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03/08/1994, 3 - FOLLOW-UP TO ECONOMIC STRATEGY TASK FORCE (ESTF) RECOMMENDATIONS
� � MEETING DATE: i c� o San LUIS OBISpo - �- COUNCIL AGENDA REPORT MEM NUMBER: FROM: John Dunn, City Administrative Office a SUBJECT. Follow-Up to EconomicStra&gyT orce (ESTF) Recommendations CAO RECOMMENDATION: Approve a plan for implementing the recommendations of the Economic Strategy Task Force. REPORT-IN-BRIEF: On October 1, 1993, the Economic Strategy Task Force (ESTF) issued its report, which outlined 59 specific recommendations for a more proactive City role in promoting the economic stability of the community. The report was considered by the Council on November 9,and subsequently referred to staff for evalution with respect to implementation. In Attachment A, staff provides a recommended implementation approach and timeframe for each ESTF recommendation. The staff report itself focuses on three key issues: (1) consistency with Land Use Element/Other City Policies; (2) staffing alternatives; and (3) committee/advisory body formation. The report concludes that the recommendations are compatible with the Draft Land Use Element (Draft LUE), although the addition of an "economic chapter" to the LUE is not recommended. As an alternative to a chapter, members of the ESTF who recently met to review staffs follow-up recommendations, are suggesting the addition of a one paragraph "value statement". This statement includes a requirement that the City maintain ongoing economic stability goals and objectives (but in a document seperate from the LUE). With regard to staffing, instead of creating a new position, through internal workload adjustments, staff recommends that the Assistant City Administrative Officer (ACAO) is assigned overall program implementation. Staff is suggesting that the Council consider creating a seismic retrofit financing incentive program with the CDBG funds that would otherwise have been necessary to support added staffing. Concerning the formation of a City "Economic Advisory Commission", staff is recommending that input on economic matters be obtained through a less formal 'business roundtable" or other committee formed and supported by the private sector (but with strong City participation). No additional appropriation is necessary at this time to support the implementation program. In fact, the recommended staff approach will be approximately $117,500 less expensive annually than if new staff were hired. A final decision on the use of CDBG funds, including the possibility of using these funds for seismic safety purposes, will be before the Council later this fiscal year. DISCUSSION: Background The implementation of "a more defined, proactive Economic Stability Program" has been established by the City Council as a Major City Goal for 1993-95. To help:develop this program, the Council appointed the Economic Strategy Task Force (ESTF) in March 1993. �����►���Illlf���l j� ��l city of San IUIS osispo Nij% COUNCIL AGENDA REPORT Page 2 On October 1, 1993, "A Vision for Economic Stability in San Luis Obispo" was released by the ESTF. On November 9, 1993, the City Council held a public hearing on the recommendations. At the conclusion of the hearing,the Council"conceptually accepted" the recommendations, and referred them to staff for further analysis and recommendations relative to actual implementation. This report sets forth these recommendations. In developing the implementation recommendations, a staff team composed of the City Administrative Officer, Assistant City Administrative Officer, Public Works Director, Community Development Director, Finance Director, and Administration Department Administrative Analyst considered each of the 59 recommendations outlined in the report. In addition, a survey of other jurisdictions and an overview of local cities were completed to bring additional information to bear on the recommendations, particularly with respect to staffing and a potential economic advisory body. Recommendations relating to the General Plan (especially the Draft Land Use Element) or other matters within the purview of the Planning Commission were transmitted to, and discussed with, the Planning Commission. There has been some consultation with the "Business Coalition" in order to avoid duplicative surveys (they were intending to do their own), and several former members of the Economic Strategy Task Force met on February 18 to comment on the implementation recommendations, which are discussed below. Implementation Recommendations Specific implementation assignments, time frames, and recommendations are outlined on Attachment A for each of the 59 ESTF recommendations. Rather than discussing each of these recommendations in this staff report, the report will instead focus on a select number of key issues which warrant a more detailed analysis and explanation. These key issues are: (1) consistency with Land Use Element/other City policies; (2) staffing alternatives; and (3) committee/advisory body formation. 1. Consistency with Land Use Element/Other Ci!X Policies Draft Land Use Element, Attachment B is an analysis completed by the Community Development Department which shows that virtually all "LUE-related" ESTF recommendations are compatible with, or directly supported by, the Draft Land Use Element. However, the Draft LUE does not include a separate chapter related to economic goals and programs as suggested in Recommendation 1.B. Staff is recommending against drafting such a chapter at this point, since it would delay adoption of the updated LUE. Instead, staff suggests that the City gain experience with the implementation of the "more defined, proactive program" recommended in this staff report, and determine at a later time if these efforts need to be augmented by a new LUE chapter or other supplemental efforts. We may find that it is not necessary to invest the time and funding required to add a chapter to the LUE, if there is a feeling that sensitivity to economic concerns has been adequately addressed through the implementation of other recommendations. J,Z A���� C1W O� San LUIS OBISpO Waiis COUNCIL AGENDA REPORT Page 3 The members of the ESTF present at the February 18 meeting are suggesting a "compromise" approach, which is outlined under the "Comments of ESTF Members" heading toward the end of this report. Other Policies/Processes. With one exception, staff feels that the recommendations of the Task Force are consistent with other City policies and processes. However, Recommendation 10, which relates to the use of eminent domain for "significant/special business development" is inconsistent with past City practice and is an approach more appropriate for a redevelopment agency in dealing with severely blighted areas. While there may be opportunities for"friendly condemnations" in the future, any use of condemnation should be on a very discreet, case-by-case basis, and not more "generically" encouraged in City policy. Staff believes that the ill-will which could be generated by a more aggressive condemnation policy could actually be counterproductive to the desire to project a more positive business environment. Members of the ESTF concur. It should also be noted that the actual implementation of some recommendations, even if consistent with the General Plan, will ultimately be determined only through the completion of certain established City processes, notably the development and environmental review processes. The Dalidio Mall expansion and the Airport Area Annexation are two such examples (Recommendations 13 and 34). Supporting the consideration of these recommendations through these processes, however, is appropriate at this stage. 2. Staffing Alternatives Without question, the most difficult implementation issue to evaluate has been the question of staffing, and a couple of introductory comments are necessary. First, with respect to the question of"public vs.private" organization of an economic development program, the alternatives outlined by staff in this report exclude the formation of a quasi-governmental"economic development corporation"(EDC). This is because cities where such corporations are formed, based on staff's research and surveying (Attachment C), are not comparable to San Luis Obispo; instead, they are cities with very aggressive economic development goals and programs. Second, as the survey points out, a city's decision to establish and pursue public sector economic development goals does not automatically exclude concurrent private sector efforts. Cities with economic development programs located within city government also have chamber of commerces, downtown associations,manufacturers and processors groups, and other private organizations working on complimentary economic endeavors. Cities with programs, no matter how large or small, fundamentally accept the concept of "public-private partnership" in advancing local economic development goals. 