging 800 lbs a week. Public

Works assisted in field preparations for upcoming capital projects and began winter

preparation work related to storm drains and culverts. Facility maintenance including

cleaning of windows at City facilities; carpet cleaning at City Hall; coordination with

Sunset Center staff to address a repair of a leaking sprinkler; electrical improvements at

the teen center at the library to allow use of hand-held mobile devices and the

replacement of aging fixtures, such as the installation of an energy efficient hand dryer

at the Del Mar restroom.

Performance FY 12-13 FY 13-14 Q1 13-14 FY 14-15 FY 15-16Custodial expenditure per

square foot 0.95$ 0.85$ 0.66$ 0.80$ 0.80$% of City trees receiving

preventative mai ntenance 5% 7% 1.4% 10% 15%% of lane mil es with a

Pavement Condition Index

of 70 or greater 56% 60% 59% 65% 70%

Yards of material removed

from City streets annuall y 750 775 79 800 825

Avg. rating of cleanli nessof beaches and parks

(1=good and 5 = poor) - 3 4 2 2


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Ambulance expenditures are in line with budget projections. The function has three

vacancies that are being filled by part-time per diem staff. The recruitment for the three

vacancies is complete and finalists are completing the pre-employment background

process. The City Council approved an auto/mutual aid agreement with AMR for

ambulance coverage and coordination.

Fire provided 167 total responses and 187 fire inspections during the first quarter. Lost

time due to leave hours requiring overtime backfill was 351 hours. There were no

extended leaves during the first quarter. However injury leave and overtime during the

prior fiscal year will result in an anticipated true-up to be paid during the second

quarter.

Police had expenditures at the end of the first quarter of 27% of budget. This negative

variance of $78,524 is primarily a result of higher than anticipated overtime

expenditures required to fill vacancies of required positions. The lost time rate forpolice during the first quarter was 6%. One dispatch vacancy has been filled which will

assist with staffing coverage and require less overtime expenditure for dispatch

coverage. Part 2 crimes is down 32% compared to the first quarter of fiscal year 2012-

2013 whereas Part 1 crime is up 6%.

$0

$200,000

$400,000$600,000

$800,000

$1,000,000

Ambulance

Expenditure

Fire Police

Public Safety

Q1 Budget Q1 Actual


Ambulance Revenue 695,016 657,525 147,550 22% 509,975

Ambula nce Expenditure 835,410 1,086,635 267,584 25% 819,051

Fire 1,766,835 1,919,181 323,662 17% 1,595,519

Police 3,006,845 3,177,910 872,424 27% 2,305,486


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On October 12, the Public Safety Department and partner agencies held a community

fair in front of the fire department. The event was well attended and a great

opportunity for folks in the community to be more informed about the communities

public safety services.


Ambulance

% code-3 ambulance calls

within CBTS with a response

time of 5 mins or less from

dispatch to arrival 95% 95% 97% 95% 95%

% patients in need of

advanced life support within

CBTS that receive treatment

within 5 mins or l ess from

ambulance dispatch to arri val 95% 95% 97% 95% 95%

% full cardiac arrest patientswith a pulse upon delivery to

the hospital 40% 40% 50% 40% 40%Annual ambulance transport

fee recovery rate 53% 53% 52% 53% 53%

Fire

Total Fire expen per capita

(excludes ambulance) 471.39$ 497.28$ 346.35$ 513.86$ 523.83$

Annual % of code-3 fire calls

within CBTS with a response

time of 5 mins of l ess from

dispatch to time of arrival 95% 95% 97% 95% 95%Annual % of structure fireswithin CBTS contained to

room or structure of origin 80% 80% - 80% 80%

Annual compliance of 300 life

and safety fire inspections 98% 98% 98% 98%

Police

Annual total police call s with

a respons e time of 5 mins or

less from dispatch to arrival 95% 95% 92% 95% 95%

Average dispatch process time 45 sec 45 sec 2:26 45 sec 45 secStudent completion of the

Carmel diversion program 90% 90% 100% 90% 90%Maintai n UCR Crime

clearance rate at or above 25% 25% 30% 25% 25%


16/20


The Harrison Memorial Library is above budget as of the end of the first quarter. The

negative variance is primarily a result of one time expenditures offset with salary savings

due to staffing vacancies. Recruitment for the vacancies is anticipated to occur during

the second quarter. The Department is completing its year 1 Library Strategic Work Plan

goals. The Library has a new survey instrument to gather feedback and comments from

patrons regarding library services and satisfaction with library programs. The

Departments lost time rate was 2.28% as of the first quarter which is below the

Citywide average. A primary focus during the first quarter has been re-evaluating staff

and volunteer duties with an eye toward improved operations and workflow.

$230,000

$235,000

$240,000

$245,000

$250,000

$255,000

$260,000

Library

Q1 Budget Q1 Actual


Library 954,747 966,177 256,844 27% 709,333


Total Circulation 145,000 148,000 39,294 151,000 154,000

Program Attendance 3,000 3,150 636 3,300 3,500Citizen rating of library

service 94% 94% 100% 94% 94%

Citizen rating of public

programs 94% 94% 100% 94% 94%


17/20


Website Update: Initial upgrades are underway and additional upgrades are anticipated

after the adoption of the IT Strategic Plan.

