File Code No. 230.05

CITY OF SANTA BARBARA COUNCIL AGENDA REPORT

AGENDA DATE: December 14, 2016 TO: Mayor and Councilmembers FROM: City Administrator’s Office SUBJECT: Confirmation Of City Workload Areas Of Focus RECOMMENDATION: That Council Hold A Public Work Session To Confirm Or Adjust The City Workload Areas Of Focus For The Fiscal Year 2018 Budget. DISCUSSION: As City staff begin the process of preparing the Fiscal Year 2018 budget, staff would like to hold a work session with the City Council to go over current workload priorities, and confirm with the City Council the top priority areas of focus. These priority areas include:

• Drought Planning & Response • Infrastructure • Environmental Sustainability • Average Unit Density Work Program • Proposition 64 – Adult Use of Marijuana Response • Efforts to Reduce Homelessness

This work session will provide an opportunity to discuss these priority areas of focus and other significant projects. The work session will provide a chance for the City Council to ask questions, and provide additional guidance/input on the workload as presented by the City Administrator. The information will then be used in preparation of the Fiscal Year 2018 budget submittal in spring 2017. PREPARED BY: Pamela Antil, Assistant City Administrator SUBMITTED BY: Paul Casey, City Administrator APPROVED BY: City Administrator's Office

SantaBarbaraCA.gov

PRE-BUDGET WORKLOAD BRIEFINGDecember 14, 20161

SantaBarbaraCA.gov

Workload Session Expectations

Workload Priorities • Overview of current workload priorities• 2018-19 financial forecast• Confirm continuing workload priorities

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SantaBarbaraCA.gov

KEY POLICY AREAS OF FOCUS

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SantaBarbaraCA.gov4

Key Initiatives Drought Planning & Response

InfrastructureProp 64 Response

AUD Work Program

Environmental Sustainability

Homelessness

Responding to Homeless/Transient Complaints

Information Technology Hard/Software Updates P&R Online Registration/Reservation Software

100 Year Celebration – Central Library

Restorative Policing/Community Outreach

Litigation Work Parks Conceptual Planning Cabrillo Pavilion Capital Campaign

Employee Wellness, Training & Development Library Strategic Plan City/County Library Agreement Update

Airport Commercial Industrial DevelopmentServices for Homeless, Mentally ill, etc. Create/Maintain Wild\land Fire GIS

Create/Maintain Wildland Fire GIS Citywide Employee Recruitment

SCE/Downtown Reliability Project

Enforcement of Library Rules

Police Volunteer Program

Emergency CIP Projects Parks Rehabilitation Projects

Airport Master Plan Plans to Rebuild of Fire Station 7

Labor Contract Negotiations SB County Ambulance Contract

SB Library Capital Campaign

MTD Shuttle AgreementPD Building Replacement Plan Central Library Plaza Project

Recycled Water Plant

SNAP Program ImplementationVacation Rental Enforcement

Bicycle Master Plan Implementation

New Air Service DevelopmentResource Recovery Project

Financial Operations

RV Parking Policy Cultural Arts Programs

Federal Property Sales – Armory, Recruiting Center, Post Office Employee Training & Development Neighborhood Improvement Task Force

Task Force on Youth Safety Parks & Recreation Programs Emergency Preparedness

Special Events - City and Other Entities

Parks Maintenance

SantaBarbaraCA.gov

Key Initiatives• Drought Planning & Response• Infrastructure• Environmental Sustainability• AUD Work Program• Prop 64 – Adult Use of Marijuana

Response• Reduce Homelessness

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SantaBarbaraCA.gov

Drought Planning & Response• Drought Short- & Long-

term Planning• Desalination Plant

Operations• Recycled Water Plant• Community Education• Analysis of

Restrictions/Regulations Policy

• Rate setting• MWD Negotiations

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SantaBarbaraCA.gov

Infrastructure• Still Unfunded

• Street reconstruction efforts to keep pavement at reasonable quality

• Fire Stations (over 50 years old)