3- ��� ►►�II�II��i=��� MY of San LUIS OBispo COUNCIL AGENDA REPORT Page 4 With regard to a City program, there are basically four staffing alternatives: (1) the ESTF recommendation, which is to add an economic stability staff position; (2) the "City of Davis Model", which is to make internal adjustments that would allow the Assistant City Administrative Officer (ACAO) to assume implementation responsibility; (3) assigning implementation to the ACAO with no internal adjustments; and (4) not assigning any individual staff member with overall program oversight or responsibility. The ESTF report makes a strong argument for the addition of an"Economic Stability Coordinator", with its "bottom line" summarized by the following report excerpt: . . . if the City truly wishes to have a strong and proactive Economic Stability Program, then it needs to appropriately support the effort. If instead the task of implementation is to be made a part-time job of existing staff members, then it is likely to be carried out in a part-time, 'as time permits, manner." The concern expressed above is valid. Indeed, many other cities which have formal economic development programs in place include specialized economic development staff. As mentioned earlier, staff has surveyed a number of cities with such programs, and a detailed summary of findings is provided in Attachment C. Sample job descriptions are available in the Council Reading File. Key findings of the survey related to the staffing question are as follows: ■ Cities which have "proactive" programs have clearly established roles and responsibilities for program implementation, often including specialized economic development staff. ■ Cities that are sensitive to growth and environmental issues tend to.locate such programs within City government, typically in the City Manager/Administrator's Office, in order to more directly carry out program goals and balance competing community interests. ■ Maintaining consensus for economic development goals is a challenge in "quality of life" communities, and therefore direct City leadership is very important in this regard. ■ The amount of staffing or staff time dedicated to programs is directly related to the nature and needs of the community and the intensity of economic development goals. Cities like San Luis Obispo, having other equally important priorities, tend to have lower staffing levels. J r ��i �►I��IIIII�IQ�i��U city of San LUIS OBISp0 moo .as COUNCIL AGENDA REPORT Page 5 Staff feels that there are sound arguments for not adding staff at this time, and instead making internal adjustments which would allow the current Assistant City Administrative Officer to assume implementation, at least for a reasonable trial period. This is the second alternative and the same approach used by the City of Davis,which shares many similarities with San Luis Obispo. The arguments in favor of this alternative include: ■ Economic stability is already a responsibility assigned by Council to Administration. ■ The ACAO is already working on a number of issues which are considered high priority economic stability matters (Airport Area, Dalidio Open Space Acquisition, ad hoc business retention efforts, etc.). ■ It will be significantly less expensive than hiring staff ($120,000 savings). ■ The reduction in program costs will free up CDBG monies for other high priority community objectives (perhaps for a seismic retrofit financing assistance program). ■ The ACAO level has more influence within the organization and the community than would a new mid-management position, and thus would be more effective in overseeing the entire program (including those items which involve other "lead" departments). ■ The ACAO knows the "players" (public, private, media, Cal Poly, Cuesta, School District, etc.) and the community issues and can consequently implement a program much faster (by six months or more, given recruitment and orientation requirements inherent in a new position). ■ It avoids the risk inherent in hiring an "unknown quantity". ■ Related to the above, the current ACAO is familiar with community values, and has an intimate knowledge of City Council policy and the appropriate role of staff, and is therefore more likely to avoid missteps in these sensitive areas. ■ The necessary internal changes in roles, responsibilities, and procedures is consistent with Council budget principle: Be open to change and new ideas. Based on these advantages, I am recommending that implementation of the "more defifted, proactive" Economic Stability Program be made the responsibility of the Assistant CAO, at least through the remainder of the current Financial Plan periods J ainml�►I�I��I���In �� city of San Luis OBlspo MMA COUNCIL AGENDA REPORT Page (through June 30, 1995). This recommendation is made with three major qualifiers: First, that the CAO makes the internal adjustments necessary to assure that the ACAO is given adequate time to initiate a more proactive program, including certain reassignments and a reclassification of the current Administrative Analyst. The second qualifier relates to the absence of responsibility for staffing a new City commission,which is fully discussed in the next section of this report. And, third, the adequacy of current secretarial support will have to be carefully monitored, given the increased orientation "externally", and the added correspondence, meetings, etc., which may result (currently the ACAO and Administrative Analyst are primarily supported through a one-half time Administrative Secretary). Attachment D represents the work program which would be assigned to the Assistant CAO, if this staffing alternative is chosen. The Attachment also lists duties which would be reassigned or decreased to create additional time. In essence, this is a "trade-off"recommendation, and while difficult to quantify,we must accept that some. level of quality control, timeliness, and ability to take on special projects within Administration will be exchanged to create the capacity to take on the added work. This can be partially mitigated through shifts between staff and departments, and by departments assuming even greater "quality control' responsibilities. The recommended work program will be subject to change, depending upon circumstances and new opportunities. For example, if our more formal business retention program is to include a set aside of CDBG monies for seismic retrofit, then time will need to be invested in this program. Similarly, if the "sports mecca" concept currently under discussion becomes a community endeavor, then some time will be devoted to that effort. Thus, the work program will evolve and change over time. I strongly recommends against the third alternative, which is to overlay the substantial Economic Stability Work Program onto all existing ACAO duties, with no internal adjustments. If such adjustments are not made (which primarily involves reassigning some duties and one reclassification), then the program cannot be effectively implemented; instead, it will be handled in the "as time permits" manner alluded to in the ESTF report. Yet, there would still be expectations for greater results, given the substantial process we have been through this past year. Similarly, the fourth alternative, to not assign any individual staff member with overall program responsibility, simply will not work if our goal is to implement a more "defined, proactive program". The recommendations of the ESTF, while perhaps not requiring additional staff, will require commitment and additional staff time. And, like any other program, good management and "support from the top" will be necessary to assure a sustained and well coordinated effort within the organization. Therefore, someone needs to be made accountable, and that person needs to be given a reasonable opportunity to invest in this Major City Goal of the City Council. We believe that this can be accomplished with Alternative 2. �'un� ►�I�IIpp� �N city of San LUIS OBISpo COUNCIL AGENDA REPORT Page The members of the ESTF debated this issue at length, as discussed later in the report. 3. Committee/Advisory Body Formation As learned through the survey, cities with formal and well staffed economic development programs do not tend to have economic advisory bodies within city government. Instead, input on economic matters is obtained through less formal "roundtables" or other committees formed and supported by the private sector, but which also include strong city involvement. This also seems to be the trend in San Luis Obispo County cities (Attachment E), and is the model which staff is recommending for San Luis Obispo. This recommendation is made for several reasons. First, a fundamental benefit of any such committee would be the enhanced communication and collaboration among various organizations and institutions which would result, and staff believes that this can be better accomplished through a less formal 'business roundtable" or "partnership committee". Such a committee could be flexible in terms of its size and membership, and thus be more inclusive than a smaller City commission. To illustrate this, along with establishing an "economic advisory body", the ESTF report recommends a "partnership committee", consisting of local business leaders and Cal Poly and Cuesta officials. A business roundtable or partnership committee can include these representatives and others from, for example, the tourism and hospitality sector, industry, downtown retail, the County's economic advisory committee, and so on. Thus, one larger "roundtable" could satisfy the goals of the commission and committee recommended in the ESTF report. It could also offer a forum for broader, countywide issues, since there are aspects of economic development which could be effectively addressed regionally (e.g., input into the VCB's countywide tourism plan; the location of businesses that may be desired in the County, but only in certain cities; input into the "strategic business plan" for the region to be prepared under the auspices of the County effort). The City should be a key participant on the "Roundtable", and staff recommends that Council consider the appointment of a city councilmember and/or the PCC Chair, in addition to the Assistant CAO. Conversely, if a formal fiV government advisory body is established, membership will be limited to just seven members and appointments will be made by the City Council, instead of by the organizations or