Grover Beach is a small beachside city on the central coast of California that has undergone a radical transformation from a budget-tight, Capital Improvement Program (CIP)-scarce town to a budget-balanced, CIP-heavy city. During the recession of 2008–2011, Grover Beach was at one point operating with 13 furlough days. Deferred maintenance of streets due to lack of funding had led to a low network-wide pavement condition index and many failing streets. Voters passed a $48 million, 25-year property tax measure in 2014, which transformed the way the city approached road maintenance. Today, with over 60% of all local city streets paved as a result of that measure, the city is on track to pave all city streets seven years ahead of schedule while strategically balancing other capital improvement needs. This session will provide insight to participants looking to establish a network-wide paving program that balances many competing needs, including very restricted funding sources. Participants will also better understand how outsourcing certain components of each project while hiring the right staff to lead key roles can produce greater results during project delivery. Specifically, participants will gain insight into operational decision-making processes that take place at small agencies around the country where limited funding, regulatory compliance requirements, and a wide variety of tasks require dynamic and creative staff solutions to modern problems. After this session, participants will be able to:
• Recognize how to implement a network-wide paving program where one did t previously exist and was t previously funded.
• Identify how departments must consider the need for internal staff or consult staff extensions to deliver a large volume of projects effectively.
• Recognize how competing capital needs inform decision-making processes at small agencies.

Contributor/Source

Mr. Gabriel Muz-Morris

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