• Police Station (1959) • Recreation facilities

• Estimated Unfunded Infrastructure $400 Million

• Revenue Measure Needed

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SantaBarbaraCA.gov

Environmental Sustainability• Continued focus on

sustainability in SB• Community Choice Energy• City energy programs• Sustainability Committee

work – identify next opportunities

• Solar projects• PACE program review

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SantaBarbaraCA.gov

AUD Workplan

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• Ongoing Work Efforts• Planning Commission

Updates• Annual Surveys• Design Review Tools

• Task Force to Consider• Program Effectiveness

Measurement• Impact Fee Imposition• Affordability Restrictions• Employer-Sponsored Housing• Limited Equity Cooperatives• Parking

SantaBarbaraCA.gov

AUD Workplan - Continued• Council to consider

Story Pole Policy• Council to consider six

month moratorium on new AUD applications

• Refer to Planning Commission:

• Bathroom caps• Parking for three-bedroom

units• PC review of projects

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SantaBarbaraCA.gov

Prop 64 – Marijuana Initiative• Storefront Dispensaries

& Regulations• Delivery• Cultivation• Manufacturing• Implementation of local

tax

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SantaBarbaraCA.gov

Reduce Homelessness• Population in need of

services• Need for additional housing• C3H Coordination• Multi-departmental Efforts• Related Costs = $3,041,280

• City Grants to social services agencies: $1,208,738

• Cost of city services related to homelessness: $1,832,542

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SantaBarbaraCA.gov13

Key Initiatives Drought Planning & Response

InfrastructureProp 64 Response

AUD Work Program

Environmental Sustainability

Homelessness

Responding to Homeless/Transient Complaints

Information Technology Hard/Software Updates P&R Online Registration/Reservation Software

100 Year Celebration – Central Library

Restorative Policing/Community Outreach

Litigation Work Parks Conceptual Planning Cabrillo Pavilion Capital Campaign

Employee Wellness, Training & Development Library Strategic Plan City/County Library Agreement Update

Airport Commercial Industrial DevelopmentServices for Homeless, Mentally ill, etc. Create/Maintain Wild\land Fire GIS

Create/Maintain Wildland Fire GIS Citywide Employee Recruitment

SCE/Downtown Reliability Project

Enforcement of Library Rules

Police Volunteer Program

Emergency CIP Projects Parks Rehabilitation Projects

Airport Master Plan Plans to Rebuild of Fire Station 7

Labor Contract Negotiations SB County Ambulance Contract

SB Library Capital Campaign

MTD Shuttle AgreementPD Building Replacement Plan Central Library Plaza Project

Recycled Water Plant

SNAP Program ImplementationVacation Rental Enforcement

Bicycle Master Plan Implementation

New Air Service DevelopmentResource Recovery Project

Financial Operations

RV Parking Policy Cultural Arts Programs

Federal Property Sales – Armory, Recruiting Center, Post Office Employee Training & Development Neighborhood Improvement Task Force

Task Force on Youth Safety Parks & Recreation Programs Emergency Preparedness

Special Events - City and Other Entities

Parks Maintenance

SantaBarbaraCA.gov

Looking Ahead – Other Efforts• Alcohol Policy• Smoking Policy• Sign Ordinance• Mobile Home Park Ordinance• SNAP Program Implementation• Vacation Rentals Enforcement

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SantaBarbaraCA.gov

Looking Ahead – Other Efforts• Air Service Development• IT Infrastructure – Software Installations• Wildland Fire Mitigation• Library Strategic Plan• Cabrillo Pavilion Project & Fundraising• Enhanced Restorative Policing

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SantaBarbaraCA.gov

Looking Ahead – Other Efforts• Local Coastal Plan• New Zoning Ordinance• Bicycle Master Plan Implementation• Arts Program Coordination• Business Outreach• Housing Code Enforcement