institutions themselves. In addition, by virtue of the processes which tend to grow around formal City advisory bodies, creating a City commission could create more bureaucracy in an area calling for less ►��n���►�I�IIpUpnu�u�q�I�I city of San tui S OBISPO =60n2e COUNCIL AGENDA REPORT Page 8 bureaucracy. Finally, City advisory bodies require a substantial investment of staff support. Because it would not be wise to invest the limited staff time of the ACAO in many of these support activities (scheduling, agendas, packets, minutes, etc.), then it would be necessary to add secretarial support on a half-time basis from the outset, if a formal City commission is desired. In summary, if the purpose of an additional committee is to enhance communication, collaboration, and input to the City relative to economic matters, staff believes that this can be more effectively done through a simplified "roundtable" or "partnership council" established and supported within the private sector, but with active City participation. If Council concurs with this conceptually, the idea can be referred to the Chamber of Commerce, as the lead agency, for further consideration and refinement. The members of the ESTF concurred with the staff recommendation at their February 18th meeting. Other Program Goals/Emphasis As shown in Attachment A, the ESTF recommended 59 separate goals to the City Council. While many of the goals will be the responsibility of the ACAO, a number of other goals will be assigned to other departments. Still, overseeing progress on these goals will be the responsibility of Administration, as is true of all City goals and programs. As pointed out in the survey, the successful implementation of programs of this kind requires consistent support and "high level" interest. Therefore, the role of overall program oversight would be assigned to the ACAO. While the emphasis of the program will be on local business retention and expansion, strategic attraction may be appropriate on a "case-by-case" basis in order to, as the ESTF report states: "Get what we want, instead of get what we get." FISCAL IMPACT: For the 1993-94 Budget, $100,000 was appropriated to the Economic Stability Program. Of that amount, $24,000 has been expended in support of the fiscal impact analysis ($15,000) and annexation fees ($9,000) for the Airport Area Annexation, and $9,720 has been committed for the City's sales tax advisor and membership in the UCSB Economic Forecast Program. Additionally, $15,400 has been requested at mid-year for transitional funding for the BIA due to surcharge revenue shortfalls. If approved, this will leave a projected balance at the end of 1994-95 in this program of $50,880. These funds should be retained for program support through June 30, 1995, which will include continuing to fund the sales tax advisor and UCSB Economic Forecast Project for 1994-95. O ��u i�H��ll01A111�" ►��IU city of San LCIS OBISPO n Gij% COUNCIL AGENDA REPORT Page 9 $120,000 in CDBG funds have been preliminarily identified for 1994-95 for economic development purposes. This amount was established based on the estimated cost of hiring an Economic Stability Coordinator with one-half time secretarial support. If the staff recommendation is chosen, then these funds can be made available for another CDBG eligible purpose. The reclassification of the Administrative Analyst to Assistant to the CAO (from level IV to III in the five-step Mid-Management series) will result in an annual cost of $2,467. Thus, the staff recommendation will be approximately $117,500 less expensive annually than if new staff were hired. With regard to the $120,000 in CDBG monies which could become available, staff is recommending that the funds be considered for use as seed money in support of a seismic safety retrofitting financing program. Council can fully consider this option when the final CDBG allocation decisions are made in the next few weeks. COMMENTS OF ESTF MEMBERS: As mentioned earlier, members of the ESTF met on February 18th to discuss staffs follow- up recommendations. Individuals present at this meeting were Lauren Brown, Charlie Fruit, Bert Forbes, Harold Miossi, Ray Nordquist, Wanda Strassburg, and Pat Veesart. Staff members present were John Dunn, Ken Hampian, Deb Hossli, and Ron Whisenand. Since the ESTF no longer formally exists, the ihdividuals present agreed that the primary purpose of the meeting was to become more familiar with staffs reasoning behind the various recommendations prior to their independent review of the report with their various "constituent" groups (even with the relatively few members present, there was representatives from business, environmental, and neighborhood interests). Still, the group did address five specific areas, and achieved near unananimity on all five, as outlined below: 1. Land Use Element Chapter: The business persons attending the meeting expressed strong concern with staffs recommendation to not include an "Economic Chapter" within the Land Use Element. Their concern was that "stand alone" goals and objectives would not have the same status and lasting policy influence as would narrative within a General Plan Element. On the other hand, it was recognized that a delay in adoption of the Land Use Element would not be desirable at this time. After considerable discussion, the group unanimously agreed to suggest adding language to the Land Use Element which establishes economic considerations as a formal value within the General Plan. The statement recommended to be added was taken directly from the preamble to the ESTF Vision Paper (the green book), with an additional sentence which relates to the need for separate economic stability goals and objectives. The recommended language is as follows: ►►��► ►�IIIII�Ii=���� city of San L;�AS OBISpo COUNCIL AGENDA REPORT Page 10 "San Luis Obispo should be a well balanced community. Environmental, social, and economic factors must be taken into account on important decisions about San Luis Obispo's future. A healthy economy depends on a healthy environment. Protection of the environment will depend on a healthy economy to pay for it. The social fabric of the community for both residents and visitors must also be part of that balance. Therefore, complementary to the goals and objectives in the LUE, the City shall maintain and bi-annually review goals and objectives that promote the economic well being of the community." Community Development Department staff feels that this added language would not need referral back to the Planning Commission, nor would it need environmental review. Thus, it could be added without delaying adoption.of the LUE. If Council concurs, proper placement of this paragraph within the document can be decided when the Council considers the LUE later this month. 2. ESTF Staff: Not surprisingly, the majority of the meeting was spent discussing this issue. In essence, some individuals felt that the staff recommendation did not go far enough; some felt that it went too far; and others felt that it was "about right". The final conclusion, which was opposed by Mr. Veesart, was that the staff recommendation was acceptable, but should be "the minimum level of support". 3. Business Roundtable/Partnership Committee: The individuals unanimously agreed with the idea of a "non-City committee" being formed, as outlined by staff. Sentiment was expressed that the committee should include representatives of the environmental community. There was also interest in the appointment of a Councilmember to serve on the committee, in addition to staff. There was consensus that, while not a formal City commission, that the City should give appropriate consideration to the thoughts and ideas which the committee will eventually offer. 4. Emminent Domain: The individuals present unanimously agreed with the staff recommendation outlined earlier in this report. 5. Downtown Studv. Staff was initially recommending that a study, to evaluate ways that the downtown can best co-exist with and compliment a Madonna Road shopping area expansion, be considered in a "12 months +" timeframe (Recommendation 12.K). ESTF members felt that this should occur sooner, within 6-12 months. Staff has made this change to the recommendation, recognizing that the timing will ultimately depend upon the pace of an actual expansion project. It is important to emphasize that the intent of the ESTF's suggested study is not to determine if an expansion should occur; but rather, if an expansion is approved, what is the ��O city of san gals oBispo i COUNCIL AGENDA REPORT Page 11 "appropriate promotional strategy to assure the downtown's continued vitality even after the expansion?" Thus, in staff's opinion, until an actual project is approved and near construction, a study of this kind is not urgent. FINAL CAO COMMENTS: With the adoption of the 1993-95 Financial Plan, the City Council adopted the Major City Goal to 'implement a more defined/pro-active economic stability program" In terms of achieving this goal, the ESTF has already provided the Council with considerable program definition. With the adoption of the staff recommendation set forth in this report, the CAO believes that the program can be implemented in a pro-active way appropriate to San Luis Obispo. The staff recommendation is $117,500 less expensive annually than the Economic Stability Coordinator/support staff option, and will free up CDBG money which could be invested in business retention through a seismic safety retrofit assistance program. To effectively implement the staff recommendation,the CAO will need to make certain internal adjustments, including a reclassification; however, the cost of these adjustments are modest in comparison