Financial System Upgrades - Cloud-based: The project is scoped and secondary analysis

is underway for potential software solutions. This is anticipated to begin this fiscal year

but it will likely be a multi-year project based on the required scope of work and rebuild

of the Citys chart of accounts.

Legislative Management Suite - Paperless Agenda: Software has been evaluated and

implementation is anticipated to occur following the adoption of the IT Strategic Plan.

Network Spare/Replacement Equipment: Some network and security upgrades have

been implemented. Further assessment has occurred with additional work to be

completed this fiscal year.

Permit Tracking software: Needs have been identified by Community Planning and

Building and software solutions identified. Administrative Services to review software

solutions relative to IT Strategic Plan and network needs and capabilities.

Water Conservation Projects: Water conservation report presented to the City Council

in September. The water conservation plan consists of four elements: City Facilities &

Operations, Identify Potential Sources for Additional Water, City Ordinances, and Public

Outreach.

Art Appraisal: Developing request for proposal document to solicit appraisers to

conduct the update of the Citys appraisal and inventory of its artwork.

Park Branch Library Book Return: This project has been scoped and a solution identified

to maintain service while making it easier for staff to ergonomically transport the books.

This project anticipates donations to proceed.

Park Branch Basement Restoration: Pending identification of project management

assistance via consultant or staff position.

Capital Projects


18/20


Ambulance Lease Purchase: Lease expires in December 2013. The front line service life

of the vehicle is anticipated until 2018 after which the vehicle is anticipated to serve as a

reserve unit.

Physio Control LifePak Cardiac Monitor/Defib: This project is complete and the

equipment is in service.

Fire Engine Lease Purchase: Lease expires in December 2015. The service life of the

vehicle is anticipated to exceed the five-year capital planning horizon.

Diesel Filter System: This project is in the procurement process.

Self Contained Breathing Apparatus: This is a grant funded project and grant

applications have been awarded. Equipment may be purchased by City of Monterey

obviating the need for this as a City project.

Parking Vehicle lease purchase: Lease expires in July 2013. The service life of the


Parking Management Study: Field work of the parking study is complete and a

presentation of the findings is scheduled for the November 5, 2013 City Council

workshop.

Kenwood Radio Purchase & Encryption: Radios have been acquired and encryption

software is pending.

Street Sweeper Lease Purchase: Lease expires in July 2013. The service life of the


Street and Road Projects: Work began on October 21st and is anticipated to be

completed at the end of November 2013. Specifications for sidewalk and concrete curb

repair work are being prepared for future work in late winter/early spring 2014.

Paint/Sign Truck: The paint/sign truck has been purchased and delivered. Road

restriping and painting will be scheduled May 2014.

Santa Fe & 4th Storm Drain: Work began on October 21st and is anticipated to be

completed by mid December 2013.

Caterpillar Loader Lease Purchase: Lease expires in December 2013. The service life of

the vehicle is anticipated to exceed the five-year capital planning horizon.


19/20


Bikeway Projects: Coordination with Transportation Agency for Montery County to

identify gaps in bicycle and pedestrian connectivity between the City and surrounding

area; identification of priority corridors including Rio Road and preliminary work for a

traffic count study for this area has begun.

PD/PW Roof/Patio Replacement: Pending identification of project management

assistance via consultant or staff position.Sunset Center Wood Patio Stage Replacement: Awaiting donor opportunity to fund

project or provide volunteer labor and donated material to complete.

Forest Theater Renovation: In process of evaluation of critical needs and repairs of the

Theater including reconstruction of the state and review of proposed renovation plans

for update and approval following community input.

City Hall Renovations: Pending identification of project management assistance via

consultant or staff position.

Sunset Center Railing Replacement: Public Services is coordinating with Community

Planning and Building regarding railing design options.Tennis Court Renovation: Public Services coordinating with City Engineer on renovation

project specifications. Anticipate project to occur in Spring 2014.

Beach Stair Maintenance: Initial list of improvements have been identified by PublicServices in consultation with City Engineer and Community Planning and Building.

Scenic Rd. Restrooms: Grant submitted to Coastal Conservancy; architect design under

review by Community Planning and Building and Public Services. Anticipate bid process

in November with award of construction contract in December with work commencing

in Spring 2014.

4th Avenue Irrigation Meter: Meter has been designed by City Engineer with input from

Pebble Beach Community Services District; coordinating with PBCSCD on permitting.

Dunes Habitat Restoration: Public Services is identifying components of a work plan and

coordinating with Community Planning and Building on permitting.

City Hall Cistern: City staff is reviewing possible grant opportunities for this project.


20/20

Fi t Q t FY 2013 2014 P f R t 20

Shoreline Assessment and Implementation: Public Services is identifying possible

improvements to Scenic Pathways and shoreline in tandem with the review of the

Shoreline Management Plan.

Mission Trail Entrance: Archeological survey has been completed. Staff is consulting

with Friends of Mission Trail Nature Preserve on conceptual design. Work is anticipated

to occur in Spring 2014.

Trash Can Refurbishment and Replacement: Public Services is coordinating with waste

hauler on locations for pilot cans (one recycle/one trash) to be deployed at various

sidewalk locations citywide.

City Qrtrly Report Q1 2013-14.pdf

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