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SantaBarbaraCA.gov

Looking Ahead – Other Efforts• SB County Ambulance Contract• Central Library Teen Center• Employee Retention

• Labor Agreements• Salary/Benefit Surveys• Health/Wellness

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SantaBarbaraCA.gov

Looking Ahead – Other Efforts

See Appendix A

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SantaBarbaraCA.gov

Looking Ahead – Other Efforts• Governance

• 2017 Election Preparation• Private election consultant not available• Use of multiple consultants that we manage may

be possible• County run election – estimate requested

• Inconsistencies with Charter & District Elections

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SantaBarbaraCA.gov

GENERAL FUND OUTLOOK

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SantaBarbaraCA.gov

Fiscal Year 2016 & 2017 Results

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TotalFY 2016 Change in FY 2017

YE Perform. YTD Results Assumptions ImpactsProperty Tax (25,188)$ -$ -$ (25,188)$ Sales Tax (233,023) - (215,312) (448,335) TOT (358,281) (245,297) (268,323) (871,901) UUT 87,498 (2,948) - 84,550 Franchise Fees (25,358) 2,843 - (22,515)

(554,352)$ (245,402)$ (483,635)$ (1,283,389)$

Impacts of…

SantaBarbaraCA.gov

Financial Outlook – FY 2018 Revenues• Starting in FY 2018, we lose the rest of the

TOT from vacation rentals (~$700k)• Hiring slowdown to achieve $300K was a one-

time measure in FY 2017• Total ongoing revenue impacts of $2.2 M• Known/Possible Offsets

• Favorable outcome in Jacks case - ~$700K• Opening of La Entrada - >$500k

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SantaBarbaraCA.gov

Financial Outlook – FY 2018 Expenditure Pressures• Significant deficit in Self-Insurance Fund• Deficit in Fire fleet reserves• Impacts of Minimum Wage laws and

resulting compaction• Funding for vacation and sick leave cash-

outs at retirement

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SantaBarbaraCA.gov

Budget Recommendations

• Projected Deficits Next 2 Fiscal Years• No New FTE’s to General Fund Budget• Hiring Chill Hiring Freeze• Slowdown on CIP (unless revenue

measure passed)• Employee Compensation Assumptions

vs. Services

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SantaBarbaraCA.gov

Major Capital Projects• Cabrillo Arts Pavilion• Marina 1 Replacement• Airport Runway 7-25 Rehabilitation• Fire Station 7 Design• Cabrillo Ball Park • Muni Tennis Playground/Tennis Facility• Airport Commercial/Industrial• Bridge Projects (see Appendix)• Lower Milpas Sidewalks• Stearns Wharf Guard Railing• El Estero Wastewater Treatment Plant

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SantaBarbaraCA.gov

Next Steps

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• Questions about current priorities• Confirm we are working on “right stuff”• Budget next steps:

• February: Detailed financial overview• March-April: Staff prepares budget• May: Budget work sessions• June: Budget adoption

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Administrative Services Administration (Labor)

• New Leadership Academy Cohort • Labor Negotiations: General Unit (S.E.I.U.); Hourly Unit (S.E.I.U.); Police

Managers Assn.; Supervisors Assn.; Fire Assn.; Treatment & Patrol Unit (SEIU); Fire Managers Assn.