to the benefits. Lastly, consistent with the concept of the "community triangle" set forth by the ESTF, I desire to reaffirm my personal commitment, and that of my office, to a quality of life, environmentally sensitive, balanced community. While the major environmental programs and services of the City are administered/delivered by certain departments of the City - notably Community Development, Utilities, Fire, Parks and Recreation and Public Works - my obligation is to oversee these environmentally-related functions and to see that they are performed with vision, enthusiasm, and quality. Given the recent changes within the Public Works, Parks and Recreation, and Utilities Departments, in particular, and the time I spend in working with these Department Heads, that commitment will not only continue but will increase in the months and years ahead. The same comment could be made about the "social" programs administered by Personnel, Recreation, Police and other departments. ATTACHMENTS: Attachment A. Implementation Recommendation Worksheet Attachment B: Land Use Element Compatibility Analysis Attachment C: Staffing Survey and Job Description Examples Attachment D: ACAO Work Program and Reassignments Attachment E: Information concerning Economic Development Efforts in Other SLO County Cities Council Reading File Material: See Next Page J7// ����� ►�Illll�llli j►SIU city of s n Luis oBispo COUNCIL AGENDA REPORT Page 12 COUNCIL READING FILE MATERIAL: • October 1, 1993 ESTF Report • Details of Staff Survey • Sample Job Descriptions (Monterey, Visalia, Palm Springs, Sunnyvale) • Survey of Public Economic Development Agencies by National Council for Urban Economic Development (CUED) • League of California Cities Economic Development Handbook • Forces in the New Economy: Implications for Local Economic Development (CilED) • Vision Statement, Workplan, and Roster of County Economic Advisory Committee • Board of Supervisor Approved RFP for Regional Business Plan Study g:\estfrpt iz i rl.r e m Vj m m a m c o r U y `o Syr oaE ocr) E a c � ymo °�'- cc � T� o T E o o o - •a . y m .. ° 0 m ap 6: S a7 m U � an d a=a _ > y m m m a �m U m y m m cd c'" .6U "' vi E .0 cc or _ `° mi c y � comE O OU cc �i � yya � y m w U ^ T m m °, r C L y j 3 m y mm �a mOm mC m E � m mo m � w c =m m ammac7 �.*j��• a= ucocYqqi CL Q E E y y O : E C + m �. 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E 3 m � as m E 0. a¢ o m m 3 as ao O y c c v, aU y Y H cc ci 3a� LU p m m -1 3.;� C T N z T m c _o r $ co a -aR U C 0 p p o E 0 E ,NO c°' O Nm y c°' a ,� o CD co r m C W .. y tO m C w C ui m C U cm CL m � " Ea c � c � �° o X os c c N oma c c c c m .. 3 m m c 0 0 mU cL 0 0 0 0 m $i o 0 ° L I L y C O]C = y N ` L m N C ` O a � $ � cN3 $ $i oEv, $ 0 °� � E c E E � o' 'o $ m E m c m m E m E m m E O CO m m cc *6aw m 2U gr 2 Is m C c U E L.+ A N C L O lT0 .L. o 'e 9 = 9 � o o c E E 0 .cm• Ea c c cE E E eq c c mCq M :� M > > r c0 co c c C C c c Eo 0 o f o o E E E E � U U UQ U U Q Q C y C m L. N 'p C C C m >;tl C C co m -p C O c . C 0 J'co CL ,p O y 0 J ..- m y r U y f0 y « O a C laQ E N cc L m ` co p a N C C C L O `m ON L :: 0 t EcD w e m m ° xx cm a cc -J c m ° r c N m m 0 m c " m E C m E m c E N y $ CD 0 ° o w N 0 E c r m ` m ct = o � rcmi a IV '0 od Uai � � ccOi � L cc UwEm cvmi Jm `p m m 7 a N " N _mp m m m 3 Ol C C N T"' N m C U U •0 Co C $ -0 is 5 N t CU V « C E ° 0 C O E t > V m V E CCC CO a ° d O m rL`, l`0 $ m r 7 N O) 7 a m Emm 3Z m� $ oNio ccY'aT O � `° Oce CM Nooc� c � L ` C C O 2 0 r m ° c� CO ` 0 Y O 0 « �pppm°��� C O C m m m a Ol N a y 3p a C E A m w C_p O Dm m cc U L - N a O m tm 3 C y 0 N = L 3 ? �Cp 01L C N C cm N m ® � 10 (0 cc a 0 7 _w CD « 3 m a m m a m l0 � '°O 0 R C = C � C y m � m U a O C ayi L G ° m N m N m O) d N m C m 0 O vi m x E C CL C C •� O 5 m C S CO a '—CO _a W 'm0 m y W a m m r $. ( ' aa« `� `0 a N m N � a a 0 o o � � 0 yL a $ E oU rn °c y m E 10 m m '�, m � c m $ $ c y o c = c � 7 a c .. 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Emmc mcCL Eo> H m m E a « c m ° y ° E E > E cc .. my « caRmc (mEc o m y Q = CD CL w ° R O.v m O m V G d m o Co o w � E >,� ca m ? o v a_m y 3 is C.) 0 CL y CD 0 `c ` `° CD o oni E .p ErE vc UsE ccl CL 15 cm : m Rm o � 2t o � mEaWE c 0 .0 mCtPOy y EC p tm m w m � goy cc CM0 m ai � o�� c cy ` � H E m m o ar- � L �>' `� o DoE O 7 m _U C 'O Cb'o O s O `m w y > m U v m O C O) —_ — m G r � C � W G y G d! Z O l6 L m r2 > 0 C 9 R O O C m V H CO Co m L OJ p r J O O N y O.y as = U vi co mac -mO3 � .L � c 'mo wpm n c � ccoa .2 amiayi « mac O00 c� � mCO ccam ca ° > � mmia c L E E y E c y m CO p Ham cc ` U c a).. o at � oo' c a m � 3c � Ems ca (Dm o > R .. > > Etm c > y >O s 8 p O C C c O C s 47 j (a O O c7 W CL V Q p. a U l m 'O G V N N 01 m � t`o C O K a d ¢ sc ¢ 00 .5 c OfJCca Q > ypmm � E o 3 E y ¢ '> :. m m m N 'N C7 0 E N N N N N _ _7 o � I � � - CLm " § , 0a "= � § r- " ) 2 . @ \ /C.) kB A f\ g@ (L � f ] 2e � I/ g fo CO 0 2 02W00 � 1— o 2 0 22o �I .9 X72 rA 00 ) ] oE c - � � otk= k6 k / CD 0 CD 2 � � D 5 � § $ 2 � � Ja0 � a k � § + 2 2 2 2 k 2 k k E 2 E 2 e § e § 2 § a a a _ _ E § E o 2 2 2 2 E � cc § � ) °$ \ 0 $ k } kk » 6 � 0 0 CLg 2 �2 > o im a g ƒ f/ $ A / a) k � k CL- 2 = _ 5a - ] ■ a � g 2 2 § E � @ & , § 2 �7 - e � 2 _ � 2 - Doc Eu CD "D CD ƒ V- 0) 2 # 2 $ ` � o $ p � § 0 co ] � � 2 § � � c § / f& 22 2 c � aG � 2 -e ° � . a j2 - Co a - 0 � f 2 � # XCo 0 _ r R 2 o ae § 2 ® a8 ) 0 .. 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OW wtp U. m � fl,@ w ~ Ewille a z c°sE o o0 = o � � cn E N p E in m c N N �' N � L C m CM CL m ° r E � r c � .mc ° E r J-.2 10 ECONOMIC STRATEGY TASK FORCE GOALS TO BE CONSIDERED IN UPDATING THE GENERAL PLAN LAND USE ELEMENT ESTF GOAL* DRAFT LAND USE ELEMENT STATUS 1. Economic-health goals, policies, Some are included. (See staff response programs in LUE. to Chamber of Commerce comments.) 7136. Streamlined development review, LUE is compatible. within adopted design standards and growth policy. 8. Consolidated commission review LUE is compatible. and clear standards. 9. Business retention, attraction LUE would allow (page 6, goal 15). Incentives. 12. Downtown as service, financial, LUE supports (pages 35 - 39). entertainment hub. LA. Downtown scale, character. LUE supports (pages 37 - 38). 12B. Downtown pedestrian amenities. LUE supports (page 37). 12C & 55C. Zoning enforcement. LUE is compatible. 12D. Downtown residential. LUE supports (page 35: 4.11 4.2). 12E. Downtown County courts & offices. LUE supports (pages 39 - 41). 12F. Downtown plan. LUE is compatible. 12G. Court Street development. LUE is compatible. 13. Madonna Road retail development. LUE is compatible. 14. SLO has professional, service, LUE is compatible. financial hub of County. 15. SLO as regional medical center. LUE is compatible. * Not all goals apply directly. ECONGOALOHD ATTACIMENT B J �� ECONOMIC STRATEGY TASK FORCE GOALS TO BE CONSIDERED IN UPDATING THE GENERAL PLAN LAND USE ELEMENT ESTF GOAL* DRAFT LAND USE ELEMENT STATUS 16. Adequate land for professional LUE is compatible (3.9; 3.10; 4.3) services. 17. Auto sales center. LUE supports (3.23; 3.24). 22. Home businesses. LUE supports (2.16). 29. Another conference facility. LUE is compatible. 30. Bed & breakfast in residential areas. Questionable (2.16). 33. Land for light industry. LUE is compatible. 34. Airport Area annexation. LUE is compatible (pages 59 - 61). See also subsequent staff recommendations.) 49. Urban reserve line control. LUE is compatible. 50. Acquire open space. LUE supports (1.6, A & B). 51. Hillside protection. LUE supports (pages 44 - 50). 52. City as receiver site for LUE is compatible (7.2). (See also subsequent Transfer of Development Credit. staff recommendations.) 53. Mission Plaza expansion. LUE is compatible (4.12; 8.1 D). 55. Enjoyable neighborhoods. LUE supports (page 21). 55A. High densities & mixed uses. LUE is compatible. 55.13 Cal Poly campus housing. LUE supports (2.30A). 56. Maintain, improve housing. LUE is compatible (goal 10). (See also Housing Element. * Not all goals apply directly. ECONGOALOHD 3�g ECONOMIC STRATEGY TASK FORCE GOALS TO BE CONSIDERED IN UPDATING THE GENERAL PLAN LAND USE ELEMENT ESTF GOAL* DRAFT LAND USE ELEMENT STATUS 57. Higher residential densities LUE is compatible (2.19). In new developments. 58. Affordable housing near job LUE supports (2.24; 2.25; 4.1). centers. 