• Salary surveys (General, Supervisors, Managers) Human Resources

• Implementation of Management Study Recommendations • Implementation of new benefits administration system • Open enrollment for 2017 • Supervisory Training Academy Development • Police & other difficult recruitments

Information Technology

• Major software conversions and upgrades o Agenda and Document Management Systems o Permitting System o Work Order System o Employee Benefit Enrollment System o ProLaw System

• Needs Analysis and Vendor Selection/Negotiation o Employee Time and Attendance o Marina Management System o Accounts Receivable System & Property Management System o Recreation Class Scheduling System o Risk Management Information System

• Infrastructure o Replacement Plan Implementation o Upgrade of Fire Station 1 Data Center

• Computer Training • GIS Water Valve Trace project

City Clerk

• New Online Agenda Management System • New Electronic Records Management Program • 2017 City Election Preparation • Municipal code codification project • Update of Public Records Act tracking technology and process

Appendix

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• Update Advisory Group tracking technology and process

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Airport Planning

o Adoption of Airport Master Plan – complete the EIR and adopt Airport Master Plan

Airport Infrastructure Construction/Development

o Commercial/Industrial Development o 6100 Hollister Avenue, Car Dealership at 6210 Hollister Avenue o Taxiway H extension ($14 million) o Fixed Base Operator Relocation and new facilities o Runway 7-25 Rehabilitation o Airport Solar project – Long Term Parking Lot

Air Service Development – maintain and expand air service

o Update Leakage Study o Update Economic Impact Report on the Airport o Air Service Strategic Plan – o Marketing Plan to promote air service o Air Service Alliance Committee

Property Management

o Transfer of Ampersand property to the Airport – prepare for impact of maintenance, staffing needs, and leasing of the facility

o Fixed Base Operator Relocation – prepare RFP or RFQ for two FBO long term leases.

o Design and distribute brochures on commercial/industrial space for leasing o Design and solicit tenant for a coffee shop in new space

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Community Development Administration, Housing & Human Services Division

o Homeless Admin and Coordination o Oversize Vehicle Parking Task Force o Mobile Home Ordinance Amendments o Administrative Support to 10 Boards, Commissions/Committees o Successor Agency Administration o Provide Support to Affordable Housing Developers o Certify Compliance of Affordable Housing Units o Rental Housing Mediation Services o Administration of HOME Funds for Tenant-Based Rental Assistance o Coordination of Annual Grant Process o Develop and Monitor CDBG & Human Service Grants

Building & Safety and Records Management Division

o Building Plan Check and Public Counter Assistance (daily/ongoing) o Building Inspections (daily/ongoing) o Building Code Enforcement (daily/ongoing, significant backlog) o Accela (permit system) Implementation o Floodplain Management Ordinance Update o Hyland On-Base (New Archive/Records System) o Digital Plan Review (Training and implementation for all LDT staff) o Public Information Request Response Coordination

Planning Division

o New Zoning Ordinance & Implementation o Local Coastal Program Update o Proactive Vacation Rental Enforcement o Planning/Zoning Public Counter Assistance o Zoning Plan Check (daily/ongoing) o Zoning Code Enforcement (daily/ongoing, significant backlog) o Historic Preservation Historic Districts Ordinance Historic Resource Guidelines

o Housing Element Implementation Average Unit-Size Development Average Unit-Size Development Design Guidelines Adaptive Management Plan Monitoring

o Zoning Information Report Process Improvements & Preparation o Community-Wide Greenhouse Gas Inventory o Marijuana-Related Ordinance Amendments o Sign Ordinance Amendments o Environmental Resource Element o Highway 101 Air Quality Setback

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Finance Support of Inter-Departmental Projects

• Negotiations with Montecito Water District on the sale of water via the Desalination Plant

• Working with Water Staff to Develop Rates and Related Budgets for the Water Fund

• Vacation Rental enforcement (multi-departmental effort) • Medical/Non-Medical marijuana regulations and enforcement (multi-departmental

effort) Revenue Management/Banking

• Following legislation related to telecommunications affecting local UUT revenues • Banking RFP and implementation of new banking system at City

Accounting

• Implementing Electronic Timesheets Purchasing

• Expanding Credit Cards • Rolling out the implementation of e-bidding system, PlanetBids, to transition from

our traditional paper based bidding system to electronic bidding

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Fire Administration

• Fire Department staff, working with all other Fire agencies in Santa Barbara County, will be looking at the Santa Barbara County Ambulance contract held by American Medical Response for the last 13 years. A two year extension is proposed. We want to make sure that, moving forward, the new contract reflects changes in the EMS arena and the significant changes in the Healthcare world.