58. No jobs/housing balance in City. LUE is compatible. * Not all goals apply directly. ECONGOALOHD 3�9 SUMMARY OF SURVEY FINDINGS In an effort to become more familiar with current economic development trends and activities taking place in California and throughout the United States, staff has conducted an extensive economic development survey. Specifically, staff has surveyed twelve active economic development programs from throughout the State, interviewed officials from state and national professional economic development organizations (e.g., California Association for Local Economic Development, National Council for Urban Economic Development), and collected literature on economic development activities and trends from a variety of sources. The survey process has allowed staff to gather information on a wide variety of economic development programs from diverse communities, evaluate this information in the context San Luis Obispo's needs, and ultimately help shape the economic stability program recommendations that are presented as part of this report. Below is a summary of the results of our survey. Summary information has first been provided on the results of the telephone survey of the twelve programs (a more detailed listing of the survey results is available in the Council reading file). This is followed by a brief discussion of how the survey findings compare with the information gained through - interviews with professional economic development organizations and current literature. Survey Results In order to obtain a wide variety of information on economic development activities, the City surveyed twelve active programs from very diverse environments ranging from communities that characterized themselves as very supportive of economic development to those that considered themselves cautious in this area. It is important to note that we only set out to survey communities that had formal economic development programs (i.e., programs with assigned staff and program monies). This approach was taken so that we could collect information on actual experiences of communities and review them in the context of San Luis Obispo's needs. The City surveyed twelve programs; nine were located within city government (Monterey, Napa, Visalia,Palm Springs,Davis, Moreno Valley,Thousand Oaks, Sunnyvale, and Rancho Cucamonga) and three were carried out through private sector sponsored economic development corporations (EDC's -Lancaster, Oxnard and Santa Maria). City sizes ranged from 32,000 to 150,000. In surveying each agency, information was collected on all aspects of economic development program management including, types of programs provided, organizational structure, staffing levels, total budgets, funding sources, methods used to measure success and types of incentives offered to business. Of the programs surveyed, our research revealed: ■ Public Sector Program vs. Private Sector EDC's In sharing the results of this segment of the survey, it is important to first point out that a city's decision to pursue a public or private economic development program is not a mutually exclusive matter. Cities with economic development programs located within city government also have Chamber of Commerce's, downtown ATTACHMENT C 3-30 Page 2 associations, manufacturers and processor groups, and other private organizations working on related economic development efforts. In turn, private sector EDC's rely on private organizations and city government to help carry out their economic development programs. As such, the question the survey addresses is: among those cities with economic development programs, what is the nature and extent of direct city participation and program ownership? Given this introduction, public sector programs tend to work best in communities that: a) are very sensitive to issues related to economic development and growth, and therefore want to exercise high levels of control over economic development programs; or b) do not have an economic base can support a private sector EDC. The most commonly cited advantages of a public sector program includes control over the program so that it meets the needs of the entire community and an increased level of understanding by local government of the issues of greatest concern to local businesses. Disadvantages cited include that public sector programs have more difficulty establishing credibility with the business community and can be perceived as bureaucratic in nature. Conversely, EDC's function most effectively in communities that are very supportive of economic development activities. In fact, all three EDC's surveyed acknowledged that they would not be successful if the cities they served did not totally endorse their efforts. The primary advantages of an EDC include their credibility with the business community, their autonomy and their ability to call on their membership for business expertise and volunteer assistance. The most commonly cited disadvantage of an EDC is that they can be perceived as "good 'ol boy" networks. ■ Focus of Economic Development Programs The most commonly offered economic development activities for both the public sector and private sector programs are new business attraction, existing business retention and expansion, and marketing/promotion efforts. The priority in which these activities are pursued, however, varies based on a community's perspective toward economic development. Communities that are very supportive of economic growth aggressively pursue both business attraction and retention, and rely on promotional programs to market their city to perspective businesses. Communities more cautious in the area of economic development typically focus the majority of their efforts on retention and expansion of existing businesses, and set aside very little funding for promotional programs that market their city to perspective businesses. ■ Organization Location Internal management of public sector programs typically ranges from stand alone departments to closely monitored programs located in the City Manager's office. Again,the location of the program is typically reflective of the community's approach V7/ Page 3 to economic development. More aggressive communities have stand alone Departments to carry out economic development programs. Communities more sensitive to balancing economic development with quality of life concerns tend locate their programs in the City Manager's office to insure that activities are closely monitored and carried out consistent with city policies. With respect to the EDC's, all three surveyed function with an Executive Director - Board of Director management arrangement. ■ Program Staffing With respect to public sector programs, staffing levels range from .5 FTE to 5 FTE. Again, staffing levels are typically reflective of the community's attitude toward economic development. The more aggressive, the more staffing resources devoted to the activity. Conversely, more low key cities typically devote between .5 FTE to 1 FTE staff members to economic development activity. In fact, two of the four cities from the survey that characterized themselves as cautious,Davis and Thousand Oaks, placed responsibility for economic development with already existing staff positions in the City Manager's office (Napa - Deputy City Manager and Thousand Oaks - Senior Management Analyst). Position titles varied from Economic Development Director (responsible for an entire department) to Economic Development Coordinator (a position located in a division of a department) to existing positions in the City Manager's office (e.g., Deputy City Manager). A listing of economic development positions by each city surveyed can be found in Attachment 1. Sample job descriptions are in the Council Reading File. All three EDC's surveyed function with three staff members; an Executive Director, an Office Manager and a secretary. As mentioned earlier, the EDC's rely heavily on volunteer support from their members, and often contract with cities for a substantial portion of their funding. ■ Economic Development Commissions Of the programs surveyed (both public and private), only one City actively relies on an advisory body to involve the business community in economic development decisions. Most public sector programs rely on more informal approaches such as quarterly meetings with the business community, business visitation programs, or regular communication with Chamber of Commerce"type"organizations. Conversely, EDC's focus their communication efforts on keeping local government informed. This is typically accomplished through regular meetings with City staff and Council. 3-3�- Page 4 ■ Program Budgets Annual budgets for public sector programs surveyed range from $80,000 to $392,000, with an average of $200,000 (it is important to emphasize, however, that several programs are unofficially intermingled with redevelopment programs making total budgets difficult to calculate). The average annual budget of a city that characterizes themselves as cautious in the area of economic development is $152,000. The majority of the public programs (five) are funded totally through general fund monies. The next most common source of funding is redevelopment monies. Of the nine city programs surveyed, none received financial support from the private sector. Most of the public sector budgets were devoted almost totally to funding salaries; most set aside very little for actual programs (e.g., marketing, revolving loan programs, etc.). Total annual budgets for the EDC's surveyed range from $160,000 to $500,000, with an average of $330,000. Funding for EDC's ranges from total independence from local government (Lancaster) to total dependence on local government (Oxnard). Santa Maria's EDC is funded through a combination of membership dues and local government. ■ Success Measurements Most public sector programs establish annual goals for their economic development programs and evaluate their success based on their ability to attain the goals (e.g., a goal is established to create a business visitation program; success is measured by whether the goal is attained). EDC's tend to rely more on statistical data to measure their success (e.g., number of jobs created, growth in tax rolls). ■ Business Incentives The majority of the programs surveyed (both public and private) offer some type of incentives to attract and retain businesses. Public sector programs typically offer such incentives such as speedy permit processing, job training assistance programs, site location assistance, and revolving loan programs. All public programs surveyed, however, rate customer service as the most important element of any incentive programs (e.g. sincere and forthright communication, flexible attitudes, smooth review processes etc.). In addition, most of the public sector programs indicated that they are reluctant to get involved in offering incentive programs that provide financial or regulatory relief to business because of the difficulty associated with assessing the long term cost/benefit. The EDC that serves the Lancaster area, however, was able to work with their local government to establish a $2,000 per job created one time tax rebate for those new businesses that create a minimum of twenty-five new jobs. 333 Page 5 In short, economic development goals as well as approaches for meeting these goals can vary greatly from city to city. Generally speaking, however, our survey found that communities that are highly supportive of economic development activities typically rely on aggressive, well staffed public or private sector programs with high levels of business community involvement to carry out their economic development goals. They pursue business attraction and retention with equal enthusiasm,and market their community to new businesses. They enjoy high levels of support from their local governments and the business community, and typically receive the resources to get their job done. Communities that are more sensitive in the area of economic development almost exclusively "house" their programs within city government, typically in the City Manager's office. They generally have smaller staffs and budgets, and focus their programs on assisting existing business to thrive and expand. Because pursuit of economic development activities in these types of communities can often be controversial, developing consensus can be time consuming and difficult. For this reason, direct city involvement can be more effective in the long-run (as opposed to the potential "we/they"situation which can evolve in the private sector model). Interviews and current literature review In discussing the survey findings with staff from the California Association for Local Economic Development(CALED),the National Council for Urban Economic Development (CUED), and the League of California Cities, and reviewing literature and surveys prepared by these organizations, we generally found that the trends identified in our survey are consistent with their experiences. The information gained from CALED and the League helped to confirm our findings on the wide range of economic goals and approaches California cities pursue in carrying out their programs. Information provided from CUED helped to confirm trends our survey identified in the areas of economic development program priorities, staff size, budget size, funding sources, and business incentives offered. Copies of the articles and surveys completed by these organizations are available for review and have been included in the Council reading file. g:estf-fin X331( LISTING OF ECONOMIC DEVELOPMENT POSITIONS ■ Monterey Staff Size - 1 FTE Position Title - Economic Development Coordinator ■ Napa Staff Size - 1 FTE Position Title - Economic Development and Redevelopment Coordinator ■ Visalia Staff Size - 2.5 FTE Position Titles - 1 Economic Development Manager, 1 Administrative Analyst, and .5 FTE Secretary ■ Palm Springs Staff Size - 3.5 FTE Position Titles - 1 Economic Development Director, 1 Economic Development and Housing Specialist, 1 Economic Development Coordinator, .5 FTE Secretary ■ Davis Staff Size - .5 FTE Position Title - .5 FTE of the Deputy City Manager ■ Moreno Valley Staff Size - 5 FTE (this represents an approximation as economic development activities are included in the Redevelopment Program) Position Title - 1 Economic Development Director, 1 Senior Analyst, 2 Management Analysts, and 1 FTE Secretary ■ Thousand Oaks Staff Size - approximately 4.5 FTE Position Titles - the economic development program is carried out by several staff members throughout the City organization for a total of approximately 4S FTE. The primary responsibility for the program rests with a Senior Management Analyst in the City Manager's office. ■ Sunnyvale Staff Size - 2 FTE Position Titles - 1 Economic Development Manager and 1 Secretary ■ Rancho Cucamonga Staff Size - 1.5 to 2 FTE (priorities for staffing vary from time to time) Position Titles - 1 Senior Redevelopment Specialist and 1 Redevelopment Analyst J ATTACHMENT 1 %�3S� ACAO ECONOMIC STABILITY WORK PROGRAM AND REASSIGNMENTS .................................... I7IVDERWAY ■ Serve as project manager for Airport Area Annexation (#34, 49). ■ Serve as project manager for Mall Expansion/Costco/Dalidio proposal (#13. A., B.). ■ Serve on Development Review Committee and lead staff efforts to expedite processing for high priority local business expansion/retention efforts (#36). ■ Serve on County Space Needs Task Force, and pursue other efforts to retain County presence in the downtown (#12.E.). ■ Continue current efforts to encourage Auto Center Expansion on LOVR (#17). ■ Oversee Promotional Coordinating Committee referrals from the ESTF, which are to enhance promotional efforts, including emphasizing natural assets, increasing special events and attractions, and attracting more group tours (#'s 24, 26, and 27). ■ Serve on "Cal Poly" Research Park Committee (#32). ■ Assume some current related CAO duties, such as serving on Visitors and Conference Bureau Tourist Development Plan Committee,attending Downtown BIA Board meetings, etc. ■ Oversee implementation of all other Council-adopted ESTF recommendations to be carried out by other departments. SIX:>.1t+C ON'I'HS>O R€IE S S ■ Help establish and serve on "Business Roundtable" (#2, 37, 38, 40). ■ Get a business visitation program going, and follow-up on problems identified (even prior to the more formal "Business Retention Program" listed below) (#5, 31). ■ Establish a formal local Business Retention/Expansion Program,to include: business visitation; streamline processing for priority efforts; possible training support (e.g., Cuesta assistance); and strategic attraction on a "case-by-case" basis (#'s 4, 5, 18, 21, 31, 35, 36, and 39). An early focus of this program could also be a seismic retrofit assistance program. ■ Lead stronger and more formal internal effort to enhance City's Customer Relations efforts (all "customers", not just business related). (#6) ATTACHMENT D ,�3� Page 2 Economic Stability Duties m..-Wtm ...............m......................... ■ With Chamber assistance rekindle the "Shop San Luis Obispo" program (#19). 0 Serve as a catalyst for formation of a 'Tourism Network" (#25). E Evaluate conference facility concept (#29). .............................I............................................................... ..... M Encourage redevelopment of Madonna Plaza Shopping Center (#13.C.). 0 Evaluate more formal business incentive program (#9). 8 Reconsider Court Street options/project (#12.G.). N Consider viability of daily Farmer's Market (#12.1.). H Consider downtown study regarding coexistence with the mall (#12.K). 0 Consider more formal efforts to encourage Auto Center Expansion, if necessary (#17). ...............115 7`(?.�E.Tt ►S.StOIVbfREb11IC�b ........-............................................................................................................. In general, the ACAO's involvement in some current day-to-day issues and future special projects will need to be reduced in order to provide the capacity necessary to manage a more proactive economic stability program. Outlined below are probable adjustments, recognizing that the CAO may wish to make adjustments over time. 1. Participation with the Personnel Director on Management Negotiation Team, except for Fire Department and Mid-Managers, will be shifted to Deb Hossli. 2. Preparing the Capital Improvement Program(CIP) status report and chairing the CIP Committee should be transferred from the ACAO to the Public Works Director, as well. This would leave a CIP Committee composed of the Public.Works Director, Utilities Director, Finance Director, Community Development Director, Recreation Director, and Assistant to the CAO. 3. The ACAO should be removed from the process of reviewing all agenda reports, and selectively review only certain priority reports. Deb Hossli will instead fulfill the overall coordinating/review role. Page 3 Economic Stability Duties 4. Same as #3 above with respect to CAO Special Reports. 5. The ACAO would be replaced on the MIS Steering Committee by Deb Hossli. 6. Conversely, to "balance out" these reassignments, other duties currently carried out by the CAO and Ms. Hossli (but related to economic stability), will be picked up by the ACAO. Examples include: serving on the Visitors and Conference Bureau Tourist Development Plant Committee; serving on the Cal Poly Research Park Committee; staff contact for Downtown BIA issues, including Board meeting attendance. In addition, Ms. Hossli will be relieved of CIP status report preparation (transferred to Public Works), and will be unable to undertake as many special assignments. gouty �3 38 SURVEY FINDINGS ECONOMIC DEVELOPMENT ACTIVITIES OF LOCAL CITIES ■ Arroyo Grande The City of Arroyo Grande has entered into a public-private partnership with the Chamber of Commerce and the business community to address economic development issues. An Economic Development Committee has been created with staffing provided through PG&E's executive loan program (whereby PG&E provides an executive 20 hours per week free of charge) and the City's Community Development Director. The Committee includes representatives from the City (e.g., the Mayor and Planning Commission Chair), the Chamber and the business community at large. The Committee has created a vision statement and implemented their first round of recommendations which includes such activities as: reviewing and improving the City's permit processes; preparing user friendly publications to assist the public with City processes; developing a business visitation program; developing a program to provide site location assistance to businesses; reevaluating and subsequently reducing transportation impact fees, etc. The Committee is now