• Continue exploration of a re-build of Fire Station 7 that would include the continued presence of a United States Forest Service Engine on site. We have selected an architect and are looking at two sites.

• Work with the Santa Barbara Police Department to ensure adequate staffing at the Combined Communications Center and hire new Center Manager.

• Revise Fire’s major-equipment replacement schedule and funding requirements. Prevention

• Review, amend and adopt the 2016 California Fire Code in coordination with the Building Division as they adopt the 2016 California Building Code and the 2016 California Residential Code.

Office of Emergency Services & Public Education

• Deliver 5 Spanish language Community Disaster Education (CDE) programs. • Continue Emergency Operations Center Training and orientation for new

Department Heads. Wildland Fire Mitigation

• Create, maintain and update Fire Department Geographic Information System (GIS) data within Fire Department and City GIS database server.

• Implement recommendations suggested by UCSB Bren School study regarding the Wildfire Benefit Assessment District.

Operations

• Purchase, install and make operational Mobile Data Computers on all emergency response vehicles.

• Develop inventory control system for personal protective equipment issued to each firefighter.

• Conduct engine company level fire and safety inspections on 80% of scheduled business and residential occupancies annually.

• Ensure Battalion Chief reviews 100% of Cardiac Arrest Management (CAM) incidents.

• Continue work with other Santa Barbara County Fire agencies in standing up a Local “All Risk” Type 3 Incident Management Team. This Team, already used during the Sherpa, Rey, Gibraltar and Canyon Fires, will be used to manage Mutual Aid resources: Local, County, State and Federal, during Wildfires,

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earthquakes, hazardous materials spills and all other large incidents occurring within Santa Barbara County.

Training and Recruitment

• Monitor potential retirements to determine a hiring schedule for a new Firefighter Recruit Academy.

• Conduct a recruit academy for 6 - 8 new firefighter, should staffing levels require it.

• Ensure that all medical responses and reporting are in compliance with new Santa Barbara County Emergency Services Agency standards.

• Continue efforts to increase diversity in Firefighter recruitment.

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Library Top Library Projects

● Strategic Plan for City Libraries

● Revised County Library Agreement and participating city supplemental agreement

● Separation of the Goleta Library

● Teen Center @ Central Library (design FY17, construct FY18

● Workforce Center and College Ready Center

● Edson Smith Digitization Project: digitization and upload thousands of historical Santa Barbara images to the Black Gold Catalog and the Digital Public Library of America.

● 100 Year Celebration of Central Library

● Harwood in-depth Training: The Harwood Institute for Public Innovation is a national organization that teaches and coaches people and organizations to solve pressing problems and change how communities work together. The Harwood practice is a pivotal part of the American Library Association's current Libraries Transforming Communities (LTC) initiative.

● Launch of Library on the Go (library van)

● Renovate staff work area

● Lighting retrofit @ Central Library

Behind the Scenes Projects ● CENIC: Connecting to CalREN Network. This will increase direct upload

speeds at Central Library to 2GB from 150MB

● Investigate new ILS (Automated Library System). The current ILS has been acquired by a larger company and will no longer be maintained or enhanced.

● CIPA (Children Internet Protection Act) compliance and filing of e-rate

● Implementation of MiFi's (checking out hot spots to patrons)

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● Virtual branch and e-card

● Collaborating with Community Policing to ensure safe and welcoming environment.

● Representation at various community groups such as C3H, Partners in Education, Educators Round Table, etc.

● Community Education: staff attend all back to school nights, go to each

classroom to promote summer reading, attend science fairs, senior centers, workforce initiatives, etc. Librarians are spending nearly 50% of their time in the community assessing needs and creating collaborations.

● Improving technology interfaces, self-check improvements, pay stations for fines, wireless printing.