in the process of establishing a new set of goals to continue improving the City's economic standing. ■ Atascadero The City of Atascadero is in the process of creating a formal economic development program. The City has set aside general fund monies to hire an Economic Development Director to head up local economic development efforts (recruitment for the position, however, is on hold pending full seating of their Council). In addition, the City has appointed an Economic Roundtable to advise the Council on economic development issues. The Roundtable consists of sixteen members; twelve from the business community, one from the Council, one from the Planning Commission and two from the general public. The City also provides financial support to their local Chamber of Commerce and the Visitors and Conference Bureau. The City recently received a grant to develop an economic development strategy for Atascadero. The City is also studying the feasibility of creating a redevelopment agency. ■ Grover Beach The City of Grover Beach is in the process of becoming more formally involved in economic development issues. The City is devoting the majority of its efforts in this area toward implementing a redevelopment agency. In addition, the City was recently awarded an economic development grant to prepare a strategic plan to improve business in the community. The City has also established goals in the current Financial Plan for improving the business climate in Grover Beach (e.g., commitments to improving customer service, streamlining permit processing, etc.). The City also provides funding to the Chamber of Commerce and the Visitors and Conference Bureau and supports special events that promote the community. ATTACHMENT E ,x.39 Page 2 ■ Morro Bay The City of Morro Bay does not have a "formal' economic development program. The City does, however, work cooperatively with their local Chamber of Commerce to address economic development concerns (the City provides the Chamber funding each year). In addition, the City provides funding to promote Morro Bay as a tourist destination to the Community Promotions Commission(an advisory body to the Council) and the Visitors and Conference Bureau. Morro Bay has appointed a Citizens Task Force to explore the feasibility of creating a redevelopment agency in downtown Morro Bay; the Task Force is expected to issue a report to the City Council by September of this year. The City Council is also expected to adopt a facade enhancement program in the near future. Under this program, the local businesses will be able to obtain low interest loans, secured by the City, to carry out facade improvements. ■ Paso Robles The City of Paso Robles has a formal economic development program in place. The Council has adopted an Economic Strategy, devotes full time staff toward implementing the strategy(an Economic Development Manager located in the City Manager's office), and has an active Redevelopment Agency. The City offers financial incentives to new businesses that locate in the City (e.g., fee deferrals and infrastructure cost offsets, etc.). The City also has an internal economic development team that facilitates processing of new development applications. The City also provides funding to their Chamber of Commerce, the Visitors and Conference Bureau and their Mainstreet Program. ■ Pismo Beach The City of Pismo Beach does not have a "formal" economic development program. It does, however, have an Economic Improvement Commission that advises the Council on how to spend 1% of the City's annual transient occupancy tax earmarked for capital improvements that enhance tourism activities (e.g., improving the pier area, adding parking to the downtown, etc.). The City also provides financial support to their local Chamber of Commerce and the Visitors and Conference Bureau. G:estf-su ` AGENDA DATE'TINGNG '�ITEM # RECEIVE® LIAR $ i9g4 FATTORNEY CIL 0 CDD DIR 08 March 1994 8'FIN DIR CITY COUNCIL ❑ FIRE CHIEF SAN LUA UJ31sm CA ❑ PW DIR ORIG ❑ POLICE CHF TEAM ❑ REC DfR Honorable Mayor & Council Members ❑ ", EAS_LE ❑ urfL DA City of San Luis Obispo ❑ P=ns c;a —��. P.O. Box 8100 San Luis.Obispo, CA 93403 RE: Business Item No. 3 - Recommendations of the Economic Strategy Task Force (ESTF) Dear Mayor Pinard & Council Members, The need for the resurgence of our community's economic well-being is not the controversy. The struggle and debate centers around how to successfully achieve this goal. We have listened to the firsthand stories of other communities during the '93 workshop; the ESTF has spent the better part of a year discussing the basic principles of economic health and applying them specifically to the City of San Luis Obispo; staff has polled other cities for insights into their programs; and the interested public has participated in and anxiously watched for a clear sign that this City understands the importance of economic vitality. The proverbial ball is now in your court. The San Luis Obispo Business Coalition wants to reaffirm its continued commitment to witnessing the implementation of those processes that will create a more active economic environment. City government is now, more than ever before, in a position to be a positive and contributing member in the marketplace. Our expectations for your newly defined role include sending a message to this community that, through your policies and actions, you recognize this to be an important component in the ever difficult quest for that certain "quality of life". We encourage you to take the first step toward this through the adoption of the ESTF's goals and objectives and staffs recommendations for implementation. Although we have concerns pertaining to some specific staff recommendations, we are looking toward the long-term goal of incorporating the economic impact of your decisions, not as an afterthought, but as an integral part of your process. We recognize that government is not a "business" in the private sector sense, but difficult financial times have made us all take a good, hard look at just how we intend to make ends meet. The "City" of San Luis Obispo will not be the first, nor the only community to make this type of commitment. 08 March 1994 ESTF Recommendations Page 2 of 2 The Business Coalition has a proprietary interest in your ultimate decision, as we were instrumental in originally helping you to focus on the economic needs of this community. Our focus for economic stabilization and prosperity has not changed. We will continue to monitor, participate and involve ourselves with this issue. We, including yourselves, all enjoy a pride of ownership in this City. Let us not fall prey to the elitist, self-centered attitude that allows us to ignore the implications of our decisions. The true health of this community is our responsibility. As members of this community we know that you also share our desire to see this community prosper. Please adopt the staff's implementation process of the ESTF recomme ations. Re E UIS PO BU INESS COALITION Tom own, Chairperson Building 1 str As ciati Chamber of Commerce De oresco Charlie Fruit Business Improvement Assn. SLO Property Owners Association Cleeves C.M. Florence Manufacturers & Distributors Assn. . Association of Realtors Maggie Cox ibb ML AVG JGENDA DATE-s 7f ITEM#=_ San Luis Obispo Chamber of Commerce 1039 Chorro Street • San Luis Obispo, California 93401-3278 (805) 781-2777 • FAX (805) 543-1255 David E. Garth, Executive Dire Cr(21 ACA ❑ FIRMarch 7, 1994 L�}TTORNEY 6'PWPCLEP.K/OMG. ❑ PO❑ MGMTTEAM ❑ REOC FILE ❑ UTIHonorable Mayor and City Council Members - ❑_PE City of San Luis Obispo 990 Palm Street San Luis Obispo, CA 93401 RE: ECONOMIC STRATEGY TASK FORCE RECOMMENDATIONS —FOLLOW-UP Dear Mayor Pinard and Council Members: The San Luis Obispo Chamber of Commerce would like to comment on the Economic Strategy Task Force (ESTF) recommendations and staff's plan for implementing the recommendations of the ESTF. In reference to the ESTF, the Chamber has actively followed its process and its resulting recommendations. The Chamber strongly supports the recommendations of the ESTF and would like to comment on the three key issues presented in the Council Agenda staff report. 1) Consistency with Land Use Element and Other Policies: The Chamber continues to support the development of an Economic Element to the General Plan. As a minimum, the Chamber supports the ESTF recommendations to include an economic chapter to the Land Use Element as an initial step. The Chamber is concerned with staff's analysis indicating consistency between ESTF recommendations and the Draft Land Use Element (DLUE). For example, ESTF recommendations#14, #16 and #17a have all been referred to a Commission with uncertain outcomes. The fact that something is being referred does not indicate that there is measurable progress toward actually implementing a given ESTF recommendation. � .21VE �� 61994 ACCREDITED CITY CLERK CJUEt U OF c EF= .-,L "'PO,C L C....OEa 01 CO...r.EACE o J B; OI 1.1 .M.TLO 51.116 Additionally, the Chamber believes that the DLUE is weak in any discussion relative to economic goals, policies, and programs. Although the Chamber does not intend to cause delay on the adoption of the DLUE, it would support a timely amendment to the General Plan or LUE to reflect economic goals, policies and programs. 2) Staffing Alternatives: In reference to the four alternatives presented in the staff report, the Chamber continues to support the ESTF recommendation which is to add a full-time economic stability staff position to be funded by the City. This position would perform important strategic recruitment efforts to assure that we "get what we want" rather than "get what we get." This economic coordinating function will result in a benefit for our entire community. 