● Building a performance based book collection and creating a selection of materials in multiple formats.

● Black Gold Committee representation, including Library Director service, as Personnel Committee Chair.

● Literacy Services including, citizenship classes, ESL Conversation Group, one-on-one tutoring, dyslexia training and classes.

● Early Childhood literacy and kindergarten readiness: 1,000 Books Before Kindergarten, storytimes, summer reading, etc.

● Touchpoints Training: evidence-based approach to understanding child

development and using family engagement strategies to enhance customer service. It has now been adapted specifically for libraries to help support their services for children, families, and caregivers.

● STEAM classes: Makerspace, Take it Apart Tuesdays, Friday Crafternoons, Coding Class.

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Parks & Recreation Admin/Capital Improvement Project

• Cabrillo Pavilion Renovation Permits, Fundraising Plan, Restaurant Concession Agreement, Construction

• Cabrillo Ball Park – Complete Permitting and Initiate Construction • Kids World Renovation Construction • Design Plans and Permits for Davis Center Renovation • Franceschi House and Park Rehabilitation Recommendations to Council • Muni Tennis Playground/Tennis Facility Construction • Dwight Murphy Ball Field Renovation Preliminary Plans • Bohnett Park Access and Field Improvements Plans and Permits • Thousand Steps Renovation Plans and Permits

Recreation

• Facility Marketing initiatives to increase revenue • New Online Reservation Software for Camps, Classes and Facility Reservations • Business Plan Development for the Renovated Cabrillo Pavilion and Bathhouse • Ortega Park Pool/Playground/Picnic Area Concept Development

Parks

• Develop & Implement Park Response Plan to address Transient/Homeless Impacts

• Ongoing implementation of Drought Response Plan • Design Plans for MacKenzie Off-Leash Dog Area • Install of new Park and Recreation Facility Signage

Creeks

• Completion of Low-Impact Development Project on Quinientos Street • Construction of Upper Arroyo Burro/Barger Canyon Restoration • Restoration Plans for lower Arroyo Burro and Las Positas Creek • Conceptual Plan for Andrée Clark Bird Refuge Restoration • Construction of Las Positas Creek Restoration • Plans and Permits for Andrée Clark Bird Refuge Restoration • Plans and Permits of lower Arroyo Burro Restoration and Open Space

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Police Department Capital Improvement Project

• New Police Building; Current police building built in 1960, and not up to earthquake standards; Inadequate work space, parking, public meeting areas, interview rooms, etc.

Equipment/Technology Needs

• In need of new radios, TASERs, etc • Ongoing technological upgrades and replacement for department Mobile Data

Computers in all police vehicles Staffing

• Recruitment and training of new staff (Sworn/Non-Sworn)

Operational

• Communications Center; continued focus with recruitment and retention; Increased time spent on Emergency Medical Dispatching training and quality assurance through software and hardware enhancements

• Restorative Policing; Increased officer time spent on mentally ill population Other

• Enhanced Community Relations and Outreach o Maintain Community Service Officer staffing levels to address ongoing

nuisance related crimes with constant turn over o Establish a robust volunteer program o Further development of Neighborhood Watch groups and programs o Implement SNAP program o Expanded social media campaign

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Public Works

• Water Resources

• Drought o Desalination reactivation o Water Supply Planning & management including securing additional supplies

as needed o Water Conservation initiatives, outreach and enforcement o Budget management and water rate development o Capital Projects for drought (pipeline, well rehabilitation, etc.) o Renewable Energy

• Recycled Water Plant o Plant Performance Issues

• Cachuma Water Rights

o State Water Rights Order o Biological Opinion

• Water and Wastewater Rate Development

• Wastewater Collection System Consent Decree

• Wastewater Treatment Plant Capital Improvement Projects

o Financing o Construction

• Transportation Planning • General Plan Implementation • New Zoning Ordinance • Bicycle Master Plan Implementation • Vision Zero Implementation • Renegotiate the MTD Shuttle Agreement • Issues related to 101 widening