3) Committee/Advisory Body Formation: The Chamber of Commerce agrees with staff's concern about adding another layer of government. The Chamber supports the concept of a private sector economic advisory body which would include recognized, organized business non-profit associations. This advisory group must also include a Council representative and representatives from both Cal Poly and Cuesta College. This advisory group should meet regularly with the sole purpose of making recommendations on improving our local economy. The charter action of such an advisory body could be the development of recommendations for an Economic component to the General Plan. The San Luis Obispo Chamber of Commerce strongly supports the economic stability position and the creation of a private sector business advisory body with Council participation. It is imperative that you direct staff to implement these recommendations in order to guarantee our community's economic well-being. Respectively, We,&a Wanda Strassburg, President San Luis Obispo Chamber or Commerce William A. Thoma, Vice President of Legislative Division San Luis Obispo Chamber of Commerce San Luis Obi:�, . Association of Manufacturers _c Distributors. 992 Monterey Street,Suite B San Luis Obispo,CA 93401 M8@ )W-8887 AGENDA DATLLE'"''`�uITEM # 3 JfJCOUNCIL OYCDD DIR CAO VIA N DIR March 1, 1994 �ACAO OYIRE CHIEF �/ATTORNEY PW I)m 6S CLERK/oRIG ❑ POLICE CHF ❑ MGMT TEAM ❑ REC DIR ❑ C READ FILE ❑ UTIL D;R 1K-a� ❑ PERS DIR Honorable Mayor& Council Members RECEIVED City of San Luis Obispo [JAR 8 1994 PO Box 8100CITy San Luis Obispo, CA 93403-8100 SAN LUIS oslspo,CA RE: Business Item No. 3, Recommendations of the Economic Strategy Task Force (ESTF) Dear Mayor Pinard & Council Members: If you were to ask our members what the City can do to help them maintain their successful business operations here, you might be surprised at some of the replies. What the manufacturing sector needs is a City whose leaders value the presence of manufacturing in the community; who see the many benefits this sector brings to our city, and who share the vision of the manufacturing sector as a robust, diversified key component of our city's future. We believe our City Council supports these ideas, at least conceptually. However, our members' needs go beyond that of a simple pat on the back. They need to know ours is a City which will take proactive steps to help them flourish; a City which will develop fees and ordinances founded in a clear understanding of business operation and community equity; a City in partnership with this sector and with individual businesses to assist them with challenges like expansion plans, including the permit process and all its complexities. The creation of the Economic Strategy Task Force (ESTF) and the report which it produced has given us a number of goals that would foster such a partnership. Our association supports the recommendations of the ESTF. Now the question is how best to realize those goals. We know the idea of an Economic Stability Director position within the City has been long discussed. Our association initially supported the idea of the hiring of an individual to fill this post. Although we still think this could be the ideal approach, we are aware that this proposal has been met with many differences of opinion. We think the resulting conversations have become destructive and have failed to produce any meaningful action. Rather than continue to be at odds, we suggest action be taken to bridge the differences. Hopefully, we can all agree that there is community value in having an individual who is clearly responsible for carrying out the adopted goals of the Economic Stability program, especially with respect to local business retention (and assistance in the location of appropriate news businesses). Our members believe in the necessity of a having a City position which will formalize the relationships manufacturing needs to have with the City, as well as provide for continuity and consistency as these businesses mature and their needs change. We support the proposal which would add economic stability tasks to the responsibilities of the Assistant CAO. We believe the program's success is incumbent on the appointment of a high ranking position such as Assistant CAO,which would afford the individual direct, daily contact with City Council and administrative staff as well as authority over with other departments. We believe the Assistant CAO position should be reconfigured to assure that no less than 50%of that individual's time be spent on economic stability programs. It is our contention that a formal adoption of the Economic Stability goals and the identification of a high level person responsible for achieving those goals will help foster a win-win relationship between manufacturing and the City of SLO. Our members want to remain in SLO, but they need your ongoing help to do it. We appreciate your time and consideration on this matter and hope we can finally move forward together in realizing our shared vision. Best regards, Maggie Cox SLO-AMD Director In The Superior Court of The State of California In and for the County of San Luis Obispo AFFIDAVIT OF PUBLICATION No. dv# 1-18585-0-5 City of SLO STATE OF CALIFORNIA, ss. wilillllplll11pW°ll city of County of San Luis Obispo ���San tuts oslspo CITY COUNCIL I am a citizen of the United States and a resident of the OPUBLIC HEARINGS On Tuesday, March 8, 1994, the San Luis Obispo City Council will hold public County aforesaid; I am over the age of eighteen and not hearings beginning at 7:00 p.m.in the Council Chambers Matter of City Hall,990 Palm Street, interested in the above-entitled on the items listed below. The reports will be available for reviewin the City Clerk's I am now, and at all times embraced Department on the Wednes- day before the meeting. For more information, please call in the publication herein mention was, the principal clerk 781-7103. The Council may also dis- cuss other hearings or busi- of the printers and publishers of the SAN LUIS OBISPO ness items before or after those listed. If you challenge any one of the proposed COUNTY TELEGRAM-TRIBUNE, a newspaper of general actions described below in court, you may be limited to raising only those issues you circulation, printed and published daily, Sundays ex- or someone else raised at the Public hearing described in this notice, or in written correspondence delivered to cepted, at the City of San Luis Obispo in the above the City Council at,or prior to, the public hearing: named county and state; that Notice TRANSPORTATION DE. .YELOPMENT IMPACT FEES- to consider implementing Transportation Development Impact fees to be effective July 1,1994,calculated under the standards of AB 1600 with a recommended fee for a single family residence of at which the annexed clipping is a true printed copy, was $1,180 with fees for non. ublished in the above-named news a er and not in an residential projects varying P P P Y based on land use type and supplement thereof — on the following dates, to-wit: square footage.(90 min.). ZONING REGULATIONS AMENDMENT - to consider 2126 amendments to the Zoning Regulations to simplify . procdssing, add and change definitions, clarify wording and format, and to make minor changes to develop. ment standards.(30 mtn.). Diane R.Gladwell,City Clerk that said newspaper was duly and regularly ascertained Feb.26,1994 618565 and established a newspaper of general circulation by Decree entered in the Superior Court of San Luis Obispo County, State of California, on lune 9, 1952, Case #19139 under the provisions of Chapter 1, Division 7, Title of the Government Code of the State of California. I certify (or declare) under penalty of perjury that the foregoing is true and correct. (Signature of Principal Clerk) Date 2/26 19 94 Page 1 of 1 fn A �-Cft a-1-9" Elaina Cano - Public Records Act Request (re Dalidio-Marketplace) From: Audrey Hooper To: Cano, Elaina; O'Connor, Julie; Reynolds, Diane Date: 1/11/2005 1:49 PM Subject: Public Records Act Request(re Dalidio-Marketplace) CC: Lowell, Jonathan P; O'Connor, Julie Thanks to each of you for your help in responding to the records request we received from Jonathan late last week. I have given him the stack of minutes and agenda reports and he is going to look through them and, I think, have Claudia do the copying. If not, he'll get back to us. For your information, Elaina noted that there was no full agenda report for the March 28, 1994, meeting or the July 27, 1994, meeting (just a red file item). In reviewing the minutes and looking at the agenda reports, this is what appears to have happened. March 28th This meeting was continued to April 5th. The date of March 28th on the April 5th report was crossed out and replaced with the April 5th date. Therefore, I think it's safe to assume that the report was the same for both meetings. Jonathan seemed to concur. July 27th This meeting was continued from the July 26th meeting. Since it was continued to the very next day, I think it's safe to assume that the report for the July 26th meeting was also used for the July 27th meeting. Jonathan seemed to concur. . To prevent confusion in the future, Elaina, will you please print out two copies of this e-mail, date one copy March 28th, mark it Item 1A and file it in the March 28th agenda packet where the agenda report would normally be filed. Please mark the second one PH Item 2, date it July 27th, and file it in the July 27th agenda packet with the red file item, when that item is returned from Jonathan. Thanks, again. Audrey file://C:\Documents%20and%2OSettings\slouser\Local%2OSettings\Temp\GW IOOOO1.HTM 1/11/2005