• Streets Operations and Infrastructure Management • Improving maintenance management activities • Maximizing budget for capital infrastructure preservation • Supporting council discussions regarding infrastructure needs for Street related

facilities

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• Administration • Capital Improvement Program • Budget development and implementation • Rate Development • Grant Management • Support for Financing Efforts

• Engineering

• Capital Improvement Project Management o Major Projects In construction

Desalination Plant and Related Improvements Cabrillo Bridge @ Mission Creek Lagoon Mason Street Bridge @ Mission Creek

o State Street UPRR Improvements Coordination with County Flood Control Coordination with Entrada & MOXI

o El Estero Treatment Plant Secondary Process Rehabilitation

o Major Projects Scheduled for Bid in FY 17 Gutierrez Street Bridge @ Mission Creek Anapamu Street Bridge @ Mission Creek Montecito Street Bridge @ Sycamore Creek Cacique/Soledad Pedestrian Bridges @ Sycamore Creek Old Coast Highway Pedestrian Crossing & Sidewalk Infill Lower Milpas Sidewalks UPRR Bridge @ Cabrillo Blvd with bike and pedestrian facilities Las Positas/Modoc Multi-Use pathway De La Viña Street Bridge @ Mission Creek

• Edison Reliability Improvement Projects

o Project liaison/coordination efforts

• Facilities • Community Choice Energy • Energy Conservation and Energy Management • Various Facility Maintenance/Rehabilitation projects

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Waterfront FY 2017 Facilities /Capital Improvement

• Marina 1 replacement – phase 7 of 8 o Replace E, F & G Docks & add four new slips

• Replace Harbor Patrol boat # 1 adding firefighting capabilities • Install accessible ADA gangway & wooden boardwalk at Sea Landing • Replace Stearns Wharf Parking entrance Kiosk & add ADA accessibility • Continue structural Improvements to Stearns Wharf (piles, pile cap, stringers and

deck boards) • Complete Harbor Patrol locker room remodel • Install accessible ADA self-pay parking stations in Leadbetter lot, add more

machines to Harbor West lot, with color scheme approved by ABR Marina Management / Harbor Patrol

• Replace Marina Management / Accounting Software system • Add online payment capability for slip fees • Organize Harbor /nautical swap meet / Hazmat cleanup day • Organize “Operation Clean Sweep” harbor seafloor cleanup • Recruit two new officers (short staff)

Business Services

• Negotiate 6 expiring leases • Cancel Marine Mammal Center lease, resolve dispute over remaining equipment,

negotiate lease with new tenant to provide marina mammal rescue services. • Participate in negotiation of new DT / Waterfront Shuttle contract with MTD • Negotiate nighttime / daytime parking for oversize vehicles with New Beginnings. • Coordinate 13 cruise ship visits

FY 2018 Facilities /Capital Improvement

• Marina 1 replacement- phase 8 of 8 o Replace A,B,C and D docks using Waterfront capital reserves if possible

instead of borrowing • Install security cameras on marina gates • Complete sub-metering of all marina slips for electrical usage to encourage

conservation • Install guard railing on seaward finger of Stearns Wharf • Stearns Wharf waterline replacement- main and laterals • Repower Harbor Patrol Boat #3

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• Participate in sea level rise & adaptation plan /update Local Coastal Plan with Coastal Commission

Marina Management / Harbor Patrol

• Change Marina gate & restrooms keys & update marina access policy (21,764 active keys in system, probably as many “inactive”).

• Update oversize vehicle parking regulations in Harbor Main lot

Business Services • Negotiate 6 expiring leases • Fuel Dock: Continue to work with McCormix Corporation to facilitate removal and

replacement of four 10,000 underground fuel storage tanks beneath Harbor Way commercial business area. (Multi-year effort)